Forensic IT System Governance Update July 6 2017

Forensic IT System Governance Update July 6, 2017

Agenda • Project Status • Project Updates • Issue Update • QA Update • Next Steps • Questions

Project Status

Forensic Project Status Project remains yellow • Steps to Green • Implement remaining high priority recommendations from QA. • Prioritize tasks with project team: Meeting held 6/30 with BHA IT leadership to re-address project resource allocation. • Continue OCM initiation. Initial survey sent, finalize high level overview, and initiate Forensic Advisory Committee.

Forensic Project: high level overview

Project Updates

Imaging Solutions update: DSHS/MODIS: MODIS team implementation began 5/16 • Funding ended 6/30. • One record room finished. • Light duty staff will continue to digitize. OFMHS requesting additional light duty staff at WSH to assist. OFMHS building process to digitize all incoming orders • This will eliminate the accrual of new paper records.

Data Analysis Update: Review existing systems for data quality – delayed temporarily for SIA work. • Analysis now targeted for completion 7/17 • Analysis and recommendations will be brought to governance for decision

Change Control Review: Change control is a systematic approach to managing all changes made to a product or system. Our Plan: Build to the requirements, work to the plan, and continuously monitor progress. Change Control documents were mailed 6/30 ü Edits provided by Tom were incorporated.

Change Control Decision Point: Do you approve the Change Control Plan as emailed and posted to the project Share. Point site? • Yes (approved) • No

Project Charter Update: • Project Charter Version 3 draft emailed 6/2 to Governance ü Edits received and incorporated • Updated Project Charter Version 3 emailed 6/30 to Governance

Project Charter Decision Point: Do you approve the Project Charter as emailed and posted to the project Share. Point site? • Yes (approved) • No

Organization Change Management (OCM) Initial OCM survey sent 6/26 ü Survey was closed 7/3 All OFMHS HQ staff, evaluators, DSE, and supporting administrative staff were sent the survey - 26 responded. • 46% reported as from WSH • 27% reported as from the Outstations • 15% reported as from ESH • 12% reported as from NRO • 0 reported as from Maple Lane Initial survey ran only a week with no reminder emails.

Organization Change Management Roles as identified in the survey: • 69% reported they are an evaluator • 12% reported they are clerical • 8% reported they work with data • 7% reported role as ‘other’ • 4% reported role administration/manager

Organization Change Management The following slides are a sampling and reflect trends. Survey Results: Information is not making it to all staff.

Organization Change Management Survey Results: Staff are aware of the system, they just don’t know how its going to help comply with the court ruling.

Organization Change Management Survey Results: Staff want to be informed of changes. Survey Results: Email is the preferred method!

Organization Change Management Survey Results are posted on the project Share. Point site. They can be found here.

Quarterly Budget Report: Forensic Project Q 4 FY 2017 (weekly) April Week 1 April Week 2 April Week 3 April Week 4 May Week 1 May Week 2 May Week 3 May Week 4 June Week 1 June Week 2 June Week 3 June Week 4 Weekly Average QA Projected Hours 20 20 20 21 20 20 20 QA Actual Hours 20 20 20 19 18 7 8 8 13 14 6 14 13. 91 112 112 112 112 *96 *96 93 86 82. 5 77. 75 92. 27 IT FTE Projected Hours IT FTE Actual Hours * These reflect estimated hours. They were not tracked at that time. Note: Numbers reflect low utilization of allocated developer and PM due to multiple emergent agency/administration needs. Ø PM allocation was related to multiple one time events Ø Developer prioritization has been addressed

Risk Management Plan: Preliminary Review Risk will be identified, assessed, and monitored in the following domains: · Business Imperative: Is there a compelling basis to perform the project now? · People: Are people with the right skills available? Can they be retained throughout the project? · Process: Are there significant changes to what or how the work is accomplished? Is the change radical or incremental? · Technology: How robust and proven are the technology components? · Approach and Governance: Are there clear lines of authority for timely decisionmaking? Is the project following a tried and true methodology? · External Environmental: Are there any expected legislative or regulatory changes contemplated.

Risk Management Plan: Preliminary Review Upcoming Risk Management Activities: July 27: Risk Management training to BHA IT. July 28: Forensic Risk Management workshop. A Risk Management Plan for the Forensic Project will be developed and presented to Governance.

Issues Update

Forensic Project: Project Timeline 1. Project team is now three modules behind on scheduled tasks. 2. PM/CIO have worked with BHA IT leadership to confirm prioritization for project resources. Issue: Project Timeline/late tasks Owner: Paul Davis Needed By: ASAP Impact: Potential to delay go-live Status: Active Mitigation Points: Project team now reports project activities weekly. PM will build tracking chart with overdue tasks and timeline to resolve.

Forensic Project: Late Tasks (sample of tracking)

Forensic Project: Organizational Change Management 1. Completed initial OCM readiness survey. 2. High level overview is being constructed for distribution to all OFMHS staff. 3. Identify Forensic Advisory committee members and send invites for July kickoff meeting. Issue: OCM Owner: Tom Kinlen Needed By: 7/31 Impact: Adoption/user acceptance Status: Active Mitigation Points: Continued focus on OCM using Awareness, Knowledge, Desire, Ability, and Re-enforce (ADKAR) OCM model. Initiate Forensic Advisory Committee. Integrate OCM milestones in Project Plan.

