Stakeholder Management Plan by hvg98489

VIEWS: 56 PAGES: 37

									Stakeholder
Management
    Plan

    May 26,, 2004
    May 26 2004
                           Revisions
           Version          Description                     Date
Initial draft                                    12/4/03
Revision 1           Added external              12/18/03
                     stakeholder contacts from
                     meeting with sponsor and
                     QA
Revision 2            Updated deliverables list 1/20/04
                      Updated introduction to
                       Internal stakeholder
                       section due to ESC
                       scope decision
                      Updated CAT reps,
                       roles and responsibilities
                      Updated External
                       Stakeholders section
                      Added issue resolution
                       process
Revision 3            Incorporated ISSD          1/27/04
                       comments of Revision 1
Revision 4            Add comments from          2/6/04
                       QA, K. Wyer, C.
                       Johnson, K. De Leon
Revision 5            Incorporate comments       3/15/04
                       from Judy Bennett,
                       Shirely Stirling, Corki
                       Hirsch, QA, ISSD
Revision 6            Minor edits and update     3/22/04
                       to Project Office
                       positions
Revision 7            Minor edits and update     4/23/04
                       to CAT Membership
                       Roster and Exte
Revision 8            Updated stakeholder        5/26/04
                       description of MFCU




                                  i
 Table of Contents

Overview and Background ................................................................................................1

Internal DSHS Stakeholders ..............................................................................................2

     DSHS Administrations......................................................................................................2

     DSHS Systems .................................................................................................................3

     Cross Administration Participation .................................................................................4

     Executive Steering Committee (ESC) ...........................................................................5

          Composition.................................................................................................................5

          Role/Responsibilities ..................................................................................................6

          Regular Meetings........................................................................................................6

     Executive Sponsor ............................................................................................................6

     Quality Assurance (QA) ...................................................................................................7

     Information System Services Division (ISSD) ..............................................................8

     Project Office .....................................................................................................................9

          Composition and Roles/Responsibilities .................................................................9

          Meet as Needed ...................................................................................................... 10

     Cross Administration Team (CAT) .............................................................................. 10

          Composition.............................................................................................................. 11

          Role/Responsibilities ............................................................................................... 12

          Regular Meetings..................................................................................................... 13

     DSHS IT Directors ......................................................................................................... 13

          Composition.............................................................................................................. 14

          Role/Responsibilities ............................................................................................... 14

          Meet as Needed ...................................................................................................... 15

     General DSHS Stakeholders ....................................................................................... 15

                                                      ii            ii
          Composition.............................................................................................................. 15

          Role/Responsibilities ............................................................................................... 15

          Meet as Needed ...................................................................................................... 16

     Administration Extended Teams.................................................................................. 16

External Stakeholders ...................................................................................................... 17

     Centers for Medicaid and Medicare Services (CMS) ............................................... 17

     Internal Revenue Service (IRS) ................................................................................... 17

     Governor's Office ........................................................................................................... 17

     Legislature....................................................................................................................... 18

     Information Services Board (ISB) ................................................................................ 18

     Office of Financial Management (OFM) ..................................................................... 18

     Other State Agencies .................................................................................................... 19

          Office of the Attorney General (AG) ...................................................................... 19

          Office of the Attorney General, Medicaid Fraud and Control Unit (MFCU)..... 19

          Department of Information Services (DIS) ........................................................... 19

          Health Care Authority (HCA).................................................................................. 19

          Department of Health (DOH) ................................................................................. 20

          Department of Labor and Industries (L & I) ......................................................... 20

          Department of Corrections (DOC) ........................................................................ 20

          Employment Security Department (ESD) ............................................................ 20

          Home Care Quality Authority (HCQA) .................................................................. 20

     Providers and Provider Associations .......................................................................... 21

     Managed Care Health Plans ........................................................................................ 21

     Regional Service Networks (RSNs) ............................................................................ 22

     Title XIX Advisory Committee – Client Advocacy ..................................................... 22


                                                      iii          iii
Communication Tools and Methods ............................................................................ 23

     Web Site .......................................................................................................................... 23

     Deliverables .................................................................................................................... 23

     Newsletters ..................................................................................................................... 23

     Stakeholder Database................................................................................................... 23

     Presentations .................................................................................................................. 23

     Informational Forums .................................................................................................... 24

Issue Resolution and Escalation Process .................................................................. 26

     Principles and Guidelines ............................................................................................. 26

     Formalized Issues Process .......................................................................................... 27

           Issues Definition ....................................................................................................... 27

           Purpose ..................................................................................................................... 27

           Responsibility ........................................................................................................... 27

           Identification Process .............................................................................................. 28

           Issues Escalation Process ..................................................................................... 29

           Closing Issues .......................................................................................................... 29

Conclusion .......................................................................................................................... 32




                                                      iv            iv
 Overview and Background

              Re-procurement of the current Medicaid Management Information System
              (MMIS) potentially impacts every Administration within the Department of
              Social and Health Services (DSHS) as well as a diverse and varied group
              outside of DSHS, such as providers and other state agencies. Because
              the successful outcome of the Re-procurement Project relies heavily on
              effective communication with this extensive and varied stakeholder group,
              the purpose of this document is to provide a framework for the following:

              1) Identify each stakeholder group, both internal to and external to DSHS;

              2) Define roles and responsibilities of each group;

              3) Define communication methods and how the stakeholder groups
                 interact;

              4) Document a process for identifying, resolving and escalating issues;

              5) Identify how decisions are made and communicated; and

              6) Provide a means to set clear expectations amongst all stakeholder
                 groups.

              To help create a proactive, interactive dialog with each stakeholder group,
              this document will be shared with and shaped by key stakeholders,
              ensuring that it meets the needs of those interested in the successful
              outcome of the MMIS Re-procurement Project.




Final Draft                              Page 1 of 37                        May 26, 2004
 Internal DSHS Stakeholders

              Re-procurement of the MMIS is a unique undertaking, something DSHS
              has not done since the 1970s. Recognizing the overall importance of a
              successful MMIS Re-procurement Project to all of DSHS, guidance for the
              project is provided by the DSHS Secretary and Assistant Secretaries
              through an Executive Steering Committee (ESC). These top executives
              have considered the role of MMIS in the future and have set the strategic
              direction and scope for the project. The ESC has determined that DSHS
              provider payments should be handled by the future MMIS when a program
              meets at least one (1) of the following criteria:

              1) the funding source is Medicaid, regardless of service type;

              2) the service type is medical, regardless of funding source; or

              3) the business process is similar to programs included in either criteria
                 above.

