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HPES Response to West Virginia MMIS Re-procurement RFP 4.1.10 Solution Alignment with BMS’ Business and Technical Needs For further details, reference the “Draft Risk Management Plan” in the “Sample Deliverable Formats” tab. Issue Management Plan (Req. 8h) Highlights • Sophisticated risktracking and reporting tool—HP PPM • Issue identification and proactive mitigation throughout the project life cycle • Issue management approach and methods based on PMBOK The issue management plan outlines the methods and techniques that we will use to identify, document, resolve, track, and report issues. Issue management is critical to the success of the MMIS Re-procurement Project. An issue represents a problem that is occurring and having impact at the project level. Our issue management plan is a method to resolve problems encountered by the project teams to minimize possible negative effects to the MMIS Re-procurement Project. Issues can be the result of risks being realized or unforeseen problems that arise on the project. Left unresolved, an issue will impede or prohibit project-related progress or development by affecting scope, budget, schedule, resources, or quality. We actively manage and resolve issues to keep the projects and phases on track. The issue management plan defines the process of how a specific issue should be identified, documented, resolved, tracked, and reported. Through our solid project management practices and collaboration with BMS, we will provide visibility into issues using our HP PPM tool. Issue management spans the entire life cycle of the project and includes iterative processes and activities. We apply a disciplined, rigorous, and control-based methodology to this important management function. Our approach includes interaction and coordination with BMS on issue management to improve the quality of the MMIS and lower delivery risk. Our issue management approach is a closed-loop process that is focused on promptly reporting and managing issues before they have a negative effect on the project. The approach focuses on working with the project teams to quickly identify, assign, and resolve issues affecting the project across the multiple phases. Coupling the methods and processes with HP PPM provides BMS with a high degree of flexibility, oversight, and control for issue management, with a focus on the areas of specific interest. Our issue management process focuses on early identification, structured issue tracking, and prompt resolution procedures to reinforce the closed-loop structure. Our project management and systems experience enables the project team to proactively identify issues, quickly identify and analyze resolution alternatives, and make resolution recommendations. The issues management process steps include the following: • Identify issue—Issues are captured from stakeholders throughout the project. • Document issue—HP PPM will be used to document and track issues. • Analyze issue—The issue is analyzed and assigned to an issue owner. • Escalate issue—Escalation may occur throughout the issue management process based on the need for approvals or the urgency of the issue. • Resolve or defer issue—The issue is resolved or deferred to a later date. • Obtain agreement on project issue resolution or decision—Relevant stakeholders agree with the resolution or decision. • Track issue resolution—HP PPM will track issue resolution. • Close issue—The issue is closed in HP PPM and resolution is distributed. For further details, reference the “Draft Issue Management Plan” in the “Sample Deliverable Formats” tab. Page 68 RFP # MED11014
HPES Response to West Virginia MMIS Re-procurement RFP 4.1.10 Solution Alignment with BMS’ Business and Technical Needs Change Management Plan (Req. 8i) The HPES change management plan outlines a sound change management approach that maintains the overall integrity of the project. Further details on change control also are covered in the integration management plan to make sure that change is controlled throughout the project—from project start-up through to operations. Change management is a key component of successful program and project management. If change is not properly managed, downstream work activities can be impacted. Change management begins by having clearly defined business requirements so that a solid baseline is established on which to measure change. The baseline requirements for the project are derived first from the West Virginia RFP and subsequently from the requirements validation process conducted early in the project. We offer BMS a proven, easy-to-use process that effectively manages change to help maintain the overall integrity of the baseline project scope, schedule, cost, quality, and configured items. It is critical to identify, analyze, track, and manage changes that could affect the project’s scope, cost, schedule, quality, or configured items, whether the change results from an issue resolution, risk contingency plan, business process or regulatory change, or other system-related change. The change management process steps include the following: • Identify change request—A change can be identified from various internal and external sources. • Document change request—As soon as a potential change is identified, it will be documented by the change initiator in the change management tool, HP PPM. • Review change request—The review team considers and validates the change information and verifies the priority of the change request. • Analyze change request—The change owner will conduct a thorough impact analysis of the change and document the results in HP PPM. Impacted deliverables are assessed. • Decide disposition of change—The CCB, comprising BMS and HPES leadership, reviews and approves the change per the governance process. Review data is readily available in HP PPM for quick, efficient decision-making. • Communicate status—The disposition of the change request is communicated to the affected stakeholders. • Incorporate approved change into plan—The change owner incorporates the changes by updating the project schedule, budget, and scope documentation to document the change. • Implement and migrate change—The work owner makes the changes following the appropriate ESDLC processes so that the change is appropriately implemented across the impacted system and phase. • Update documentation and requirements traceability matrix—The change owner is responsible for updating documentation for the impacted items. • Verify change request incorporated into plan or complete—The ESDLC process is used to implement and migrate the change into production, per the release schedule. • Close request—The CCB will cross-reference the change request to life cycle documentation to verify proper implementation before formally closing the request. For further details, reference the “Draft Change Management Plan” in the “Sample Deliverable Formats” tab. Integration Management Plan (Req. 8j) Highlights • CCB review data is readily available in HP PPM for quick, efficient decision-making. • Change management begins with baselined requirements. • A joint CCB reviews, analyzes, and approves changes before a work owner is assigned. The HPES integration management plan is a comprehensive document that describes the various project management processes and activities that are used to plan, manage, and direct MMIS implementation projects. The need for integration in project management becomes evident in situations where individual processes interact. For example, change requests need to involve the effect of the business process or the system object and the impact of the change request effort to the project schedule. The project managers also need to consider risks and issues as part of the requirements validation in the Analysis Phase and how these risks and issues affect the project’s scope, schedule, and quality. RFP # MED11014 Page 69
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HP Enterprise Services - DHHR

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