HP Enterprise Services - DHHR

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HPES Response to West Virginia MMIS Re-procurement RFP 4.1.10 Solution Alignment with BMS’ Business and Technical Needs appropriate personnel, our corporate and internal training processes and procedures result in sustained competency and quality of personnel. The HR management process provides the structure and guidance on the following major functions of staffing: • Acquire personnel—Managing employee demand is a proactive, iterative activity where HPES leaders forecast, identify, request, and continually adjust personnel to support the business needs and goals. The HP corporate work force planning process and tool, Primavera/Evolve, is used as the standard method to employ work force planning activities. • Develop personnel—This process improves the competencies, team interaction, and overall team environment to enhance project performance. Teamwork is a critical factor for project success. • Manage personnel—This process tracks member performance, provides feedback, resolves issues, and manages change to optimize performance. One of the key aspects of managing personnel is retaining the personnel we have acquired for the project. Retaining motivated employees is key to effective management. This HR framework is connected to our business and work force planning, talent management, and career and professional development processes. Together with strong leadership and an innovative culture, HPES’ performance management approach contributes to a talented, engaged, and competitive work force that delivers value to customers and shareholders alike. For further details, reference the “Draft Human Resources Management Plan” in the “Sample Deliverable Formats” tab. Communications Management Plan (Req. 8f) Highlights • Real-time communication using web-based tool • Project transparency through timely and accurate communication • Encouraging customer participation The HPES communications management plan outlines the communication process and the communication methods we will use during the life cycle of the project. The plan serves as a mechanism for making sure that audiences and stakeholders are aware of their responsibilities for communicating project-related information to meet the needs of the project stakeholders. Communication management is critical to the success of the project. We will continuously provide real-time communication based on our web-based reporting dashboards, reports, status meetings, and board meetings as depicted in the governance model that is defined during project start-up. The HPES communication management plan provides a welldocumented and agreed-on communications road map. Effective communication must occur throughout the entire project. Throughout the HPES organization, we emphasize frequent and effective communication. We define effective communication as that which is clear, understandable, and appropriately focused at each management level. Our goal is to precisely state what we are going to do, when we are going to do it, and clearly explain what has been done. Our staff is available to BMS to readily address questions or concerns, along with easy access to our reporting tools that communicate immediate and accurate information about the status and progress of the project. The PMO will instill a disciplined approach of program and project management communication as part of overall governance across the MMIS organization. Based on HPES’ PMO philosophy of open communication, BMS will receive timely and accurate communication of a project’s status and overall results. Project transparency through timely and accurate communication of project status is essential. In a PMO capacity, HPES establishes regular meetings for teams to discuss project status. We seek customer participation for discussions on project issues, project risks, and progress on key tasks. We have found that customer participation in these meetings is essential to foster continuing communication that maintains the working relationship necessary to successfully address problems as they arise. The communication management process provides the structure and guidance on the following major functions of communication: • Identify stakeholders—Identify the people or organizations impacted by the project, and document relevant information regarding their interests, involvement, and impact on project success • Plan communications—Identify the information needs of the stakeholders and determine a suitable means of meeting those needs; define who needs what information, when they will need it, how it will be given to them, and by whom • Distribute information—Make relevant information available to project stakeholders as planned, including implementing the communications management plan and responding to unexpected requests for information Page 66 RFP # MED11014
HPES Response to West Virginia MMIS Re-procurement RFP 4.1.10 Solution Alignment with BMS’ Business and Technical Needs • Manage stakeholder expectations—Communicate and work with stakeholders to meet their needs and address issues as they occur; helps to increase the probability of project success by managing expectations and making sure that the stakeholders understand the project benefits and risks • Report performance—Collect and distribute performance information, including status reports, progress measurements, and forecasts; involves the periodic collection and analysis of baseline versus actual data to understand and communicate the project progress and performance and forecasts the project results For further details, reference the “Draft Communications Management Plan” in the “Sample Deliverable Formats” tab. Risk Management Plan (Req. 8g) The risk management plan is a subsidiary plan to the project management plan and outlines the methods and techniques that will be used to identify, document, analyze, accept, avoid, mitigate, transfer, track, and report risks. Risk management is an essential component of our PMO delivery. HPES uses a standard, repeatable risk management process and a sophisticated risk-tracking and reporting tool that results in the identification of risks consistently across the entire portfolio of projects. BMS will gain from the use of our methodology because we identify corrective actions early to address them when there is less risk exposure. Our risk management methodology is a closed-loop process, as indicated by the following figure, where risks are documented, evaluated, appropriately handled, and reported through closure. Highlights • Risk management approach and methods based on PMBOK • Sophisticated risk-tracking and reporting tool—HP PPM • Risk identification and proactive mitigation during the project life cycle Risk Management Process Our approach to risk management helps the enterprise identify, plan for, and take action on project risks. In projects of this size and complexity, risks and issues will occur; however, our focus on early proactive identification of risks and issues and continuous management oversight helps to minimize the overall impact to the project. We emphasize the need to collaborate with the project teams and BMS to quickly identify, assign, analyze (qualify and quantify), and mitigate risks affecting areas such as technical or functional, scope, schedule, resources, and quality throughout the life cycle of the project. The methodology we use for risk management has been demonstrated on thousands of projects, including multiple MMIS projects. We incorporate process knowledge and lessons learned from previous implementations into our approach. Coupling the methods and processes with a tool as robust as HP PPM provides BMS with a high degree of flexibility for risk management, with a focus on the areas of specific interest. RFP # MED11014 Page 67
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