              This scope decision represents a major shift from the current MMIS which
              is limited to processing payments for some, but not all, Medicaid payments
              for the Department. Recognizing this shift, and the overall impact across
              DSHS, every Administration is impacted by MMIS re-procurement.
              Administration impacts can be direct or indirect as follows:

                 The future MMIS will process payments for a program(s) managed by
                  that Administration; and/or

                 The future MMIS interfaces with a system managed by that
                  Administration; and/or

                 The future MMIS will result in a changed business process, policy or
                  other business practice of that Administration.

DSHS Administrations

              Through these program, system, or business impacts, every
              Administration is a stakeholder of the MMIS Re-procurement Project,
              including:

                 Aging and Disability Services Administration (ADSA);

                 Children's Administration (CA);

                 Economic Services Administration (ESA);

                 Financial Services Administration (FSA)


Final Draft                              Page 2 of 37                            May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                             MMIS RE-PROCUREMENT PROJECT


                 Health and Rehabilitative Services Administration (HRSA), including
                  the Division of Alcohol and Substance Abuse (DASA) Mental Health
                  Division (MHD) and Special Commitment Center (SCC);

                 Information System Services Division (ISSD)

                 Juvenile Rehabilitation Administration (JRA);

                 Management Services Administration (MSA);

                 Medical Assistance Administration (MAA)

DSHS Systems

              A number of other information systems are impacted by the future MMIS
              either because the system currently interfaces with the MMIS, or the
              system currently interfaces with the Social Services Payment System
              (SSPS) in connection to a program that will shift to the MMIS based on the
              above scope decision criteria. The scope of the MMIS Re-procurement
              Project includes addressing interfaces, either new or existing, from MMIS
              to other systems within the Department. The potentially impacted systems
              include:

                 Automated Client Eligibility System (ACES)

                 Research and Data Analysis (RDA) systems

                 TARGET

                 CATS

                 CAMIS

                 CARES

                 Bar Code

                 Pharmacy Point of Sale (POS)

                 Decision Support System (DSS)

                 SSPS

                 Agency Contracts Database (ACD)

                 CASIS

                 ICMS


Final Draft                              Page 3 of 37                       May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                                 MMIS RE-PROCUREMENT PROJECT


              Several additional existing or potential system interfaces will be
              researched during the Requirements Analysis Phase and the associated
              stakeholders included in the project communications and decision-making
              process.

              Note: Although the MMIS Re-procurement Project will investigate the
              potential for leveraging 90/10 funding for remediation of the above
              systems as well, the scope at this point includes the actual interface, but
              does not address remediation of systems other than the MMIS.

Cross Administration Participation

              Because of the potential impacts of the MMIS Re-procurement Project
              throughout DSHS, a key feature of the Stakeholder Management Plan is
              to ensure meaningful participation by Cross Administration representatives
              during the Requirements Analysis Phase1. DSHS stakeholders will
              participate in the MMIS Re-procurement Project at different levels,
              depending on their needs. Overall, stakeholder participation can be
              viewed as a pyramid as follows:
                                                                                 * ESC = Exec.
                                                                                 Steering Committee


                             ISSD,
                                                                   ESC*                                Sponsor,
                          Enterprise
                         Architecture                                                                 Quality
                          Program                                                                    Assurance
                            (EAP)                             Project Office




                                                     Cross -Administration Team/
                                                         DSHS IT Directors



                                                    General DSHS Stakeholders




              Each DSHS stakeholder group, its membership and roles and
              responsibilities are described below, followed by a discussion of meetings
              and communication forums.



              1
               Cross Administration participation is anticipated throughout the re-procurement lifecycle. This document
              addresses the Requirements Analysis Phase only and will be updated for subsequent phases as warranted.



Final Draft                                          Page 4 of 37                                           May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                 MMIS RE-PROCUREMENT PROJECT


              The Stakeholder Management Plan addresses the roles and
              responsibilities through the Requirements Analysis and Acquisition
              Phases (defined as complete when an MMIS vendor's contract is
              complete and approved by CMS). The plan will be updated for subsequent
              phases (i.e., Detailed Design, Development and Implementation) as roles
              and responsibilities are likely to be quite different in this subsequent
              phase.

Executive Steering Committee (ESC)

              Comprised of the Secretary, Deputy Secretary and Assistant Secretaries
              from each Administration, the Executive Steering Committee (ESC)
              represents the strategic decision makers within DSHS.

              Composition

              ESC members are as follows:

                        Administration                              Member(s)
              Dept. of Social and Health Services          Dennis Braddock, Secretary
              (DSHS)                                       Liz Dunbar, Deputy Secretary
              Aging and Disabilities Services              Kathy Leitch, Asst. Secretary
              Administration (ADSA)
              Children's Administration (CA)               Uma Ahluwalia, Asst. Secretary
              Economic Services Administration             Deborah Bingaman, Asst.
              (ESA)                                         Secretary
              Finance Services Administration              Stan Marshburn, Chief
              (FSA)                                         Financial Officer
              Health and Rehabilitative Services           Tim Brown, Asst. Secretary
              Administration (HRSA)
              Information System Services                  Christy Ridout, Chief
              Division (ISSD)                               Information Officer
              Juvenile Rehabilitation                      Cheryl Stephani, Asst.
              Administration (JRA)                          Secretary
              Management Services                          Kathleen Brockman,
              Administration (MSA)                          Administrative Officer
              Medical Assistance Administration            Doug Porter, Asst. Secretary
              (MAA)                                        Heidi Robbins Brown, Deputy
                                                            Asst. Secretary (co-Sponsor)




Final Draft                              Page 5 of 37                               May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                  MMIS RE-PROCUREMENT PROJECT


              Role/Responsibilities

              ESC responsibilities are as follows:

                 Set the strategic vision and approval for MMIS re-procurement,
                  including determination of system scope and selecting an MMIS
                  alternative;

                 Determine appropriate changes to DSHS policy, as recommended by
                  CAT and/or the Project Office;

                 Designate CAT members to represent their Administration in
                  interacting with the project office;

                 Ensure adequate administration resources are provided as needed;

                 Set priorities and resolve issues that could not be resolved at a lower
                  level and that without resolution can affect time, cost or performance
                  constraints on the Project;

                 Monitor project progress and status; and

                 Make timely decisions.

              Regular Meetings

              The ESC meets approximately every two (2) weeks during the regularly
              scheduled Assistant Secretaries' meeting. The Project Office will attend,
              as appropriate, and present executive summary information to the
              members for their consideration. For example, the Project Office will
              present recommended MMIS Scope, recommended MMIS alternatives, as
              well as regular status reports for an executive audience. The Project Office
              will also coordinate with others to present a comprehensive view of overall
              status to the DSHS executives, including the status of business process
              changes and other system changes within an Administration.

