Project Approach and Methodology Tab 4

Transcription

1 Project Approach and Methodology Tab 4 As the nation s leading eligibility systems integrator, combined with our deep and unmatched understanding of ACCESS Florida, Deloitte provides the most qualified and experienced resources to team with DCF on this important initiative. We propose an approach that has been proven to be successful through our numerous, statewide implementations, including the initiatives we have successfully delivered for the Department since 2006, which have helped modernize the Department s delivery model for Public Assistance to one of the most efficient and error free in the nation. Through our existing relationship with the Department, we understand the State s current challenges and opportunities better than any of our competitors. We are proposing an approach and solution that implements Phase 3 implementation utilizing a business rules engine with pre-built ACA/MAGI eligibility rules that integrates with DCF s current systems A combined approach for Phase 4A and 4B to reduce the project schedule by 11 months and achieve statewide implementation by July 1, 2015) A reduced project timeline to maximize the federal match for the ACCESS Florida System Replacement Use of Deloitte s Enterprise Value Delivery (EVD) methodology that has been proven on prior DCF projects Demonstrated pilot and phase rollout strategy that minimizes organizational change management risk and impacts to the Department s workforce Phase 3 in time for the Department to comply with the Patient Protection and Affordable Care Act (PPACA) requirements and deliver the complete ACCESS Florida System Replacement 11 months ahead of your desired schedule. The current ACCESS Florida systems pose a complex and challenging environment for implementing changes to support PPACA by October 1, For anyone who is not intimately close to these systems, this is an extremely high hurdle to cross. Given our knowledge of the environment, the existing application assets, and the Department s organization and business processes, we are uniquely positioned to deliver a solution that meets the Phase 3 timeline with Project Approach and Methodology Tab 4 Page 1

2 the least risk and most complete functionality. The factors and accelerators unique to Deloitte for this initiative are listed in Table 4-1 below: Deloitte Accelerators Primary Success Factors for Enabling MAGI in ACCESS Florida Phase 3 Understanding of Current Systems Rules Engine with Pre-built Rules Our knowledge of PPACA and MAGI Our Phase 3 Approach and Methodology Our team's comprehensive and deep understanding of the current systems with specialization in the Standard Filing Unit (SFU) and the Eligibility Determination and Benefit Calculation (ED/BC) and ability to devise the optimum solution. A Business Rules Engine (ilog) with Deloitte pre-built MAGI rules for PPACA. In Phase 3, we configure the MAGI rules for ACA in ilog to meet specific Florida policy needs. Our understanding of the PPACA and MAGI rules from extensive research by our national HHS team of experts in collaboration with Federal agencies, in addition to our engagements in multiple states currently implementing functionality to support these new rules. Our proven HHS tool kit and Enterprise Value Delivery methodology custom tailored for DCF s ACCESS System Portfolio based on our experience working side-by-side with the Department over the last six years. Table 4-1. Critical Success Factors for the Implementation of Phase 3. As suggested in the ITN section 4.2.6, we have looked at alternate approaches for implementation of the new system after Phase 3. We propose to combine Phases 4A and 4B for the development and implementation of the ACCESS Florida System Replacement into a single phase that is referenced in this response as Phase 4. We conduct activities for Phase 4 in parallel to Phase 3 and complete the implementation of the solution and rollout by July 1, 2015 which is six months ahead of the December 31, 2015 target date for Phase 4A completion and 11 months in advance of your target date for Phase 4B completion. In addition to the inherent schedule and cost efficiencies associated with this combined approach, the paramount consideration in choosing this approach is to avoid the need for the Department to operate two separate systems from the completion of Phase 4A (Medicaid) until Phase 4B (SNAP, TANF, others) is complete. Conducting the phases separately would require Department staff to maintain data in two systems for customers who are applicants and recipients in Medicaid and other programs and the high risk of having data discrepancies and interface complexities. Our approach eliminates this potential challenge by implementing the whole system the Florida Integrated Eligibility Determination System (FIELDS) in one phase. Table 4-2 below identifies the critical success factors for Phase 4 which enables us to achieve this schedule while substantially reducing project risk and cost for the Department. Deloitte Accelerators Primary Success Factors for FIELDS Implementation Phase 4 HHS NextGen Platform COTS Products Rules Engine with Pre-built Rules Based on flexible, platform-independent, Services Oriented Architecture (SOA), Deloitte s HHS NextGen platform has been production tested in numerous states. Proven COTS products that compliment and further enrich the HHS NextGen Solution. A Business Rules Engine (ilog) with pre-built PPACA and MAGI rules, plus eligibility rules for TANF, SNAP and Non-MAGI Medicaid. In Phase 4, we configure TANF, SNAP, Non- MAGI Medicaid rules including the Adult-Track Medicaid categories and Refugee eligibility rules in ilog. Project Approach and Methodology Tab 4 Page 2

3

4 Overview of Tab 4: Project Approach and Methodology 4.4 Project Management Plan A detailed description of our overall Project Management Plan and its components. 4.5 Innovations A detailed description of innovations in our proposed approach that enables the Department to achieve its objectives ahead of schedule, with reduced cost and risk. This includes the innovations that are inherently built into the EVD methodology and our customized project approach that deliver FIELDS ahead of your desired schedule. Table 4-3. Overview of Tab 4: Project Approach and Methodology. DCF has made great strides in modernizing Public Assistance in Florida since the legislative action in 2003 initiating ESS Modernization which mandated greater efficiencies in the operation, administration, and delivery of Public Assistance programs. During this time, the program underwent mandated budget and staff reductions. The number of field delivery staff was reduced from a level of 7,200 in 2003 to 4,109 by July 2006, resulting in backlogs in processing applications and increased error rates. With no additional funding support available, the management and delivery staff worked to reengineer the delivery model to eliminate unnecessary and burdensome processes and utilizing Federal and State rules and waivers to the Department s advantage. Figure 4-1. ACCESS Florida Accomplishments Since Over the last six years, we worked together with DCF to implement projects that improved processing efficiency and overall accuracy. Project Approach and Methodology Tab 4 Page 4

5 The Department needed a partner to help achieve its vision to develop and implement an IT solution suite that included comprehensive self-service capabilities for the customer and modernization of the worker capabilities, including tools that continued to leverage existing assets. The Department selected Deloitte in 2006 for this task and together Deloitte and the Department have achieved substantial success. Figure 4-1 depicts a number of project accomplishments that helped enable DCF to achieve a modernized delivery model for Public Assistance, and related efficiencies and business process improvements. Through ongoing deployments of new capabilities and features, Florida s ACCESS self-service portal leads the nation in utilization and customer satisfaction. Additionally, the implementation of the new worker portal ACCESS Management System (AMS) and numerous process automation and improvements within the legacy environment created greater flexibility for work load management and worker productivity. The process reengineering capabilities of these new system and improvements to the legacy systems not only helped weather the multi-fold caseload growth as a result of the economic downturn that started in 2008, but also helped Florida become the state with the least errors in processing SNAP benefits, resulting in multi-year bonuses from the Federal government that have reached nearly $40M. Our Understanding of your Challenges and Opportunities States are challenged nationwide with budget issues and achieving the stated vision for service is becoming an even greater challenge. Florida is no exception. Despite the great achievements in modernization and improvements in efficiency and accuracy, the current economic environment as well as Health Care Reform are resulting in increased enrollment and, in turn, increasing the demands on eligibility workers, systems, and processes Florida is faced with an aging and inflexible legacy mainframe system (FLORIDA) with a hierarchical database management system at the core of its Public Assistance program. This solution while it has been enhanced over the years with tangential assets that have elongated its productive life prevents Florida from achieving the full scope of its modernization vision. Even though a significant portion of worker functions are now built and operated from We navigate complex requirements to arrive at the right solution for DCF's needs like we have done for 30 other integrated eligibility implementations. We understand the challenges you face and how to overcome them through disciplined planning and delivering the right tools, team, and approach that you are familiar with. Florida can rely on Deloitte's integrity, strength, and continued commitment to the State of Florida having successfully served the State on some of its most complex business transformation initiatives over the past decade and a half. the ACCESS Management System (AMS), critical functions for an eligibility system - including eligibility determination, benefit issuance, and core interfaces - reside within the mainframe solution and require the Department case workers to continue to access and use it. The current environment also requires technically complex integration work to keep AMS and the FLORIDA system synchronized, and further requires the State to maintain and support two layers of worker systems that are costly and risky for long-term maintenance and operations. Project Approach and Methodology Tab 4 Page 5

6 Adding to this complexity are systems that were built over decades to meet immediate program needs on a then and there basis. Many of these systems did not follow the Department s architectural standards, as they were considered point in time solutions. Though they met the Department s needs at the time, they have become challenging to scale and to modify to meet the Department s ongoing growth and modernization needs. Table 4-4 below lists a number of issues facing the Department and the ACCESS program as a result of the architectural limitations of the current technology platform: Limitation Florida System Technology Platform ACCESS Document Imaging (ADI) System Limitations Integrated Benefit Recovery System (IBRS) Limitations Multiple Platform Impacts Limited Personal Identification Numbers (PIN) Missing Master Client Index (MCI) Technical and Business Impact on the Program Hierarchical Database Management System offers limited data access and sharing capabilities Mainframe IMS and COBOL technology limits modernization capabilities and increases cost and risk for Worker Portal and Self Service improvements The State now has unutilized capacity within the mainframe as the result of Child Support functions moving to the DOR CAMS system Limited productivity of workers due to the outdated green screen user interface Time consuming development activities and limited availability of skilled resources Performance issues and slow response with closed caseloads Capacity issues and slow response times as the number of documents that require processing increases Lack of technical capability in meeting functional requirements Limitations in technical capability that hampers automatic indexing functions Runs on a technical platform where the Operating System, Database Management System and the Application Server software are obsolete and unsupported Lack of critical functions that include TOP Continued issues with data, that require frequent data fixes in production Workers have to use multiple systems with differing user interfaces, where technology limits productivity and increases the learning curve The unique recipient identifier that is assigned for each individual and is shared with the FMMIS system has only limited number of sequences available and requires significant changes to allow new ranges Lack of a comprehensive Master Client Index limits capabilities in clearance and unique identification of individuals Table 4-4. Impact of Current System Limitations. Following the implementation of their core eligibility systems, Florida, like many states, sought ways to incrementally modernization its systems through the development of new applications that surrounded the core eligibility and case management solution. Even though the Department has made significant leaps in process efficiency and accuracy in the past years through this strategy, the Department has realized the above-described limitations that pose serious challenges to its continuing goals to take modernization and improvements to the next level. Deloitte shares the Department s vision to not be satisfied with the accomplishments to date and keep the status quo. However, we also understand that substantial investments have already been made in modern assets and these can continue to deliver results and efficiencies for Florida well into the future. Project Approach and Methodology Tab 4 Page 6

7 State of Florida Department of Children and Families Figure 4-2 below demonstrates our understanding of the critical business drivers for the ACCESS Florida System Replacement and the associated objectives of the Department. Figure 4-2. Business Drivers for the ACCESS Florida System Replacement. Current business and technology challenges make it the right time to embark on a technology transformation initiative. Combined with the Department s desire to overcome the technological limitations of the legacy mainframe system, it is also attempting to comply with the MAGI deadline of October 1, The Department and the State of Florida also have a great opportunity to offset the costs of development if implemented while the Federal Government continues to offer a 90 percent funding match for the modernization of the Medicaid Eligibility systems. In order for the State to be eligible for the 90 percent funding match, the systems must meet the CMS prescribed Medicaid Information Technology Architecture (MITA) framework and the CMS Seven Conditions and Standards and be implemented no later than December 31, Utilizing this opportunity, the Department is able to replace the current legacy systems while minimizing the overall cost for the State of Florida, eliminate the current limitations and difficulties, and position it to continue its Project Approach and Methodology Tab 4 Page 7

