Business Transformation Steering Committee Workers Compensation Enterprise Data

Business Transformation Steering Committee Workers’ Compensation; Enterprise Data Strategy; Provider Credentialing; Technology Assessment and Readiness Plan; Website Redesign February 7, 2018

Safety Tip – Stretching for Olympic glory STRETCHING WILLING HELP YOU PREVENT INJURY WHILE EXERCISE. HERE ARE SOME TIPS TO AVOID INJURY WHILE STRETCHING! • Stretch everyday. • Warm up before stretching. • Don’t bounce while stretching. • Have a balanced routine. 2018 Winter Olympics – February 8 -25 Washington State Department of Labor & Industries 2

Getting Grounded – Meeting Purpose Provide executive level oversight for Business Transformation projects • Steering – provide strategic direction • Problem solving – remove barriers, mitigate risks, balance conflicting priorities and resources • Commitment – express interest in projects and advocate for outcomes • Communicate – be a change champion for the projects and program Washington State Department of Labor & Industries 3

Assignment Review – Discuss as group • What did your staff hear about Enterprise Data Strategy? • At the all staff broadcast? • At the Operations Team meeting? • Other? • What do they want to know more about on that project? Washington State Department of Labor & Industries 4

Quality Assurance Findings • Readiness Assessment delivered in January • Overall risks for the Program are low. • Competing priorities for staff resources, and • Negative impacts of change saturation. • One issue was identified at the program level related to the lack of an overall Organization Change Management (OCM) strategy that provides appropriate OCM tasks, communications and stakeholder management strategies. • CM plan will be developed in conjunction with the project work plan, which is due 2/8/2018. Washington State Department of Labor & Industries 5

Business Transformation Overview of Readiness Assessment Ratings Assessment Area Overall BT Program Workers’ Compensation Enterprise Data Strategy Website Redesign Provider Credentialing Replacement Technology Assessment and Readiness Plan Overall Project Readiness Green Yellow Green Agency Readiness Green Green Green Yellow Green Yellow Green Green Green Green Green Green Green Staffing Green Yellow Green Stakeholder Management Green Green Project Readiness Project Schedule Planned Governance Structure Project Objectives, Scope and Value Clarity Planned Budget Quality Management Approach Communications Strategy and Plan OCM Strategy and Plan Green Green Yellow Green Risk Management Strategy Green Green Green Green NA Green Yellow Green Vendor Procurement and Management Standard Infrastructure Formal Methodology Washington State Department of Labor & Industries 6

Quality Assurance Findings • The Baseline Quality Assurance Report is in draft form and under review. • Additional Program risks under review include: • Lack of a Program-level communications expert is resulting in inconsistent expectations and understanding about Business Transformation and next steps. • Vendor contract management is currently not a centralized function within the BT program which can lead to inconsistent contract provisions and monitoring processes. Washington State Department of Labor & Industries 7

Projects Review Washington State Department of Labor & Industries 8

Business Transformation Overview Scope OVERALL Budget Schedule KEY: No impact-�� Potential impact-�� Critical risk-⬛ Not started-m Change Resources Management �� �� �� Enterprise Data Strategy & Governance �� �� �� Technology Assessment and Readiness Plan �� �� �� Website Redesign �� �� �� Workers’ Compensation �� �� �� Provider Credentialing �� �� �� (The rollup does not include Provider Credentialing) Washington State Department of Labor & Industries 9

Overall Status Technology Assessment and Readiness Plan Potential impact Change Management • The Phase 1 Assessment deliverable is complete and was briefed to the Key Stakeholder Team on 2/1/18. • Phase 2 Vision activities are being planned to start the week of 2/5. • No current barriers around budget, schedule, or policy issues Washington State Department of Labor & Industries 10

Overall Status Provider Credentialing Project Potential impact Scope & Budget • Charter and Work Plan complete but not reviewed • Working on requirements development with HCA • Questions from Steering on status Washington State Department of Labor & Industries 11

Overall Status Workers’ Compensation Project Potential impact Change Management • Strategic planning session with Employer Services • Upcoming LT offsite • Questions from Steering on status Washington State Department of Labor & Industries 12

Employer Services Work Sessions • General Observations and Vision • Common pain points • Quick Wins • Major functional gaps • Top ten opportunities 13

Requirements Gathering Sessions • 16 process documents • Over 200 pages of documentation • 31 workflows with over 470 high-level total workflow steps • 50 process recommendations • 141 system requirements

