WHITE PAPER APRIL Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives

Size: px
Start display at page:

Download "WHITE PAPER APRIL 2012. Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives"

Transcription

1 WHITE PAPER APRIL 2012 Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives

2 New healthcare reforms have created an unprecedented impact on hospital systems operations. Specifically, the Meaningful Use (MU,) Value-Based Purchasing (VBP), and Accountable Care Organization (ACO) model programs have forced systems to manage several complex and unique initiatives simultaneously. To complicate issues further, many of the above mentioned programs are still pending fully defined requirements. With all of these issues at play, utilizing a traditional PMO that manages initiatives as disparate projects is no longer sufficient. If a traditional PMO is employed as the sole management tool for the implementation of an initiative within a hospital system, then inefficiencies and stressors for clinicians, business departments, clinical departments, and IT departments will likely be created. Also, using only traditional PMOs in the current environment can severely risk a system s financial bottom line. At best, traditional PMO techniques result in added dollars, time, and staff frustration; at worst, project failure and financial loss. To succeed in this ambiguous environment, hospital systems must develop new techniques that can supplement traditional PMOs. In the search for new techniques, hospital systems can learn a great deal from the methods of management employed by the United States Army. In the Army, units are continually challenged to successfully execute and control multiple engagements across an ever changing battlefield. In this demanding environment, military commanders utilize a campaign management approach to achieve superior results. In much the same way, hospital systems must address the dynamic convergence of MU, VBP,and ACOs as a campaign. If hospital systems can properly establish a campaign approach to management, then, like in the military, superior results will be attained. What is a campaign? The current challenges within the healthcare sector are not unlike the challenges faced by military leaders. Like in healthcare, military leaders are challenged to accomplish multiple complex missions simultaneously. In the military, a proven method to manage the accomplishment of these missions is to break them into smaller objectives called campaigns. In his book, Hope Is Not a Method, retired Army General Gordon R. Sullivan argues that a campaign approach to mission accomplishment is vital to an organization s success. In his book, Sullivan defines a campaign as a series of subordinate objectives oriented to a larger objective, and argues that leading a successful campaign hinges on the importance of a common vision and the effective integration of the campaign s subordinate objectives. Additionally, Sullivan highlights the importance of building flexibility into a plan to accommodate for unexpected change. These concepts draw clear parallels with the charter of a Campaign Program Management Office and can be directly applied to the challenges now faced in the healthcare environment. When organized properly, a Campaign PMO offers healthcare organizations the tools to successfully accomplish the complex nature of projects demanded by healthcare reform. The Campaign PMO offers leadership the ability to direct planning and ensures the integration of disparate healthcare reform initiatives. The following table highlights the key elements of a campaign plan, followed by an application of those principles by a PMO tasked with executing a healthcare reform campaign: DEVELOPMENT OF A CAMPAIGN PLAN, Hope Is Not A Method, General Gordon R. Sullivan, MU VBP ACO Hospital systems must address the dynamic convergence of MU, VBP and ACOs as a campaign. If hospital systems can properly establish a campaign approach to management, then, like in the military, superior results will be attained. Intent Approach Objectives Integration and Synchronization Branches and Sequels Trigger Points A translation of the campaign s vision into specific terms that guide actions and staffing Defining the leader s focus by identifying the main effort and outlining subordinate objectives The quantifiable, point-to-point series of major actions on the campaign execution path The arranging of events so that they are mutually supporting (integration), which allows their effects to be realized at the most advantageous point and time (synchronization) Options built into a plan that anticipate situations that may alter the plan (branches) and the subsequent actions based on possible outcomes (sequels) Set of conditions and controls for branches and sequels that allow for rapid decision making White Paper: Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives 2

3 Intent: Organizational transformation under healthcare reform The risks inherent in healthcare reform initiatives and the potential problems created by running MU, VBP, and ACO projects independently are daunting. To focus the campaign s intent and concept on financial objectives, either winning incentives or averting penalties, is shortsighted. The timelines and elements within projects overlap so significantly that delay or failure of an element in one project likely means delay or failure of that element in another. The sequential alignment of initiatives, such as the Meaningful Use stages, means that failing or meeting the bare minimum of elements in one stage only worsens as the roadmap progresses. As the timeline lengthens to correct problems, the organization may face reworked cost, vendor cost overrun and lost revenue due to a lag in productivity. The intent and concept of a healthcare reform campaign must focus on transformation to ensure success. Without a campaign approach, a health system may still satisfy the requirements of its disparate MU, VBP, and ACO projects. However, a system will do so at a high cost to the organization and in a manner that will likely frustrate stakeholders and negatively impact personnel. But, by utilizing a campaign management approach, a health system will realize a qualitative transformational change that will ensure superior results. A PMO that sets forth a campaign enables the C-suite to realize the following benefits: CEO: COO: CMO: CIO: Empowers and establishes accountability for stakeholders impacted by required change Objectively creates a case for change and a sense of urgency within an organization Campaign builds an enterprise view and helps eliminate stovepipe systems and duplication of effort across the organization Interruption of daily operations is minimized Productivity decrease due to go-live is minimized Able to oversee clinical transformation and physician and provider community engagement Can easily ensure that adoption is accelerated IT resource usage is optimized and well managed Clinical and business units are engaged at the right level at the right time CNO: CFO: Impacted stakeholders own the adoption of the required changes Interruption of daily operations is limited Nursing retention is maintained or improved through clinical transformation Investment is adequately forecast Incentives are maximized early Penalties are avoided or minimized Campaign Concept: Transformation will be driven by healthcare reform s initiatives: MU, VBP, and ACO (The Subordinate Objectives) The reform initiatives are subordinate objectives to the healthcare reform campaign. As a campaign plan develops, these initiatives will not translate to independent projects. Furthermore, as a PMO examines these initiatives, it can logically identify workflow design, technology, quality metrics, revenue, synergies and adoption as shared goals, while the subordinate objectives unique goals lie in the specific initiatives requirements. Campaign Objectives: MU, VBP, ACO and their associated events, and the systems and people they touch (initial work breakdown) A PMO, using the senior leader s intent, facilitates the development of a campaign s objectives. It is critical that the point-to-point series of actions and their assigned human resources clearly understand the intent and approach of the overall campaign. Roles and responsibilities of the resources are focused on capabilities and accountability is established. Resources: People, budget (total transformation and subordinate objective breakdown) and time A PMO that effectively uses a campaign approach is positioned to utilize resources judiciously and reallocate proactively. In examining human resource capabilities at the campaign level, a PMO can easily recognize the demand placed on critical individuals, to include clinical subject matter experts, operational subject matter experts, IT staff, and leadership. The thoughtful utilization of these human resources across subordinate objectives mitigates the impact to daily production and minimizes the risk of rework associated with independent projects. When budget tracking and timelines are measured together, the PMO can manage variations by adjusting resource utilization. White Paper: Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives 3

