HMIS Project Management Topics and Tools - OneCPD

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HMIS Project Management Topics and Tools1. The project manager should negotiate specific deadlines for resolving persistent issueswith its current solution provider. At the same time, the project manager should clarifycontractual obligations and the solution provider’s role in conversion processes if thecommunity switches software. It is better to do this at this stage, before the decision toswitch is made, while the solution provider has an interest in appeasing the communityand keeping your business.2. During this period prior to the deadline, the project manager should communicate withthe community about these steps. The promises of the solution provider should bedistinguished from promises of the project manager. The project manager should notpromise that the problem will be resolved (which is not in his or her control). Rather theproject manager should promise to begin seeking a new solution if the deadlines are notmet.3. The project manager should start gathering the community’s requirements andresearching alternative solution providers prior to the deadline. A request for proposal(RFP) or selection process should be finalized by the time the deadline with the currentprovider is reached. The RFP should include requirements about importing data from thecurrent software.4. If the deadline is not met, the project manager should proceed on parallel tracks:a. Issue the RFP and begin the new software selection process, which should becomprehensive and inclusive of advisory boards and key stakeholders.b. Continue working with the current provider to mitigate the problem. The currentprovider should also be invited to respond to the RFP.5. The final decision to purchase new software should be made in consultation with theadvisory or governing committee after weighing all of the responses and testing thesolutions.6. Once new software is chosen, it should be piloted and rolled out incrementally. Pilotingcommunities may wish to do dual data entry for a limited period until they arecomfortable with the new software. The HMIS team should be prepared to support twosoftware applications at once for duration of the rollout period.CoC Secession from a Multi-CoC ImplementationSometimes, one CoC within a multi-CoC HMIS implementation decides to secede from thelarger implementation and choose another solution provider. This causes a number of problems.First, the original economy of scale will be diminished, and the money from the seceding CoCwill no longer be available to the larger implementation. Thus, the secession could threaten theoverall sustainability of the larger HMIS project. Second, the breakaway CoC will face all of thepolitical, economic, and data migration challenges faced by entire implementations that wish toswitch software. The original solution provider may have to devote resources toward datamigration that could have been devoted to other areas. Third, there will likely be a time in thefuture when the CoC’s will want to combine the data for statewide or regional analysis, this willentail additional integration costs. Depending on the size of the seceding CoC, the break off ofone large CoC to a new solution provider might have a more detrimental effect than the entiremulti-CoC implementation migrating to new software.32
HMIS Project Management Topics and ToolsOn account of these issues, project managers of multi-CoC implementation should make everyeffort to initially include only those CoCs that are fully committed to maintaining the multi-CoCpartnership. Once the implementation is in place, the project manager should ensure that theneeds of all CoCs are addressed and that the leadership of each CoC continues to see the benefitsof the larger partnership.33
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HMIS Project Management Topics and Tools - OneCPD

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