8 mission serving Florida s needy with a modern, cost-effective, and efficient service delivery infrastructure. As such, Florida is facing two important challenges that the Department must address within specific time frames as described in the below Table 4-5 below. Challenge Requirement Deadline PPACA/MAGI Eligibility Rules Implementation Legacy System Replacement Compliance with PPACA to determine Medicaid Eligibility using the MAGI Methodology Replacement of the legacy FLORIDA system and related systems with a comprehensive, integrated solution that provides flexibility, improves processing efficiency and accuracy while maximizing customer access to benefits in a cost effective manner utilizing enhanced funding match from the Federal Government October 1, 2013 December 31, 2015 Table 4-5. DCF s Timeframes for Solution Requirements. The following pages of our proposal response address the Project Approach (Section 4.1), Project Management (Section 4.2), the Project Schedule (Section 4.3), the Project Management Plan (Section 4.4) and Innovations (Section 4.5). Abbreviated implementation timeframe, which will allow the state to eliminate legacy mainframe costs and risks sooner than expected Minimizes risk: in meeting the October 1, 2013 deadline for PPACA/MAGI based rules implementation as the changes are done within the current systems environment that will invoke an external Rules Engine that is pre-loaded with MAGI eligibility rules in reducing the schedule for the implementation of Phase 4 as the FIELDS is configured and customized from Deloitte s HHS NextGen Solution in the Project Management and SDLC processes as they follow our proven EVD methodology Greater adoption rates of the system by the Department workers, because they will only need to be trained once on the new system. Workers will not need to keep data in the current and replacement systems at the same time as whole cases (all programs) are converted into the new system instead of converting Medicaid and the rest of the programs at different times One central data and eligibility repository for universal eligibility determination Minimal disruption or slowdown in the ongoing operations through the use of proven conversion and roll-out strategy that aligns with a training and organizational change management process Project Approach and Methodology Tab 4 Page 8

9 4.1 Approach Deloitte s market leading experience in delivering 30 integrated eligibility and 23 self-service systems nationally, combined with first-hand experience working with the Department of Children a and Families over the last six years, allows us to understand and best respond to the State s specific needs and requirements. We leverage this knowledge to tailor a low risk, two-phased implementation strategy for Florida. We formulated our approach after completing an extensive analysis of the current system, the associated project impacts, and a series of discussions on the proposed approach, its architecture, design, and performance considerations as well as its alternatives. No other vendor can offer DCF such insight into the current FLORIDA Lowest risk approach that meets your timelines Avoids unnecessary development iterations and minimizes disruptions to your business operations Incremental rollout that reduces risk and minimizes Organizational Change Management issues Deloitte s production proven HHS NextGen solution forms the foundation for FIELDS enabling delivery of the solution in an aggressive yet realistic timeframe system, its complex Standard Filing Unit (SFU), Eligibility Determination, and Benefit Calculation (ED/BC) modules and interfaces. Phase 3, MAGI based eligibility, is implemented by October 1, 2013 to meet the PPACA provisions and timelines less than nine months after project inception. Phase 4, the implementation of the Florida Integrated Eligibility Determination System (FIELDS), is a combination of Phases 4A and 4B (Phase 4) and runs concurrently with Phase 3. The FIELDS pilot will commence in December 2014, less than two years after the project starts. Phase 4 will include Medicaid, SNAP, TANF, RCA, CHIP and HCDA. After a three-month pilot period for SNAP and all benefit programs, FIELDS will rollout over the next five months completing statewide implementation by July 1, At that time, the FLORIDA mainframe and other associated legacy systems will be decommissioned and sunset. Our proposed approach provides the Department with a completion solution, six months ahead of the December 31, 2015 deadline for Medicaid and 11 months ahead of the milestone identified for SNAP, TANF, and other benefit programs. Project Approach and Methodology Tab 4 Page 9

10 Figure below illustrates our proposed approach for Phase 3 and Phase 4. Figure Deloitte s Approach to Phase 3 and Phase 4. We propose a two phase approach to address MAGI requirements by October 2013 and full-system implementation and rollout by July During the early stages of preparing our proposal and defining the implementation strategy to meet your requirements and objectives and to minimize your stated risks, we involved senior leadership from our national Integrated Eligibility and State Health practices as well as local experts from the current ACCESS Florida engagement. Our analysis process included a face-to-face working session to define the possible delivery and implementation options. The team evaluated and assessed each option against the specifics of the ACCESS Florida System Replacement requirements. We considered different options, including implementation a standalone system for MAGI and implementing by October After hours of analysis and discussions, the outcome of this session determined that there was only one viable implementation strategy when taking into account the stated risks, timelines, functional and technical requirements, and stated guiding principles for the implementation strategy. We strongly believe that only one viable strategy exists regardless of the implementation vendor selected. Our project delivery approach and schedule is the one that enables the Department to meet the Federal timeline for PPACA/MAGI requirements and maximize the Department s ability to receive 90 percent federal funding match for the project. Project Approach and Methodology Tab 4 Page 10

11 Figure depicts a high level view of our proposed project schedule that includes Phase 3 and Phase 4 implementations, Warranty and Operations and Maintenance. Throughout this section of our proposal we provide additional details regarding this implementation approach. Figure High Level Schedule for FIELDS. Our approach includes Phase 3, Phase 4, Warranty, O&M for FIELDS, and O&M for ACCESS Florida Phase 3: Our Proposed Approach to Implement MAGI Requirements Deloitte s proposed approach for Phase 3 is based on our extensive knowledge of the current ACCESS Florida Systems functions and technology. Compliance with MAGI based eligibility for Medicaid and CHIP requires changes to several important components of the current systems, primarily the FLORIDA system that performs Standard Filing Unit compositions, Eligibility Determination, and MMIS interfaces. In addition, changes are required within the Self Service Portal (WebApp and My Account) to gather and manage data that is required for MAGI based computations. We are cognizant that the FLORIDA system will be replaced by FIELDS as soon as Phase 4 of the project completes. Therefore we minimize changes to the legacy system by integrating it with a Business Rules Engine that comes pre-loaded with MAGI rules. Existing Self-Service systems (including WebApp and My Account) are also modified for MAGI are subsequently leveraged in Phase 4 as components of the overall FIELDS solution. Deloitte performs the following activities described in the following Table to successfully complete and implement MAGI requirements in the ACCESS Florida Systems. To do so, we utilize our Enterprise Valued Delivery (EVD) methodology for Project Management and the System Development Life Cycle both of which are explained in greater detail in section below as well as in Tab 5. Project Approach and Methodology Tab 4 Page 11

12 Phase 3 Activity FLORIDA Legacy technical Changes for Rules Engine FLORIDA Legacy System Functional Changes Modifications to the Self Service Portal Configuration of Rules Engine Federal Hub Interface HIX Interface Activities Performed to Address MAGI Compliance Modifications to the FLORIDA System IMS and COBOL environment to integrate with the ilog rules engine Modifications to the Standard Filing Unit (SFU), Eligibility Determination and Benefit Calculation (ED/BC), Authorization and the FMMIS Interface programming to meet MAGI requirements Enhancements to the Self Service Portal applications ACCESS WebApp to collect additional data elements from the customer as part of the Application Modifications to the ACCESS WebApp to interface with Federal Hub Modifications to the ACCESS Pre-Screening website rules to comply with MAGI based eligibility rules for Medicaid Configuration of the MAGI Medicaid Eligibility rules for Florida specific requirements Develop and implement an interface with the Federal Hub to receive and verify household information Develop and implement an interface with the Health Insurance Exchange of Florida s choice Table Activities Performed to Address MAGI Compliance. As our proposed project schedule overlaps activities in Phase 4 with Phase 3, careful consideration has been given to the detailed aspects of the schedule to help ensure that similar phases and activities are not running concurrently. This includes making sure that updates to the code base for Phase 3 are well understood and implemented before subsequent changes in Phase 4 begin so that requirement conflicts are minimized, eligibility rules are fully understood, and no version control issues arise Phase 4: Our Proposed Approach to Implement FIELDS Deloitte proposes to utilize our HHS NextGen platform, our extensive Health and Human Services industry knowledge, and experience working on 30 eligibility and case management solutions, as the basis for the FIELDS solution. The HHS NextGen platform leverages the most current ideas and associated functions from all of our projects experiences across the country. It is a modern, integrated, scalable, flexible, and maintainable integrated eligibility solution that enables high worker productivity, enhanced processes that provide higher data accuracy, and brings flexibility for operational and delivery model updates. The HHS NextGen platform enables integration with your existing investments and maximizes the reuse of features and capabilities of production proven, stable components of the currently modernized ACCESS Florida System that effectively meet the Department s requirements today. Our proposed solution provides DCF with quick wins, the ability to meet the aggressive timelines necessary to maximize federal funding, reduces risk, and meets the Department s objectives. Project Approach and Methodology Tab 4 Page 12

13 The Florida Integrated Eligibility Determination System, built upon Deloitte s HHS NextGen platform, complies with Centers for Medicare and Medicaid Services (CMS) Seven Conditions and Standards for enhanced funding and the latest Medicaid Information Technology Architecture (MITA) framework. We propose to reuse the Business Rules Engine implemented in Phase 3 for MAGI in Phase 4 by configuring the preloaded rules for Non-MAGI Medicaid, TANF, SNAP, CHIP and Refugee Programs and adding Florida specific rules for the Home Care for the Disabled Adults program (HCDA). The alignment of our proposed solution s functional and technical capabilities with the Department s requirements and long-term strategic goals, and our Florida specific experience enables Deloitte to be uniquely qualified to support the Department in delivering a solution that is lower in cost with minimum risk. While we configure the HHS NextGen platform for the majority of the new system functions, we also propose to reuse certain production proven, stable components of the currently modernized ACCESS Florida Systems that effectively meet the department s requirements. Our national Solution Architects designed and continue to enhance HHS NextGen and they have worked closely with our ACCESS Florida functional and technical architects to assess how these assets can be leveraged and leveraged for the foreseeable future. By taking this approach, we reduce the requirements, design, development, and testing effort all of which decreases delivery risk and effort for the Department. Project Approach and Methodology Tab 4 Page 13