Next Steps • Review and prioritize opportunities o Create implementation strategies where appropriate • Review workflows and identify opportunities to increase efficiencies • Compile system requirements for inclusion in a Requirements Traceability Matrix • Compile and define interfaces, tools, inputs/outputs and determine inclusion or exclusion for system automation project

Next Steps, cont. • Begin change management assessment and planning • System Readiness o Review current roles within the department and identify tasks performed by each role o Assess realigning tasks and roles as needed with the future state in mind o Identify new or expanded roles as presented through greater efficiencies

Overall Status Website Redesign Project Potential impact Change Management = Yellow • Change Management Obstacles • Agency’s skepticism around governance may create challenges with gaining buyin on a content strategy and governance adoption. • Stakeholder interviews and analysis are underway, expected to continue for another two weeks • Project Charter and work plan to be presented at March steering committee meeting • Questions from Steering on status Washington State Department of Labor & Industries 17

Overall Status Enterprise Data Strategy Project Potential impact Scope & Schedule • Scope & Schedule = Yellow • New Data Governance Policy! • In absence of Agency Policy Committee, Steve R. & Dave M. are in agreement to use the OLT to review and approve the new Data Governance Policy for the agency. • Data Assessment Work • This work will continue at a different level and more broad to validate themes and pain points throughout the agency. • Priority order made based on projects on the AWP • 54 connections to LINIIS after just 7 program assessments. “Massive integration effort” • Connections = Direct system connections • Change Management Obstacles • Agency’s skepticism around governance may create challenges with data governance adoption. • Technology to support future data governances is not in place • Questions from Steering on status Washington State Department of Labor & Industries 18

2018 Feb Executives OLT Preso Mar CIO memo May Training Invite June July August Sept KS & OLT Updates Case for Change Preso to Division LTs Training Invite Data Stewards IS Teams Apr Training Delivery Assess Training CIO memo Training Invite CIO Thought Leadership Series Active Data Consumers Training Delivery CIO memo Udates on Data Warehouse Changes General L&I Audience Project Update Communications Data Governance Success Stories Project Updates Washington State Department of Labor & Industries 19

Overall Status Workers’ Compensation System Business Case m Not started • As part of its continued business transformation efforts, L&I intends to ask the legislature to approve the necessary funds needed to replace its current Workers’ Compensation System • A Business Case is being developed to provide in-depth technical and business information which supports L&I in confidently estimating and requesting the funds required to: • Replace the Workers’ Compensation System • Update the associated customer-facing portals • Continue to support the information sharing needs of those who consume information from the existing system • L&I is partnering with our current Business Transformation project vendors (Thought Ensemble, Linea Solutions, and Cap. Tech) to assist in developing the Business Case and supporting documents • The project will be completed by 8/31, with the Business Case and associated Decision Package being delivered to the legislature in September Washington State Department of Labor & Industries 20

Overall Status Workers’ Compensation System Business Case m Not started • Project managers (Brett Petruzzi from Thought Ensemble and Sherrie Young from BTO) are on board. • Soft kickoff with vendor partners occurred January 31. • Working on defining scope, developing charter, workplan, and setting up governance structure. Washington State Department of Labor & Industries 21

BT Strategic Overview Program Level Update Washington State Department of Labor & Industries 22

Business Transformation Overview: Issues ISSUE Organizational Change Management (OCM) Strategy & Plan Integration & system migration strategy QA Readiness Report: The agency contracted with an OCM vendor and is being managed by a unit external to the BT Office. Contracted staff are assigned to all projects under QA Review. A high level OCM strategy has not been prepared. OCM plans at the project level have been slow to materialize. The agency lacks a developed integration and system migration strategy to support a new workers’ compensation system replacement. LEVEL MITIGATION PLAN Moderate Strategies to approach organizational change management for the agency have been / Yellow developed for: Operations, Culture, and Enterprise. Work plans have been developed and work is being completed in phases over the next 12 months and will be fully implemented by the end of 2018. The work that is being done currently by the Change Management vendor, Cap. Tech, on the cultural assessment has dependencies associated with the OCM work. We are working with the change management vendors and project resources to align processes to ensure consistency with the change management resources across the projects. Moderate A new initiative has been launched under the BT Program which we are calling the / Yellow “Business Case”. The business case will provide in-depth technical and business information to support L&I in confidently estimating and requesting the funds required to replace the Workers’ Compensation System, update the associate customer facing portals, and continue to support the information sharing needs of those who consume information from the existing system. The Business Case, and a set of supporting documents, are being developed in partnership with the BT project vendors Linea (workers’ comp vendor), Thought Ensemble (strategic partner, Tech assessment vendor), and Cap. Tech (enterprise data vendor). The business case will be complete by end of July 2018 and will be the foundation for the 19 -21 decision package. Washington State Department of Labor & Industries 23

