Executive Steering Committee Medicaid Eligibility System Project August 2, 2013
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Minutes and Action Items from July 19 Meeting
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Project Organization
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Project Director Jennifer Lange
DCF
Project Management Team LeadBill Holland
NH
System IntegratorDeloitte
Contract ManagementKendal McAvoy
DCF
Integrated Project Management Team
Executive SponsorSuzanne Vitale
DCF
One to Three
Months
Less than
One Month
Four Months
or More
Suzanne PoirierDCF
Susan ThomasDCF
William MartinezDCF
David HinesDCF
Admin Assistant (Vacant)
DCF
Manny HernandezNH
Peggy ClabornDCF
Nathan LewisDCF
Dianne Rodriguez NH
Kevin SperryNH
Robin IngramDCF
Rick ZelznakNH
Lori NolenNH
Nancy BassNH
Jena GrignonDCF
Joe VastolaDCF
Independent Verification & Validation
E&Y
Dale SulakMGT
Robert HollowayMGT
Project Management Consultant (Vacant)
NH
Parker CapeDCF
Project Tenure
Federal Partner Update
• October 1 Mitigation Plan Updated and Submitted to the federal Centers for Medicare and Medicaid Services (CMS)
• Received CMS Approval of the Modified Adjusted Gross Income (MAGI) Conversion Plan
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Organizational Change Management Update
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Change Management Implementation Milestones
FY12-13 FY13-14 Q4 Q1 Q2
Milestones Apr May June July Aug Sept Oct Nov Dec. Status
Requirements Validation
Organizational Change Management Activities
Application Development
Policy Development and Refinement
Policy Training
Super User Training
UAT Training
UAT
MES System Training
Field Readiness Go Live
A
C D E B F
P
J
G
K
H I
L M N O
Deloitte Update
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Executive Steering Committee
Medicaid Eligibility System
Current Project Schedule – 39% Complete
-8- Progress through 07/26/2013
Executive Steering Committee
Medicaid Eligibility System -9-
0.50
0.60
0.70
0.80
0.90
1.00
1.10
1.20
1.30
1.40
1.50
0.50 0.60 0.70 0.80 0.90 1.00 1.10 1.20 1.30 1.40 1.50
SPI
CPI Medicaid Eligibility System Project - SI Performance Index
Ahead of schedule and underspent Behind schedule and underspent
Ahead of schedule and overspent Behind schedule and overspent
As of 26 Jul: SPI = .98
CPI = 1.18
Executive Steering Committee
Medicaid Eligibility System
The SI SPI value is tracking within the acceptable limits. Upper and Lower threshold are extracted from the overall project management plan (PMP), section 7.4.3.1.
Metric Earned Value Planned Value SPI
SPI 50,375 51,489 .98
PMO – Weekly SPI as of 7/26/2013
0.8
0.82
0.84
0.86
0.88
0.9
0.92
0.94
0.96
0.98
1
1.02
1.04
1.06
1.08
1.1
SP
I
SI MES Project SPI
Weekly SPI
SPI Standard
Upper Threshold
Lower Threshold
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Deloitte Thresholds
Executive Steering Committee
Medicaid Eligibility System
Key SI Focus Areas for July – August 2013
• Completed Detailed Requirements Definition Document and Requirements Traceability Matrix
• Complete Define Phase & Conduct Phase Gate Review
• Complete Application Design & Reporting Design
• Continue Application Development & Reporting Development
• Develop Test Cases
• Complete Organizational Change Management Plan & Staffing and Productivity Analysis Impact Report
• Develop Training Plan and Training Materials
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Executive Steering Committee
Medicaid Eligibility System
Key SI Focus Area – Define Phase Gate
• DEFINE Phase – Deliverables in the Acceptance Process – Detailed Requirements Definition Document Acceptance
– Detailed Requirements Traceability Matrix Acceptance
– Updated Project Management Plans Acceptance
• Phase Gate Review – Provide Define Phase Deliverables to Interagency Workgroup on August 02, for
approval at the August 07 meeting