4 Integration and Synchronization: The alignment of common events (integration) and planning so that their effect is realized at the most advantageous point (synchronization). A natural starting point for aligning common events and resources across subordinate objectives is to orient those events and objectives onto shared goals. For the MU, VBP, and ACO objectives, workflow design, technology, quality metrics, revenue, and adoption are all shared goals. In applying a campaign approach, integrating events also integrates resources. To follow through on the quality metrics example, quality metrics are a shared goal across objectives. The actions, events and human resources associated with the development of these metrics are common across objectives. Without integration of the MU, VBP, and ACO initiative, valuable opportunities to redesign workflow for process improvement may be missed. The number of workarounds and exceptions that are commonly developed in a single project can quadruple if not examined in an integrated campaign. Additionally, rework may be required to resolve contradictory policies and procedures developed for new process implementation or to resolve differing data structures for common reporting metrics across programs. Campaign PMO unique features In this new and challenging environment, current project management methods employed by hospital systems have been ineffective and inefficient. At present, heath care systems utilize Project Management Offices as one stop shops for operational tracking purposes. In this traditional method, Project Management Offices are often tasked with the enormous assignment of reporting on countless projects and initiatives across an entire expanse of a hospital system. Although this management method has great value in terms of operational tracking and command oversight, when utilized as a sole tool, the result is often a collection of disparate projects charging toward a narrow, individualized goal and the opportunity for integration and synchronization is lost. CAMPAIGN PMO Technology Workflow Design Quality Metrics Revenue Adoption MU VBP ACO The best way to address this gap in synchronization is to utilize a Campaign PMO concurrently with an existing PMO. A Campaign PMO is established specifically for the implementation of an initiative and its purpose is to utilize existing PMO tools into a cohesive and synchronized management method that will ensure the succesful implementation of an initiative. Below is a explanation of some of the unique features of a Campaign PMO that will assist in the implementation of an initiative. EXISTING PMO EXECUTIVE ENTERPRISE GOVERNANCE CAMPAIGN PMO Planning Intent and approach are embedded in all actions and are the denominator against which all events are measured. Scope Management Controlled through trigger points/ branches/sequels and shared allocation of resources. Schedules Not only one dimensional task schedules but also a condition-based synchronization matrix illustrating cross project dependencies. Resource Tracking Ensures that the required resources (skill, experience) are planned for with sufficient lead time to ensure availability at the required time. Internal Reporting Aggregating the status and progress of the individual initiatives to ensure the campaign timeline, goals and desired outcomes are tracked to achieve the campaign s intent. Analysis of the aggraded initiatives data provides senior leaders an accurate picture of the current and future state of the campaign and provides actionable recommendation if required. Project Manager Support The capability to monitor, guide or manage the campaign s subordinate initiatives or supporting efforts. Campaign Governance A campaign governance model is integral in developing the intent, approach, objectives and resource availability within an initiative. Based on the overarching vision, a Campaign PMO incorporates stated intent into its approach. A PMO develops White Paper: Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives 4

5 recommendations for the main and supporting objectives and outlines and prioritizes those supporting objectives. Once that is accomplished, the roles and responsibilities of the allocated resources are focused on capabilities and accountability within the established initiative. As the PMO develops its campaign objectives, it is vital that the assigned resources clearly understand the intent and concept of the overarching campaign. Developing the Campaign Sullivan in Hope Is Not a Method, describes the relationship between branches, sequels and trigger points. As he defines them, Trigger Points are a set of conditions for making decisions. Some are inherent to the campaign plan while others are developed on an as needed basis to accommodate for branches and sequels. Branches are the options built into a plan to anticipate situations that call for change and sequels are the subsequent actions that satisfy those requirements. For example, Stage 2 MU is an example of a campaign branch. In this case, the sequel to that branch is the subsequent actions that satisfy those determined requirements. This approach provides the PMO with a decision-making processes for issue resolution that provides flexibility without clouding roles and responsibilities. With knowledge of intent, flexibility in the plan for branches and sequels and proper integration of subordinate objectives, a PMO can now manage the expectations of the initiative and furnish a clear execution path. At this stage, a PMO is equipped to set priorities and monitor activities for an aligned, integrated series of objectives. A successful PMO models its common activities (schedules, resource management, budget tracking, compliance tracking and reporting) on a campaign approach. Integration and synchronization are critical in schedule management in this challenging healthcare reform environment. Given the many common attributes across the healthcare reform initiatives and the high demand on the same resources, an integrated schedule including all subordinate objectives provides the PMO with a structure for effective management. Resources are equipped with knowledge of intent, concept and trigger points, and are empowered to make decisions at the point of action while the PMO continues to monitor progress of the objective toward the campaign. The alignment of the objectives allows the PMO to be flexible and to shift the level of effort as required. The transparency and integration of the process highlights deviations from the PMO standards and allows the PMO to evaluate its tools and track the effectiveness of the stated trigger points, branches and sequels. The PMO uses these observations to proactively guide and manage its project managers. Communications are oriented toward intent and approach and the internal reporting framework is designed to monitor each subordinate objective against the intent of the campaign. External communications are then developed to manage stakeholder expectations. In designing a healthcare reform campaign, the PMO aligns the common elements of the subordinate objectives. In highlighting these common elements, the PMO can capitalize on finite resources, minimize scope creep and minimize duplicate work and rework. A successful PMO shifts its perspective of its usual processes in order to apply the campaign approach. Information sharing within the program (reporting, meetings, and other communications) must be oriented to the integrated approach and measure information against the campaign intent and approach. Planning must be built on a foundation of concept, integration, synchronization, branches and sequels. In designing a healthcare reform campaign, the PMO aligns the common elements of the subordinate objectives. For example, both workflow redesign and data center configuration is one common event addressing MU, VBP, and an ACO. In highlighting these common elements, the PMO can capitalize on finite resources, minimize scope creep and minimize duplicate work and rework. Campaign Benefits, Delivered Regulatory driven Initiatives must be perceived by the clinicians and staff as being about quality improvement and better patient outcomes or being compliant with new regulatory requirements, not about the financial incentives to be gained by the institution. Regulatory-driven Initiatives cannot be perceived by the clinicians and staff as being about financial incentives. Rather, clinicians and staff it must accept that the initiatives are focused on quality improvement, better patient outcomes and compliance with new regulations. White Paper: Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives 5