14 We only use modernized systems that underwent multiple iterations to comply with latest Florida requirements and that are production tested. The following Table lists the components that we reuse in Phase 4 for FIELDS. System/Component Approach to Integration Benefit to DCF ACCESS WebApp and Electronic Application Web Services ACCESS My Account Client Notices Food for Florida Architectural refresh and rebranding to fit in the ACCESS Florida System Replacement Solution and meet HHS NextGen platform standards in quality and compliance Updates to interface with the NextGen based FIELDS Architectural refresh and rebranding to fit in FIELDS and meet HHS NextGen platform standards in quality and compliance Updates to interface with the HHS NextGenbased FIELDS Database instead of the FLODS database Integration of User Authentication Functions Reuse the forms, templates, publications, Web Service that allows online viewing and printing and middle layer processes supporting storage, retrieval and notifications Update the interface to connect to FIELDS instead of AMS and FLORIDA Reuse all web components including the Web Services based interface with the Federal Emergency Management Agency (FEMA) Architectural refresh and rebranding to fit in the FIELDS Solution and meet HHS NextGen platform standards in quality and compliance Update the interface to connect with FIELDS Solution for Case and EBT processing Proven product that meets current DCF requirements, popular with customers, and rich in functionality Retain sophisticated driver features Lowers risk in the overall delivery and reduced cost Proven product that meets current DCF requirements, popular with customers, and rich in functionality Already supports access by Partners and Providers Lowers risk in the overall delivery and reduced cost Retain the modernized and simplified notices that meet requirements Retain latest features such as notification Lowers risk in the overall delivery and reduced cost Retain the modern Disaster Food Assistance System that meets requirements Retain latest capabilities including FEMA Interface Lowers risk in the overall delivery and reduced cost Table Current Department Assets Reused in the FIELDS Solution. We propose to perform a user interface refresh and data access modifications of the above components to integrate them into the HHS NextGen platform. The reuse of these components for FIELDS reduces the cost of configuration and customization for the new system while also reducing the project s delivery risk. In addition, the current WebApp and My Account applications are well established in the customer, partner and provider communities where the users have gained extensive familiarity and experience in the use of these systems. The functions and features of these systems have allowed the Department to maximize utilization of these systems by customers. The ACCESS WebApp system has enabled the Department to receive over 90% of its applications online and the My Account System has a customer base that is over 80% of the total recipient population substantially higher than any other state in the country. Figure below illustrates the customer interaction and high satisfaction numbers for the ACCESS WebApp, and why we have chosen to reuse the system as a part of the FIELDS solution. Project Approach and Methodology Tab 4 Page 14

15 ACCESS WebApp User Feedback Survey May 2012 Use Again? Experience with Screens 2% 4% 98% Yes No 32% 64% Easy Fair Difficult Total Users Responding: 43,428 in May FL_ACCESS_IE-115 Figure ACCESS WebApp Customer Feedback Survey Results for May Feedback on ACCESS WebApp demonstrates high customer satisfaction, familiarity, willingness to use and ease of use. In addition to leveraging current assets, our proposed approach also enables the Department to continue to obtain benefits from a number of its current investments. For example, as a part of our current engagement with the Department, we are working to implement an Identity Verification Solution within the ACCESS WebApp and My Account systems via an interface with the Department s selected external service provider. Our approach for this implementation and our plan to leverage the existing WebApp and My Account systems in our proposed solution for FIELDS virtually eliminates any need for changes to this functionality once completed and implemented Our Proposed Approach to Pilot and Phased Rollout At the completion of configuration and customization activities in Phase 4, we propose a three-month pilot followed-by a five-month statewide rollout of FIELDS. This approach delivers a comprehensive integrated eligibility system to the Department by December 2014, 21 months from phase start and in less than two years from project inception. It also provides the Department ample time to pilot and rollout the solution across the State, without the pressure of the looming December 2015 deadline. In 2006 Deloitte rolled out CAMS Phase I for the Department of Revenue on a county to county basis where converted counties went live in the new CAMS systems while the unconverted counties stayed on the FLORIDA System. We propose a three-month pilot in Circuit 8 counties (Alachua, Baker, Bradford, Gilchrist, Levy, and Union) as they are representative of the case volume and composition of the other counties across the State of Florida. The pilot provides DCF an opportunity to receive and react to worker input, evaluate data conversion and system performance, start to implement revised process and policy changes, and obtain FNS review and approval of SNAP functionality. At the completion of the three-month pilot period, the statewide rollout of FIELDS will continue over the next five months on a region by region basis. Our proposed approach closely aligns with the Project Approach and Methodology Tab 4 Page 15

16 Department s approach for successful pilot and rollout on many recent implementations including the pilot and rollout of the AMS Work Management System in We understand that it takes time to affect change upon the Department s many stakeholders, including the numerous workers who have used ACCESS and FLORIDA as a part of their daily processes for many years, and the millions of citizens who rely upon DCF to provide benefits to them. A planned and methodical approach to implementation, training, and change management activities is required to help ensure that the Department is not only getting a new system, but that you and your stakeholders are getting a new solution as well. Figure below illustrates our pilot and rollout plan, designed to minimize impact on day-to-day operations while simultaneously conducting training, organizational change management activities, and implementing the system statewide in a timely and methodical manner. Figure Deloitte s Proposed Pilot and Statewide Rollout Plan. We propose a Pilot and Rollout plan that minimizes organizational impact to daily operations. (Staff counts are approximate numbers.) As the pilot and rollout activities are carried out, the legacy ACCESS Florida System continues to operate until statewide rollout is complete. During this time, workers in areas and locations that Project Approach and Methodology Tab 4 Page 16

17 have not yet been converted will continue to use ACCESS Florida for their cases and clients. Since both FIELDS and systems it is replacing (FLORIDA, AMS and IBRS) will be operating at the same time, the ACCESS Self Service components must have smart application and case routing logic to route applications and other client requests (Reviews, Changes, Addition Benefits) to FIELDS or to AMS depending on the destination of the item and its conversion status. Figure below illustrates how smart case routing logic will operate during this time. Figure Application and Case Routing During Pilot and Rollout. Deloitte proposes the use of smart case routing logic to route cases from WebApp to either AMS or FIELDS during the pilot and rollout period. When a client applies for benefits using the Self-Service portal, the system will check to see if the client already exists in the Master Client Index (MCI) database. If they are a new client and if the application belongs to a region that has completed conversion, the application will be automatically routed to FIELDS for processing. If the client lives in a region that is awaiting conversion, the application will be routed to AMS for processing in FLORIDA. For existing clients, the routing of cases to FIELDS or AMS will be based upon the conversion status of the case Our Approach to meeting CMS Guidelines and Standards An important aspect of our approach is how we assist the Department in adhering to the Centers for Medicare and Medicaid Services (CMS) guidelines and standards. FIELDS adheres to the seven federal CMS standards and the MITA Architecture Framework for Medicaid. The CMS seven standards and conditions require states to provide documentation to the federal government throughout the systems development life cycle to allow for initial and ongoing approval of enhanced funding. Deloitte s experience helping our integrated eligibility clients in complying with the seven standards and conditions mandated by CMS provides us with an advantage over our Our HHS NextGen platform underwent a MITA maturity assessment in 2011 and was assessed at automating processes at Level 3. Project Approach and Methodology Tab 4 Page 17

18 competitors. The enhanced funding and time-limited cost allocation waiver provide an exceptional opportunity for states to modernize their legacy systems. Medicaid Information Technology Architecture We undertook an assessment of the HHS NextGen platform to determine the business and technical capability levels of Deloitte s eligibility determination and case administration solution. The structure of the assessment was based on the MITA framework, which is a model created and defined by CMS. The MITA assessment we completed confirmed that Deloitte s HHS NextGen platform is in compliance with MITA standards. The results of the MITA assessment indicate that the capabilities of HHS NextGen meet many of the thresholds set forth by the MITA criteria. The platform provides a high-level of automation, which includes interfacing with other State agencies and receiving an automated transfer of information. Additionally, accuracy of information is enforced using standardized data quality processes and system checks. HIPAA standard interfaces and edits help to preserve data quality by preventing duplicate entries. Figure MITA 1.0 The results of the MITA assessment indicate that NextGen s capabilities meet many of the thresholds set forth by the MITA criteria of your functional requirements with minimal configuration We are aware that CMS is planning to release version 3.0 of the MITA framework in the near future. We have already reviewed the draft version of the information, released late last year, and are prepared for the update once formally released. Project Approach and Methodology Tab 4 Page 18

19 4.1.5 Our Methodology for Delivering FIELDS Enterprise Value Delivery (EVD) Deloitte s Project Management and Software Development Lifecycle (SDLC) methodology, Enterprise Value Delivery (EVD), is based on industry best practices and is tailored for FIELDS based on your ITN requirements. EVD provides the management and control method for largescale, complex projects and has been used effectively to deliver a number of our integrated eligibility projects. Given the maturity of the method, the availability of tools and artifacts that support the method, and the experience of our project team in delivering via this method, we are able to hit the ground running and focus on the October 1, 2013 MAGI deadline and beyond. A simplified and customized version of our methodology is being used on our current engagement with the Department and is supporting multiple system development and enhancement projects on schedule and under budget meeting the highest quality and performance standards. The following is a select few examples: ACCESS Self Service portal applications WebApp and My Account and associated enhancements Food for Florida Solution for Disaster Food Assistance ACCESS Management System Workload Management capabilities Notices Modernization, Online Viewing and Notification project Public Assistance interface with new Child Support Automation System (CAMS) The FIELDS Management approach leveraging EVD is: Refined over 35 years with hundreds of successfully implemented HHS projects Based on industry-leading PMBOK and CMMI standards and aligns to CMS' Enterprise Life Cycle Contains market-leading accelerators, tools, and templates Utilized successfully in Florida and states such as Michigan, Montana, Pennsylvania, Texas, and Wisconsin EVD incorporates our extensive experience, lessons learned, development tools, templates, and accelerators from projects that expand across various industries. The methodology provides a road map for our joint team to produce a stable, sustainable system, while reducing project risks that affect budget, schedule, and performance. The cornerstone of the EVD methodology is a series of detailed and integrated phases, disciplines, and tasks that our Health and Human Services Advantage Portfolio supplements with tools and accelerators specific to State government and specific to integrated eligibility projects, as shown in Figure below. Project Approach and Methodology Tab 4 Page 19

20 Figure Deloitte s EVD Methodology Links with our HHS Advantage Portfolio of Tools. The method pays immediate benefits to Florida from an accelerated start of the project and continues through completion. The following table explains the features of the EVD methodology and the associated benefits to the Department: Features of EVD Established Project Methodologies and Approaches Project Management Methodology that Supports the Complexities and Intricacies of a Large System Implementation Deloitte Positions the Project to Start Promptly Collaborative Project Governing Structure Comprehensive and Regular Communications Accountability for Our Resources Disciplined Approach to Schedule Management Benefits to Florida DCF Consistent with PMBOK, CMMI, and industry practices, our methodologies and approaches used on other projects are leveraged to deliver high quality on the ACCESS Florida System Replacement project. Our 25 years of Integrated Eligibility experience allows us to apply our lessons learned to the project. We have experience with complex, large-scale implementations in other states and have successfully implemented systems under aggressive timelines using a phased approach. Our proposed team hits the ground running with a repository of tools and templates to lay the groundwork and support the ACCESS Florida System Replacement project through implementation. Our methodology and approach includes a collaborative governing structure that lays the foundation of transparency and accountability At the core of our project management approach is a strong communications plan that identifies the primary communication needs and helps build support for the ACCESS Florida System Replacement project. We hold each person accountable for their work through assigned and tracked tasks, risks, and issues using our browser-based, Project Management Center (PMC) tool accessible to all members of the project team. The project schedule is closely managed and timely updates are made to facilitate careful management and quality of the overall project effort. Table Deloitte s EVD Methodology Features and Benefits to the Department. Project Approach and Methodology Tab 4 Page 20

