CalPHIP Development A Case Study - PowerPoint PPT Presentation
1 / 12
Title:
CalPHIP Development A Case Study
Description:
PHFE has become a trusted and valued partner in acting as the manager of these grants ... of their service based model for CAHAN to an implemented maintenance model ... – PowerPoint PPT presentation
Number of Views:24
Avg rating:3.0/5.0
Title: CalPHIP Development A Case Study
1
CalPHIP Development A Case Study
John Williamson, PMP California Department of
Health Services Greg Smith, MPA PHFE Management
Solutions
2
Overview
- California is the largest state in the nation
with a population of 36 million - Californias public health system is comprised of
61 local health jurisdictions and the State
Department of Health Services - For funding and organizational purposes, the
health departments in Los Angeles County and the
Cities of Long Beach and Pasadena are treated as
separate entities by the CDC
3
Business Problem
- California DHS had not successfully rolled out a
large scale application for use by public health
practitioners since the late 1990s - Many of the reasons for this can traced to an
organizational culture that was risk adverse and
lacked necessary resources - As a result, CDHS needed and sought innovation in
accomplishing its NEDSS and PHIN objectives
4
Evolutions
- CDHS currently directs all of its ELC, EIP, and
NEDSS funds to PHFE for administrative
management. PHFE has become a trusted and valued
partner in acting as the manager of these grants - CDHS-EPO implemented CAHAN through Virtual
Alerts BTRS system as a hosted service in early
2003 through CDC Direct Assistance and a General
Services Administration contract with Northrop
Grumman
5
Evolutions
- In July 2003, EPO began the conversion of their
service based model for CAHAN to an implemented
maintenance model - Advantages of conversion include the ability to
control licenses into perpetuity and the ability
to offer services to other systems, applications,
and Program Area Modules - But with the advantages, there was also a need to
build out the infrastructure to accommodate zones
for primary production, failover and testing - CAHAN needed to become HAN - to leverage common
services including common directory, security and
infrastructure. - CAHAN also needed the capacity to scale to over
100,000 users
6
Next Steps
- At the 2003 PHIN Conference, CDC offered a forum
on direct assistance, and described how and where
that assistance could assist states in reaching
their objectives - At that time CDHS began moving to redirect a
portion of its financial assistance reward to
direct assistance - Upon the advice of the CDC Information Resources
Management Office, California requested that
direct assistance be provided through the CDC IT
Support Contract
7
CDC IT Support Contract (CITS)
- Covers all components of the CDC and other DHHS
agencies as well as intergovernmental partners in
state, local and international public health - The purpose of CITS is to provide an ongoing
contractual vehicle to public health agencies for
the ongoing acquisition of a broad array of data,
information, information technology, and
information system support systems on an
as-needed basis
8
CDHS CITS DA Request
- The DA Request from CDHS includes projects to
- Establish the hardware infrastructure for CAHAN
- Extend CAHANs alerting and directory functions
to all public health emergency partners build
multi-factor authentication into CAHAN - Develop a production design for the California
Electronic Laboratory Disease and Reporting
System - Add functionality to the existing LIMS for
microbial diseases - Develop a production LIMS for viral and
rickettsial diseases - Procure specialized laboratory diagnostic
equipment Assess local health capacity to
communicate as required under focus areas C E - Remediate identified gaps identified in the
assessment - Evaluate the security of the CAHAN architecture
- The request also specified that an existing
non-profit agency be selected to act as a
subcontractor to the CDC
9
The CITS Contracting Process
- CDC awarded the request for direct assistance to
Lockheed-Martin - Lockheed-Martin subcontracted the work to PHFE
- Together Lockheed-Martin and PHFE manage the
projects in conjunction with CDHS and local
health staff, as well as additional development
contractors and program management contractors in
the California Public Health Informatics
Partnership (CalPHIP) - Kick-off for all CalPHIP projects occurred in
December, 2003
10
Principles of CalPHIP Management
- Integrated management plans are being developed
for each project - The plan describes resources, scope and processes
for managing schedule, cost, change,
communications, risk and quality - Execution of the plan is monitored by weekly
status meetings, in-process reviews, and letters
of transmittal for acceptance of deliverables
11
Principles of CalPHIP Management
- All projects are managed to best practices as
identified by the Project Management Institute - Metrics from individual project plans roll up
into an overall program management plan - The health of the entire portfolio of projects
is readily available and easily monitored
12
Keys to Success
- Having a trusted, respected advisor who develops
innovative solutions to governance, fiscal and
business problems - The right combination of people, processes
technology required to transform vision into
reality - Bringing together stakeholders to assure all
business needs are clearly understood and
evaluated - Clear, constant consistent communications
- Professional Program, Project, Grant and Contract
Management
Recommended
CrystalGraphics Presentations
