Jarrel Thomas Project History

Project History
for Jarrel Thomas
Major Projects Managed
Sheridan Healthcorp (2015)
Project Title: ICD-10 Compliance
Project Scope: Ensure Sheridan will be capable of receiving, processing, and submitting
ICD-10 claims as of 10/1/15
Project Goals/Performance Measures:
Conduct training of coders on ICD-10
Conduct training of physicians on ICD-10
Validate all internal systems are ICD-10 compliant
Validate all external systems are ICD-10 compliant
Validate all EDI (inbound/outbound) are ICD-10 compliant
Conduct regression testing on all core systems
Conduct End to End testing with Medicare/Emdeon
Project Results:
All systems verified ICD-10 ready
All EDI verified ICD-10 ready
Claims processing workflows redesigned (receipt/processing/submission/error working)
Project Title: PAF/PRF Implementation (Lawson MSS Integration)
Project Scope: Develop intelligent online Personnel Acquisition and Action forms that
are integrated to multiple systems (Lawson, Kronos, Vistar, Remedy)
Daily automated data feeds between forms and supported/supporting systems
Rule based logic to ensure forms are filled out accurately and completely
Automated approval routing and verification
Automated exception routing
Automated data load into Lawson after final approval
Integration with Kronos pay rules
Project Results:
All interdependent systems identified and linked
Rules based logic developed and implemented
Replacement of all other paper and electronic versions of these forms used by multiple
department
HCA (2014-2015)
Project Title: Clinical Automation (Intelligent Hospital)
Project Scope: Create a “hospital of the future” environment
Implement Centrak RFID tracking
Implement Intelligent Insites core reporting application

Implement Hand Hygiene monitoring
Upgrade Rauland Borg Nurse call system to Responder 5
Develop workflows for all hospital processes
Develop metrics and SLA’s
Project Results:
System implementation designed to provide:
Asset Management, Wander Prevention, Capacity Management, Patient Flow, Staff
Locating/Duress, Rounding Compliance, Contact Tracing, Infant Protection, Surgical
Workflow, ED Workflow, Safety and Risk Management SPD Workfow, Hand Hygiene
Monitoring, Environmental Monitoring
Project currently underway at time of departure.
Project Title: RALS implementation
Project Scope: Interface all monitoring devices to Meditech via RALS interface at all
hospital, free-standing ED’s
Convert I-stat devices from Pweb to RALS
Link all other devices (HMS Plus, Avox, Sig+ Elite, Clinitek, Gem) to RALS interface
Project Results:
I-Stat to RALS completed
Interfaces to other devices being developed by RALS at departure
Project Title: Script RX implementation
Project Scope: Decrease latency of application and upgrade to latest version
Move core application from Remote site to market hubs
Upgrade to latest version of software
Project Results:
Application moved to 5 hub sites resulting in latency decreasing from 30 sec – 2 minutes
to 5-10 seconds
Upgrade of application underway at time of departure.
Office Depot (2014)
Project Title: SKU Harmonization
Project Scope: Create a single set of product lines for Max/Depot merge
Each product line examined to determine identical, similar, unique products
Vendors for each product line were examined and best of breed selected
Project Results:
Each product line was reduced to a core, top selling selection using specific vendors
which resulted in 1-100 million in annual savings
Project Title: Cost of Goods Sold (COGS) for Furniture / Cleaning / Breakroom Supplies
Project Scope: Develop