Executive Sponsor

              The Executive Sponsors for the project and associated responsibilities are
              as follows:

                      Executive Sponsor                          Role/Responsibilities
              Doug Porter, Assistant Secretary,            Ensure adequate project staffing
              Medical Assistance Administration             and resources (funding,
              (MAA); and                                    technology, and equipment);
              Heidi Robbins Brown, Deputy                  Define goals and objectives for
              Assistant Secretary, MAA                      the Project consistent with

Final Draft                                Page 6 of 37                           May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                MMIS RE-PROCUREMENT PROJECT



                      Executive Sponsor                        Role/Responsibilities
                                                           Executive Steering Committee
                                                           decisions;
                                                          Resolve issues that could not be
                                                           resolved at a lower level and/or
                                                           escalate issues to the Executive
                                                           Steering Committee;
                                                          Communicate Steering
                                                           Committee decisions to the
                                                           Project Manager;
                                                          Make timely decisions; and
                                                          Monitor project progress and
                                                           status


              The Executive Sponsor will hold weekly meetings with the Project Office to
              review current status, discuss and resolve issues, and communicate ESC
              decisions to the Project Office.

Quality Assurance (QA)

              The project will utilize an independent Quality Assurance (QA) consultant,
              Sterling Associates, to provide a third party, independent assessment of
              project activities as follows:

                    Quality Assurance (QA)                     Role/Responsibilities
              Kim Rau and Kathleen Nolte                Provide independent, third party
              Sterling Associates                        assessment of the project;
                                                        Identify project risks and
                                                         recommended mitigation
                                                         strategies; and
                                                        Monitor and report overall
                                                         performance and status of the
                                                         project to the Executive Sponsor.


              The QA consultant will attend other project meetings as needed, review
              and comment on project documentation and deliverables, provide
              conclusions on project status and risks, and make recommendations for
              project improvements or risk mitigation strategies as needed.




Final Draft                             Page 7 of 37                             May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                              MMIS RE-PROCUREMENT PROJECT


Information System Services Division (ISSD)

              ISSD is a major stakeholder in the MMIS Re-procurement Project. The
              Chief Information Officer (CIO) for DSHS is a stakeholder in the outcome
              of any system initiative in the agency, including the MMIS Re-procurement
              Project. Additionally, ISSD currently is engaged in an Enterprise
              Architecture Program (EAP), which the Re-procurement Project consults
              with regularly to coordinate activities as both projects move forward in
              tandem. Roles and responsibilities, and contacts for ISSD are as follows:

                              ISSD Contact                                     Role/Responsibilities
              David Brummel, CAT representative  See Cross Administration Team
              (and Portfolio Management and e-    (CAT) section below
              Center)                            Coordinate ISSD review of
                                                  deliverables
                                                 Assist in keeping project current
                                                  in the agency and ISSD portfolio
                                                 Coordinate services around
                                                  security, e-center, network
                                                  infrastructure, operations support,
                                                  etc
              Jim Hunt,                          Monitor and communicate project
              CIO Liaison                         status to the CIO
                                                 Communicate concerns or risks
                                                  to the Project Office and CIO
                                                 Coordinate DSHS DIS (ISB)
                                                  Oversight activities
              Rich Campbell, Rick Cook,          Advise the Project Office on EAP
              Melissa Cook,                       approaches and principles
              Enterprise Architecture Program    Provide guidance so that the Re-
              (EAP)                               procurement Project can use the
                                                  EAP framework to the degree it is
                                                  ready2
                                                 Monitor the federal Medicaid
                                                  Information Technology
                                                  Architecture project (MITA) for
                                                  consistency and opportunities
                                                  with the state EAP initiative




              2
               MMIS re-procurement is on a more aggressive schedule than EAP, therefore, certain EAP components may not
              be ready for use simultaneously with the MMIS.


Final Draft                                         Page 8 of 37                                       May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                MMIS RE-PROCUREMENT PROJECT


              Regular communication will occur between the EAP and MMIS re-
              procurement through regularly scheduled meetings, as needed.
              Additionally, the CIO Liaison will be kept informed through a variety of
              methods: 1) review of Project Office and vendor deliverables; 2) receipt of
              Project Office and Quality Assurance (QA) status reports; and 3) routine
              oversight meetings.

Project Office

              The Project Office is responsible for the day-to-day management of the
              MMIS Re-procurement Project. Specific tasks for this phase include
              completion of the requirements analysis, alternatives analysis and
              recommendation for replacement of the MMIS. Subsequent phases
              include vendor selection, and implementation of the selected alternative,
              consistent with Executive Steering Committee decisions.

              Composition and Roles/Responsibilities

              The Project Office consists of project management, business analysts, as
              well as communications, budget, contract and support staff as follows:

                      Position/Individual                     Role/Responsibilities
              Project Manager,                            Day-to-day management of
              John Anderson                                Project Team and vendor
              Deputy Project Manager,                     Internal stakeholder
              Gena Cruciani                                management
                                                          Business requirements
                                                           definition
              Technical Manager,                          Provider communications
              Paul Price                                  Technical requirements
                                                           definition
              Communications Manager,                     Communication tools, including
              Kathy Wyer (with support from Jim            web, newsletter, and
              Stevenson)                                   presentations
              Contract/Legal Specialist,                  Draft and final RFP
              Lynnette Coan                               Contract negotiation
                                                          Overall advisory role in vendor
                                                           selection process
              Budget Analyst,                             Budget analysis, including
              Cindy Kaufman                                APD/APD-U and supplemental
                                                           budget requests
              Business Analyst Manager,                   Business process change
              Karen De Leon                                management

Final Draft                             Page 9 of 37                           May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                                      MMIS RE-PROCUREMENT PROJECT



                              Position/Individual                                      Role/Responsibilities
                                                                                 Management and coordination
                                                                                  of Business Analysts
                                                                                 Identify of business process
                                                                                  changes in coordination with
                                                                                  CAT members
              Business Analysts,                                                 Business process and practice
              Judy Bennett                                                        redesign
              Dineen Kilmer                                                      Assist in identification of
              Gaye Mercer                                                         business process changes in
                                                                                  coordination with CAT
              Christine Nolan
                                                                                  members
              Infrastructure Architect,                                          Coordinate upgrade of the
              Patrick Howard                                                      infrastructure to support the
                                                                                  future MMIS
              Administrative Assistant                                           Project secretarial support,
              Monique Williams                                                    receptionist, office
                                                                                  management


              Meet as Needed

              The Project Office will hold weekly internal staff meetings, as well as
              support the meeting schedule identified herein (i.e., representatives attend
              regularly scheduled Executive Steering Committee, Executive Sponsor
              and CAT meetings, as well as ad hoc meetings with IT Directors,
              legislative staff, etc).