Business Transformation Overview: Issues ISSUE Overarching Communication Strategy The BT Program lacks a robust communication strategy for Business Transformation. There is also not a fulltime dedicated resource assigned to BT communications. Not having a developed enterprise communication strategy and plan for business transformation makes it difficult for staff to understand what Business Transformation is, and how it impacts them. This role is also a key player in the change management work for each of the BT projects. Overarching Change There are no resources in place to develop a holistic Management & Change Management and Communications strategy Communication across Business Transformation projects. This could Strategy cause confusion or over commitment for Business Transformation stakeholders. BT Program The Business Transformation Program Executive Sponsor, Ernie La. Palm, announced his retirement is retiring effective March 16, 2018. LEVEL High / Red MITIGATION PLAN The agency is in the process of recruiting and hiring a resource dedicated to Business Transformation communication. We will work closely with this resource to bring them up to speed on the work so a robust communication plan can be developed. This person will also work closely with the change management resources to ensure alignment and integration. Moderate A Cap. Tech resource has been assigned to this role until a permanent resource can be / Yellow assigned. Part of the mitigation approach is connected with hiring the new BT Communication resource (see above). High / Red The agency is in the process of looking to replace this position prior to the current deputy retiring, to allow for a transition period. The Director has also expressed that they’ll be looking for candidates that can bring transformation experience and/or has skills that will support transformation. The current program governance, including the Director of the agency and both deputy directors, as well as the entire leadership team, will help with this transition as well. We will work closely with the new Deputy to bring them up to speed and ensure they understand their role as the Program Executive Sponsor. Washington State Department of Labor & Industries 24

Business Transformation Program Update • The 17 -19 Business Transformation Investment Plan has been completed and submitted to OCIO. • BTO Resource • New MA 5, Jeannie Abbott, started on February 1 • New PM for the Business Case Project, Sherrie Young, started on February 1. Washington State Department of Labor & Industries 25

Key Takeaway Please ask staff members: Washington State Department of Labor & Industries 26

Review Decisions/ Assignments Washington State Department of Labor & Industries 27

Thank you Next meeting: March 6, 2018 Washington State Department of Labor & Industries 28

Additional Resources Integrated Plan; Issues/Risks Log; Project status reports for: Workers’ Compensation; Enterprise Data Strategy; Provider Credentialing; Technology Assessment and Readiness Plan; Website Redesign Washington State Department of Labor & Industries 29

Issue/Risk Log ISSUE LEVEL MITIGATION PLAN Organizational Change Management (OCM) Strategy & Plan �� -Medium Strategies to approach organizational change management for the agency have been developed for: Operations, Culture, and Enterprise. Work plans have been developed and work is being completed in phases over the next 12 months and will be fully implemented by the end of 2018. The work that is being done currently by the Change Management vendor, Cap. Tech, on the cultural assessment has dependencies associated with the OCM work. We are working with the change management vendors and project resources to align processes to ensure consistency with the change management resources across the projects. Overarching Communication Strategy ⬛-High The agency is in the process of recruiting and hiring a resource dedicated to Business Transformation communication. We will work closely with this resource to bring them up to speed on the work so a robust communication plan can be developed. This person will also work closely with the change management resources to ensure alignment and integration. Coordinated, overarching Change Management & Communication strategies �� -Medium A Cap. Tech resource has been assigned to this role until a permanent resource can be assigned. Part of the mitigation approach is connected with hiring the new BT Communication resource (see above). Integration & system migration strategy ⬛-High A new initiative has been launched under the BT Program which we are calling the “Business Case”. The business case will provide indepth technical and business information to support L&I in confidently estimating and requesting the funds required to replace the Workers’ Compensation System, update the associate customer facing portals, and continue to support the information sharing needs of those who consume information from the existing system. The Business Case, and a set of supporting documents, are being developed in partnership with the BT project vendors Linea (workers’ comp vendor), Thought Ensemble (strategic partner, Tech assessment vendor), and Cap. Tech (enterprise data vendor). The business case will be complete by end of July 2018 and will be the foundation for the 19 -21 decision package. BT projects need specific IT resources that L&I doesn’t have ⬛-High This issue is being dealt with in the Information Services division. Close from issue list. Change management resource need on projects; and change management impact to communication ⬛-High This issues is being dealt through the OCM and Communication strategies above. Close from issue list. BT Program Executive Sponsor retiring mid. March ⬛-High The agency is in the process of looking to replace this position prior to the current deputy retiring, to allow for a transition period. The Director has also expressed that they’ll be looking for candidates that can bring transformation experience and/or has skills that will support transformation. The current program governance, including the Director of the agency and both deputy directors, as well as the entire leadership team, will help with this transition as well. We will work closely with the new Deputy to bring them up to speed and ensure they understand their role as the Program Executive Sponsor. Washington State Department of Labor & Industries 30

