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SOCI 11 - Day Two - Tuesday Afternoon - June 14, 2016
- 1. Stewards of ChangeInstitute 11th Annual National Symposium June 13 – 14, 2016 #SOCI16
- 3. Innovation Showcase: Surmounting Challengesin 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
- 4. The Quest for theHHS Golden Record Herb Quinde – Microsoft Public Sector Director Maureen Ellenberger - Veterans Relationship Management at US Department of Veteran Affair (retired)
- 5. • Microsoft Countyof Mecklenburg, NC Video https://www.youtube.com/watch?v=7IZVLn2umQ0
- 6. Survey Question: What isthe one thing that would improve your social services experience? Answer: Knowing who I am when I call or visit an office.
- 7. The Challenge inService Delivery and Improved Outcomes Human Services Care Domain Healthcare Domain Primary Care teams Surgeons Administration Emergency NursingOncology Teachers Family Counselors Pharmacy Recipients Community
- 8. Human Services Care Domain MedicalCare 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
- 9. HHS Golden Record Basic Data ElementsNeeded: Identity Validated (MPI) Demographic Information Enrollment Summary Programs Summary Services Summary Low Code App Dev – CRM/BPM = Data Liberation
- 10. A Sample GoldenRecord 10
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- 12. A Sample GoldenRecord 12
- 13. 13 Digital Transformation: Data-drivenoutcomes 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
- 14. Citizen 360° -The Data Continuum A Vision for State and Local Government HHS eGov JPS Data Asset Data Asset Data Asset
- 15. The future istoday Dynamics Health Dartmouth Hitchcock Hospital Center Video https://www.youtube.com/watch?v=x1XARd8Xo7M
- 16. Veterans Relationship Management USDepartment of Veteran Affair (retired)
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- 18. Integration Function Authoritative Data Core and AssociatedServices 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
- 20. THANK YOU Questions: Herb Quinde,Public Sector Director herbertq@microsoft.com Mobile: 703-864-6000 Maureen Ellenberger melle2007@gmail.com
- 21. © CGI GroupInc. 2013 Stewards of Change June 2016 Agile for Government Separating myth from reality
- 22. IT Projects: Theproblem 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
- 23. 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
- 24. Lessons from Indiana'sNew Statewide System- MaGIK • Highest Level • Vision / Goals • Few Direct Reports • Continuity -- Documentation • Report Up • Resolve Conflict • Procurement www.pcghumanservices.com | Stewards of Change 24
- 25. Since we areconstantly 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
- 26. Myth Since we areconstantly adapting to change, agile means we don’t have a plan 1
- 27. Strategic Planning Project Planning Modular Planning Iteration Planning Daily Planning Planning in agilemethodology 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
- 28. Agile projects aredifficult to manage, because agile methodology lacks structure Agile projects are difficult to manage, because agile methodology lacks structure Myth 2
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- 30. Agile projects aredifficult to manage, because agile methodology lacks structure Agile doesn’t produce documentation Myth 3
- 31. Documentation using agile Agilealso 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
- 32. Agile projects aredifficult to manage, because agile methodology lacks structure There isn’t a government contract model that works for procuring agile projects Myth 4
- 33. Procurement Example: IntegratedSolution 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
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- 35. Interoperability into theFuture: 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
- 37. Poster Report Outs& Symposium Closing