6 The Campaign PMO serving as a singular point of coordination and integration for the workflow improvement (redesign), project management, organizational change adoption, and value management is needed to ensure your success. A Campaign PMO needs to develop a deep understanding of what most physicians and practices view as the value of the change to them; i.e. What s in it for me? To demonstrate value, the campaign needs to incorporate baseline process activity and performance in order to develop value improvements and metrics to communicate the impact. The implementation of the healthcare reform campaign will also depend on leveraging areas where there is great support and addressing the areas where skepticism exists. This may include organizational barriers, as well as individual resistance to change. To create buy-in, there is a delicate balance between creating value, engaging physician and staff involvement, and not becoming consumed by the endeavor. When change fatigue associated with the constant deployment of new requirements is minimized, adoption results improve. Given the known barriers and challenges going into major regulatory change initiatives, the PMO must have an implementation strategy that structurally integrates technical solutions with clinical and business operations. Varying technology and inconsistent workflow, policies between stakeholder groups will mean that the process of implementation will be the critical differentiator. The healthcare reform campaign approach is the best solution because it will ensure that the decisions and actions of all the initiative s activities are synchronized for maximum success. The Campaign PMO serving as a singular point of coordination and integration for the workflow improvement (redesign), project management, organizational change adoption, and value management is needed to ensure your success. About the Author Celwyn Evans is a Senior Partner at Greencastle Associates Consulting. Celwyn is a retired US Army Ranger with over 20 years of military service. His military experience ranges from leading small specialized units to staff planning at the task force level. Greencastle was founded with the intent of combining military and commercial industry best practices to create implementation methodologies that address the dynamic high risk environments where project failure is not an option. Celwyn can be contacted at White Paper: Leading an Implementation Campaign to Address the Convergence of Healthcare Reform Initiatives 6

Revenue Cycle Management Transformation

Revenue Cycle Management Transformation Revenue Cycle Management Transformation Daniel R. Frietze, Partner 1 Company at a Glance Offices: Virginia Beach, Virginia / Dallas, Texas Clients include: Integrated Delivery Networks Critical Access

More information

Effectively Managing EHR Projects: Guidelines for Successful Implementation

Effectively Managing EHR Projects: Guidelines for Successful Implementation Phoenix Health Systems Effectively Managing EHR Projects: Guidelines for Successful Implementation Introduction Effectively managing any EHR (Electronic Health Record) implementation can be challenging.

More information

Decreasing Complexity and Cost of EHR Adoption John Weir President CAPG Policy Committee Meeting February 23, 2010

Decreasing Complexity and Cost of EHR Adoption John Weir President CAPG Policy Committee Meeting February 23, 2010 Decreasing Complexity and Cost of EHR Adoption John Weir President CAPG Policy Committee Meeting February 23, 2010 Presentation Outline About Lumetra Healthcare Solutions (LHS) Current opportunity with

More information

IT Governance Overview

IT Governance Overview IT Governance Overview Contents Executive Summary... 3 What is IT Governance?... 4 Strategic Vision and IT Guiding Principles... 4 Campus-Wide IT Strategic Vision... 4 IT Guiding Principles... 4 The Scope

More information

MEDICAID MANAGED CARE PROGRAM MANAGEMENT: THE NEXT GENERATION ANNE JACOBS, MANAGING DIRECTOR NAVIGANT HEALTHCARE

MEDICAID MANAGED CARE PROGRAM MANAGEMENT: THE NEXT GENERATION ANNE JACOBS, MANAGING DIRECTOR NAVIGANT HEALTHCARE MEDICAID MANAGED CARE PROGRAM MANAGEMENT: THE NEXT GENERATION ANNE JACOBS, MANAGING DIRECTOR NAVIGANT HEALTHCARE Page 1 WHAT S EXPECTED OF MEDICAID HEALTH PLANS? Some might ask, if the delivery system

More information

Health Information Exchange First Considerations

Health Information Exchange First Considerations Health Information Exchange First Considerations Overview Health Information Exchange (HIE) is one of the most common forms of utilizing an EHR solution and supports key requirements of Meaningful Use

More information

Healthcare Technology Project Ownership

Healthcare Technology Project Ownership Healthcare Technology Project Ownership Celwyn C. Evans A B S T R A C T Hospitals have great expectations that technology will address their critical strategic issues. However, obtaining satisfactory results

More information

Best Practices and Lessons Learned about EHR Adoption. Anthony Rodgers Deputy Administrator, Center for Strategic Planning

Best Practices and Lessons Learned about EHR Adoption. Anthony Rodgers Deputy Administrator, Center for Strategic Planning Best Practices and Lessons Learned about EHR Adoption Anthony Rodgers Deputy Administrator, Center for Strategic Planning Presentation Topics Value proposition for EHR adoption Medicaid Strategic Health

More information

Commercial Software Licensing

Commercial Software Licensing Commercial Software Licensing CHAPTER 11: Software Prepared by DoD ESI January 2013 Chapter Overview The government uses three primary agreement types for services: Fixed Price (FP). T&M (Time and Materials).