Project Status Reports

Business Transformation Office Executive Monthly Status PROJECT SUMMARY SCOPE Executive Sponsor Dave Marty PROJECT START 8/28/2017 Enterprise Data Strategy & Governance Model BUDGET SCHEDULE Business Sponsor Annette Taylor PROJECT FINISH 6/30/2019 LNI Project Manager Melany Leavitt OVERALL BUDGET $1, 691, 300 STAGE Execution INVOICED $397, 000 Status Period End Date: January 31, 2018 RESOURCES CHANGE MGMT Cap. Tech Project Manager Tal Knochenmus IN PROGRESS $331, 000 CHANGE RESOURCE Colin Ceperich VARIANCE $963, 300 ACCOMPLISHMENTS Next Steps (Week of 2/9) Data Assessments Data Governance ü Final group of assessments for Insurance ü Data Governance Framework and Strategy ü ü Roles and Responsibilities complete pending final comment period (2/9) ü ü Governance Charter complete pending final ü Services programs underway ü Assessment process refined to reduce the number of follow up meetings and working sessions required CONSOLIDATED $728, 000 Enterprise Data Strategy comment period (2/9) ü Governance Playbook drafted ü Data Governance Training ü Roll-out plan drafted ü Training material creation in process TOC drafted and review by key stakeholder & sponsor Identified key content for the Business Case Scheduled first of many vendor collaboration meetings Data Assessments Ø Complete data assessment deliverables for Insurance Services programs Ø Summarize assessment findings and prepare stakeholder presentations Ø Identify the high-level data assessment approach moving forward Data Governance Ø Finalize data governance charter, roles and responsibilities Ø Continue drafting training materials Enterprise Data Strategy Ø Identifying staffing model to support the Business Case Ø Gain clarity around what Cap. Tech/EDS Team owns related to the Business Case MILESTONES (Upcoming & Key Dates) Description Health Completion Date February 16 Data Assessment – Insurance Services Complete Data Governance – Policy and Procedures, Roles and Responsibilities, Rollout Plan and Playbook Complete February 16 Data Strategy and Architecture – Draft Data Strategy and Conceptual Architecture February 16 RISKS, ISSUES & DEPENDENCIES Description Impact & Mitigation Risk: High-level data assessments will proceed forward at this Impact: There is a risk that we many not find all connections needed to support the WC replacement. E. G. Actuarial Services & point. WC Rating. Mitigation: Impact: Could prevent us from providing data and system architecture contributions to the investment plan in a timely manner Issue: Business case for decision package dependent upon Mitigation: Pulling forward work on data strategy and conceptual architecture topics required for input into investment plan; de-emphasizing completion of a significant portion of the future state data less relevant sections until later iterations of the strategy and roadmap development strategy. KEY DECISIONS MADE Priority Health Resolution Med Open Med Open KEY PROGRAM DECISION NEEDED v Team plans to narrowing the scope of remaining data assessments to key programs and applications most likely to yield v Data assessment scope and schedule – methodology for identifying most relevant programs, applications and a streamlined unique insights. v Pulling forward data strategy and conceptual architecture work and extending governance training timeline set of deliverables needed

Business Transformation Office Executive Monthly Status Enterprise Data Strategy Executive Sponsor: Dave Marty Status Period End Date: December 31, 2017 PROJECT ROADMAP BTO Template Version 9 -20