– Plan for Executive Steering Committee Phase Gate Review at August 16 meeting
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Project Management Update
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Project Performance Metrics
0.50
0.60
0.70
0.80
0.90
1.00
1.10
1.20
1.30
1.40
1.50
0.50 0.60 0.70 0.80 0.90 1.00 1.10 1.20 1.30 1.40 1.50
SPI
CPI Medicaid Eligibility System project performance
Ahead of schedule and underspent Behind schedule and underspent
Ahead of schedule and overspent Behind schedule and overspent
As of 26 July: SPI = 0.98 CPI = 1.18
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Project Performance Metrics
Metric
Current
Value
Prior
Value Trend
1. % of Work Complete: Actual work completed as a % of the total
planned work to date. 40% 33% (4)
2. Schedule Performance Index (SPI): Earned Value (EV) divided by
Planned Value (PV) 0.98 0.97 (2)
3. Schedule Variance Percent (SV%): Earned Value (EV) - Planned Value
(PV)/(PV) x 100% -2% -3% (2)
4. Cost Performance Index (CPI): Earned Value (EV) / Actual Cost (AC) 1.18 1.15 (1)
5. Cost Variance Percent (CV%): Earned Value (EV) - Actual Cost
(AC)/(AC) x 100% 18% 15% (1)
6. Change Request Impact (CR Impact): Sum of Impact in Hours of
Change Requests divided by Budget at Completion (BAC) No changes No changes (9)
7. Average Risk Exposure: (Average of Summed Product of Risk
Probability and Impact; ranging from 9 = Very High to 1 = Very Low)
(Cumulative)
5.07 (n=14) 5.00 (n=13) (1)
8. Risks Opened divided by Risks Closed (Cumulative) 1.52
(41 /27)
1.48
(40 / 27) (1)
9. Issues Opened divided by Issues Closed (Cumulative) 1.80
(9 / 5)
1.80
(9 / 5) (2)
10.Actions Opened divided by Closed (Cumulative) 1.33
(88 / 66)
1.20
(77 / 64) (1)
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External Partner Coordination
• The ESC raised the need to better understand the project
timeline and the critical dependencies related to their
staff.
• In response the project team has taken the following
actions:
Developed a high level time line which provides a view
into when critical dependencies occur
Developed a first draft of specific detailed tasks by agency
including interface and integration testing, deliverable
review, and training tasks. Tasks will be further detailed as
the system integrator further elaborates their schedule.
Designated a project management resource to lead the
external agency coordination effort.
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De
plo
y
October Release Milestones – External Partner D
esig
n
De
ve
lop
me
nt
Te
st
Functional Design
Sys/UAT Test
January December November October September August July June May April
Code and Unit Test
AHCA Setup Complete
FHK Setup Complete
Milestones Oct Phase Durations Legend
FFM Readiness
Connectivity/Setup AHCA-DCF
Trading Partner Account Setup for DCF by AHCA for MEC
MEC Development Complete
Account Transfer Hold/Notice Development Complete
October Release
Connectivity/Setup AHCA – DCF
AHCA loading 270K FHK Kids to avail them for MEC Check
Current Date
Complete Data Sharing Agreement with AHCA
December Release Milestones – External Partner D
esig
n
De
ve
lop
me
nt
Te
st
Functional Design
UAT
Integration Test
System Test
January December November October September August July June May April
Code and Unit Test
December Phase Durations Legend
AHCA and FHK Readiness for UAT
AHCA and FHK Readiness for Deployment
Current Date Milestones
De
plo
y
December Release
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External Partner Coordination • Next Steps to address ongoing communications and action tracking, the project
team will do the following:
Meet with Agency Partners to collaboratively identify and review specific timeline
and tasks. (Meetings will be set up beginning next week).
Implement a project status readiness tool that tracks the external stakeholder
project dependencies.