21 4.2 Project Management Deloitte s project management methodology Enterprise Value Delivery (EVD) is based on industry practices and is tailored for the ACCESS Florida System Replacement project. EVD provides the management and control methods for large-scale, complex projects and has been used effectively to deliver numerous integrated eligibility projects. Given the maturity of the method, the availability of tools and artifacts that support the method, and the experience of our Project Management team, we are able to hit the ground running and focus on the October 1, 2013 MAGI deadline and beyond. Our proposed Project Manager for the ACCESS Florida System Replacement project, Rachel Frey, is a PMI Certified Project Management Professional (PMP), and brings twelve years of experience in managing challenging projects that are of similar size and complexity. Our managers and leads in key positions that support Rachel are also veteran Project Managers who are certified PMP. The ACCESS Florida System Replacement project is a complex effort involving multiple agencies, extensive program rules, interfaces, and data conversion, with an aggressive timeline to meet federal requirements. It has critical delivery dates in October 2013 and December 2015 making it essential to ramp up quickly and implement project control methods from the start. Deloitte has successfully managed hundreds of complex technology transformations using our EVD methodology. Additionally, we have developed tools, frameworks, and other accelerators specifically for reducing risk and increasing program effectiveness for integrated eligibility projects. Table below describes our core project management principles and their benefits to the ACCESS Florida System Replacement project. Core Project Management Principles Clear Communication Channels Transparency Project Management Collaboration Measuring Progress - Metrics Benefits to the Project Quickly establishes a stakeholder map and related communication process that enables and facilitates rapid and timely information sharing, collaboration and efficient decision making, founded on the overarching principle of no surprises. Provides DCF with a clear and comprehensive view of the status of the project, including who is responsible for tasks, who to contact to resolve questions and issues, and what decisions have been made and pending actions. We establish strong working partnership with the Department, PMO, and the IV&V vendor throughout the project duration. We establish meaningful metrics and Key Performance Indicators (KPI) based on our experience, tailored for the ACCESS Replacement Project via our Web-based toolset. Our KPI approach to Scope, Risk, Cost, Schedule, Quality, and Issue management and the reporting through dashboards and regular status meetings, coupled with a welldefined escalation process for critical issues and dependencies, position Deloitte and the Department for success. Project Approach and Methodology Tab 4 Page 21

22 Core Project Management Principles Not Reinventing The Wheel Leverage Best Practices Standard Methods Benefits to the Project We commence the project by leveraging Deloitte s collected best practices, experience, and pre-configured tools to quickly stand up processes, tools, artifacts, and a working solution. We repeat our PM processes and leverage artifacts from other Integrated Eligibility projects. We create confidence through predictability and reliability. Our use of proven PM methods and tools support consistent, effective planning and control for the project through all of its phases. We customize project templates to jump start project tasks and deliverables increasing quality while decreasing the time, cost and effort necessary to achieve your project requirements. Table Deloitte s Core Project Management Principles Approach and Methodology Deloitte s Enterprise Value Delivery methodology is modeled for the most rigorous and challenging of project circumstances. EVD has its roots in our large systems integration projects and spans all aspects of a project from planning through deployment. EVD brings tools, frameworks and other accelerators specifically for reducing risk and increasing project management effectiveness. The cornerstone of the EVD methodology is a series of detailed and integrated phases, disciplines, and tasks that our Health and Human Services Advantage Portfolio supplements with tools and accelerators specific to state government and specific to integrated eligibility projects. Deloitte s EVD methodology is flexible to fit the project objectives and provides a mature, transparent, and operational framework, which allows the team to quickly jump-start the project and efficiently drive the successive SDLC phases and deliverables. EVD instills early and proactive communication and close collaboration throughout the development life cycle with ACCESS Florida System Replacement project stakeholders and other external partners to reduce risk and improve buy-in of the new system. The framework allows for structured yet customizable start-up plans, kick-off activities, deliverable expectation document (DED) walkthroughs, and management plans. The methodology also provides a disciplined approach to identify activities and their corresponding tasks, with a goal of producing high-quality Using the Enterprise Value Delivery method provides the Department: Consistent processes and deliverables Timely communication Monitoring and control Quality and on-time deliverables Reduced project risk Key Staff Spotlight Rachel Frey, PMP Over the past 12 years, I have thoroughly enjoyed working with Deloitte s HHS clients to achieve shared project goals. I look forward to working with the Department of Children and Families and using my previous experience acquired in the States of Pennsylvania, California, Wisconsin, and New Mexico to help manage the ACCESS Florida System Replacement project to ultimately improve the lives of Florida's citizens. Rachel Frey, Senior Manager, Deloitte Proposed Project Manager Project Approach and Methodology Tab 4 Page 22

23 software that meets the needs of its end-users within a predictable schedule and budget. Team productivity is enhanced through the methodology by providing team members with easy access to a knowledge base with guidelines, templates, and tools for development activities. We strive to have team members share a common language, process, and view of software development. Project Management capabilities within EVD are rooted in the Project Management Institute s Project Management Body of Knowledge (PMBOK) and the Software Engineering Institute s Capability Maturity Model Integration (CMMI) model to define its foundational framework. Our industry-leading framework for Project Management through EVD is complemented by: Industry experienced PMP certified Projects Managers and Team Leads who have delivered complex projects of the same size and scope Project Management Center (PMC) a world-class, Web-based project management tool that is customized for Deloitte s EVD methodology - built upon HP s Project and Portfolio Management (PPM) tool. EVD PM Features PM Methodology that Supports the Complexities and Intricacies of a Large System Implementation Collaborative Project Governing Structure Industry-Leading Project Management Tools The Right Team Understanding of Florida s requirements Benefits of EVD-based Project Management Methodology Our 25 years of Integrated Eligibility experience allows us to apply lessons learned to the Department s modernization project. We have experience with complex, large-scale eligibility systems implementations in more states than any of our competitors and have successfully implemented systems under aggressive timelines using a phased approach similar to the approach we have proposed for this project. Our methodology and approach includes a collaborative governing structure that lays the foundation of transparency and accountability a critical factor for success on this initiative. Our robust project management tools facilitate the effective execution of all aspects of our project management, that include outstanding project status and communication capabilities increasing the transparency of the project for stakeholders The team that Deloitte brings to the project has a combination of experience with the Department and experience in executing successful projects in IE projects across the country. We offer Project Management Professional (PMP) certified individuals that bring the skill, experience, competence, and leadership that will ultimately drive the success of the modernization effort. The Department will experience reduced delivery risk as a result of our team s understanding of the Department s organization, processes and technology. Our previous experience working on similar projects and our experience working with the Department positions us with an unparalleled understanding of the Department s background and requirements for success. We are deeply familiar with several of the agencies the system interacts with, and we bring a deep understanding of the various stakeholder needs for this project. This helps prevent communication issues, streamlines the requirements process, and avoids surprises during implementation. Table EVD-based Project Management Approach and Benefits to the Department. The comprehensive processes, tools and techniques that are provided by our methodology complements the nine Project Management knowledge areas that are applied to the project throughout the five life cycle phases of the project; Initiation, Planning, Execution, Control and Closing. This section describes our approach to each of the nine knowledge areas of Project Management (Integration, Scope, Time, Cost, Quality, Human Resource, Communication, Risk and Procurement) and how we utilize the current methods, tools and processes to complete the project within the schedule, budget and quality standards. Project Approach and Methodology Tab 4 Page 23

24 Integration Management The ACCESS Florida System Replacement project has many moving parts and may face changing needs and constraints, all of which can result in potential risks affecting the project s resources. Our Integration Management approach synthesizes the activities that are performed across all phases and tracks. Critical aspects of our Integration Management approach include the establishment of a well-defined Governance Structure that promotes transparency and communication throughout the project. Table below identifies the primary processes and activities that we perform as part of Integration Management for the project. EVD PM Process or Activity Develop PMP Manage Project Execution and Control Integrated Change Control Project or Phase Closure How does it help the overall success of the project? We leverage our EVD Project Management Plan in collaboration with the Department s project management objectives. We actively manage activities for Phase 3, Phase 4, and the Maintenance and Operations. Tasks are monitored to verify that they are executed as planned and take corrective action when necessary. We utilize PMC to monitor and control the project activities. The basic nature of eligibility systems makes them require modifications to the current system during the development of the new system as a result of changes in the law or policy. Our Integrated Change Management process help ensure that every aspect of change, big or small is identified, analyzed and accounted in every thread of the project including Phase 3, Phase 4, and Maintenance and Operations. Upon formal submission and approval of deliverables, we archive project artifacts and collect lessons learned in collaboration with the Department and other stakeholders. Table Critical Integration Management Activities Scope Management The EVD foundational Scope Management Philosophy for the project is to define and approve the project scope and product scope and then deliver the approved scope of work that is verified through the scope validation process. The Project Scope is defined by the Scope Statement, Work Breakdown Structure, and Project Management Process deliverables that are produced through the execution of the Project Work Plans applying our well defined control mechanisms and verified and accepted following criteria established by the Deliverable Expectation Documents (DEDS). The Product Scope for Phase 3 defines functions and features of the systems changes and enhancements that enable the Department to meet the MAGI based Medicaid eligibility. The functions and features of the solution define the product scope for Phase 4 and is performed through a rigorous fit gap analysis and elaboration processes prescribed by EVD that help ensure that required scope is identified, defined, documented and baselined. The Department and Deloitte benefit from the EVD scope change management processes that have proven effective on similar eligibility system projects. The Figure in the following page depicts the features our scope change management process. Project Approach and Methodology Tab 4 Page 24

25 Figure Deloitte s Proposed EVD Scope Change Control Approach. Our proven Change Control Approach has four steps used to manage change requests. Coupled with the processes for scope definition and approval process, we establish a rigorous scope change control process in collaboration with the Department that filters out unnecessary changes while approving necessary changes. These approved changes are carried out through the Integrated Change Management processes as described earlier in our approach in the Integration Management in this section Time Management The Department cannot risk the on-time delivery of Phase 3. Our national experience with complex implementations and MAGI, our unmatched knowledge of Florida s Medicaid and its eligibility rules that are complimented by our Project Management processes, makes us the only vendor who can meet this deadline. Our approach to deliver FIELDS in a single phase (Phase 4) helps the Department realize the benefits of the new system substantially ahead of schedule. In 2006, Deloitte designed and implemented the Food for Florida (FFF) system, the end-to-end solution for Disaster Food Assistance within a 10 week period immediately after the start of our contract in March, 2006 and readied it prior to the official hurricane season start date of 6/1/2006. The first step that helps ensure on-time delivery is to have a well thought-out and elaborated project work plan that is developed using PMBOK recommended Time Management processes of Work Breakdown, Activity Definition and Sequencing, and Estimation. Our proven EVD processes dovetails our expert knowledge in scoping and estimating Public Assistance integration from our vast experience of implementing systems in numerous Project Approach and Methodology Tab 4 Page 25

