Hi, We had so much bad IT press from some State IT departments lately, so I decided to share this piece of information :
EPICS Replacement Project - Department of Health and Welfare Executive Summary The project leadership of Ryan Fullmer and Randy Ashton in the Eligibility Program Integrated Computer Systems (EPICS) Replacement Project is deserving of recognition on the basis of project design, unique and productive methodology, and contribution to significant improvements in service delivery to Idaho citizens, even prior to the project’s completion. Project Description: The EPICS Replacement (ER) Project is a three year project in the Department of Health and Welfare to replace the existing 22 year old mainframe-based automated system used for welfare program eligibility determinations, and to modernize business processes to improve accuracy, timeliness, and consistency of welfare service delivery statewide. The three-year project was initially funded for one year with $5 million by the 2006 Idaho legislature for State Fiscal Year 2007. The legislature provided additional funding in 2007 and 2008 to fund the project through SFY 2009 (for a project total of just under $28 million). The project is just completing its second year. Significance to Government Operation: The ER Project is significant for Idaho because of its design, methodology, and achievement: The Project Managers have created an integrated project design, connecting business processes to software development and operational needs with iterative project deliverables. Fundamental to this design was the realization that changes in business culture were equal or greater challenges than the hardware replacement or software function. The project’s sponsorship is shared between the Division of Welfare and the Division of Information Technology. The project’s methodology is fairly unique in government and many are surprised that it is working. The ER Project uses Agile Development to provide iterative development on specific products or releases, using self-directed teams to create high-value business functionality. Work is done collaboratively and completed according to business value. The Project also uses the Lean Office methodology to eliminate waste in processes, thereby maximizing efficiency of staff, reducing costs, and improving performance. Finally, the Project shares business and technology decisions on the Department’s Intranet, providing transparency to tasks, schedules, summaries, standards, and decisions. The Project’s ability to provide interim deliverables means real improvements to service delivery have already occurred. For example, within seven months of the Project’s start date a significant improvement was made when real-time eligibility for Food Stamps was implemented. Periodic improvements have continued and have resulted in more timely service delivery, better program performance, and greater capacity to match our ever increasing workload. Benefits to Idaho Citizens: The ER Project has delivered tangible improvements for Idahoans. This includes decreasing the time from application to eligibility decision, less costly service delivery (fewer taxes) as increased caseloads have been managed without increased staff and services delivered more consistently statewide. Operational Benefits: The ER Project has delivered tools and processes that have created improved accuracy in all welfare benefit programs. It has increased capacity for workers to process applications and maintain cases. Previously unavailable data became easily accessible, enhancing our ability to effectively manage statewide operations. Better data and more consistent operations have created more effective welfare service delivery. http://www2.state.id.us/itrmc/events/achievementawards/2008awardswinners. htm ---------------------------------------------------------------------- For IBM-MAIN subscribe / signoff / archive access instructions, send email to [EMAIL PROTECTED] with the message: GET IBM-MAIN INFO Search the archives at http://bama.ua.edu/archives/ibm-main.html