Cross Administration Team (CAT)

              Formalized participation by DSHS stakeholders in the MMIS Re-
              procurement Project will occur through the Cross Administration Team
              (CAT). With a small number of representatives from each Administration,
              the CAT will serve as a working group who meets regularly to discuss the
              project status, review and comment on project deliverables, identify and
              resolve issues when consensus can be reached (or escalate issues when
              consensus cannot be reached)3, and in general provide guidance to the
              Project Office, consistent with Executive Steering Committee decisions. In
              particular, CAT members are expected to work with the Project Office staff
              to identify business process and policy changes, identify provider training
              and communication needs, and define implementation criteria and phases
              to support the future MMIS. The CAT members can also be viewed as the


              3
                  Refer to the “Issue Resolution and Escalation Process” section for more detailed information.


Final Draft                                              Page 10 of 37                                            May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                  MMIS RE-PROCUREMENT PROJECT


              "eyes and ears" of DSHS during the re-procurement process to ensure
              overall DSHS needs are met.

              Composition

              Executive Steering Committee members have appointed representatives
              from each Administration to the CAT. Administrations and members
              identified to date include:

                        Administration                                Member(s)
              Aging and Disabilities Services               Shirley Stirling
              Administration (ADSA)                         Linda Rolfe
                                                            Jana Sesonske
                                                            Daniel Knutson-Bradac
                                                            Mary Lou Percival
              Children's Administration (CA)                Tammi Erickson
                                                            Jann Hoppler
                                                            Russ Schmidt
                                                            Diane Inman
              Economic Services Administration              Doug Sevin
              (ESA)                                         Chandra Moss
                                                            Tom Everett
                                                            Gaye McQueen
                                                            Gregg Broyles
                                                            Mark Westenhaver
              Finance Services Administration             Mariann Schols
              (FSA)                                       Patty Perkins
              Health and Rehabilitative Services            Harvey Perez (DASA)
              Administration (HRSA),                        Rose Mary Micheli (DASA)
              Division of Alcohol and Substance             Paul Bigelow (MHD)
              Abuse (DASA) and Mental Health
              Division (MHD) and Special                    Debbie Kingery (MHD)
              Commitment Center (SCC)                       Tracy Sanford (SCC)




Final Draft                              Page 11 of 37                            May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                   MMIS RE-PROCUREMENT PROJECT



                         Administration                                Member(s)
              Information System Services                  David Brummel
              Division (ISSD)
              Juvenile Rehabilitation                      Kenneth R. Brown
              Administration (JRA)
              Management Services                          Fran Wilson-Maudsley
              Administration (MSA)                         Christine Swedberg
              Medical Assistance Administration              Cathie Ott
              (MAA)                                          Monte Johnson
                                                             Chris Johnson
                                                             Ann Lawrence
                                                             Sandy Mitchell
                                                             Mary Wood
                                                             Chuck Agte


              Role/Responsibilities

                 Assist in leading requirements definition and associated changes
                  within their Administration;

                 Represent their Administration and/or Division regarding the MMIS Re-
                  procurement Project;

                 Attend regular CAT meetings;

                 Identify and resolve issues impacting the outcome of the project;

                 Provide recommendations to Executive Steering Committee on critical
                  business decisions;

                 Act as a communication conduit between the Project Office and their
                  respective Administration and/or Division;

                 Review and comment on deliverables according to the schedule; and

                 Contribute to the Project’s overall understanding of DSHS business
                  requirements for the MMIS.

              In addition to these general coordination and communication
              responsibilities, CAT members will be responsible for the following specific
              tasks during the Requirements Analysis and Acquisition Phases:




Final Draft                               Page 12 of 37                            May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                                    MMIS RE-PROCUREMENT PROJECT


                    Define, validate and rank requirements, consistent with the ESC scope
                     decision, for including in the RFP;

                    Complete a detailed analysis of each program administered by their
                     Administration and to be included in the future MMIS. This detailed
                     information will include, but not limited to funding source, rate
                     information, provider and contracting information, client eligibility data,
                     authorization process, eligible services, funding caps, requirements for
                     releasing payments, reporting needs and cycles, etc.

                     Note: Detailed program information will be collected for multiple
                     purposes: 1) to further validate that programs meet the scope criteria
                     defined by the Executive Steering Committee4; 2) to share with the
                     selected MMIS Vendor for use during detailed design (a subsequent
                     phase); 3) to analyze and recommend implementation criteria and
                     phases; and 4) to perform and analyze business process changes.

                    Recommend implementation criteria, phases and schedule for
                     consideration by the ESC;

                    Analyze current business processes and policies and recommend
                     changes to support inclusion of each program in the future MMIS;

                    Participate in evaluation                      of     MMIS         Vendor   proposals   and
                     demonstrations; and

                    Develop scenarios for Vendor demonstrations.

              Note: Business Analysts from the MMIS Re-procurement Project will
              develop templates and coordinate with CAT members to complete the
              above tasks.

              Regular Meetings

              To ensure effective and on-going communication and participation, CAT
              meetings will be held regularly on the 4th Tuesday of each month. The
              Project Office will chair CAT meetings and will also be responsible for
              meeting notification, distribution of meeting materials, etc.

DSHS IT Directors

              Where CAT members will focus on business needs, the DSHS IT
              Directors (or designees) will participate in the Re-procurement Project in
              more of a technical capacity. For example, recognizing the technical
              expertise of the DSHS IT Directors, this group will be called upon to review
              technical requirements and interface documentation. To the extent that

              4
                  Refer to the “Internal DSHS Stakeholders” for details regarding MMIS scope.


Final Draft                                            Page 13 of 37                                 May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                   MMIS RE-PROCUREMENT PROJECT


              system changes are needed within a system other than MMIS, the DSHS
              IT Directors are responsible for executing those changes and coordinating
              it with their corresponding CAT members. Such changes will be
              addressed during the Design, Development and Implementation (DDI)
              phase, and therefore, roles and responsibilities will be defined further in
              the Stakeholder Management Plan developed for the DDI phase. IT
              Directors will also be asked to provide input and make recommendations
              for issues under considerations by the ESC with critical technical impacts.