More information

Anthony Rodgers Deputy Administrator Centers for Innovation and Strategic Planning

Anthony Rodgers Deputy Administrator Centers for Innovation and Strategic Planning Anthony Rodgers Deputy Administrator Centers for Innovation and Strategic Planning Importance of establishing the value proposition for EHR adoption in Medicaid Reengineering the Medicaid Health Information

More information

7 Steps to Healthcare Strategic Planning

7 Steps to Healthcare Strategic Planning WHITE PAPER 7 Steps to Healthcare Strategic Planning Rob Drewniak Director, Strategic & Advisory Services Hayes Management Consulting Hayes WHITE PAPER: Healthcare Strategic Planning In healthcare today,

More information

Strategic Marketing Performance Management: Challenges and Best Practices

Strategic Marketing Performance Management: Challenges and Best Practices Strategic Marketing Performance Management: Mark Jeffery and Saurabh Mishra Center for Research on Technology and Innovation Kellogg School of Management Email: mjeffery@kellogg.northwestern.edu Phone:

More information

Six Steps to Achieving Meaningful Use Qualification, Stage 1

Six Steps to Achieving Meaningful Use Qualification, Stage 1 WHITE PAPER Six Steps to Achieving Meaningful Use Qualification, Stage 1 Shefali Mookencherry Principal Healthcare Strategy Consultant Hayes Management Consulting Background Providers can qualify for Stage

More information

June 15 th -17 th, 2015 Optimizing Operations in the Ever-Changing Environment of Healthcare Providers

June 15 th -17 th, 2015 Optimizing Operations in the Ever-Changing Environment of Healthcare Providers 4:30pm 6:00pm June 15 th -17 th, 2015 Optimizing Operations in the Ever-Changing Environment of Healthcare Providers Roundtable Sessions Track 1: Achieving Goals: Patient Engagement Track 2: Managing the

More information

Case Study: Factors in Defining the Nurse Informatics Specialist Role

Case Study: Factors in Defining the Nurse Informatics Specialist Role Case Study: Factors in Defining the Nurse Informatics Specialist Role Margaret (Mimi) Hassett, MS, RN, FHIMSS A B S T R A C T Healthcare organizations, consultant groups, vendor companies, and academic

More information

Physician Enterprise The Importance of Charge Capture, Business Intelligence and Being a Data Driven Organization

Physician Enterprise The Importance of Charge Capture, Business Intelligence and Being a Data Driven Organization Physician Enterprise The Importance of Charge Capture, Business Intelligence and Being a Data Driven Organization Executive Summary Physician-hospital alignment is a key strategy for most hospitals across

More information

Patient Relationship Management

Patient Relationship Management Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information

More information

Consulting. PMOver Transforming the Program Management Office into a Results Management Office

Consulting. PMOver Transforming the Program Management Office into a Results Management Office Consulting PMOver Transforming the Management Office into a Results Management Office Executive summary Regardless of size and complexity, most programs encounter hurdles and issues. Many are able to address

More information

Client Onboarding Process Reengineering: Performance Management of Client Onboarding Programs

Client Onboarding Process Reengineering: Performance Management of Client Onboarding Programs KNOWLEDGENT INSIGHTS volume 1 no. 4 September 13, 2011 Client Onboarding Process Reengineering: Performance Management of Client Onboarding Programs In the midst of the worst economic environment since

More information

The Business Case for Using Big Data in Healthcare

The Business Case for Using Big Data in Healthcare SAP Thought Leadership Paper Healthcare and Big Data The Business Case for Using Big Data in Healthcare Exploring How Big Data and Analytics Can Help You Achieve Quality, Value-Based Care Table of Contents

More information

Healthcare Technology and Physician Services

Healthcare Technology and Physician Services Healthcare Technology and Physician Services A Regional Alignment Strategy for Healthcare Systems and Community Physicians Presented by: Bob Svendsen, CEO December 30, 2009 TABLE OF CONTENTS Executive

More information

Project, Program & Portfolio Management Help Leading Firms Deliver Value

Project, Program & Portfolio Management Help Leading Firms Deliver Value in collaboration with Project, Program & Portfolio Help Leading Firms Deliver Value Managing Effectively & Efficiently Through an Enterprise PMO Program & Portfolio : Aligning IT Capabilities with Business

More information

Health Data Analytics (HDA) Build the organizational capabilities to create value from HDA

Health Data Analytics (HDA) Build the organizational capabilities to create value from HDA Health Data Analytics (HDA) Build the organizational capabilities to create value from HDA Health Data Analytics (HDA) Webinar Presenter Celwyn Evans Moderator Joe Crandall Objective: Review a pragmatic

More information

Achieving Workforce Optimization: Merging Strategy and Technology

Achieving Workforce Optimization: Merging Strategy and Technology Achieving Workforce Optimization: Merging Strategy and Technology The healthcare industry is experiencing unprecedented change, and leaders are facing some of the most difficult challenges in the history

More information

EHR Implementation Best Practices. EHR White Paper

EHR Implementation Best Practices. EHR White Paper EHR White Paper EHR Implementation Best Practices An EHR implementation that increases efficiencies versus an EHR that is underutilized, abandoned or replaced. pulseinc.com EHR Implementation Best Practices

More information

The purpose of this course is to provide practical assistance for defining and managing project scope.

The purpose of this course is to provide practical assistance for defining and managing project scope. Scope Definition and Scope Management Purpose - To provide practical assistance for defining and managing project scope. This course will focus on tips for creating a scope statement rather than a step-by-step

More information

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended.

