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SOCI 11 - Day Two - Tuesday Afternoon - June 14, 2016

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Slide decks presented during Day Two sessions of the 11th Annual Stewards of Change National Symposium at Johns Hopkins University.

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SOCI 11 - Day Two - Tuesday Afternoon - June 14, 2016

  1. 1. Stewards of Change Institute 11th Annual National Symposium June 13 – 14, 2016 #SOCI16
  2. 2. Innovation Showcase: Surmounting Challenges in Health and Human Services Moderator: Gerry Pape, Senior Consultant, Stewards of Change The Golden HHS Record: Herb Quinde, Public Sector Director, US Dynamics , Microsoft Maureen Ellenberger, Director, Veterans Relationship Management at US Department of Veteran Affair (retired) The Skinny on Agile: Mike Wirth, Chief Architect, State Health and Human Service Systems, CGI James Payne, Judge (retired); Subject Matter Expert, Public Consulting Group
  3. 3. The Quest for the HHS Golden Record Herb Quinde – Microsoft Public Sector Director Maureen Ellenberger - Veterans Relationship Management at US Department of Veteran Affair (retired)
  4. 4. • Microsoft County of Mecklenburg, NC Video https://www.youtube.com/watch?v=7IZVLn2umQ0
  5. 5. Survey Question: What is the one thing that would improve your social services experience? Answer: Knowing who I am when I call or visit an office.
  6. 6. The Challenge in Service Delivery and Improved Outcomes Human Services Care Domain Healthcare Domain Primary Care teams Surgeons Administration Emergency NursingOncology Teachers Family Counselors Pharmacy Recipients Community
  7. 7. Human Services Care Domain Medical Care Domain Primary Care teams Surgeons Administration Emergency NursingOncology Teachers Family Counselors Pharmacy Community Integrated Care Domains Primary Care teams Surgeons Administration Emergency Nursing Oncology Teachers Family Counseling Pharmacy Community No Wrong Door – Person-centric - "Golden Record" Recipients
  8. 8. HHS Golden Record Basic Data Elements Needed:  Identity Validated (MPI)  Demographic Information  Enrollment Summary  Programs Summary  Services Summary  Low Code App Dev – CRM/BPM  = Data Liberation
  9. 9. A Sample Golden Record 10
  10. 10. 11
  11. 11. A Sample Golden Record 12
  12. 12. 13 Digital Transformation: Data-driven outcomes with reduced integration leveraging cloud and mobile Dynamic and Integrated Case Management Recipient 360 LeadersCitizensWorkers Rules Engine and Workflow Management Single view of the Citizen/Resident Data-driven Analytics Rational Document Management Cross Program Collaboration Customer Engagement Centers $ Fraud, Waste, Abuse Monitoring $ • Make it easier for citizens to engage with your agency and services • Empower agencies to improve services with direct citizen feedback and key insights • Provide secure citizen centric information across departmental agencies in an applicable context • Stop customizing core systems and start surfacing information in an efficient, seamless, and cost effective way Being more responsive
  13. 13. Citizen 360° - The Data Continuum A Vision for State and Local Government HHS eGov JPS Data Asset Data Asset Data Asset
  14. 14. The future is today Dynamics Health Dartmouth Hitchcock Hospital Center Video https://www.youtube.com/watch?v=x1XARd8Xo7M
  15. 15. Veterans Relationship Management US Department of Veteran Affair (retired)
  16. 16. Common Health Benefits Memorials
  17. 17. Integration Function Authoritative Data Core and Associated Services Military Service History Identity Demo- graphic & Socio- Economic Contact ENTERPRISE BUSINESS AND DATA INTEGRATION Policy and Governance Institutionalizing enterprise capabilities to enable VA to operate as one unified organization Establish an Enterprise Business and Data Integration function to drive enterprise capabilities and outcomes Institute VA-wide policy, governance, and procedures to enable enterprise business and data integration Authoritative Data Core and associated services
  18. 18. THANK YOU Questions: Herb Quinde, Public Sector Director herbertq@microsoft.com Mobile: 703-864-6000 Maureen Ellenberger melle2007@gmail.com
