Part 4 - Iowa Medicaid Enterprise

RFP MED-12-001 | Technical ProposalIowa Medicaid Enterprise System Service Procurement | MMIS and Core MMIS Operationscollaboration with the Department. The PMO meets weekly and operates from an established baseline setof high quality governance documents. Our PMO will be chartered to manage, monitor, and control alltasks and activities associated with the MMIS. The PMO also establishes the tempo and cultureassociated with the project. Specifically, our PMO will be based on five key tenets for success:1. Continually align with the Department's goals and objectives. Every work element of the project mustconsider the goals and objectives of the project to ensure continual alignment and course correctionsshould they be necessary.2. Open communication and continuous collaboration. Successful projects have effectivecommunications, involve key stakeholders in a meaningful manner, and maximize the number ofinteraction points with the end-user and business community. The fundamental point is to avoidsurprises and involve the larger Department community and with IME contractors in a collaborativemanner. Our project is organized in a manner that promotes this tenet. In addition, we have the tools,such as the Project Portal, ready to achieve high levels of collaboration. The Communication Plan isan integral part of Team Noridian’s project management plans which will be delivered after contractaward. Team Noridian will work with the Department to synchronize and integrate theCommunication Plan with activities that may be underway within the Department to provide a “singleface” regarding project communications.3. Clear roles and responsibilities. A major cause of rework and schedule delays on projects is thelack of clear roles and responsibilities and defined communication channels. This tenet is closelyrelated to open communications but it goes further in that it requires that each position on the projectbe clearly delineated. It also requires a commitment to training to ensure that Team Noridian staff isready to engage with the project when assigned.4. Well-defined processes based on the Software Engineering Institute’s CMMI levels 2and 3 and thePMI PMBOK. Team Noridian's partner, CNSI is independently assessed at CMMI level 2 and iscurrently practicing many of the CMMI level 3 key practices.5. Quantitative management. Measuring and reporting real progress is a challenge for most largeimplementation projects. We have the tools and processes in place to remove “guess work” and toprovide our team leaders and project management staff, quantitative data from which to makedecisions. We have integrated Earned Value reporting into our status report processes.8.2.7.6 Project Management PortalRFP Section 6.2.3.6Team Noridian will use the Project Portal as the electronic project repository through all project phases.The Project Portal will be installed and configured within 45 days of contract award for use by both TeamNoridian and the Department and IME contractors for IV&V and QA Services. All internal projectparticipants, including designated Department staff, will be trained on its use.The Project Portal will provide management control features that integrate all project managementprocesses, including:• Electronic repository for all version controlled project documentation and deliverables, with historyof drafts and revisions• Store staff and team performance measurements• Providing information to support the collection of information• Continuous assessment of issues and risks• Monitoring of implemented change requestsThe Project Portal will provide authorized users the view deliverables, including the project work plan,and to generate reports to view project status. In addition authorized users including IME contractorswill have the ability to upload documents to the Project Portal. Team Noridian will provide a secure8 | 18