              Composition

              DSHS IT Directors or their designees, as appropriate, are as follows (note:
              designees are named by the respective IT Director). Many individuals are
              also a member of the CAT:

                         Administration                               Member(s)
              Aging and Disabilities Services                Daniel Knutson Bradoc
              Administration (ADSA)
              Children's Administration (CA)                 Russ Schmidt
              Economic Services Administration               Rob St. John
              (ESA)
              Financial Services Administration              Kurt Beidler
              (FSA)
              Health and Rehabilitative Services             Fritz Wrede (DASA)
              Administration (HRSA)                          Dave Daniels (MHD)
                                                             Vi Moody
              Information System Services                    Rick Cook
              Division (ISSD)                                Christy Ridout
              Juvenile Rehabilitation                        Dave Guthman
              Administration (JRA)
              Management Services                            Vacant position
              Administration (MSA)
              Medical Assistance Administration              Vacant position
              (MAA)


              Role/Responsibilities

                 Represent their respective Administration during the Requirements
                  Analysis Phase.

                 Participate in ad hoc meetings to support the above activity.

                 Provide technical feedback to the Project Office.

Final Draft                               Page 14 of 37                           May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                              MMIS RE-PROCUREMENT PROJECT


                 Review deliverables according to the schedule.

                 Bring issues and recommendations forward for discussion and
                  resolution by the IT Directors and make recommendations to the ESC
                  as needed.

                 Validate and rank technical and interface requirements.

              Meet as Needed

              An ad hoc meeting will be scheduled with the DSHS IT Directors in
              February or March 2004 to review and validate technical requirements.
              Additional meetings may be held, as the need arises. However, a regular
              schedule of meetings is not anticipated at this time. Whenever a meeting
              with the IT Directors is needed, the Project Office will attempt to coordinate
              the meeting with the regularly scheduled IT Director's meeting.

General DSHS Stakeholders

              The above groups will be supplemented by general stakeholders, as
              needed, to participate in a specific, targeted activity. For example, general
              DSHS stakeholders will participate in the Joint Application Design (JAD)
              sessions for identifying requirements of the re-procured MMIS. In addition
              to this activity, DSHS staff may be asked to participate in reviews or other
              specific activities related to the project, as needed, by their CAT or ESC
              representative. General Stakeholders will also receive project newsletters
              and be invited to regular informational forums (tentatively scheduled for
              once per quarter).

              Composition

              Typically, general DSHS stakeholders are supervisors and line staff with
              subject matter expertise. These are the people that may have specialized
              knowledge that the CAT representative(s) will consult and or coordinate
              with to ensure an Administration's needs are fully understood and
              represented. These subject matter experts also may be aware of issues
              because of their knowledge and should forward any concerns to their CAT
              representative.

              Role/Responsibilities

                 Participate in targeted activities such as requirements identification,
                  needs and issues discussions, business process and policy reviews,
                  etc. as requested by Cross Administration Team representatives

                 Attend ad hoc meetings as needed to support the above activities.



Final Draft                              Page 15 of 37                          May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                            MMIS RE-PROCUREMENT PROJECT


                 Provide input and feedback to the Cross Administration Team (see
                  below) as requested.

                 Identify issues and recommendations for the Cross Administration
                  Team.

              Meet as Needed

              To date, over 250 general DSHS stakeholders have participated in JAD
              sessions for the purpose of identifying requirements during the
              Requirements Analysis phase of the MMIS Re-procurement Project. As
              the project moves forward into subsequent phases, it is anticipated that
              subject matter experts will continue to be called upon, by their
              Administration's representatives via the Cross Administration Team to
              participate in the project. Therefore, general DSHS stakeholders may
              attend ad hoc meetings as needed. It will be up to each Administration and
              CAT representative(s) as to how often general stakeholders/subject matter
              experts are consulted. There are no formal, scheduled meetings for this
              group, except for informational forums sponsored by the Re-procurement
              Project Office (see Communication Tools and Methods section).

Administration Extended Teams

              Following the JAD process, Administrations are encouraged to appoint an
              Extended Team of subject matter experts. Ideally, these experts would be
              available for CAT members to draw from as needed. However, these
              extended teams, composition, day-to-day management, etc. are at the
              complete discretion of each Administration.




Final Draft                            Page 16 of 37                        May 26, 2004
 External Stakeholders

              In addition to the number of internal DSHS stakeholders, the MMIS Re-
              procurement Project also includes a number of stakeholders outside of the
              Department, including federal and other state agencies, and governing
              bodies, as well as providers, professional associations and managed care
              health plans.

              The MMIS Re-procurement Project intends to leverage the experience
              gained in other projects (namely the Health Insurance and Portability Act
              or "HIPAA") by identifying external stakeholders early in the process and
              establishing pro-active and regular communication with these important
              stakeholder groups.

Centers for Medicaid and Medicare Services (CMS)

              In addition to required monthly status reports, the Project Office will
              provide and keep current a paper repository of basic project documents
              and key deliverables to the CMS, Region X office. The Project Office will
              meet with Region X representatives regularly to discuss timing and
              strategy for the APD, vendor selection, procurement strategies, etc. and to
              ensure project congruence with the Medicaid Information Technology
              Architecture (MITA). The project office will ensure that interaction with the
              Baltimore office is conducted as frequently as recommended by the
              regional office office. Contact and communications with CMS will be
              shared with CAT and ESC members regularly as well.

Internal Revenue Service (IRS)

              The IRS has been working with DSHS for the past three (3) years to bring
              tax reporting up to compliance with IRS rules and regulations. The IRS is
              very interested in being an external stakeholder for the MMIS Re-
              Procurement Project to help the new system begin with correct tax
              reporting. The Project Office will meet with the IRS as needed to ensure
              the new system has the correct tax reporting capabilities.

              IRS contact: Clark Fletcher

Governor's Office

              The Project Office will establish pro-active contact with representatives
              from the Governor's Office to communicate the project's overall schedule
              and plans, and to provide regular updates. Interactions with the
              Governor’s office will be facilitated through the Office of Financial
              Management (OFM). Again, this communication and results will be shared
              with CAT and ESC members.


Final Draft                             Page 17 of 37                          May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                              MMIS RE-PROCUREMENT PROJECT


Legislature

              To date, the Project Office has made a presentation to the Legislature and
              received authorization to proceed with the Requirements Phase. As part of
              this authorization, the MMIS Re-procurement Project is obligated to report
              regularly to the Legislature, especially after key milestones such as
              completion of alternative analysis, contract awarded to the implementation
              vendor, etc. Generally speaking, Legislative updates will be given every
              quarter. Additionally, we anticipate responding to any legislative requests,
              such as inquiries following submission of the supplemental budget
              request. Briefings to the Legislature are likely to be combined with the
              OFM briefings. The project newsletter will also be sent to the Legislative
              key contacts.