Completed over $46M in merger initiatives from Vendor negotiations to in Store Sales
Developed several forms which became corporate standards documentation
Project Results:
Product lines developed and set up in all critical systems.
Project Title: Global Sourcing
Project Scope: Develop a single system to conduct new overseas product requests,
purchasing, project management, quality testing, customer service, and new vendor
acquisition
Led the upgrade development of Project Management/Quality/Purchasing system
Project Results:
Identified that product was severely underbudgeted and took steps to ensure proper
funding was acquired.
Standardized processes between Depot/Max (using best of breed methodology)
Project Title: Private Branding
Project Scope: Consolidate Max/Depot brands into a Good/Better/Best format for all
product lines
Created top performing product line for each private brand category
Project Results:
Moved to e-commerce in middle of project
Project Title: E-Commerce
Project Scope: Manage the Ecommerce activities in relation to Merchandising / Retail /
SKU Harmonization / Finance / Marketing / Customer Services / Supply Chain /
Inventory Management
Customer Service fully consolidated and trained
All customer and internal documentation standardized
All products/lines identified and set up in systems
Project Results:
Assisted in the development of cobranded website and conversion of OMX customers to
ODP
Website went live as scheduled with only minor glitches that were resolved within 24
hours of discovery
Siemens Corporation / Touro Infirmary (2006-2013)
Project Title: ARRA Initiatives
Project Scope: There were several projects required to achieve meaningful use Siemens
data center located in Malvern, PA.
Be able to demonstrate meaningful, level 1, guidelines were achieved for a
consistent period of 3 months.

Project Plan: Complete the following projects:
Openlink server replacement/software upgrade
ICD9 to ICD10 conversion
Invision upgrade to Soarian
SAN expansion
DSS upgrade
EDM upgrade
Pharmacy system upgrade / RCO conversion
Pharmacy automation/workflow
MAC implementation
Invision clinical upgrade:
 LCR problem list
 Clin Doc (Ped growth chart)
 Med Reconciliation
 Continuity of Care
 Clinical Decision Support
 Plans of Care
 Workflows / Rules
 Critical Care
 Clinical documentation
 Eprescribing
CPOE / Evidence based order sets
Care Plans
Radiology system upgrade
Evidence based order sets
Meaningful Use Reporting
Project Title: Infrastructure Relocation of Mainframe to Malvern, PA
Project Scope: Move all mainframe operations (Invision) from Touro Infirmary to
Siemens data center located in Malvern, PA.
This was part of the acquisition initiative that included redesign of CRM, Network
infrastructure, staff repurposing and training, and Operations processes.
Seamless conversion to RCO environment
Minimal downtime of core clinical system
Project Plan:
Conduct an initial copy of all data over to RCO system
Test all functionality of RCO system
Make corrections to issues that had been a part of the ICO system
Project Timeline and Major Goals:
Project timeline was 6 months
Project Results:
Project was completed on time and planned downtime was reduced from one
week to 3 days

Listing of other Major Projects:
Applications:
o MAC implementation
o CPOE / Evidence based order sets
o Soarian EHim (EDM / EHR) implementation / upgrades
o RIS - Radiology system upgrade
o GE Centricity implementation
o Draeger Innovian implementation
o LIS - SCC Labsoft implementation
o Gmed Endoscopy implementation
o BedReady implementation
o Midas Suite implementation (J-Rep, Emp Health/Work Comp/Live)
o Lawson Manager Self Service implementation
o Lawson Performance Manager implementation
o Kronos / ADP implementation
o Lawson Payroll/HRIS/GL upgrades
o RQI/Kramer implementation
o Carefusion implementation
o GE Viewpoint implementation
o PACS - GE Varian/MARS/Echo implementation
o PACS – ICC/AGFA implementation
o DAM implementation
o GE Muse implementation
o Medhost implementation
o Sage implementation
o 3M Softmed upgrade (for ICD-10 compliance)
o Soarian implementation (for ICD-10 and MU)
o CBORD implementation / upgrade
o Imprivata implementation (Single Sign On)
o Exchange upgrade and consolidation
o Electronic payments implementation
o ACI Self pay implementation
o 340B Drug program implementation
o Policy manager implementation / upgrade
o Active directory upgrade and consolidation
o Desktop Windows XP to Windows 7 upgrade
o Windows NT Server to Windows 8 Server upgrade
o Charge master system development
o Telephony management system development
o Meaningful Use Reporting (ARRA initiatives)
o Multiple web-based applications development (dietary system, system
access request, physician suspension, patient comments, crystal reports
front end to SQL DBMS, etc…)