Technology Assessment and Readiness Plan Business Transformation Office Executive Monthly Status PROJECT SUMMARY Status Period End Date: January 31, 2018 SCOPE BUDGET SCHEDULE RESOURCES CHANGE MGMT EXECUTIVE SPONSOR BUSINESS SPONSOR LNI PM VENDOR PM CHANGE RESOURCE Dave Marty Karen Peterson Lise Yale John Justice (lead) / Mike Szymanski (PM) Steven Berens – start date 2/19/18 PROJECT START PROJECT FINISH STAGE OVERALL BUDGET INVOICED VARIANCE 12/18/17 6/30/18 Execution $685, 000 $262, 450 $0 ACCOMPLISHMENTS • • Project Charter and Work Plan approved by BT Leadership Team on 1/9/18. Technical Deep Dive workshop held 1/9/18 with IT architects. Several follow-on exchanges to acquire needed data. Delivery Model Deep Dive workshop held 1/10/18 with IT staff, with several follow-up sessions conducted to collect additional information. Project Spotlight at 1/16/18 Agency-Wide Portfolio (AWP) Meeting to serve as a business kickoff for the project. Completed interviews and/or work sessions totaling 83 participants from IT, business and consultant staff by 1/23/18. Two electronic surveys held, the first with IT staff and the second with the managers of IT contractor staff. Phase 1 Assessment deliverable posted and ready for Key Stakeholder Committee review on 1/26/18. Met with Cliff Schiller to walk through the Server/Network Modernization proposal on 1/29/18. MILESTONES (Upcoming & Key Dates) Description Health SCHEDULE 25% COMPLETE Completion Date Walk-through of Phase 1 Assessment deliverable and request for approval 2/1/18 Phase 2 Vision deliverables ready for Executive approval 3/16/18 RISKS, ISSUES & DEPENDENCIES Description Issue: Risk: KEY DECISIONS MADE v Approval to move project to Execution phase gained 1/9/18 Impact & Mitigation Priority Health Impact: Mitigation: KEY PROGRAM DECISION NEEDED Resolution

Website Redesign Business Transformation Office Executive Monthly Status Period End Date: January 31, 2018 PROJECT SUMMARY SCOPE BUDGET SCHEDULE RESOURCES CHANGE MGMT EXECUTIVE SPONSOR BUSINESS SPONSOR L&I PM CAPTECH PM CHANGE RESOURCE �� Kim Contris PROJECT START 1/8/2018 Ron Langley PROJECT FINISH 6/30/2019 STAGE Planning Erica Carlson Trey Ellington OVERALL BUDGET INVOICED $552, 000 / $150, 000 (CMS) $ Ryan Labrecque VARIANCE $ ACCOMPLISHMENTS • The team shifted gears from discovery to being more focused on planning for upcoming activities for the Information Architecture and Content Strategy workstreams. • • • Information Architecture planning for tree test studies, recruiting strategy Content audit analysis & inventory debrief, content strategy planning Deep dive into Google Analytics data Web content management system requirements review and deep dives – Search, Workflow, Headless, etc. Work plan drafted and reviews are in process Stakeholder interviews (ongoing) – Current number of meetings: approximately 33, in 10 business days, or two weeks remaining work effort to meet with identified stakeholders MILESTONES (Upcoming & Key Dates) SCHEDULE % COMPLETE Description % Complete Health Key Dates Work plan 85% �� 2/8/18 Web Content Management System Recommendations 20% �� 3/15/18 RISKS, ISSUES & DEPENDENCIES Description Risk: Content Governance Impact & Mitigation Impact: Buy in from business owners & programs key to success of the project Mitigation: Organizational Change Management (OCM) stakeholder analysis in progress to understand the scope of change and impact, initial debrief w/PM and project sponsors on key themes 2/2/18 Risk: Space for new staff not available where needed Impact: Three (3) new content writers will be hired as part of the project, positions will need to sit in close proximity to Web Services and Public Affairs staff in order to collaborate effectively Mitigation: Continue to work with Facilities to address space issue and identify desk locations. Plan discussed, timing will not occur until after June 30 th, 2018 Issue: Impact: Mitigation: Priority Health Medium �� Resolution

Website Redesign Business Transformation Office Executive Monthly Status Period End Date: January 31, 2018 Milestones Deliverables Target End Actual End Percent Complete Comments/Notes Creative Project Brief 2/2/18 100% • Draft reviewed with team 2/1/18 Work Plan 2/5/18 85% • Draft completed and reviews in progress Web Content Strategy 6/29/18 5% Recommendation on WCM System 3/15/18 15% • Web CMS requirements initiated Redesign of L&I’s site 6/29/18 5% • IA Planning initiated Final Report 6/29/18 Not Started

