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The Maturity Model also encour- ages business models where “workflow processes are streamlined, seamless, and completely integrated. Processes are designed to achieve efficiencies and desired outcomes identified in conjunc- tion with program participants and the enterprise.” Fully utilizing the appointment management software lets CCDHS take advantage of a feature that auto- matically assigns clients to the next available caseworker and keeps track so the workload is evenly distributed among workers in a specific unit. This has eliminated manual tracking and logjams in the intake process. Infrastructure The Maturity Model also focuses on infrastructure, recommending that “communication is conducted regularly and internally (both vertically and components—which we refer to as holistic project management—is optimal. It is possible to use an Agile approach for the software develop- ment lifecycle, while utilizing a more traditionally structured approach to manage the project holistically. These are business projects that have far- reaching implications that frequently affect elected officials if outcomes are not positive. Deployment. There is a clear dis- tinction between increments and versions. Just because you are using an Agile approach to develop the product does not dictate that you need to deploy the solution in incre- ments. Given the challenges with decommissioning legacy systems in the government space, it might be necessary to build a fully functioning version of solution for deployment (rather than introducing modules). Conclusion You should keep in mind that “There is No Such Thing as an IT Project”

Common Processes This is particularly true for the part of the model focused on creating common processes. The Integrative stage calls for common processes in which the “enter- prise works together to create and use a simplified common application/intake process that is mutually acceptable across organizations.” Modernizing the intake process and reducing client stress gives caseworkers time to learn more about their clients and enhances their casework practice. For instance, when the greeter checks clients into a specific queue, such as adult Medicaid or energy assistance, the caseworker knows exactly for which benefits clients are applying. Caseworkers are better prepared for the appointment and skip basic questions to get a holistic view of the clients’ needs, which are likely to extend beyond the primary reason for the visit. project holistically, and providing continuity across iterations. This group should be responsible for evaluating organizational readiness for use of Agile. „ „ Developing a Project Charter—A project charter establishes boundaries for scope and to provide a basis for an architectural design. The charter has to be used to weigh and consider changes that evolve so that the team maintains discipline, thereby avoiding costly overruns in time and budget. Resources. Meaningful involve- ment of key stakeholders throughout the life of the project is imperative in an Agile project. These will include end-users, policy, legal, administra- tive/management, and technical team members. Given that resources will be coming in and out of the project at various stages, there must also be continuity throughout the life of the project to ensure traceability for key business decisions and requirements. Project Management. Managing the project across all

horizontally), and somewhat exter- nally, to the enterprise to reinforce achievement of shared success.” The new SOPs and open commu- nication keep the department from backsliding into manual processes and ensure that clients have a similar experience every time they contact the agency. Leadership, caseworkers, clerical workers, and IT are part of the same team, with the shared goal to provide quality service to every client every time. The agency’s overhaul means happier clients, and caseworkers who can focus on doing what they do best: helping people in need. Reference Note 1. See APHSA’s Health and Human Services Integration Maturity Model 2.0 at http:// (Carole Hussey, Policy and Practice, August 2015). Regardless of the meth- odology you choose, you control the management approach of the overall business project. Ultimately, you own the system that is built and it must make your organization better, faster, and more effective. Agile requires a commitment of time and resources over an extended period of time and it is possible the unexpected will come to pass. Your team must be fully committed to the principles of the model to achieve the intended results. You must also be certain that you do not allow the vendor team or your team to use Agile as an excuse for sloppy docu- mentation, loose controls, and weak contracting. Carole Hussey is an associate manager with PCG Human Services, a division of Public Consulting Group. Joe Baile is a program manager located in the PCG Boston office.

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