26 states including large states such as Texas and Michigan. Our pioneer position in ACA and MAGI research and implementation experience from multiple states help us estimate and create a plan that is realistic and achievable. Deloitte provides a fully defined, resource loaded, and leveled project schedule with tasks and associated efforts to deliver FIELDS. After initial consensus between Deloitte and the Department on the schedule and resource needs from the Department, the plan is put into execution. We employ our proven schedule management and control techniques and corrective actions to help ensure that the project stays on schedule to make on-time delivery. We leverage PMC and MS Project to manage the work plan and schedule. Our PMP certified Project Manager and Team leads update the schedules weekly. Our team looks for any trouble signs or potential issues. On identification of such signs, the associated impact on the project critical path is analyzed and needed corrective action is developed Cost Management Our Cost Management approach includes the processes required to help ensure that the project is completed within the approved budget. The following Table list primary processes and activities that we perform as part of Cost Management for the project. Cost Management Process Estimate Costs Determined and Establish Budget Control costs How does it help the overall success of the project? We perform resource planning based on the project needs and develop cost estimates based on our experience executing similar projects and estimating models. We establish a cost baseline based on the estimates that are reviewed and approved by the appropriate authority. We manage the project using the work plan We are continually monitoring the project tasks and metrics to proactively identify variances in schedule and cost. We take corrective actions as soon as early signs of variances are observed. Table Cost Management Processes and Their Benefits. In addition, we only allow change through approved change control processes and prevent unapproved changes to the project budget. We measure Project Performance using Earned Value techniques and monitor cost variances, and take corrective actions. This approach helps control the overall cost of the project and enables the delivery of the project phases with minimum risk. Project Approach and Methodology Tab 4 Page 26

27 Quality Management Our approach to Quality Management (QM) describes the methods used to guide the quality of the work products produced and the quality of processes used to produce those products. QM identifies the processes and work products that are needed to establish and maintain quality assurance and quality control throughout the project lifecycle; furthermore, QM identifies the assessments, audits, evaluations, and reviews that we perform for this purpose; and describes the quality responsibilities, activities, and commitments for this project. Our QM is in accordance with PMBOK, IEEE STD , and CMMI. Deloitte recently implemented two significant initiatives for the DCF through our current engagement. The 30-Day Notices Project had Zero UAT errors while the Notification Project completed UAT with 3 minor issues. The Notification project required had complex integration needs across the current systems that included My Account, Authentication, Client Notices and AMS. Both projects completed on schedule and under budget. No production issues have been reported on these implementations to-date. Quality does not occur by accident. We employ EVD processes for quality that defines the quality needs upfront, followed by structured processes for Quality Planning, Assurance and Control. The following Table list primary processes and activities that we perform as part of Quality Management for the ACCESS Replacement Project. EVD QM Process Quality Planning Quality Assurance Quality Control How does it help ensure Quality? We utilize the EVD Quality Management Plan for the project by defining quality objectives, setting metrics and standards, defining procedures, and selecting tools, through collaboration with the Department and other project stakeholders. For Quality Assurance we execute processes that help ensure quality as work products are produced. We employ processes that range from manual review of deliverables (Design Specs, Code etc.) as well using tools that check and validate conformance of software products with standards (Such as ADA 508 and DCF Security Standards for Web Systems). We also use tools that validate software coding standards that improve execution quality and reduce resource needs and potential run time errors. In Quality Control our processes verify that quality activities are appropriately employed at the project. We validate this by verifying if specific and final project deliverables meet quality standards and use techniques such as sampling, trend analysis, and review techniques that are also used in Quality Assurance Table Quality Management Process Descriptions and Benefits to DCF Communications Management Our Communications Management approach includes processes to help facilitate the timely collection, analysis, creation, distribution, and storage of project information based on the established communications plan for Phase 3, Phase 4 and Maintenance and Operations of the project with an emphasis on collaboration. Deloitte promotes consistent project reporting and deliverables by offering standard project templates and providing current information on risks, issues, and change requests. Deloitte collaborates with the Department during the initiation of the project to refine our communication plan for the project and an effective status reporting that works for all project stakeholders. Managing the project requires management to define preventive or Project Approach and Methodology Tab 4 Page 27

28 State of Florida Department of Children and Families corrective actions to address negative trends or delinquencies on the project, and to distribute and discuss project status with the appropriate project stakeholders in a timely manner. The following Figure is a sample weekly status report that shows activities by date and their status. Figure A Sample Task/Activity Weekly Status Report Sample Deloitte Status Report providing detailed status on tasks and summary information In addition to status reports prepared and published on a preset schedule, stakeholders can also access the dashboards in PMC to obtain up-to-the-minute information on the project its progress, risks and issues Human Resources Management The ACCESS Florida System Replacement project has inherent risks and complexities. What makes Deloitte the best vendor for this job is the qualifications and experience of the people who will staff this project, minimizing your risk and increasing predictability and reliability. th Deloitte was ranked 67 in the 100 best companies to work for published by the Fortune Magazine in The following Table list primary processes and activities that we perform as part of Human Resource Management for the project. Project Approach and Methodology Tab 4 Page 28

29 EVD HR Process Human Resource Planning Project Team Acquisition Project Team Development Project Team Management How does it help the overall success of the project? Create a Staffing Management Plan, Assign Roles and Responsibilities to project team members in the form of a Responsibility Assignment Matrix (RAM), and Create Organization Chart in the form of an Organizational Breakdown Structure (OBS) We have already identified several key resources with proven qualifications and experience and have provided their names and resumes as part of this response. We are identifying additional internal resources and in the process recruiting qualified staff. We also bring staff from our quality partnering companies and wide network qualified sub-contracting firms. We perform team development through formal orientation, training, and informal team building exercises. Every Deloitte employee is assigned a Counselor who works as a mentor, career advocate, and performance evaluator. We perform periodic performance evaluation (twice annually) for Deloitte employees, identifying their strengths and development areas. We also constantly monitor staff performance and take corrective action as soon as a need is observed. Table Human Resource Management Process Descriptions and Benefits to the Department. The Department has first-hand experience with our human resource management practices for our employees and subcontractors and the quality of the team members it has produced, on our current engagement. Deloitte manages all members of the Deloitte team including subcontractors Risk Management Deloitte s Risk Management approach involves maximizing positive events and minimizing adverse events through risk identification, risk quantification and analysis, risk response development, and risk response monitoring and control. It is a continuous process in which risks are identified, quantified, responded to, and controlled. Active risk management is of paramount importance for the success of the project. Deloitte has identified the following initial risks for the ACCESS Florida System Replacement project and how our approach mitigates them, as shown in Table As you ll observe many of these risks are mitigated with communication, in various forms, at all levels and across stakeholders throughout the project life cycle. Risk Items Complexity from multiple tracks Aggressive timelines Data Conversion How Deloitte s Integration Approach and Experience Reduces Risk to the Department We mitigate the risk of concurrent execution of Phase 3, Phase 4, and Maintenance and Operations through the application of our Integrated Project and Change Management techniques and open and frequent communications between the teams Phase 3 activities are led by Deloitte veterans with thorough knowledge of current ACCESS systems, including FLORIDA, and through the use of rules engine for MAGI rules. Phase 4 risk is reduced by the usage of the fully built and production tested HHS NextGen and already proven modernized ACCESS Florida Components (WebApp, My Account, FFF and Notices) FLORIDA uses complex hierarchical databases with thousands of elements. We mobilize staff with close affinity to FLORIDA system and data and leverage the existing ETL process (Ex. For FLODS) processes Table A list of initial critical risks identified and our mitigation strategy Deloitte s assessment of the initial project risks and mitigation strategies Project Approach and Methodology Tab 4 Page 29

30 Procurement Management The ACCESS Florida System Replacement project is a complex project executing multiple threads concurrently. It is essential that the selected vendor have effective Procurement Management processes, tools, and support structure to satisfy the purchase needs of the project in timely manner. Our EVD Procurement Management processes address the planning, execution and control aspects of procurement for labor and non-labor resources from third party entities. Non- Labor resources include Software and Hardware vendors, and other service providers. Project Procurement Management covers the processes required to acquire goods and services from outside the performing organization. The following Table lists primary processes and activities that we perform as part of Procurement Management. EVD Procurement Process Procurement Planning Conduct Procurements Administer Procurement Procurement Closure How does it help the overall success of the project? We identify the need for the procurement of services, decide contract type, and create the statement of work This process publishes vendor needs and obtains vendor responses. We use our own Contingent Workforce Services portal for human resource needs. Once the responses are received, we evaluate them and choose the solution or service that best fits the project needs, including contract signatures and approval of SLAs We manage procurement relationship and monitor contract performance and take corrective actions. We monitor and validate the performance and quality of the service or product against standards. Involves administrative activities to finalizing invoices, payments and formally close the procurement. Table Procurement Activities and their Benefits Project Management Tools Project Management Center (PMC) Deloitte s Project Management Center (PMC) is the primary Project Management tool that we use for the ACCESS Florida System Replacement project. PMC is Deloitte s customized version HP s Project Portfolio Manager Center (PPM) that is tuned for large-scale Integrated Eligibility projects. We use this web-based tool in performing project management activities. It is designed to improve the management, control, and reporting of project management activities. The tool is accessible to the Department and Deloitte staff over the Internet. PMC integrates with ACCESS Florida System Replacement Project Management Plan outlined under Section PMC will be used for work plan updates and viewing, management of action items, change requests, issues, risks, and decisions. It comes with pre-defined dashboards, portals, and reports that easily present and evaluate data. The below Figure is an overall depiction of project management functions that are supported by PMC with a closer look at scope change management. Project Approach and Methodology Tab 4 Page 30

31 Figure Project Management Functions supported by PMC. Demonstrates the Scope and Change Management features of the PMC tool. SharePoint Document Repository Deloitte understands that the Department provides a SharePoint document repository for accessing, storing and referencing project related documents and deliverables. Deloitte collaborated with the Department in the design of the SharePoint site that our team is currently using for projects within the current engagement. Deloitte agrees to utilize the SharePoint portal for accessing, storing and version-controlling deliverables and the Project Management Plan components. Microsoft Project and Office Suite In addition to PMC and the SharePoint Repository, Deloitte uses Microsoft Project for developing project work plans. Project Work Breakdown Structures and Project Work plans created using MS Project are uploaded to PMC and SharePoint site. Microsoft Office tools, including Excel, Word and PowerPoint, are also used in our project management processes General Provider Project Management Responsibilities Our proposed project manager, Rachel Frey, PMP, currently serves as a member of Deloitte s Integrated Eligibility (IE) Market Offering leadership team, with 12 years of experience in strategy, program management, and project management. Rachel is currently managing our Program Integrity Initiative at the Commonwealth of Pennsylvania, and has successfully implemented multiple large-scale IE projects, as described in her resume in Tab 8. Rachel serves as your onsite, full-time, primary point of contact and accountability. Project Approach and Methodology Tab 4 Page 31