Workers’ Compensation Business Transformation Office Executive Monthly Status Period End Date: January 31, 2018 PROJECT SUMMARY SCOPE BUDGET SCHEDULE RESOURCES CHANGE MGMT EXECUTIVE SPONSOR BUSINESS SPONSOR LNI PM VENDOR PM CHANGE RESOURCE Terrane Holt Kimm Nasser-Fenn Vickie Kennedy Mike Ratko Sally Elliott PROJECT START PROJECT FINISH STAGE OVERALL BUDGET INVOICED VARIANCE 7/15/2017 6/30/2019 Execution $2, 186, 094 $639, 900 $1, 546, 194 ACCOMPLISHMENTS • Vendor demos were completed, where 463 people participated in the 4 demos. • Claims has completed work sessions for 51 processes. • Amended Linea’s contract to include assisting with the business case and organization change management consultant. MILESTONES (Upcoming & Key Dates) Description Health Completion Date Complete work sessions and requirement documents for first of 4 groups of claim functions 12/31/2017 Hold Employer Services strategic planning meeting 1/31/2018 Linea presenting at 2/9 LT offsite 2/9/2018 Change management work plan 2/28/2018 Visit two workers’ comp states regarding system implementation and lessons learned 3/31/2018 RISKS, ISSUES & DEPENDENCIES Description Lack of change management plan Delay in requirement documents Impact & Mitigation Priority Linea change management resource started supporting the project on 1/29. The change management project plan will be received by 2/28. Delay in receiving the initial requirement documents for review. It’s difficult for SMEs to remember the work sessions when there is a delay. Linea has added associate BAs to the project to ensure requirement documents are returned to SMEs in a timey manner. KEY DECISIONS v Overpayment collections from the Office of Support Enforcement (OSE) – L&I By May 2018 determine if L&I will start with: will not pursue collection of overpayment to injured workers from the OSE. • Product or integrator v Provider bill payment – if the recipient or medical provider selects electronic • Employer Services or Claims versions, there is no need to also provide paper copies. Health Resolution High Medium KEY DECISION NEEDED

Provider Credentialing Business Transformation Office Executive Monthly Status Period End Date: January 31, 2018 PROJECT SUMMARY SCOPE BUDGET SCHEDULE RESOURCES EXECUTIVE SPONSOR BUSINESS SPONSOR LNI PM VENDOR PM CHANGE RESOURCE Vickie Kennedy Mike Ratko Nancy Ramsden Terrane Holt Kimm Nassar-Fenn PROJECT START PROJECT FINISH STAGE OVERALL BUDGET 11/1/2017 6/30/2019 Initiation $90, 000 CHANGE MGMT INVOICED VARIANCE ACCOMPLISHMENTS • Working on detailed requirements with the business • Set up meetings to work with HCA to review technical and business requirements through March • Identified a Key business committee and drafted Charter for group to be accountable for ensuring the project follows established priorities and strategic direction • On-boarded new Linea Solutions staff to perform Change Management – Kimm Nassar-Fenn • On-boarded new Linea Solutions staff to support business and technical requirements development – Heath Simpson MILESTONES (Upcoming & Key Dates) Description Health Completion Date Submit Charter on the AWP or LT agenda for review 2/5/2018 Begin first of 18 scheduled requirements sessions with HCA 2/15/2018 Finalize work plan 2/15/2018 RISKS, ISSUES & DEPENDENCIES Description Project Approach Lack of change management documentation and support KEY DECISIONS Impact & Mitigation Priority Impact: HCA considers the L&I credentialing interface a change request, not a project, which would have a significant impact on every phase of the work that needs to be done, from requirements development to testing Mitigation: Review the first set of functional processes (Credentialing for Non-delegated Providers) with SME’s technical staff, BA’s and PM from both agencies to get an understanding of the scope of the project Impact: Not receiving documentation or status reports of any kind impacts the process and reporting structure and creates obstacles Mitigation: We have a new Change Management resource from Linea as of January 27 th A CM project plan will be delivered by February 28 th Health Resolution High Reviewing reqs. jointly High Participating in meetings and developing a project plan KEY DECISION NEEDED