TDWI strives to provide course books that are content-rich and that serve as useful reference documents after a class has ended. Previews of TDWI course books offer an opportunity to see the quality of our material and help you to select the courses that best fit your needs. The previews cannot be printed. TDWI strives to provide

More information

Welcome to the Data Analytics Toolkit PowerPoint presentation on data governance. The complexity of healthcare delivery, the exploding demand for

Welcome to the Data Analytics Toolkit PowerPoint presentation on data governance. The complexity of healthcare delivery, the exploding demand for Welcome to the Data Analytics Toolkit PowerPoint presentation on data governance. The complexity of healthcare delivery, the exploding demand for actionable information, pressure for greater public accountability,

More information

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations

Health Data Analytics. Data to Value For Small and Medium Healthcare organizations Health Data Analytics Data to Value For Small and Medium Healthcare organizations HEALTH DATA ANALYTICS WHITE PAPER JULY 2013 GREENCASTLE CONSULTING Abstract This paper is targeted toward small and medium

More information

Agile Master Data Management A Better Approach than Trial and Error

Agile Master Data Management A Better Approach than Trial and Error Agile Master Data Management A Better Approach than Trial and Error A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary Market leading corporations are

More information

ORGANIZATIONAL CHANGE MANAGEMENT REPORT

ORGANIZATIONAL CHANGE MANAGEMENT REPORT ORGANIZATIONAL CHANGE MANAGEMENT REPORT Copyright 2013 Panorama Consulting Solutions. All Rights Reserved. 720.515.1377 Panorama-Consulting.com Introduction Panorama Consulting Solutions has been conducting

More information

Essential Elements for Any Successful Project

Essential Elements for Any Successful Project In this chapter Learn what comprises a successful project Understand the common characteristics of troubled projects Review the common characteristics of successful projects Learn which tools are indispensable

More information

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE:

PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: PROJECT MANAGEMENT PLAN Outline VERSION 0.0 STATUS: OUTLINE DATE: Project Name Project Management Plan Document Information Document Title Version Author Owner Project Management Plan Amendment History

More information

QUICK FACTS. Catholic Health Initiatives Collaborates with TEKsystems to Update its Aging Fleet of IT Equipment to Achieve Meaningful Use

QUICK FACTS. Catholic Health Initiatives Collaborates with TEKsystems to Update its Aging Fleet of IT Equipment to Achieve Meaningful Use [ Healthcare, Technology Deployment ] TEKsystems Global Services Customer Success Stories Client Profile Industry: Healthcare Revenue: Approximately $9.8 billion (FY2012) Employees: Approximately 78,000

More information

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011

Final. North Carolina Procurement Transformation. Governance Model March 11, 2011 North Carolina Procurement Transformation Governance Model March 11, 2011 Executive Summary Design Approach Process Governance Model Overview Recommended Governance Structure Recommended Governance Processes

More information

Release Management: Effective practices for IT delivery

Release Management: Effective practices for IT delivery Release Management: Effective practices for IT delivery Introduction Today s health plans face a unique combination of technology challenges due to their complex IT environments. These environments serve

More information

Data Governance Baseline Deployment

Data Governance Baseline Deployment Service Offering Data Governance Baseline Deployment Overview Benefits Increase the value of data by enabling top business imperatives. Reduce IT costs of maintaining data. Transform Informatica Platform

More information

2011 NASCIO Nomination Business Improvement and Paperless Architecture Initiative. Improving State Operations: Kentucky

2011 NASCIO Nomination Business Improvement and Paperless Architecture Initiative. Improving State Operations: Kentucky 2011 NASCIO Nomination Business Improvement and Paperless Architecture Initiative Improving State Operations: Kentucky Kevin Moore 6/1/2011 Executive Summary: Accounts Payable was a time consuming, inefficient

More information

Agile Master Data Management TM : Data Governance in Action. A whitepaper by First San Francisco Partners

Agile Master Data Management TM : Data Governance in Action. A whitepaper by First San Francisco Partners Agile Master Data Management TM : Data Governance in Action A whitepaper by First San Francisco Partners First San Francisco Partners Whitepaper Executive Summary What do data management, master data management,

More information

How a Business Intelligence Roadmap Saves Hospital and Health System Executives Time, Money, and Aggravation

How a Business Intelligence Roadmap Saves Hospital and Health System Executives Time, Money, and Aggravation How a Business Intelligence Roadmap Saves Hospital and Health System Executives Time, Money, and Aggravation Written by Jyoti Kamal, Ph.D. President Health Care DataWorks How a Business Intelligence Roadmap

More information

EHR Implementation Best Practices: An EHR implementation that increases efficiencies versus an EHR that is under utilized, abandoned or replaced.

EHR Implementation Best Practices: An EHR implementation that increases efficiencies versus an EHR that is under utilized, abandoned or replaced. EHR Implementation Best Practices: An EHR implementation that increases efficiencies versus an EHR that is under utilized, abandoned or replaced. By Tana Goering, M.D. EHR Implementation Best Practices:

More information

The Business-Centric CIO

The Business-Centric CIO The Business-Centric CIO Issue 2 1 The Business-Centric CIO 2 From the Gartner Files: Using IT Financial Management to Improve Business Outcomes 6 About VMware Today s successful CIOs are not only technology

More information

Enterprise Data Governance

Enterprise Data Governance DATA GOVERNANCE Enterprise Data Governance Strategies and Approaches for Implementing a Multi-Domain Data Governance Model Mark Allen Sr. Consultant, Enterprise Data Governance WellPoint, Inc. 1 Introduction:

More information

SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND

SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND SEVEN WAYS THAT BUSINESS PROCESS MANAGEMENT CAN IMPROVE YOUR ERP IMPLEMENTATION SPECIAL REPORT SERIES ERP IN 2014 AND BEYOND CONTENTS INTRODUCTION 3 EFFECTIVELY MANAGE THE SCOPE OF YOUR IMPLEMENTATION

More information

14 TRUTHS: How To Prepare For, Select, Implement And Optimize Your ERP Solution

14 TRUTHS: How To Prepare For, Select, Implement And Optimize Your ERP Solution 2015 ERP GUIDE 14 TRUTHS: How To Prepare For, Select, Implement And Optimize Your ERP Solution Some ERP implementations can be described as transformational, company-changing events. Others are big disappointments

