I think every buzz word on that new fangled project management stuff is
in there. This is such bull.Can't they just say we made the process more
efficient, and eliminated waste? No, too simple... And probably not the
case..... Inertia is pretty strong....
Anton Britz wrote:
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
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