32 As your project manager, Rachel s responsibilities mirror those listed on pages of the ITN. She is supported by a Project Management team of PMP-certified managers and leads. As you are aware from the current Maintenance and Operations contract, Deloitte puts a strong focus on Project Management, which helps ensure quality deliverables on schedule. The below Table list the ITN defined PM responsibilities and how we perform them. No. General Provider Project Management Responsibilities (ITN) 1 Provide input and updates to the PMP. 2 Manage and direct Provider and subcontractor staff to execute the PMP and develop Project deliverables. 3 Create and maintain a fully resourceloaded and leveled Microsoft (MS) Project schedule for all DDI activities as input to the Integrated Master Schedule. 4 Manage the Project in accordance with the Integrated Master Schedule. 5 Revise the Project schedule and all other applicable project management materials as authorized through the change control process. 6 Prepare and submit weekly Project status reports. 7 Participate in weekly Project status meetings. 8 Participate in Executive Steering Committee meetings. 9 Prepare and distribute the minutes of all meetings led by the Provider within two business bays. 10 Facilitate Project-related meetings as necessary to fulfill contract responsibilities. 11 Identify risks, issues, and opportunities and participate in risk and issue meetings. 12 Identify any scope issues and participate in scope management meetings. How Deloitte s Project Management complies with these responsibilities Deloitte PM actively monitors the project and provides inputs to the PMP on a timely basis. Deloitte PM manages Deloitte and subcontractor staff according to the PMP and develops project deliverables conforming to quality management plan. Deloitte PM maintains a fully resource-loaded and leveled MS project schedule, which is monitored throughout the project and is constantly adjusted for risks and issue resolution and any scope changes approved through CCB. Deloitte PM manages the ACCESS Florida System Replacement project in accordance with the PMP and integrated Master schedule. Based on the change control board decisions, Deloitte PM monitors, controls, and updates the Integrated Master Schedule. Deloitte utilizes the change control process for making any updates to project schedule and associated project management documents. Deloitte provides status reports to the Department according to our Communication Management Plan (CMP) on consistent basis, as expected by the Department. Deloitte s Project Management leaders actively participate in the weekly status meetings with the Department and the IV&V Contractor. Deloitte understands that the project is dynamic with many moving parts and timely steering committee decisions are critical for the smooth execution of the project. Deloitte s PM and project Management leaders actively participate in the Steering Committee Meeting organized through the Department. Deloitte s PM takes responsibility for developing and distributing minutes of meeting organized by Deloitte within 2 business days. Deloitte s PM facilitates project related meeting as needed and leverages the communication management plan for timely communication of all project related activities. Deloitte pro-actively monitors risks, issues and opportunities using risk management plan and issue management plan. Deloitte PM organize meeting as necessary for timely resolution and or escalation of risks or issues. Deloitte PM constantly monitors the scope impact and actively participates in scope management and change control meetings. Project Approach and Methodology Tab 4 Page 32

33 No. General Provider Project Management Responsibilities (ITN) 13 Require adherence to the project management standards and guidelines as established in cooperation with the Department. 14 Require deliverables that conform to standards provided in Section 12 of this SOW. 15 Establish communication procedures with input of all Project participants and stakeholders. 16 Prepare formal reports and presentations. 17 Participate and cooperate in Project audits, reviews, and IV&V activities. 18 Provide Project documents and formal deliverables to the Department s project management team for review and storage in the Project s SharePoint site. 19 Access and post documents and deliverables to the Project SharePoint site. How Deloitte s Project Management complies with these responsibilities Our EVD methodology is based on the Software Engineering Institute s (SEI) Capability Maturity Model Integration (CMMI ) process areas and practices and the PMBOK. Deloitte continues to adhere to the Project Management standards established with the Department during the imitation Phase. Deloitte s Project Management leaders actively manage deliverables utilizing the Department provided PMO templates adhering to standards provided in Section 12 of SOW acceptance criteria. Deloitte PM leverages the Communication Management Plan developed during the Plan phase to communicate, with inputs from all project participants, department project leaders and stakeholders. As needed, Deloitte develops reports and presentations to communicate project strategy, progress or any vital input needed from the Department PM leaders. Deloitte understands that the overall project success is a joint effort between, Deloitte, the Department and IV&V vendor. Deloitte actively engages in Project audits, reviews and IV&V activates. In accordance with the Project Schedule, Deloitte provides project documents and deliverables for timely review and approval by the Department utilizing ACCESS SharePoint site. Deloitte will leverage the SharePoint site for accessing and posting documents and deliverables with right version control. Table General Provider Responsibilities Specified in the ITN and Deloitte s Response. Project Approach and Methodology Tab 4 Page 33

34 4.3 Project Schedule This section introduces the fully defined, resource loaded and leveled project schedule to be used to execute the activities associated with the design, development, and implementation (DDI) performance period Fully Defined Resource Loaded and Leveled Schedule The project schedule, as illustrated in the graphic below and provided in full detail in Appendix 1, includes tasks required to complete the scope of work defined in the ITN. Our implementation approach features an achievable schedule that is based on our understanding of the Department s objectives and technical and organizational considerations, as well as the time constraints imposed by federal mandates and enhanced funding deadlines. Phase 3, including the web portal and MA eligibility rules engine requested in the ITN, is implemented by October 1, 2013 as required to comply with the MAGI compliance deadlines established by the PPACA. Our approach consolidates the multiple program requirements stated within Phase 4A and Phase 4B of the ITN into one phase which achieves full implementation and rollout six months before the December 31, 2015 enhanced funding deadline. In 2006, Florida DCF was looking for an End-to-End Disaster Food Assistance solution to be implemented prior to June 1, the beginning of the Hurricane Season. Deloitte built new web-based Food for Florida system within a 12 week period - from March 2006 to implementation in May In 2008, we leveraged the FFF system and readied it for Louisiana to process Disaster SNAP in the wake of hurricanes Gustav and Ike within a 72-hour period. Our proposed project schedule was developed to align with our EVD methodology, as described in Section 4.1, and tailored to your unique requirements as provided in the ITN. Included within the customization is the tailoring of the project phases to align with the associated implementation periods, as well as the State and Federal reviews as described later in this section. As previously described, the EVD methodology includes as its foundation the standards of the Software Engineering Institute s (SEI) Capability Maturity Model Integration (CMMI ) and the Project Management Body of Knowledge (PMBOK ). As such, the tasks defined within the schedule and the processes used to define, elaborate, execute, and monitor these tasks have been proven within our previous projects and throughout the industry to promote successful implementations. Project Approach and Methodology Tab 4 Page 34

35 Figure DDI Project Schedule. Our proposed project schedule was developed based on industry standards, our extensive experience, and the unique requirements stated within the ITN. After defining the complete set of tasks that make up the work breakdown structure (WBS), we continued to develop the project schedule by estimating the duration of each project activity through the use of our Project Estimator and Planning Suite (PE&PS) and assigning and leveling the project resources accordingly. During the Inception Phase of the project, we work with the Department to validate our initial project schedule and confirm the relevant State and Federal milestones, checkpoints, and deadlines have been included. We further work with the Department to integrate other project components that may be tracked separately into the project plan to establish an integrated master schedule (IMS) used to govern the larger project as a whole. Following the review and approval of the DDI plan by the Department and establishment of the IMS, we create a baseline project schedule. The baseline schedule is established as a foundation against which project execution will be monitored and tracked. As stated previously in Section 4.2, Deloitte will leverage Project Management Center (PMC) as the main tool for planning and monitoring risks, issues, work plans, scheduling, resource allocation, time tracking and budgeting. We used Microsoft Project to develop the preliminary project schedule. Once the final schedule is developed, we will load the schedule into PMC where the baselined plan will be used to manage project execution. As the project progresses, we continue to work with the Department to further elaborate the later phases of the project schedule. At the beginning of each sub-phase we review the upcoming tasks, break high level tasks into lower level details and update the schedule baseline as needed. Project Approach and Methodology Tab 4 Page 35

36 4.3.2 Standard for Software Development and Maintenance Tasks As requested, included within our response are two project schedules that align with two of the performance periods defined within the ITN: the DDI project schedule as defined in the previous section, and an Operations and Maintenance (O&M) project schedule which defines our approach to conducting post-implementation activities, including warranty. The foundation of our DDI work plan is our EVD methodology. The EVD method is based in part on the Software Engineering Institute s (SEI) Capability Maturity Model Integration (CMMI ) and Project Management Body of Knowledge (PMBOK ) and supports all activities that are executed during the project life cycle from project initiation and planning to deployment of the final product and project closure. As illustrated in the Figure 4.3-2, our EVD method includes a workbook that defines the work breakdown structure (WBS) of the tasks across each project phase. These tasks were used as the foundation of the DDI work plan and tailored to the Department s activities and requirements as documented in the ITN. Figure EVD Work Breakdown Structure. Our standards-aligned WBS provides a foundation for comprehensive project planning. In addition to DDI activities, the EVD method also includes the framework required to support Operations and Maintenance activities. Our approach to Operations and Maintenance is defined in Section 6 with an associated work plan provided in Appendix 2. The Operations and Maintenance component of our EVD method is based on the Information Technology Infrastructure Library (ITIL) practices, process, and procedures for operating and optimizing world-class enterprise Information Technology (IT) services focused on driving sustained value. Similarly to DDI, the WBS illustrated in Figure above, the method also includes a comprehensive WBS of Operations and Maintenance activities. These tasks were used as the foundation of the Operations and Maintenance work plan and tailored to the activities defined in the ITN. Project Approach and Methodology Tab 4 Page 36

37 4.3.3 Approach to Meeting Implementation and Funding Deadlines Deloitte understand the importance of making sure that the process and products of the ACCESS Florida System Replacement conform to state and federal specifications and timelines. Establishing regular checkpoints through which the project s progress can be examined against the pre-defined expectations provides a mechanism to confirm that the project is producing the desired results and can address shortcomings or allow for changes in direction as early as possible. The ITN introduced two separate series of checkpoints at which the project would be assessed: state-defined phase gate reviews and the CMS stage gate reviews established by the Enterprise Life Cycle (ELC). Our preliminary project schedule has been tailored to include each stage gate defined within the ITN. During the Inception Phase of the project, we work with the Department to verify these activities and their acceptance criteria, confirm roles and responsibilities of each relevant project team, and formalize their occurrence within the schedule. The following sections define our understanding of the purpose and process of preparing for and conducting each gate review as well as our experience in working with our state clients to conduct similar internal and federally-mandated phase reviews Phase Gate Reviews The timeline for implementing our transfer system was extremely aggressive and all tasks were completed successfully. This success is attributable to a strong staff and project management/system life cycle methodology that enables the collective team to be productive, mitigate risk and deliver on target. Laurie Snow New HEIGHTS System Manager, New Hampshire Department of Health and Human Services, Division of Family Assistance As defined within the ITN, the purpose of the phase gate review is to provide a project health status check and to enable the Department to determine whether to authorize the project to continue to the next phase. Phase gate reviews are defined by the Department, performed with collaboration between the Department and Deloitte, and occur at the end of each project phase. They provide formal go/no go checkpoints and use the acceptance criteria included in each of the Deliverable Expectation Documents (DED) for the subject phase, as established at the start of the project to determine if the project has met the requirements to continue. In addition to the status and quality of the phase deliverables, the gate review also considers any open medium- or highimpact issues to determine if the project is stable enough to continue. Each review is defined in the DDI work plan provided in Appendix 1. In support of each phase gate review, we work with the Department to compile the specific deliverables, artifacts, and issues that are the subject of the specific phase according to the timeline established in the project work plan and distribute them to the relevant project stakeholders. We then work with the Department throughout the review to confirm that the details of each artifact and project issue are understood by the review participants in order to promote Project Approach and Methodology Tab 4 Page 37