QA Update

Behavioral Health Administration Quality Assurance Consulting Services Integrated Solutions Group LLC Forensic Project: June Assessment Report July 6, 2017 7/6/2017 © Copyright Integrated Solutions Group. All Rights Reserved. 27

Process for Initial QA Report ü Assessment Interviews ü Documentation Discovery ü Operational Meetings and Observations ISG Assessment Framework 1. Project Integration 2. Scope Management 3. Schedule Management 4. Budget Management 5. Quality Management 6. Resource Management 7. Communications Management 8. Risk Management 9. Procurement Management 10. Stakeholder Management 7/6/2017 © Copyright Integrated Solutions Group. All Rights Reserved. 28

Business Context CARLA will: q Replace two (2) legacy systems that will serve WSH, ESH and CSTC q Track competency evaluations and restorations q Address federal court order from Trueblood class action lawsuit q Interface with psychiatric hospital EHR and community-based BHO system (long-term goal)

June QA Assessment

Progress Report q Less progress in June towards closing recommendations due to other high-priority activities q Improved risk rating in areas of Communications and Stakeholder Management q Increased risk rating in area of Schedule Management § 3 modules are behind schedule

Overall Project Rating 1. 0 Integration 2. 0 Scope 3. 0 Schedule 4. 0 Cost 5. 0 Quality 6. 0 Human Resource 7. 0 Communications 8. 0 Risk 9. 0 Procurement 10. 0 Stakeholder Impact Trending Baseline Assessment 5. 1 5. 0 7. 0 4. 0 5. 0 7. 0 5. 0 2. 0 7. 0 May Assessment 4. 3 4. 0 5. 0 3. 0 4. 0 6. 0 4. 0 2. 0 6. 0 June Assessment 4. 2 4. 0 5. 0 4. 0 3. 0 4. 0 6. 0 5. 0 4. 0 2. 0 5. 0 * Down arrow reflects a lower or improved risk rating Management Category

Accomplishments q Revised Project Charter for final acceptance q Revised Change Management Plan for final acceptance q Regularly updated project plan and status reports q Developed methodology for tracking and reporting on late tasks q Received comments from OCIO on Investment Plan q Modified “clickable” prototype based on CIO feedback

Accomplishments, cont. q Developed Dashboard prototype that will show Trueblood metrics in the new system q Shared functional prototypes with broader staff group who are starting to engage q Agreed in principle to follow Awareness, Desire, Knowledge, Ability and Re-enforcement (ADKAR) model for organizational change management q Identified a business owner rep to co-Chair Business Advisory Committee with Project Manager q Released baseline staff survey

Opportunities q Continue making progress on high-priority open QA recommendations (10 previously identified) q Address new High Priority Recommendation § Highlight actual versus planned schedule performance in the semimonthly status report to make decision makers aware of late tasks as early as possible

Open High Priority Recommendations # High Priority Recommendation 1. 1 Finalize the Forensic Project Charter based on feedback from the Governance Committee. 1. 2 Formalize the Forensic Advisory Committee’s purpose, expectations and membership by developing a workgroup charter and initiating member participation 1. 3 Roll out a formal decision making and escalation process for addressing issues, including definition of decision making authority by role and capturing decisions in a formal decision log. Modify status reports to additional detail for tracking progress against the baseline schedule 1. 4 1. 6 Send email communication to the Forensic Advisory Committee informing them of the meeting purpose, frequency and expectations; and schedule meetings 2. 2 Adopt a formal change control process that clearly identifies roles, responsibilities and process to manage changes to baseline requirements (scope). 2. 3 Formulate a communication strategy for educating the court on potential impacts of new or revised court orders. Status Inprogres s Inprogres

Open High Priority Recommendations, cont. # 6. 1 7. 4 8. 1 High Priority Recommendation Status Inprogres s In. Communicate the purpose and business objectives of CARLA to staff, including principles and decisions about roles and responsibilities in the new system (e. g. , auto-assigning evaluations). progres s In. Develop a formal Risk Management Plan and incorporate active risk management in progres Governance meetings and status reporting s Closely monitor staffing allocations and progress against the baseline plan to identify potential resource gaps as early as possible.

Close and Questions 7/6/2017 © Copyright Integrated Solutions Group. All Rights Reserved. 38

Next Steps

Upcoming Project Management Activities § Finalize Investment Plan with OCIO § Finalize OFMHS/MODIS and transition from project to operations § Continue OCM planning to build OCM milestones in the project plan § Finalize and schedule Forensic Advisory Committee membership with committee charter § Develop a Risk Management plan and present to Governance in August § Schedule and conduct first project User Acceptance Testing (UAT) event for the Person Module Technical Design § Finalize Module 4: Security and Roles § Finalize Module 5: Notifications § Finalize Module 6: Person § Data migration assessment and recommendation to Governance

Questions? ?