Technology:
Replacement of PBX / upgrades
Spectralink upgrade
Wireless system implementation /upgrades
SAN implementation / upgrades
VM Ware implementation / upgrades
Data Center infrastructure relocation / rebuild
Network backbone replacement (Cisco systems implementation)
Cisco remote access implementation
Barracuda / Sophos Network management implementation
WAN / Cloud implementation (for linkage to Malvern and physician offices)
HIE (Mobile MD) implementation
Multiple printer/copier/fax system replacement and upgrades
Pyxis to Omnicell replacement
Carefusion Carousel implementation
Other:
Brought on additional hospital onboard in 6 months
Converted largest physician practice to internal network
Linked hospital to LSU medical university for resident physician program
Disaster Recovery design and implementation for several sites across the country
Remote 1st
level resolution help desk/call center implementation
Developed and maintained IT Administrative and HIPAA Security policies
Audit coordinator (reduced audit completion from 3 months to 1 week)
Memphis Managed Care Corporation
There were several major projects initiated and completed. These included the evaluation,
installation, and maintenance of a new PBX system, replacement of the claims processing
server (IBM RS6000 to HP9000 N-Class server), upgrade of all other servers to Windows
2000 Server, SQL Server 2000, Exchange 2000, upgrade of all desktop
hardware/software, and the purchase, installation, and maintenance of Landacorp Medical
Management System.
Managed an 11 member staff and four consulting firms who were responsible for all ad-
hoc programming, EDI implementation, Datawarehouse development, and end-user
applications and documentation.
Required Skills:
State funded organizations are extremely prone to massive project scope and priority
alterations. Such an environment requires clear channels of communication between IS
and other departments so that project alterations are accurately defined and addressed.
Project timelines must be met and the allocation of resources and emergency response to
major crisis must be evaluated throughout the project life cycle. Maintaining the smooth

operation of projects through the IS department requires constant monitoring and
accurate project scope definition because each project must be done right the first time.
Project Title: Diamond System Upgrades (Conducted 2 times)
Project Scope: Replacement of current version 5.X with latest version of software V8.0.
(Second upgrade was to most current HIPAA compliant version)
Memphis Managed Care had configured DIAMOND over the previous 8
years to address particular business issues and developed processes to
managed workarounds due to real or perceived gaps in the product. The
system configuration limited the ability to perform auto adjudication of
claims to less than 5% of total claims receipts. The objectives for this project:
A) Improve the auto adjudication rate with claims processed
B) Increase percentage of EDI Claim processing to >50%,
C) Upgrade the Production environment to a revision level that provides for
HIPAA compliance by October, 2002.
• Improvement in operational efficiency
• Reconfiguration of DIAMOND to support current business needs
• Better cross-departmental collaboration and global approach to troubleshooting
issues.
• Increase in Claims EDI throughput and auto adjudication
• Reduction in claims payment lag
Project Plan:
State funded organizations are extremely prone to massive project scope and priority
alterations. Such an environment requires clear channels of communication between all
departments so that project alterations are accurately defined and addressed. Project
timelines must be met and the allocation of resources and emergency responses to major
crisis must be evaluated throughout the project life cycle. Maintaining the smooth
operation of projects through the IS department requires constant monitoring and
accurate project scope definition because each project must be done right the first time
due to limited resources and severe time and budget constraints.
See Project Plan document for milestones
Project Results:
The upgrade was completed on time with zero downtime to the organization. Subprojects
defined for after go-live were completed within two months of new system coming on-
line. System was completed within allocated time frame and budget.
Project Title: Business Continuance / Disaster Recovery
Project Scope: Development of an actionable remediation plan for both Business
Continuance and Disaster Recovery (since these are two distinctly different
emergencies). Memphis Managed Care Corporation can only sustain two weeks claims
processing downtime or the company would have to go out of business.
Ensuring that the Diamond claims processing system has no more than 24
hours downtime is essential. In addition, the FTP site, Gentran EDI tool,