UID Group Tasks as of August 2, 2013 Start Date End Date
MES Release 1 - External Stakeholder Readiness (Complete/ Total Due/ Total Scheduled) 4/15/2013 12/20/2013Complete MES Solution Design Phase
Produce Technical Design Specifications 8/5/2013 8/29/2013
2695 AHCA, FHKC, FSFN Perform Client review of FINAL DRAFT Technical Design Specifications 8/5/2013 8/9/2013
2270 AHCA, FHKC Perform Client review of Technical Design Specifications 8/12/2013 8/19/2013
2269 AHCA, FHKC Perform Final Client review of Technical Design Specifications 8/26/2013 8/29/2013
Produce Functional Design Specifications
2684 AHCA, FHKC Submit Interim DRAFT #1 Functional Design Specifications 6/21/2013 6/27/2013
2685 AHCA, FHKC Submit Interim DRAFT #2 Functional Design Specifications 7/12/2013 7/12/2013
2687 AHCA, FHKC, FSFN Perform Client review of FINAL DRAFT Functional Design Specifications 7/30/2013 8/6/2013
1815 AHCA, FHKC, FSFN Perform Client review of Functional Design Specifications 8/14/2013 8/28/2013
1817 AHCA, FHKC, FSFN Perform Final Client review of Functional Design Specifications 9/12/2013 9/17/2013
1823 Produce Organizational Change Management Plan 5/28/2013 8/29/2013
2766 AHCA, FHKC, DOH Perform Client review of FINAL DRAFT Organizational Change Management Plan 7/22/2013 8/2/2013
2768 AHCA, FHKC, DOH Perform Client review of Organizational Change Management Plan 8/12/2013 8/19/2013
2770 AHCA, FHKC, DOH Perform Final Client review of Organizational Change Management Plan 8/26/2013 8/29/2013
Complete Development Phase
2698 Complete Master Test Plan 6/21/2013 8/26/2013
2701 AHCA, FHKC, DOH, NSRC Perform Client review of FINAL DRAFT Master Test Plan 7/16/2013 7/19/2013
2295 AHCA, FHKC, DOH, NSRC Perform Client review of Master Test Plan 7/24/2013 8/7/2013
2294 AHCA, FHKC, DOH, NSRC Perform Final Client review of Master Test Plan 8/21/2013 8/26/2013
446 Technical Platform: MEC Check Service and Account Transfer Hold/Notice
3202 AHCA Complete AHCA Account and Security Setup 7/29/2013 7/29/2013
3201 AHCA Complete Data Sharing Agreement with AHCA 7/29/2013 7/29/2013
3204 FDSH Complete FDSH Setup 7/29/13 7/29/2013
3225 Technical Platform: FHK Integration
3224 FHKC Complete Data Sharing Agreement with FHK 8/21/2013 8/21/2013
3223 FHKC Complete FHK Account and Security Setup 8/21/2013 8/21/2013
Develop an integrated
process for reporting
and tracking external
agency task status as
part of the project
reporting process
Put in place ongoing
meetings with the DCF,
the System Integrator
and External Agency
staff to monitor progress
and track and resolve
actions items and risks
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Project Issues – ESC Level Discussion
Issues Comments
Mitigation Plan Pending CMS Approval
Mitigation plan submitted to CMS on 8/1
Project Director / DCF Project Team Business Lead
MGT Contract complete on 7/26. NH Statement of Work (SOW) under review
No Integrated Master Schedule exists for project
Complete – Integrated Master Schedule operational on 7/21
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Project Risk (“Very High Certainty” Risk Rating)
Risks Mitigation Strategy
The federal deadline for implementation of a functioning Medicaid Eligibility System is January 1, 2014.
The project is closely managed and monitored with a process to escalate and resolve risks quickly in order to stay on the compressed schedule. The Project Team continually communicates with CMS regarding pending regulations that may have an impact on the project.
Independent Verification and Validation Update
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