More information

FINANCE TRANSFORMATION CHALLENGES

FINANCE TRANSFORMATION CHALLENGES FINANCE TRANSFORMATION CHALLENGES Fred Hargrove Managing Director IN THIS WHITE PAPER Challenges of Finance Transformation... 3 PEOPLE/ORGANIZATION CHALLENGES... 3 Competing priorities/limited resources

More information

The Value of Organizational Change Management

The Value of Organizational Change Management The Value of Organizational Change Management Bridging the Gap : Quantifying the ROI of Organizational Change Management Larry Powers & Ketil Been The Value of Organizational Change Management 1 Table

More information

Capacity Management: Patient Throughput and Case Management Improvement. February 25, 2015

Capacity Management: Patient Throughput and Case Management Improvement. February 25, 2015 Capacity Management: Patient Throughput and Case Management Improvement February 25, 2015 Agenda Introduction Impetus for Change Approach to Improving Case and Capacity Management Client Case Study Key

More information

Integrated Leadership for Hospitals and Health Systems: Principles for Success

Integrated Leadership for Hospitals and Health Systems: Principles for Success Integrated Leadership for Hospitals and Health Systems: Principles for Success In the current healthcare environment, there are many forces, both internal and external, that require some physicians and

More information

Services. Hospital Solutions: Integrated Healthcare IT and Business Process Solutions that Achieve Breakthrough Results

Services. Hospital Solutions: Integrated Healthcare IT and Business Process Solutions that Achieve Breakthrough Results Services Hospital Solutions: Integrated Healthcare IT and Business Process Solutions that Achieve Breakthrough Results Hospital Solutions Overview Hospital Solutions Backed by more than 20 years of strength

More information

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS

WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS WHITE PAPER: ANALYSIS OF SUCCESSFUL SUPPLY CHAIN ORGANIZATION MODELS Enporion, Inc. March, 2009 www.enporion.com SUPPLY CHAIN ORGANIZATION MODELS THAT DRIVE SUCCESS To ensure success in your supply chain

More information

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)?

WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? WHY DO I NEED A PROGRAM MANAGEMENT OFFICE (AND HOW DO I GET ONE)? Due to the often complex and risky nature of projects, many organizations experience pressure for consistency in strategy, communication,

More information

Strategic Leadership and

Strategic Leadership and Chapter 11 Strategic Leadership and Change Management Chapter 11 Learning Outcomes Discuss the role of strategic leadership in the strategic management process. Describe the relevance of analyzing the

More information

Top 10 Key Attributes of a Successful Project

Top 10 Key Attributes of a Successful Project By Jacob Thaning, SVP,Global Consulting, Deltek, Inc. of a Successful Project Table of Contents One: Executive Sponsorship 1 Two: Strong Project Governance 2 Three: User Involvement 3 Four: Clear Company

More information

Premier ACO Collaboratives Driving to a Patient-Centered Health System

Premier ACO Collaboratives Driving to a Patient-Centered Health System Premier ACO Collaboratives Driving to a Patient-Centered Health System As a nation we all must work to rein in spiraling U.S. healthcare costs, expand access, promote wellness and improve the consistency

More information

Whitepaper Data Governance Roadmap for IT Executives Valeh Nazemoff

Whitepaper Data Governance Roadmap for IT Executives Valeh Nazemoff Whitepaper Data Governance Roadmap for IT Executives Valeh Nazemoff The Challenge IT Executives are challenged with issues around data, compliancy, regulation and making confident decisions on their business

More information

Presenters. How to Maximize Technology to Improve Care and Reduce Cost 9/17/2015

Presenters. How to Maximize Technology to Improve Care and Reduce Cost 9/17/2015 How to Maximize Technology to Improve Care and Reduce Cost Presenters Justin Miller Director of Synergy Jordan Health services Dallas, TX jmiller@jhsi.com Justine Garcia Director of Software Solutions

More information

How an Enterprise Data Warehouse Can Make for Happier Patients, More Productive Staff, and Healthier Bottom Lines

How an Enterprise Data Warehouse Can Make for Happier Patients, More Productive Staff, and Healthier Bottom Lines How an Enterprise Data Warehouse Can Make for Happier Patients, More Productive Staff, and Healthier Bottom Lines Written by Jyoti Kamal, Ph.D. President Health Care DataWorks How an Enterprise Data Warehouse

More information

Useful Business Objectives and the Agile BA

Useful Business Objectives and the Agile BA Useful Business Objectives and the Agile BA Ø Cover this area with a picture related to your presentation. It can be humorous. Ø Make sure you look at the Notes Pages for more information about how to

More information

Health Care Leader Action Guide on Implementation of Electronic Health Records

Health Care Leader Action Guide on Implementation of Electronic Health Records Health Care Leader Action Guide on Implementation of Electronic Health Records July 2010 TRANSFORMING HEALTH CARE THROUGH RESEARCH AND EDUCATION 2 Health Care Leader Action Guide on Implementation of Electronic

More information

The growing importance of EPMO (Enterprise Project Management Office) in today s organizations

The growing importance of EPMO (Enterprise Project Management Office) in today s organizations The growing importance of EPMO (Enterprise Project Management Office) in today s organizations Abstract: This paper discusses the growing importance of Enterprise PMO in organizations. The paper highlights

More information

Driving Change through Clinical Informatics Dorothy DuSold, MA 1

Driving Change through Clinical Informatics Dorothy DuSold, MA 1 Driving Change through Clinical Informatics Dorothy DuSold, MA 1 Conflict of Interest Disclosure Dorothy DuSold, Master of Arts Has no real or apparent conflicts of interest to report. 2 Session Objectives

More information

Breaking the Code to Interoperability

Breaking the Code to Interoperability 01 03 02 04 Breaking the Code to Interoperability Clearing the path to a true healthcare system 05 Executive Summary: To say that world-class healthcare and state-of-the-art technology don t automatically

