soci 11 - day two - tuesday afternoon - june 14, 2016
TRANSCRIPT
Stewards of Change Institute11th Annual National Symposium
June 13 – 14, 2016
#SOCI16
Innovation Showcase: SurmountingChallenges 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
The Quest for the HHS Golden RecordHerb Quinde – Microsoft Public Sector Director
Maureen Ellenberger - Veterans Relationship
Management at US Department of Veteran
Affair (retired)
• Microsoft County of Mecklenburg, NC Video
https://www.youtube.com/watch?v=7IZVLn2umQ0
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.
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
RecipientsCommunity
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
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
A Sample Golden Record
10
11
A Sample Golden Record
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
Citizen 360° - The Data Continuum A Vision for State and Local Government
HHS
eGov JPS
Data Asset Data Asset Data Asset
The future is todayDynamics Health
Dartmouth HitchcockHospital Center Video
https://www.youtube.com/watch?v=x1XARd8Xo7M
Veterans Relationship ManagementUS Department of Veteran Affair (retired)
Common
Health Benefits
Memorials
IntegrationFunction
AuthoritativeData Core and
Associated ServicesMilitary Service History
Identity
Demo-graphic &
Socio-Economic
Contact
ENTERPRISE BUSINESS AND DATA INTEGRATION
Policy andGovernance
Institutionalizing enterprise capabilities to
enable VA to operate as one unified organization
Establish an Enterprise Business andData 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 andassociated services
THANK YOU
Questions:
Herb Quinde, Public Sector Director
Mobile: 703-864-6000
Maureen Ellenberger
© CGI Group Inc. 2013
Stewards of Change
June 2016
Agile for GovernmentSeparating myth from reality
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
$250bAnnual 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
Agile methodology vs. waterfall
Iteration 1 Iteration 2 …is what agile
delivers
What you asked forWhat waterfall
delivers
Miscommunication using waterfall:
Miscommunication using agile:
What you asked for or exceeds…
23
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
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
Myth
Since we are constantly adapting to change,
agile means we don’t have a plan
1
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
Agile projects are difficult to manage, because
agile methodology lacks structure
Agile projects are difficult to manage, because
agile methodology lacks structure
Myth 2
29
Organizing Agile Projects
Agile projects are difficult to manage, because
agile methodology lacks structure
Agile doesn’t produce documentation
Myth 3
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
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
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
Comments?
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
Poster Report Outs & Symposium Closing