              In particular, the Re-procurement Project will establish communication with
              the legislative Forecasting Group, including key contacts such as Tim
              Yowell, Amy Hanson, Glenn Landram, Elaine Deschamps, Dave
              Bendemire, Harold Nelson, Valinda Scheibert, Elise Greef and Wayne
              Kawakami (see OFM below)

Information Services Board (ISB)

              An important outcome of the current Requirements Analysis Phase is an
              alternatives analysis, including budget authorization for the recommended
              alternative. The alternative analysis (referred to as a "Feasibility Study" by
              the ISB) will be presented to the Core Systems sub-group in February
              2004 and the ISB in March 2004. The Project Office will work with ISSD to
              draft the presentation for ESC approval, before presentation to the ISB.
              Additionally, the Liaison to the CIO (see ISSD above), will share
              appropriate project documents with DIS/ISB Oversight Staff, such as
              status reports and other key deliverables.

Office of Financial Management (OFM)

              Contacts: Budget -- Elise Greef

                         Forecasting -- Harold Nelson, Valinda Scheibert,

                         Administration -- Wolfgang Opitz

              Area of Interest: Re-procurement budget and project oversight. MMIS
              currently exchanges payment data with AFRS system. Also, the above
              analysts are heavy users of MMIS and ACES data and are particularly
              interested in the ACES Interface.




Final Draft                              Page 18 of 37                          May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                              MMIS RE-PROCUREMENT PROJECT


Other State Agencies

              Several state agencies will be involved in the Re-procurement Project.
              Interactions with these agencies will be key to obtaining their support and
              input. Interactions are being planned to facilitate “Secretary to Secretary”
              discussions of project scope and interagency impacts.

              The Project Office will also form a team of representatives from each of
              the agencies involved in or impacted by the project. This forum will
              provide discussions on project status and facilitate the implementation of
              functions that affect other state agencies.

              Some of the affected state agencies are listed below.

              Office of the Attorney General (AG)

              Contact: Steve Smith

              Area of Interest: MAA representative in the AG’s office who is available as
              needed in an advisory role regarding any procurement/acquisition
              questions.

              Office of the Attorney General, Medicaid Fraud and Control Unit (MFCU)

              Contact: David Waterbury, Mike Keller

              Area of Interest: MFCU prosecutes providers when criminal intent is
              uncovered by MAA’s provider fraud and abuse detection activities. MFCU
              staff are heavy users of MMIS data, specifically data warehouse or DSS
              data, when investigating potential fraud.

              Department of Information Services (DIS)

              Contact: Tom Parma

              Area of Interest: Staff contact for ISB. As a level 3 project, the MMIS Re-
              Procurement Project is subject to DIS/ISB oversight.

              Health Care Authority (HCA)

              Contact: Tom Neightzel, Kathy Eberle, Jane Wallis

              Area of Interest: Currently interacts as Healthy Options managed care
              plan exchanging enrollment and premium data with MAA. Future
              interactions could include a shared preferred drug list or point of sale
              system.




Final Draft                             Page 19 of 37                         May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                              MMIS RE-PROCUREMENT PROJECT


              Department of Health (DOH)

              Contact: Frank Westrom

              Area of Interest: Several interfaces currently exist between the MMIS and
              various systems at DOH. Future considerations could include sharing
              immunization data, vital statistics data, and provider licensing and
              credentialing.

              Department of Labor and Industries (L & I)

              Contact: Roy Plager-Brockway, Bob Lanouette

              Area of Interest: Currently uses a point of sale system that came from the
              same system that DSHS currently uses. Future possibilities include a
              shared preferred drug list and point of sale system.

              Department of Corrections (DOC)

              Contact: Barb Curtis

              Area of Interest: DOC currently processes claims for its inmate population.
              They are interested in outsourcing claims processing to either a private
              entity or another state agency.

              Employment Security Department (ESD)

              Contact: Brenda Westfall

              Area of Interest: DSHS currently pays state unemployment insurance on
              behalf of home health care providers.

              Home Care Quality Authority (HCQA)

              Contact: Charlie Reed; Rick Hall

              Area of Interest: The HCQA is responsible for collective bargaining with
              home care providers (26,000 total) who provide Medicaid services for
              DSHS clients. Home care providers are also unionized through the
              Service Employees International Union (SEIU). Currently, SSPS withholds
              payments from home care provider payments for FICA, FUTA and SUTA.
              The current agreement includes withholding union dues, L& I and medical
              payments from provider payments. Future agreements may include
              withholding for Federal Income tax or other negotiated deductions.
              Because of the scope of the future MMIS (all Medicaid payments), MMIS
              needs a method for withholding these payments, which will be explored
              further with HCQA. Payment withholdings can be addressed a number of
              ways, including but not limited to: 1) through the core payment system; 2)

Final Draft                              Page 20 of 37                       May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                             MMIS RE-PROCUREMENT PROJECT


              through a back-end payroll system; or 3) through a payroll contractor. The
              MMIS Re-Procurement Project will establish a regular communication
              method with HCQA to address how these requirements can be addressed
              as the project progresses.

Providers and Provider Associations

              Nearly 40,000 providers depend on the MMIS to process approximately
              $3.5 billion in claims annually. The Project Office will build on the lessons
              learned during HIPAA where the value of interacting directly with the
              providers, associations, and clearinghouse proved to be critical to the
              success of the project. The Project Office will work with CAT to identify
              and communicate with appropriate provider associations including the
              Hospital Association, the Dental Association, the Medical Association, the
              Pharmacy Association and the multiple Nursing Home Associations. CAT
              members will be particularly helpful in identifying how and when to
              communicate with new users of the MMIS due to scoping decisions,
              namely Individual Providers (IP’s) who will transition from the Social
              Services Payment System (SSPS).

              Other professional associations such as the Community Health
              Information Technology Alliance (CHITA), the American Association of
              Health Care Administrative Management (AAHAM), Community
              Residential Services Association (CRSA) and the Washington Health
              Care Forum have also been instrumental in disseminating HIPAA project
              information and are willing to contribute that relationship during the MMIS
              Re-Procurement Project.

              The Project Office intends to form provider user groups and facilitate
              opportunities for input regarding system requirements, system and
              process improvements and general project management. Members of the
              project team will attend association meetings, present project updates,
              and compose and distribute a project newsletter.

Managed Care Health Plans

              Seven (7) private sector health plans also rely on MMIS for enrollment and
              premium payments for the DSHS clients eligible for the managed care
              program. In turn, managed care health plans submit reports of encounters
              with managed care clients back to MAA. The Project Office will create a
              forum of managed care plan representatives and interact directly with the
              plans to keep them informed of project status and to receive input and
              feedback regarding the project progress and implementation impacts.
              Members of the project team will attend regional meetings and provide the
              plans with the project newsletter.