More information

Mergers and Acquisitions: The Data Dimension

Mergers and Acquisitions: The Data Dimension Global Excellence Mergers and Acquisitions: The Dimension A White Paper by Dr Walid el Abed CEO Trusted Intelligence Contents Preamble...............................................................3 The

More information

NASCIO Recognition Award Nomination - 2009. IT Project and Portfolio Management

NASCIO Recognition Award Nomination - 2009. IT Project and Portfolio Management NASCIO Recognition Award Nomination - 2009 IT State of North Carolina Enterprise Project Management Office June 3, 2009 Executive Summary The Enterprise Project Management Office () was established in

More information

White Paper: Nasuni Cloud NAS. Nasuni Cloud NAS. Combining the Best of Cloud and On-premises Storage

White Paper: Nasuni Cloud NAS. Nasuni Cloud NAS. Combining the Best of Cloud and On-premises Storage Combining the Best of Cloud and On-premises Storage Introduction Organizations rely on corporate data for everything from product design to order processing. Files are the lifeblood of the modern enterprise

More information

All PMO s are NOT the same!

All PMO s are NOT the same! October 2015 Trissential Consulting Carl M. Manello Practice Lead All PMO s are NOT the same! There is a lack of perceived value of PMOs, a lack of project/program maturity and a lack of executive support

More information

Designing a Modern, Holistic ECM Strategy for Healthcare. How ECM consulting helps healthcare providers thrive in an atmosphere of change.

Designing a Modern, Holistic ECM Strategy for Healthcare. How ECM consulting helps healthcare providers thrive in an atmosphere of change. Designing a Modern, Holistic ECM Strategy for Healthcare How ECM consulting helps healthcare providers thrive in an atmosphere of change. Executive Summary Today s healthcare industry is undergoing continual

More information

Making Every Project Business a Best-Run Business

Making Every Project Business a Best-Run Business SAP Functions in Detail SAP Business Suite SAP Commercial Project Management Making Every Project Business a Best-Run Business Table of Contents 3 Quick Facts 4 Facilitating Optimal Project Delivery for

More information

ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT

ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT ACCOUNTABLE CARE ANALYTICS: DEVELOPING A TRUSTED 360 DEGREE VIEW OF THE PATIENT Accountable Care Analytics: Developing a Trusted 360 Degree View of the Patient Introduction Recent federal regulations have

More information

Cross-Domain Service Management vs. Traditional IT Service Management for Service Providers

Cross-Domain Service Management vs. Traditional IT Service Management for Service Providers Position Paper Cross-Domain vs. Traditional IT for Providers Joseph Bondi Copyright-2013 All rights reserved. Ni², Ni² logo, other vendors or their logos are trademarks of Network Infrastructure Inventory

More information

Developing a Project Management Office:

Developing a Project Management Office: 1 Developing a Project Management Office: 10 lessons learned in the trenches By: Philip Felt, PMP, MBA & Colin Konschak, MBA, FHIMSS, FACHE Research into initiated projects at over 500 companies concludes

More information

Organization Address: 10 Davol Square, Suite 400, Providence, RI 02903

Organization Address: 10 Davol Square, Suite 400, Providence, RI 02903 DAVIES AMBULATORY AWARD APPLICATION Date: July 31, 2012 Name of Application Organization: Coastal Medical, Inc. Organization Address: 10 Davol Square, Suite 400, Providence, RI 02903 Submitter Name: Kimberly

More information

INCREASING THE STRATEGIC VALUE OF PPM THE KEY TO BUSINESS-DRIVEN PPM SUCCESS BUSINESS-DRIVEN WHITE PAPER SERIES

INCREASING THE STRATEGIC VALUE OF PPM THE KEY TO BUSINESS-DRIVEN PPM SUCCESS BUSINESS-DRIVEN WHITE PAPER SERIES INCREASING THE STRATEGIC VALUE OF PPM THE KEY TO BUSINESS-DRIVEN PPM SUCCESS BUSINESS-DRIVEN WHITE PAPER SERIES Introduction Every organization has strategic business objectives but those that successfully

More information

Planning for a Successful Information Governance Program. Kathy Downing, MA, RHIA CHPS,PMP AHIMA Senior Director IG

Planning for a Successful Information Governance Program. Kathy Downing, MA, RHIA CHPS,PMP AHIMA Senior Director IG Planning for a Successful Information Governance Program Kathy Downing, MA, RHIA CHPS,PMP AHIMA Senior Director IG Objectives Overview of Project Management Applying Project Management techniques to Information

More information

Supporting a Continuous Process Improvement Model With A Cost-Effective Data Warehouse

Supporting a Continuous Process Improvement Model With A Cost-Effective Data Warehouse Supporting a Continuous Process Improvement Model With A Cost-Effective Data Warehouse Dave Hynson, Vice President and CIO Juan Negrin, Manager of BI and Data Governance OVERVIEW I. ALIGNMENT TO BUSINESS

More information

Safeguarding the Revenue Cycle from ICD-10. January 22, 2014 James W. Akimchuk Jr.

Safeguarding the Revenue Cycle from ICD-10. January 22, 2014 James W. Akimchuk Jr. Safeguarding the Revenue Cycle from ICD-10 January 22, 2014 James W. Akimchuk Jr. Safeguarding the Revenue Cycle from ICD-10 Most healthcare providers are focused on how to be prepared for the October

More information

Driving Business Value. A closer look at ERP consolidations and upgrades

Driving Business Value. A closer look at ERP consolidations and upgrades IT advisory SERVICES Driving Business Value A closer look at ERP consolidations and upgrades KPMG LLP Meaningful business decisions that help accomplish business goals and growth objectives may call for

More information

5 Steps To Healthcare Change Management: A Roadmap For Success

5 Steps To Healthcare Change Management: A Roadmap For Success Optimizing the business of healthcare 5 Steps To Healthcare Change Management: Table of Contents Overview 1 1. Establishing Change Goals 2 The Change Driver 2 The Importance of Clear Goals and Objectives

More information

Electronic Medical Record (EMR) Request for Proposal (RFP)

Electronic Medical Record (EMR) Request for Proposal (RFP) Electronic Medical Record (EMR) Request for Proposal (RFP) SAMPLE Proposal Due: [INSERT DESIRED DUE DATE] Table of Contents SECTION 1 RFP INFORMATION... 2 I. Introduction... 2 A. Purpose and Background...