Customer Focus (Customer Service), and Careplanner (Medical Management)
applications were designated secondary importance with a required uptime of
3-5 days. Each department was required to develop a detailed BC/DR plan as
part of the overall project. A complete analysis of all current processes,
hardware, software, and mitigation strategies was developed as part of the
plan.
• Improvement in operational efficiency
• 24 hour turnaround of uptime for critical systems
• Remote hot site for staff continue operations at an emergency levels
• Adherence to a budget of 500K to accomplish plan
• Redesign of server room
Project Plan:
This project was divided into the following phases: 1) Feasibility, 2) Assessment, 3)
Initiation, 4) Planning, 5) Execution, 6) Transition, 7) Shutdown. In addition, the project
was broken down into multiple milestones, with the primary goals being the 24 hour
restore of the Diamond system, hot site for employees, and FTP site restoration. As part
of the TQM of this project: efficiency, administrative overhead, unit cost, staffing ratios,
staff morale, access, waiting time, and worker safety were all primary considerations in
the development phase.
Project began in January 2004 with several phases completing in October 2004,
December 2004, March 2005, and July 2005
Project Results:
Mission critical claims processing system was set up as a hot swap spire with multiple
redundancies as far as backup and connectivity. Vendors were coordinated with to
provide 24 hour turnaround of all other major systems. Reduced monthly costs by
$10,000 month. System will be completed within allocated time frame and budget.
In addition to these two major projects, have been involved in approximately 150 other
smaller projects focused on improving business process efficiency. Some of the major
“mini” projects include: Claims deficit reduction, Benefits/Copay/TPA implementation,
Eligibility error reductions, Claims business process reductions, Careplanner
(Medecision) implementation, and currently, Rebuilding of Diamond Core System. Each
of these projects required coordination of all departments within the organization and
meeting a very rigid deadline.
Listing of Other Major Projects:
Applications:
Relational DBMS development (using VB.Net, SQL Server, Crystal Reports)
Exchange upgrade
Landacorp Medical Management implementation
Core insurance processing system redesign/rebuild/upgrades
Gentran EDI implementation
Customer Focus implementation (Customer Service Call Center)
Redesign of intranet/internet sites

Claims Inventory Tracking System development
NCQA accreditation implementation
Claims Inventory Tracking System
Member Eligibility load process development
Commercial Disease Management program development
Tenncare Benefits reform implementation
Technology:
Replacement of PBX / upgrades
Mainframe replacement (IBM RS6000 to HP9000 N-Class server)
Upgrade of all servers to Windows 2000
Total replacement of all desktops
Network infrastructure replacement
Data Center build
Remote hot site implementation
Disaster Recovery implementation
Midtown Mental Health Center
This organization provided mental health services to Tenncare recipients. When I joined
this organization, they were in the processing of developing a claims processing, medical
management application utilizing Visual Basic and Access database software. Virtually
no current system documentation existed and only a skeleton project plan and timeline
had been developed. Within two months, I had developed a detailed current system
analysis, analyzed and engineered the new database system in relation to current and
expected future needs, generated cost and benefit analysis, return on investment, project
timeline, user training manuals, and policy and procedure documentation.
Required Skills:
The existing system was not capable of storing critical information necessary to conduct
daily operations. To obtain this data, coordination between the IS department and other
department managers was essential. In addition, staff within each department had to be
trained extensively by the IS department on the utilization of the new application.
Because the previous system had been so ineffective, obtaining commitment from other
departmental managers was a very complicated process. Specific benchmarks had to be
achieved within the allotted time frames and error free; expectations had to be properly
managed, and requested modifications had to be implemented within reasonable periods.
Project Title: Claims processing/Medical Management
Project Scope: Development and implementation of new claims processing and medical
management system
The existing system was not capable of storing critical information necessary to conduct
daily operations. To obtain this data, coordination between the IS department and other
departments was essential. In addition, staff within each department had to be trained
extensively by the IS department on the utilization of the new application. Because the