  19. 19. © CGI Group Inc. 2013 Stewards of Change June 2016 Agile for Government Separating myth from reality
  20. 20. IT Projects: The problem with the status quo 11% Succeed 89% Challenged or completely failed 22 IT projects using waterfall approach Standish Group – CHAOS Reports $250b Annual IT spend in the United States 60% Projects that experience cost overruns 29% Projects that are cancelled before completion 189% Average cost overrun against original budget
  21. 21. Agile methodology vs. waterfall Iteration 1 Iteration 2 …is what agile delivers What you asked for What waterfall delivers Miscommunication using waterfall: Miscommunication using agile: What you asked for or exceeds… 23
  22. 22. Lessons from Indiana's New Statewide System- MaGIK • Highest Level • Vision / Goals • Few Direct Reports • Continuity -- Documentation • Report Up • Resolve Conflict • Procurement www.pcghumanservices.com | Stewards of Change 24
  23. 23. Since we are constantly adapting to change, agile means we don’t have a plan Agile projects are difficult to manage, because agile methodology lacks structure Agile doesn’t produce documentation, so there’s less accountability for satisfying requirements Common myths about going agile 25 There isn’t a government contract model that works for procuring agile projects 1 2 3 4
  24. 24. Myth Since we are constantly adapting to change, agile means we don’t have a plan 1
  25. 25. Strategic Planning Project Planning Modular Planning Iteration Planning Daily Planning Planning in agile methodology Strategic & Project Planning: Agile doesn’t replace strategic planning, nor does it replace project management methodologies (such as P.M.I) Modular Planning: Agile seeks to take big IT projects and break them down into smaller pieces. Modular planning organizes a big IT project into functional modules that can provide stand- alone business value. Iteration Planning: In agile, each module is built over a series of iterations. Iteration plans are continuously refined in collaboration with the business. Feedback is provided after each iteration. Daily Planning: Planned work is tracked on a daily basis and shared with stakeholders to promote transparency. 27
  26. 26. Agile projects are difficult to manage, because agile methodology lacks structure Agile projects are difficult to manage, because agile methodology lacks structure Myth 2
  27. 27. 29 Organizing Agile Projects
  28. 28. Agile projects are difficult to manage, because agile methodology lacks structure Agile doesn’t produce documentation Myth 3
  29. 29. Documentation using agile Agile also introduces documents (or artifacts) that provide greater flexibility and transparency. 31 Design Document vs. Product Backlog • In agile, product backlogs replace unwieldy design documents • Product backlogs are easier to manage, enable response to change, and capture more granular acceptance criteria Status Report vs. Burndown Chart • In agile, burndown charts often supplement the traditional status report • Burndown charts provide greater transparency into actual development progress
  30. 30. Agile projects are difficult to manage, because agile methodology lacks structure There isn’t a government contract model that works for procuring agile projects Myth 4
  31. 31. Procurement Example: Integrated Solution Module A Project Planning B C D E Strategic Planning Umbrella Contract (IDIQ) Task Order 1 T.O. 2 T.O. 3 T.O. 4 T.O. N Task Order 1 Iteration 1 2 3 N Fixed Price Component Contingency (10-20%) Deliverable 1 Deliverable 2 Deliverable 3 Deliverable N Sprints D DI $Y Fixed Price $Y x Contingency % $ Total Task Order + RFP
  32. 32. Comments?
  33. 33. Interoperability into the Future: Recommendations for the Next Administration Facilitators & Moderator: o SOC Institute Consultants & Affiliates o Faculty from Johns Hopkins Bloomberg School of Public o Health and Medicine, Federal, State, Local Governments o National Associations, Philanthropy, Industry Partners o Academia, Nonprofits
  34. 34. Poster Report Outs & Symposium Closing

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