More information

Information Management & Data Governance

Information Management & Data Governance Data governance is a means to define the policies, standards, and data management services to be employed by the organization. Information Management & Data Governance OVERVIEW A thorough Data Governance

More information

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started

WHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started 7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management

More information

The multisourcing approach to IT consolidation

The multisourcing approach to IT consolidation Experience the commitment WHITE PAPER The multisourcing approach to IT consolidation The proven commercial practice of multisourcing services integration can help state and local governments achieve IT

More information

Your Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc.

Your Software Quality is Our Business. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. INDEPENDENT VERIFICATION AND VALIDATION (IV&V) WHITE PAPER Prepared by Adnet, Inc. February 2013 1 Executive Summary Adnet is pleased to provide this white paper, describing our approach to performing

More information

Enabling SOA through organizational change and governance.

Enabling SOA through organizational change and governance. SOA governance and organizational change strategy White paper November 2007 Enabling SOA through organizational change Sandy Poi, Global SOA Offerings Governance lead, associate partner, Financial Services

More information

Workforce Management Strategies Before, During and After a Merger or Acquisition. Tips for Ensuring a Successful Go-Forward Strategy

Workforce Management Strategies Before, During and After a Merger or Acquisition. Tips for Ensuring a Successful Go-Forward Strategy Workforce Management Strategies Before, During and After a Merger or Acquisition Tips for Ensuring a Successful Go-Forward Strategy Thriving During Change Healthcare reform is changing how hospitals and

More information

Denials Management: Key Assessment Steps to Prevent and Recover Repetitive Revenue Leakage

Denials Management: Key Assessment Steps to Prevent and Recover Repetitive Revenue Leakage Industry Landscape An aging U.S. population is fueling increased demand for hospital beds and healthcare services. However, with several years of shrinking margins and falling bond ratings for many hospitals,

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : U. S. B u s i n e s s C o n s u l t i n g S e r v i c

More information

Successful EHR Usage. It s not about the bits and the bytes, nor the size of the practice. Practice culture drives EHR success.

Successful EHR Usage. It s not about the bits and the bytes, nor the size of the practice. Practice culture drives EHR success. Successful EHR Usage It s not about the bits and the bytes, nor the size of the practice. Practice culture drives EHR success. WHITE PAPER Successful EHR Usage It s not about the bits and the bytes, nor

More information

Quality Improvement: HIT Implementation Planning for Quality and Safety Lecture 9 Audio Transcript

Quality Improvement: HIT Implementation Planning for Quality and Safety Lecture 9 Audio Transcript Quality Improvement: HIT Implementation Planning for Quality and Safety Lecture 9 Audio Transcript Slide 1 Welcome to Quality Improvement: HIT Implementation Planning for Quality and Safety The focus of

More information

Data Governance Implementation

Data Governance Implementation Service Offering Data Governance Implementation Leveraging Data to Transform the Enterprise Benefits Use existing data to enable new business initiatives Reduce costs of maintaining data by increasing

More information

ACG s Growth Strategy and High Performance Business Consulting Services

ACG s Growth Strategy and High Performance Business Consulting Services ACG s Growth Strategy and High Performance Business Consulting Services ACG delivers telecom market share/forecast reports, consulting services, business case analysis, product and service message testing.

More information

Process Intelligence: An Exciting New Frontier for Business Intelligence

Process Intelligence: An Exciting New Frontier for Business Intelligence February/2014 Process Intelligence: An Exciting New Frontier for Business Intelligence Claudia Imhoff, Ph.D. Sponsored by Altosoft, A Kofax Company Table of Contents Introduction... 1 Use Cases... 2 Business

More information

IT Service Management. The Role of Service Request Management

IT Service Management. The Role of Service Request Management RL Consulting IT Service Management The Role of Service Request Management Prepared by: Rick Leopoldi June 1, 2007 Copyright 2001-2007. All rights reserved. Duplication of this document or extraction of

More information

The Informatica Platform for Data Driven Healthcare

The Informatica Platform for Data Driven Healthcare Solutions Brochure The Informatica Platform for Data Driven Healthcare Solutions for Providers This document contains Confidential, Proprietary and Trade Secret Information ( Confidential Information )

More information

INSERT COMPANY LOGO HERE. Product Leadership Award

INSERT COMPANY LOGO HERE. Product Leadership Award 2013 2014 INSERT COMPANY LOGO HERE 2014 2013 North North American Health SSL Certificate Data Analytics Product Leadership Award Background and Company Performance Industry Challenges Numerous social,

More information

A Proactive Approach to Capacity Management

A Proactive Approach to Capacity Management Healthcare Organizations ive Capacity ment A Proactive Approach to Capacity ment Capacity Planning Patient Flow Quality Compliance Workforce Optimization Benchmarking ment solutions 6 Faced with unprecedented

More information

Improving SAP HR Support Levels and Usability

Improving SAP HR Support Levels and Usability Whitaker-Taylor Whitepaper Improving SAP HR Support Levels and Usability maintaining peak performance while reducing fixed costs 2010 Whitaker-Taylor 404 253-7760 whitakertaylor.com Atlanta Los Angles

More information

: 71870 ELEANORA LN RANCHO MIRAGE, CA 92270, USA.

: 71870 ELEANORA LN RANCHO MIRAGE, CA 92270, USA. G r o w Y o u r B u s i n e s s, i n c r e a s e y o u r p r o f i t & s a t i s f y y o u r c u s t o m e r s Call Center Services ERA TECH Call Centers helps large and small Business in every industry

More information