Final Draft                             Page 21 of 37                          May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                            MMIS RE-PROCUREMENT PROJECT


Regional Service Networks (RSNs)

              To the extent that the Mental Health Division's (MHD) interaction with
              RSNs is addressed by the future MMIS, the Project Office will work with
              MHD to coordinate communication with the RSNs. Fourteen (14) RSNs
              currently receive monthly payments from MHD for providing mental health
              services in their respective catchment area. Additionally, RSNs provide
              MHD monthly reports of encounters. These two (2) business functions will
              be explored with MHD for inclusion in the MMIS project. The Project Office
              will coordinate with MHD regarding interaction with RSNs to keep them
              informed of project status and to receive input and feedback regarding the
              project progress and implementation impacts. Members of the project
              team will attend regional meetings and provide the RSNs with the project
              newsletter.

Title XIX Advisory Committee – Client Advocacy

              The Project Office will contact the Title XIX Advisory Committee and begin
              interactions to define beneficial communications and opportunities for
              involvement and input to the project.




Final Draft                            Page 22 of 37                        May 26, 2004
 Communication Tools and Methods

              In addition to the regularly scheduled and ad hoc meetings identified
              above, the Project Office will utilize a number of tools to further facilitate
              effective communication with stakeholder groups. These tools and
              methods include the following.

Web Site

              The Project Office will use a web portal to post project deliverables, work
              plans, schedules, status reports and other communication vehicles. Other
              communication tools, such as newsletters and presentations, issues log,
              decision log, action items, contact list, etc. also will be posted on the
              project web site. The link to the web portal is:

              mmis.dshs.wa.gov

Deliverables

              Project deliverables developed by the Project Office and
              vendors/consultants will be shared with project stakeholders via the project
              web site. The site also will include pertinent information such as
              stakeholder lists, calendars, action items, decision log, issue log,
              frequently asked questions, etc.

Newsletters

              A newsletter for distribution within DSHS will be published every other
              week. The newsletter will also be posted on the web site. Appropriate
              newsletter topics include recent and completed activities, scheduled
              activities, important links, Executive Steering Committee decisions and
              actions, CAT representatives and meeting schedule, etc.

Stakeholder Database

              Given the extensive size of the stakeholder community, the MMIS Re-
              procurement Project will employ a stakeholder database to track
              membership on each group, create distribution lists, track contact
              information, etc.

Presentations

              In addition to the above communication methods, the Project Office
              anticipates creating a number of presentations for both internal and
              external stakeholder groups, such as provider associations, Executive
              Steering Committee, ISB, etc. Presentations will be tailored to the
              audience and posted on the web site as well. In general, any presentation

Final Draft                              Page 23 of 37                          May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                                         MMIS RE-PROCUREMENT PROJECT


              or recommendation for the Executive Steering Committee will first be
              shared with the CAT.

Informational Forums

              At least quarterly, the Project Office will sponsor information forums for all
              interested DSHS staff. The forums will present up-to-date and relevant
              information to attendees, followed by a fairly extensive question and
              answer period (e.g., at least 30 minutes). In this manner, general DSHS
              stakeholders will have an opportunity to ask questions that may not have
              been addressed in either the forums or some other communication
              method, giving the project the opportunity to continually evaluate the
              information needs of DSHS staff.

              In summary, a variety of informational methods will be used, depending on
              the stakeholder group, as follows:




                                                                                                                                                                 Stakeholder Mgt. Plan
                                                                                                     Project Deliverables



                                                                                                                                           Project Timeline
                                                                                     Status Report



                                                                                                                            Project Plan




                                                                                                                                                                                         Newsletter
                                                                         Meetings




                                  Stakeholder
                  Sponsor                                               W           BM                                      ♦              ♦                    ♦                        M
                  Executive Steering Committee                          AN          M                                       ♦              ♦                    ♦                        M
                  Cross Administration Team                             M           BM               ♦                      ♦              ♦                    ♦                        M
                  Cross Agency Team                                     AN          AN                                                     ♦                    ♦                        M
                  DSHS IT Directors                                     AN          BM               ♦5                                    ♦                                             M
                  Quality Assurance                                     BM          BM               ♦                      ♦              ♦                    ♦                        M
                  Information System Services                           AN          BM               ♦                      ♦              ♦                    ♦                        M
                  Division
                  Information Services Board                            AN          BM               ♦6                     ♦              ♦                    ♦                        M
                  (ISB)/DIS
                  Centers for Medicaid and Medicare                     M           M                ♦                      ♦              ♦                    ♦                        M
                  Services
                  Governor’s Office / OFM                               AN          M                                                      ♦                                             M
                  Legislature                                           AN          AN               AN                                    ♦                                             M


              5
                  Some technical deliverables (i.e., Technical Requirements)
              6
                  Feasibility Study and Investment Plan


Final Draft                                             Page 24 of 37                                                                                         May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                   MMIS RE-PROCUREMENT PROJECT



               Providers and Provider Associations       AN                 ♦           M
               Managed Care Health Plans                 AN                 ♦           M
               Title XIX Advisory Committee              AN                 ♦           M

              Key:
                  M = Monthly
                  BM = Bi-Monthly (2 times per month)
                  An = As needed
                  W = Weekly
                  ♦ = Initial and revisions




Final Draft                                   Page 25 of 37                     May 26, 2004
 Issue Resolution and Escalation Process

              Recognizing the importance of effective, streamlined procedures for issue
              identification, resolution and, if needed, escalation, the Project Office has
              developed a formalized approach to issue resolution.

Principles and Guidelines

              The principles behind the formalized approach include:

                 Agreement to resolve issues at the lowest level possible.

                 Escalate issues to the next level, if consensus cannot be reached.

                 When issues are presented at the next level, and Division and/or
                  Administration representatives have differing interests, the pros and
                  cons of both positions will be presented.

                 A log of unresolved issues will be presented at the regularly scheduled
                  meeting of the CAT until resolved.

                 An issues database will be used to capture issues, generate reports
                  and identify the agreed-upon resolution when available.

                 A single representative in the Project Office (to be named) will be
                  responsible for managing the issues resolution process.

                 Any stakeholder can identify an issue by contacting the Project Office
                  representative (to be named) and completing an issues form. An
                  electronic copy is available at: [insert link here]

                 The Project Office representative (to be named) will research the issue
                  to gain a better understanding, then assign an individual or
                  individual(s) to develop a recommended resolution by an agreed upon
                  due date.

                 The recommended resolution will be brought to the appropriate forum
                  (CAT, if cross administration impacts), Project Office, Executive
                  Sponsor, or ESC for presentation, discussion and consensus.