previous system had been so ineffective, obtaining commitment from other departmental
managers was a very complicated and tedious process. Specific benchmarks had to be
achieved within allotted time frames and error free; expectations had to be properly
managed, and requested modifications had to be implemented within reasonable periods.
Project Plan:
When I joined this organization, they were in the process of evaluating a proposal for the
development of a custom claims processing/medical management system utilizing Visual
Basic and Access software. Virtually no current system documentation existed and only a
skeleton project plan and timeline had been developed.
Within two months, I had developed a detailed current system analysis, analyzed and
engineered the new database system in relation to current and expected future needs,
generated cost and benefit analyses, return on investment, project timelines, user training
manuals, and policy and procedure documentation.
Project Results:
New system was implemented without any noteworthy incidents. Record management
was drastically improved, insurance/medicare filings were reduced from 20-30 days to 5-
10 days, and documentation accuracy was dramatically increased.
Baptist Hospital
I joined Baptist in the first phase of their Starnet project, which was the conversion of all
legacy systems to HBOC and Cerner. As part of a team of five, my primary task was the
installation of all hardware. Within two weeks of my joining the organization, the other
four team members left Baptist, leaving me responsible for the entire project. Each
department required a detailed analysis of current applications and processes, the
development of the Novell Network infrastructure, analysis and purchasing of new
hardware/software, installation of hardware/software, and detailed system documentation.
Customer Service personnel had to be trained and approve all documentation and
procedures before the project could be turned over to that department.
Required Skills:
Since the networking and installation of hardware/software was only one piece of the
Starnet implementation, communication with management and other divisions within the
Information Systems department was critical. The limited timeframe made coordination
imperative and processes had to be constantly monitored to assure that no duplication of
efforts existed. Once a department had been upgraded, the staff within that department
had to be trained and documentation on their system specific applications provided via
the Intranet website.
Project Title: Starnet
Project Scope: Conversion of all legacy systems to HBOC and Cerner
Evaluation of each department current and future requirements
Detailed
Upgrade of hardware and software in each department

Improved linkage between departments
Utilization of new hardware/software
Project Plan:
Each department required a detailed analysis of current applications and processes, the
development of the Novell network infrastructure, analysis and purchasing of new
hardware/software, installation of hardware/software, and detailed system documentation.
Customer Service personnel had to be trained and approve all documentation and
procedures before the project could be turned over to that department for support.
Since the networking and installation of hardware/software was only one piece of the
Starnet implementation, communication with the management of other divisions within
the IS department was critical. The limited timeframe made coordination imperative and
processes had to be constantly monitored to assure that no duplication of efforts existed.
Project spanned two years with the last six months comprising dual entry of data into new
and legacy systems. Upon verification of data retention and accuracy, old systems were
taken off-line and new systems were utilized.
Project Results:
When the legacy systems were turned off and the new systems were turned on, the only
problems were two printers not functioning and one bar coder not scanning properly. The
organization experienced zero down-time.
W.M. Barr
This organization is a specialty chemical manufacturer utilizing an AS/400 with telnet
links from the desktops to the mainframe. The primary application (MAPICS) did not
have the capability for custom programming, so several small applications requiring
duplicative entry had been installed on the desktops. Seeing a need for a primary
PC-based application which could link to all other applications and lab analysis
equipment, I personally developed an expert system for the Quality Control and Research
laboratories utilizing Foxpro database software. This application provided a single data
entry point and employed link to raw material specifications database on the AS/400, an
SAS statistical package, and various laboratory equipment. The application continued to
grow and an online help system was added (not standard in software at that time), fuzzy
logic was added to make suggestions for batch modifications based on test results, and a
secondary system was developed to support the other processing facility.
When I left the organization, the system documentation and staff training I had
conducted, allowed them to continue to use the application for another five years before
MAPICS developed a replacement application.
Required Skills:
W.M. Barr: In the development of the Quality Control laboratory system, weekly
interaction with management and daily interaction with end-users was essential to update
project priorities and avoid “scope creep”. As each segment of the project was completed,
documentation was finalized, a presentation of the major enhancements was given to
management, and a 1-3 day end user training class was conducted. Because the system