38 accurate understanding of project status and assessment of readiness for the next phase. If the Department provides approval of the phase gate, the project is authorized to pass the gate and will proceed with the next phase of work. If the Department does not provide approval at the phase gate we work with the Department to understand the review findings and determine remediation strategies for each. By default our project schedule assumes that the remediation of any findings will be performed as the project continues to the next phase of work. If critical findings are identified that require suspension of project execution, we work with the Department to assess the impacts to the project schedule and effort. Following the phase gate review, we work with the Department to conduct and document lessons learned reviews at the end of each phase and incorporate these findings into the processes and artifacts of the project in order to promote continual process improvement throughout the life of the project CMS Gate Reviews The purpose of the CMS Enterprise Life Cycle (ELC) is to oversee, guide, and coordinate the development and implementation of Medicaid eligibility and enrollment systems. The ELC establishes a series of stage gate reviews, used for monitoring the progress of state projects utilizing federal monies and making go or no-go decisions as to whether a project will continue or an alternative is sought. While the ELC process promotes consistency and control across projects and helps ensure that federal dollars are used effectively, it can also place additional burden and risk on a state to ensure that documentation is completed correctly according to the established timelines. Figure Stage Gate Planning over a Project Schedule. We work with our state clients to develop and present ELC plans. Our state practice, in coordination with our federal practice, is constantly monitoring federal requirements and changes, and as such, brings to our clients keen insights in terms of the federal governments requirements and expectations. The working knowledge of federal processes and procedures - including involvement in supporting stage gate reviews, that we have established and maintained through our other state relationships - is brought to the Department to supplement the knowledge and support provided by the Department s IV&V vendor. As DCF undertakes this task Project Approach and Methodology Tab 4 Page 38

39 with assistance from its IV&V vendor, Deloitte stands ready to support you by maintaining current knowledge of the certification requirements, complying with federal review guidelines, providing artifacts to support reviews, and addressing deficiencies found during review. While the ELC is a relatively new standard, we have already assisted a number of our state clients in working with CMS to understand its structure and requirements and in developing project plans and schedules accordingly. For example, the slide depicted in Figure was developed by our team in working with the State of Texas to jointly demonstrate to CMS how each ELC stage gate would be addressed through the project timeline. Our ability to promote consistency with the ELC process is further supported by the alignment of our EVD method with the phases and artifacts of the ELC. Each of these methodologies conforms to the same industry standards including the Software Engineering Institute s (SEI) Capability Maturity Model Integration (CMMI ) and Project Management Body of Knowledge (PMBOK ). Figure demonstrates the direct alignment of the EVD and CMS ELC methodology phases, which are further reflected in the alignment of the project management and SDLC deliverables included in the review and monitoring packages of each stage gate. Figure EVD mapping to the CMS Enterprise Life Cycle. Benefits to the Department of us having an ELC plan aligned to our EVD method knowledge that all of the effort to achieve federal compliance is in our plans. We leverage the alignment of these methodology structures along with the pre-existing documentation from our NextGen solution to quickly construct deliverables that are robust and accurate. This approach not only reduces effort for the project in deliverable construction but also promotes alignment of our deliverables to the review and monitoring packages required at each of the stage gates, resulting in fewer burdens on the Department and timely, low-risk reviews. Project Approach and Methodology Tab 4 Page 39

40 Supporting the Federal Review Beginning at project inception, Deloitte begins working with the Department and the IV&V vendor to determine what stage of the ELC the project is in. For example, prior to procurement for an integration vendor, a State client may have a project that has already initiated or passed the Project Startup Review (PSR) gate. Our team will request and review any documentation that has been constructed in support of previous reviews to integrate future artifacts with that documentation. After identifying the current project status and artifacts, we will work with the Department and the IV&V vendor to confirm that the remaining stage gate reviews and artifact development dependencies are appropriately reflected in the project schedule. In addition to the CMS gate reviews, we work with the State to identify other applicable reviews that the project may be subject to including those defined by the U.S. Department of Agriculture (USDA) Food and Nutrition Service (FNS) and the Administration for Children and Families (ACF), and incorporate these into the project schedule as required. While the final review schedule for each of the stage gates will be further elaborated during the Inception Phase, Figure illustrates how our plan currently includes the ELC review schedule. Figure CMS ELC State Gate Review Schedule Our project schedule includes full alignment with the CMS ELC Stage Gate reviews. Project Approach and Methodology Tab 4 Page 40

41 In support of the federal review, we work with the Department and the IV&V vendor to compile the review and monitoring packages for each of the stage gate reviews according to the timeline established in the project work plan and the deliverables identified in the deliverable mapping, and distribute them along with supporting reports and documentation to the identified critical partners. We will work with the Department and the IV&V vendor to publish the review and monitoring package in physical and electronic forms to the online project repository as well as through CMS Collaborative Application Lifecycle Management Tool (CALT). With guidance from the Department, we work with the critical partners and the larger federal review team throughout the stage gate review timeline to address questions and provide additional materials and participate in follow-up sessions in order to confirm that the appropriate details are available to the reviewers. Following the review, we work with the Department and the IV&V vendor to understand the stage gate review findings and determine remediation strategies for each. As required, additional supporting documentation and details be provided to the critical partners and the larger federal review team. 4.4 Project Management Plan Deloitte collaborates with the Department to establish a shared vision with relevant stakeholders, customize an integrated Project Management Plan tailored for the needs of the ACCESS Florida System Replacement project, and executes and monitors project progress according to the processes established in the plan Approach and Methodology for Project Planning We bring a high quality project management plan for the successful delivery of Phase 3 that enables DCF compliance with PPACA and Phase 4 delivery of the ACCESS Florida System Replacement project. Our plan is based on our industry standard EVD Project Management discipline (introduced in Section 4.2, Project Management), based on PMBOK, and our experience from successfully delivering more than 30 state integrated eligibility solutions. We leverage our experiences and lessons learned from these past implementations to create a realistic project management plan that reduces project risk and delivers the value that the Department envisions. The Project Management Plan is critical for the successful execution of the ACCESS Florida System Replacement project. It serves as the foundation for the project team to plan, manage, control, Figure Deloitte s PMP. A sample of the Table of Contents from the Project Management Plan. Project Approach and Methodology Tab 4 Page 41

42 communicate, mitigate risk, resolve issues, define staff roles and responsibilities, and manage project documentation. Deloitte and the Department collaborate during the Project Initiation phase to customize our Project Management Plan, which is used to govern the project. This deliverable will be clarified, revised, and maintained throughout the project Project Initiation During Project Initiation, Deloitte establishes a shared vision with relevant stakeholders and creates an Integrated Project Management Plan to execute and monitor project progress. We define the initial scope of the project in partnership with the Department, establish a project charter, identify project deliverables, and begin communicating with relevant stakeholders (internal and external) that influence project outcomes. We work with the Department s project team to drive a one team approach with everyone collaborating being fully committed to the success of the project. We involve the whole project team Deloitte, the Department, IV&V Vendor and the PMO at each level to promote open and effective communication. Executive buy-in and the right level of executive support are crucial to project success. As part of project initiation, our executive leaders actively engage with the Department s senior leadership to set up common goals for the project and establish team alignment. Within 30 days of awarding the contract, Deloitte performs the activities defined in the below Table and obtain the corresponding outcomes. Deloitte s Activities During the Project Plan Phase Deloitte leadership identifies and designates key staff members to serve as part of the planning process. We establish the Project Management Office to help define and maintain the project governance and management standards. As part of project initiation, we collaborate with the Department to create a project charter. We engage the Department through meetings and formal discussions to assess the goals, objectives and high-level requirements for the project. We also use the ITN and other project documentation as necessary as the basis for the development of the project charter. The Project Management Plan serves as the foundation for the project team to plan, manage, control, communicate, mitigate risk, resolve issues, define staff roles and responsibilities, and manage documentation. The Master Plan is the high-level resource loaded schedule that defines the major releases and phases of a project, and includes major activities and milestones. As the Deloitte project staff are on-boarded, Deloitte works with executive sponsors to identify the initial state team and prepare an agenda for the project kick-off meeting. We establish the on-boarding approach with stakeholders to understand their goals, perspectives, and level of involvement on the project. Table Critical Deloitte Activities during the plan phase for a successful project start Collaboration between Deloitte and the Department project team is of paramount importance during contract initiation, plan phase and kickoff Project Approach and Methodology Tab 4 Page 42

43 The formal project kickoff meeting, inclusive of the Department Management and project team members, focuses on the goals, scope, timeline, and expected outcomes of the project, and provides an instructional overview of the practices, procedures, and collaborative approach that is employed by the project team. Before the Kick-Off meeting Deloitte completes the following Deliverables: Deliverables completed before the Kick-Off meeting Updated Project Charter Work Breakdown Structure (WBS) Project Schedule Phase Gate Review and Acceptance Process Phase Gate Approval Criteria Deliverable Expectation Documents and Deliverable Checklists Phase Gate Management Plan Procurement Management Plan Budget Management Plan Project Change Control Management Plan Scope Management Plan Disaster Preparedness Plan Table Deliverables Completed before the Kick-Off meeting. It is critical that the project operates in alliance with an agreed-upon statement of the goals and objectives for the initiative. As such, the proposed Master Project Schedule must be reviewed and finalized. In turn, the Master Project Schedule can then be effectively communicated to the members of the ACCESS Florida System Replacement team. To facilitate this objective, our methodology highlights the development of a kickoff presentation, based on the overall project plan. The kickoff meeting is conducted jointly by the Department Project Management leadership and Deloitte. The project plan is the basis for the overall project kickoff presentation and provides a roadmap for the team to follow to help confirm success. After the Kick-Off meeting Deloitte engages in the following primary tasks - Table in the plan phase. Deliverables completed before the plan phase gate Based on our experience working with the Department and our experience in other states on complex Integrated Eligibility projects, we are able to define our infrastructure plan that identifies and establishes the different technical environments for the ACCESS Florida System Replacement project. For each environment, based on the volume of users, the system resources that are required are determined and documented. On an ongoing basis, the Deloitte PM and project leadership actively engages and monitors the project plan and provides timely feedback and updates to the project s planning deliverables. Based on the Department feedback received on the deliverables, Deloitte regularly updates the deliverables and post the deliverables to the Department-provided SharePoint site. Table Initial activities in the Plan Phase after Project Kickoff. Project Approach and Methodology Tab 4 Page 43

44 Before the plan phase gate, Deloitte completes the Deliverables that are listed in the below Table Deliverables completed before the plan phase gate Communication Management Plan Document Management Plan Schedule Management Plan Quality Management Plan Organization Breakdown Structure (OBS) Risk Management Plan HR Management and Staffing Plan Configuration Management Plan Knowledge Transfer Plan Conflict Resolution Plan Table Deliverables Completed before the Plan Phase Gate Project Execution, Monitoring, and Controls Project execution, monitoring, and controls are based on the processes that Deloitte and the Department define in the established Project Management Plan. We present a comprehensive Project Management Plan that includes the components specified in the ITN section 9.1 that originates in our EVD method repository and is customized for the ACCESS Florida System Replacement project. The main components of the Project Management Plan are described later in this section Project Closure Deloitte validates that all activities per the work plan are completed; all risks, issues, and action items are closed; all project documents and artifacts are submitted to the Department and archived; all final project metrics are collected and analyzed; and a formal lessons learned session is completed. Per the processes outlined in the Schedule and Work Plan Management section of the Project Management Plan, the project closes the work plan at the end of each phase. The objective of this task is to verify project phase closure and archive the Work Plan for the completed project phase Outline of Project Management Plan The Project Management Plan represents a significant deliverable created during project initiation and maintained throughout the life of the project. It is a comprehensive plan of plans that defines how the project is organized, executed, monitored, and controlled. Our Project Management Plan is built on leading principles of encouraging teamwork, effective communication, and building consensus among various team members and stakeholders. Primary areas covered in the Project Management Plan are included in the Table and provides a brief description of its contents and benefits to the Department. Project Approach and Methodology Tab 4 Page 44