                 If consensus cannot be reached, the issue will be escalated to the next
                  level.




Final Draft                              Page 26 of 37                         May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                 MMIS RE-PROCUREMENT PROJECT


Formalized Issues Process

              Issues Definition

              A project issue is any matter that may impede project progress or puts the
              project at risk and about which no resolution has been reached. This may
              include:

                 Any matter where there is lack of consensus on a correct course of
                  action;

                 Any matter affecting project scope or requirements;

                 Any situation in which the proposed system does not function as
                  defined in the requirements;

                 Any conflict between the system functions/operations and business
                  policies and processes;

              Purpose

              Project issues need to be tracked in order to:

                 Provide project management with notice of problems in order to
                  facilitate timely resolution;

                 Communicate issues that impact project resources or stakeholders;

                 Assist in raising issues that need coordinated effort/response;

                 Provide a framework that allows discussion within the constraints of a
                  due date;

                 Provide framework for escalation of issues to Project Sponsor for
                  Executive Steering Committee resolution.

              Responsibility

                          Component                             Role/Responsibility

              Project Core Team member, or Identifies and logs issues
              Cross Administration Team (CAT)
              member

              Project Management Team                    Determines scope of issue and
                                                         actions needed to address or to
                                                         correct the problem, delegates
                                                         project team responsibility. The


Final Draft                              Page 27 of 37                          May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                                  MMIS RE-PROCUREMENT PROJECT


                                                          project management team also
                                                          determines if the issue needs to be
                                                          escalated to the Project Sponsor

              Project Sponsor                             Determines which issues should be
                                                          elevated to the Steering Committee
                                                          (either for status reporting or for
                                                          decision-making).

              ESC                                         Resolve      any  issues    when
                                                          consensus cannot be achieved at a
                                                          lower level.



              Identification Process

              Any member of the project Core Team or CAT can identify an issue.
              Once identified, the following items are entered into the Issues Tracking
              Log:

                 Date Logged

                 Type of Issue

                  o Task/schedule addition/modification

                  o Policy decision needed

                  o Business process change

                  o Interface issue

                  o Issue for data conversion

                  o Other

                 The Issue is assigned low, medium or high priority;

                 Responsibility is assigned for clarification or resolution;

                 Due date is assigned;

                 Area of impact is determined;

                 Budget/resource impact is determined (if any);

                 Project schedule impact is determined (if any);


Final Draft                               Page 28 of 37                           May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                               MMIS RE-PROCUREMENT PROJECT


                 Status is assigned (new, active, pending decision by --, closed,
                  archived, on hold)


              Issues Escalation Process

              Issues identified by project Core Team members or CAT, will be assigned
              to a representative of the appropriate team to research and develop a
              recommended resolution. Resolution will include a workplan with
              suggested resources to be assigned to tasks. The Project Management
              Team will determine whether issues can be resolved within the project or if
              it requires escalation. If the issue is within the purview of the project, the
              Project Management Team will assign appropriate resources. If outside
              the project’s purview, the Project Manager will report the issue to the
              Project Sponsor or Steering Committee with recommendations, workplan
              and appropriate supporting information.          Items requiring escalation
              include:

                 Decisions impacting the scope of the MMIS;

                 Enterprise Architecture Issues;

                 Any Issue with cross-Administration impacts;

                 Policy Decisions;

                 Requirements for additional resources or issue resolution that impacts
                  project schedule

                 Roadblocks that cannot be resolved at the project Core Team or CAT
                  level.

              Closing Issues

              To close an issue, the following items should be noted in the Issues Log:

                 Date Closed (Change Status to Closed)

                 Actions taken

                 Comments, including resolution, decisions made and decision-makers

                 One month after an issue is closed, the status will be changed to
                  “Archived” and will no longer be reported on the Issues Log


              The following fields are to be included in the Issues Tracking Log:

              1) Date Opened

Final Draft                               Page 29 of 37                         May 26, 2004
STAKEHOLDER MANAGEMENT PLAN                               MMIS RE-PROCUREMENT PROJECT


              2) Date Closed

              3) Due Date + Tickler Date

              4) Person Responsible for Identification

              5) Description of the Issue

              6) Priority (High, Med, Low)

              7) Person Responsible for Resolution

              8) Issue Task Description (1-many)

              9) Issue Task Assigned Person (1-many)

              10) Issue Task Assigned Date (1-many)

              11) Issue Task Completion Date (1-many)

              12) Status (open, closed)

              13) Functional/Business Areas Impacted

              14) Economic Impact

              15) Schedule Impact

              16) Alternatives

              17) Recommendations

              18) Decision Text

              19) Decision Made by (Organization/Team. E.g. ESC)

              20) Major Implementation Tasks




Final Draft                               Page 30 of 37                    May 26, 2004
MMIS Reprocurement Issue Resolution Process
CAT Member
Core Team/




                                              Develop
              Identify/Document            recommended                                             Perform resolution
                     Issue                  resolution w/                                              tasks and
                                              workplan                                                 document




                          Assign resource to                                          Assign resources                                                       Communicate
                          research/develop                     Can project
                                                                                yes   to tasks/monitor                                    Obtain approvals    resolution to
                          resolution. Assign                 resolve issue?
                                                                                          resolution                                       for resolution      appropriate
  PM Team




                           priority, due date                                                                                                                stakeholders
                                                                   No

                                                                                                                            Monitor resolution
                                                             Present Issue to                                                implementation.
                                                             Project Sponsor                                                   Document
                                                                                                                                resolution
Sponsor
Project




                                                                                      Present issue and
                                                             Review issue and
                                                                                      recommendation
                                                            recommendations.
                                                                                         to ESC for
                                                              Render opinion
                                                                                          decision




                                                                                                               Identify/assign
  ESC




                                                                                                                resources for
                                                                                       Make Decision
                                                                                                                  resolution
                                                                                                              Implementation




Final Draft                                                             Page 31 of 37                                                                           May 26, 2004
 Conclusion

              At a minimum, each stakeholder group identified in this document, from
              the DSHS Administrations to the federal CMS, is a stakeholder in re-
              procurement of the current MMIS. That is, they have an interest in the
              successful outcome of the re-procurement effort. The goal of the MMIS
              Re-procurement Project is to work with these stakeholders to ensure the
              future MMIS meets the identified business needs across the internal and
              external stakeholders and that each party is well aware of the planned
              implementation. Through the timely replacement of the MMIS, DSHS will
              be able to continue current payment processing uninterrupted, be
              positioned to add future payment processing and ultimately permit the
              delivery of services to Washington’s most needy populations.




Final Draft                           Page 32 of 37                       May 26, 2004

								
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