was being developed in house and a prototyping methodology was utilized, major system
upgrades were made on a bi-monthly basis.
Project Title: Quality Control Database Management System
Project Scope: The Quality Control Department currently utilizes an entirely manual
process for daily batch production. This method results in batch volume miscalculations,
lost production records, and falsification of records.
A. Reduce data processing time by 50%
B. Improve data accuracy by 35%
C. Decrease retain retrieval time by 80%
D. Eliminate batch volume miscalculations
E. Provide automatic verifications of all test results
Project Plan:
The decision was made to utilize the database software Foxpro to create an “expert”
system which was capable of meeting current and future needs. The proposed system had
to provide connectivity to laboratory instruments, AS/400 mainframe, and other database
systems. In addition, the system had to be fully documented and provide for basic
modifications and maintenance by laboratory personnel.
The system had to be able to conduct batch reduction/enlargement calculations, analyze
test results for specification compliance and propose batch modifications to bring out of
specification batches back into compliance for over 1000 different products.
Weekly interaction with management and daily interaction with users was essential to
update project priorities and avoid “scope creep”. As each segment of the project was
completed, documentation was finalized, a presentation of the major enhancements was
given to management, and a 1-3 day end user training class was conducted.
Month 1 to Month 6
1. Generate labels for retains (1-5 labels per batch on 100 batches per day)
2. Adjust batch volumes (Example: 1500 gallons to 750 gallons or vice versa)
3. Retain maintenance/retrieval system
4. Storage of test results for all production by manual entry
5. Verification of test results for compliance
Month 7
6. Linkage to AS/400 for raw material verification and compliance
Month 8
7. Raw material test results storage
8. Raw material compliance testing
Month 9
9. “Hot” links to specific instructions regarding raw materials or batch specifications
Month 10-12
10. Development of expert logic to make recommendations for out of compliance
batches.
Month 13-15
11. Linkage to Paradox database system provided by outside vendor for solvent analysis
12. Generation of reports from database into SAS software for trend analysis.

Month 16
13. Internal on-line documentation utilizing memo help files
14. Written manuals on product.
Month 17-18
15. Connection to laboratory software
Project Results:
The project was completed within the specified time frames. Because the system was
implemented as it was being developed, the time frames were broad enough to allow for
modifications to specific modules while ongoing development was taking place.
All desired goals were achieved and the system performed as expected.
Application Development Projects detail:
Meaningful Use (ARRA) initiatives Reporting - this is a SQL server/query tool which
extracts data from all major applications used at the site, incorporates the data into a
single database, and then generates both scheduled as well as ad-hoc reports and data
files which are used both internally by the hospital as well as various state and
government customers.
Telephone Directory System - this is an Access database which pulls data from Active
Directory, Exchange, Lawson and the PBX call accounting system. The data is combined
into a single database which is then used to populate a staffing telephone directory with
an HTML coded front end that is used internally and externally to look up staff and
physicians.
System Access Request - this is a SQL server/query system with an HTML front-end that
is used internally by managers to request new user system access or changes. The system
receives the request, stores the request in a change management log, sends out email
notification to system administrators, and then allows the system administrators to reload
the data back into the database.
Electronic Payments - these are several SQL server/query systems used to generate and
receive electronic payment information with state, federal, insurance, and local business
(such was Walgreens, CVS, etc). Payment data is collected, filtered, formatted and
sent/received with these entities on a daily/weekly/monthly basis.
Various SQL/HTML/Access applets - these are used by internal customers, external help
desk, customers, and physician practices. These include charge master, physician
suspension, patient comments, dietary system.
Insurance Claim Management System - using SDLC, the Diamond system used by
MMCC was completely redesigned from start to finish and then the entire system was
reprogrammed to meet new requirements. This system was written in BBX.
Lab Management System - this system was written in FoxPro and was designed to
interface lab equipment to an expert system designed to evaluate and suggest changes to

chemical manufacturing batches. In addition, the system maintained a record of all test
results, retains, and calculated batch formulations based on batch size.
Stain Master System - this was a system written in FoxPro that took a stain, surface, and
solvent and conducted a relational query to determine which was the best cleaner to
utilize on a particular stain on a particular solvent. This was an application I developed
and programmed entirely by myself and sold directly to a chemical manufacturing
company.

Jarrel Thomas Project History

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