45 PMP Component Work Breakdown structure (WBS) Organization Breakdown Structure (OBS) Communication Management Plan Document Management Plan Schedule Management Plan Quality Management Plan Issue Management Plan Scope Management Plan Risk Management Plan Human Resource Management and Staffing Plan Configuration Management Plan Description and benefits to the Department We create an elaborated Work Break Down Structure utilizing our EVD Methodology, breaking down all of the work that is include in Phase 3, Phase 4 and Maintenance and Operations. Our experience with ACCESS Florida systems and our extensive experience in building and supporting similar systems enable us to create an accurate WBS for the project. The Organization Breakdown Structure (OBS) contains the organizational hierarchy and reporting structure of the project team. The reporting structure additionally includes the roles and responsibilities for project team members. The Communications Management subcomponent of the Project Management Plan includes processes to help facilitate the timely collection, analysis, creation, distribution, and storage of project information. This plan addresses project communication, stakeholder engagement and project meetings, and the overall communication schedule. Our Document Management Plan defines the standards and steps that we follow in managing and protecting project document artifacts. It includes steps on how we provide safe storage and backup of documents in a project library, clarity on version control management, clear recording and tracking of approvals, access only to people with appropriate level of access and an approach to archival and turnover of documents at the closing of the project. Deloitte s experience with projects of similar size and scope to provide us with the knowledge and experience to create a realistic and detailed work plan, outlining the tasks necessary to successfully perform the required project activities. Our EVD method contains a set of customizable work plan templates to help confirm that the necessary steps are included. The program level standards are used to maintain the Integrated Project Work Plan across Phase 3, Phase 4 and O&M. The processes, procedures, and tools associated with Schedule and quality management are described in the Time Management Section earlier in the document. Our Quality Management Plan describes the project s quality program and objectives, as well as specific plans for quality assurance, quality control of the deliverables produced in Phase 3 and Phase 4, and through Maintenance and Operations. This plan helps in managing the issues identified in the project, which includes identifying, prioritizing, assigning, monitoring, and closing issues that are resolved or no longer exist. The Scope Management Plan helps to define and manage project and product scope and facilitate change control decisions on change requests. It also defines the scope verification and scope validation processes to help ensure that we only produce what is in the scope and we produce everything that is in the scope. Our Risk Management plan details the various roles and responsibilities necessary to execute the plan, the processes and procedures to identify, analyze, and monitor risks, and the impact and probability calculation necessary to determine a severity score. The comprehensive Risk Management plan addresses additional integration risks as a result of the parallel execution of Phase 3 and Phase 4 in addition to the inherent complexity of the project. Our Human Resource plan details on how we staff Phase 3, Phase 4 and Maintenance and Operations of the project. In addition, the plan describes our approach to staff acquisition, team development and team management. Our proposal already includes staff at critical roles. Deloitte s Configuration Management Plan (CMP) defines the overall project management, activities, schedules, resources, and plan maintenance. Our CMP follows the structure outlined in IEEE Std and identifies existing organizational structures, existing processes, and the tools of the project. The CMP establishes and maintains the integrity of the project work products throughout the project's lifecycle. CMP involves the configuration items at a given point in time, systematically controlling changes to configuration items, and maintaining the integrity and traceability of the configuration items throughout each phase of the System Development Lifecycle (SDLC). Deloitte works with the Department to establish and maintain confirmation baselines, track and control changes to work products, and establish and maintain the integrity of configuration baselines by performing baseline audits. Project Approach and Methodology Tab 4 Page 45

46 PMP Component Knowledge Transfer Plan Phase Gate Review and Acceptance Process Phase Gate Approval Criteria Phase Gate Management Plan Procurement Management Plan Budget Management Plan Project Change Control Management Plan Information Security Plan Conflict Resolution Plan Description and benefits to the Department Knowledge transfer is a collaborative process by which knowledge is transitioned from Deloitte to the Department project team members throughout the project. Activities are completed in the context of current project activities through joint ownership, accountability, and personalized onthe-job experiences between Deloitte and the Department project team members. The details of the knowledge transfer plan will be covered in the Project Management Plan. We based the proposed project schedule on phase gates as specified in the ITN. The review and acceptance process for each phase gate will clearly define each project phase. The Acceptance process for phase gates will be comparable to the deliverable acceptance process. The standard phases that will occur during the project system development lifecycle include Define, Design, Develop, Test, and Implementation. Deloitte works with the Department to develop the criteria necessary to objectively measure the successful completion of each project phase. At the beginning of each phase, we prepare a Phase Gate Expectation Document (similar to a Deliverable Expectation Document) that specifies approval criteria, for review and approval. We conduct formal phase gate review meetings to determine that the project is progressing as planned. We also understand that any time a phase gate is not approved, the issues preventing acceptance will be well defined and the resolution is managed through the project s established project management processes. Our proposed Phase Gate Management plan includes three main components namely Required Deliverables, Gate Criteria and Required Outputs. We understand that Deloitte is required to present the key deliverables at the phase gate meeting and answer the Gate Criteria questions. We also understand that every gate is designed to approve or disapprove the project going to the next phase Procurement Management addresses how to plan, execute, and manage the acquisition of labor and non-labor resources from third parties throughout the life of the project. Based on previous public sector experience and our engagements with IE projects in other states, Deloitte recognizes the importance of actively managing procurement activities. Acquisition includes human resources from our qualified subcontractor partners and hardware and software that often become a critical path activity on Integrated Eligibility projects. Budget Management includes the processes for budgeting, maintaining records, and controlling project costs so the project can be completed within its approved budget. We accomplish change control and management through two channels, the first one that manages the scope of the project and deliverables produced, and the second one through the Integrated Change Management Process. Formal change control prevents unnecessary changes and approves necessary ones that update the scope. Integrated Change Management helps ensure that the change is carried out and applied in all impacted elements and threads. The purpose of project data privacy is to establish the infrastructure, roles, and procedures to effectively acquire, store, access, maintain, manage and control sensitive or confidential client data, including personally identifiable information (PII). Deloitte will present our Information Security Plan for the project and work with the Department to make sure that the plan addresses the Department Information security needs and standards Our experience in large public sector engagements has taught us that resolving conflict is an important part of the overall approach to the project and will help drive overall success. The source of conflict may be due to internal or external influences. The ACCESS Florida System Replacement project will impact essential business processes and impose a moderate amount of organizational change on the business stakeholders. As such, it is imperative that the project team effectively manages this change so stakeholders focus on the overall goal to deliver a high-quality solution that provides the Department with an enterprise system to improve the efficiency of Florida s Integrated Eligibility processes. Our conflict resolution plan addresses steps to identify conflict at the early stages and steps to resolve them Project Approach and Methodology Tab 4 Page 46

47 PMP Component Disaster Preparedness Plan Description and benefits to the Department Deloitte has established emergency preparedness procedures that are utilized for the project and will be described in a Disaster Preparedness Plan. We have met similar requirements on several other State of Florida projects and will leverage these to deliver a Disaster Preparedness Plan for the Department that will be customized with DCF input. Deloitte s Disaster Preparedness Plan includes provisions for pre-disaster records protection, and an alternative recovery plan that will allow the team to continue functioning in compliance with the executed contract in the event of an actual emergency. Table Deliverables Completed before the Plan Phase Gate. 4.5 Approach Innovations The Department has asked vendors to identify value added innovations related to Project Approach and Services. Before presenting additional value added items to our approach, we would like to highlight the most significant innovation that is already included in our response. Deloitte is proposing an implementation and rollout approach that significantly shortens the overall duration of the project. While meeting the Federal requirements for MAGI implementation by October 1, 2013 in Phase 3, we complete statewide rollout of FIELDS by July 1, 2015, enabling the Department to maximize the Federal match in funding the project. Figure below depicts the three categories of our innovations in approach for DCF as part of this initiative. Figure Three Types of Innovation in our Approach. Deloitte proposes approach innovations that the Department may consider to enhance project delivery and improve program performance. Project Approach and Methodology Tab 4 Page 47

48 In the remainder of this section, we present two categories of innovations that would provide additional value to the department. The first category includes approaches that will assist the Department in addressing one of the chronic pain points with respect to the operations of the current systems. The second category is an added service that would enable the program to identify and realize value that is directly related to this project and overall operations of the program Innovations that expedite resolution of current issues A reliable, robust Document Imaging System solution providing rich functionality and features is essential for a Public Assistance Integrated Eligibility program such as ACCESS Florida to be successful and efficient. DCF has been utilizing a homegrown solution named the ACCESS Document Imaging (ADI) System since the beginning of modernization in The system was originally built by a local office for their use and later adopted by the Department for statewide deployment. Although the system worked adequately in the initial years of modernization, it currently does not meet the needs of the Department in capacity or functionality. The capacity related problems have become a daily production operation and maintenance issue for the Department. Deloitte proposes to address these issues at the earliest by replacing the ACCESS Document Imaging System with the EMC Documentum suite. We would configure the solution for ACCESS and integrate it with the current ACCESS systems in Phase 3 to provide relief within nine months from the commencement of the project. This would be performed concurrently with the Phase 3 tasks for MAGI based Medicaid implementation in order to optimize efforts in development, testing and deployment. Our implementation approach would require minimal enhancements in Phase 4 where the Documentum solution is integrated with the HHS NextGen platform as a part of the ACCESS Florida Replacement Solution. This is accomplished by designing integration points in Phase 3 with the requirements for HHS NextGen integration in Phase 4 in mind. Since our approach reuses current assets for My Account solutions from the Self-Service portal, there is no rework for functionality that supports uploading of documents from the Internet by My Account users Value Creation Assessment and Government Performance Map The goal of the Value Creation Assessment is to identify and define a set of Value Creating Opportunities (VCOs) that can be addressed through the Department s investment in the ACCESS Florida Replacement Solution project. Having clear and documented Value Creating Opportunities allows this business rationale for the investment to inform the Business Case, Technical Design and Change Management, and to lay the ground work to manage for benefit realization after implementation and statewide roll-out. Project Approach and Methodology Tab 4 Page 48

49 For the Department, this approach helps you to make sure that the investment in the development of the ACCESS Florida System Replacement project and the work to deploy the solution is aligned to achieve the expected business objectives as the project and deployments go forward and that value is protected and preserved; in other words, helping those who need it most while optimizing cost savings. The approach allows for rational prioritization and phasing, informs the choice of metrics and informs planning around how to protect value across the implementation. Supported by Deloitte s unique Government Performance Map (GPM) and a suite of integrated tools, this process is made efficient and comprehensive. Figure A customized Government Performance Map for the Department and ACCESS. A Multi-layer map that provides a clear view performance improvement levers and performance The above Figure is a summary of the top layers of the Government Performance Map that Deloitte customizes for the Department and ACCESS. It is a practical tool that links potential improvement initiatives and the Department and Program Performance for the following areas. Policy Objectives: Effective legislative and executive policies guide the development of program guidelines. Outcome-focused approaches help translate these policies into tactical program plans that deliver measurable results. Program Delivery: Successful programs comprise activities that deliver real results and essential services. Programs should be designed to meet or exceed the agency's strategic goals around effectiveness, efficiency, and increased constituent satisfaction. Operating Efficiency: Refers to delivering maximum value for money in terms of service levels, product quality and operational support. Performance excellence is driven by the ability to deliver expected outcomes while optimizing resource utilization. Asset Efficiency: Management of organization assets to maximize utility with minimal cost. Performance excellence is driven by the ability to effectively and efficiently manage human capital, physical assets, and financial assets. Project Approach and Methodology Tab 4 Page 49