CIDVER has achieved a range of results for our clients and demonstrated success across a range of capabilities and contract types. For instance, we have supported enterprise-wide, multi-project efforts; capability-specific contracts for Federal customers; and mission improvement initiatives for commercial organizations. We have included a sampling of our successes here.
DOT had a range of DOT-wide issues and challenges being addressed by the CIO for which they required trusted management consulting support. As a result, CIDVER was asked to support DOT directly on several task orders. Both short and long term projects spanning a range of strategic and operational consulting disciplines for multiple initiatives were awarded. Examples of project needs include:
- Consolidate Services across Administrations Nationwide
- Create and Implement Change
- Manage Enterprise wide System Implementation
- Create Acquisition Plans and Models for Nationwide Logistic Support Project
- Realignment of Two Operational Organizations
Specific types of services include: project and program management, strategic planning, effectiveness and improvement reviews, creation and implementation of new service models, establishment of cost models and performance measurements, and training. We start each project by concurring on a plan with schedules, milestones, resourcing requirements, internal and external dependencies, and other artifacts. We prepare and maintain all documentation including project plans, training and testing documentation, risk registers, presentations for various audiences, status reports, other project deliverables, and ad hoc requests.
Task Order 1 – CIDVER led the Department-wide initiative to integrate mission-critical services that were being provided by independent organizations within the seven Operating Administrations. CIDVER was asked to create a new nationwide service support model that would leverage economies of scale, standardize service models, and gain cost efficiencies across Administrations. The new model had to leverage existing enterprise services while integrating a new performance-based model that would meet the requirements of the multiple Operating Administrations.
Task Order 2 – CIDVER was awarded this follow-on task order to Task Order 1 based on our strong performance in recommending the service models, defining the roadmap, working with the impacted stakeholders, and understanding of organizational challenges to move forward. During this Task Oder, CIDVER envisioned and implemented a pilot effort that would demonstrate feasibility of the recommended changes. The Task Order also allowed lessons learned to be captured, validate performance metrics, and familiarize senior management and regional staff with reengineered processes and new business model. The effort also was planned as a quick win approach allowing small successes to build momentum. The service model also defined how support would be provided and included performance metrics tied to service level agreements (SLAs), escalation paths for resolving issues, and reporting requirements to designated management groups.
The effort used two stages to introduce change incrementally. The first stage created and tested the Pilot rolling out to users within the greater Washington, DC and Baltimore area. The second stage expanded the Pilot to a limited number of regions nationwide.
Task Order 3 – CIDVER provided independent oversight and management improvements for an enterprise effort that had missed two delivery dates and was over budget. CIDVER recommended and implemented a project management structure quickly that integrated the diverse teams with the agility to meet issues as they arose. Because the time schedule was now compressed due to the earlier failed attempts, CIDVER needed to put in place organizational and system disciplines across the effort with adherence to strict program management processes along with mechanisms to allow adjustments to support a flexible approach.
Task Order 4 – CIDVER created plans and models that DOT used for a nationwide logistic support project. The effort requires working with various government and contractor teams to formalize requirements, define action plan, identify risks and issues, and create a supporting cost and schedule model that can meet the requirements. CIDVER reviews the requirements to provide recommendations and identify issues. Based on the requirements, CIDVER builds cost models that DOT can use to refine the project approach and ultimately task its contractors. The effort requires continual iterations of refining costs, support requirements, and travel considerations.
Task Order 5 – CIDVER was asked to validate the consolidation plan for two contractor organizations within DOT. The effort was part of the governmentís efforts to cut costs while improving efficiencies. CIDVER analyzed each organizationís strategic objectives, performance targets, resourcing to achieve objectives, team composition, and associated costs. CIDVER worked with the contractorís senior manager to look at the new organizational structures, determine risk with the transition and new changes, and ensure that performance metrics could still be met.
- Provided DOT with a Roadmap, with different options, on how to implement change initiatives
- Provided frameworks for consolidation, removing duplication of services for those Operating Agencies performing redundant services, and new services for those not receiving services
- Provided cost models that allowed DOT to leverage economies of scale and put in place charge back models that were in line with Headquarters
- Turned around project that was already over budget and had missed two major deadlines, successfully delivering the expected results
- Allowed Service Level Agreement (SLA) metrics to be gathered so performance could be measured and formal performance criteria could be established
Communication among government offices is often a challenge. This challenge is amplified at the Department of Veterans Affairs (VA) given they have more than 360,000 personnel and operate more than 150 medical centers and other geographically-dispersed offices. The Service Coordination (SC) team directly addresses the communication challenge by facilitating collaboration and information exchange between the Office of Information and Technology (OIT) and customer organizations such as the Veterans Health Administration (VHA). SC also receives mission-oriented, integration, and business improvement requests from across the Department with very short suspense deadlines. SC required contractor support on a variety of activities including, but not limited to, leading or facilitating group briefings and discussions; debriefing stakeholders; preparing and providing draft and final reports; supporting various Department of Veterans Affairs (VA), VHA, Veterans Benefits Administration (VBA), and/or OIT initiatives; and planning, initiating, managing, executing, and closing out mission-oriented business programs/projects.
CIDVER serves as the Project and/or Program Manager on a variety of initiatives in addition to delivering other key roles such as the Certified Facilitator, Business Analyst, and Technical Writer. CIDVER also divided the portfolio of services into three major programs to improve transparency, timeliness, and delivery across the diverse set of activities.
- VHA/OIT Collaboration focuses on coordination across 21 Veterans Integrated Service Network offices and their associated facilities and medical centers, supporting up to 360,000 personnel and more than 150 medical centers
- Service Level Management (SLM) includes governance oversight, metrics identification, performance monitoring and reporting, and stakeholder communications
- Strategic/Operational Readiness includes a variety of short-term analysis, project leadership, and communications with business stakeholders
Each program includes projects which vary significantly, and the programs are managed within the CIDVER-introduced overall portfolio management framework. This innovation was dramatically different than the way facilitation and business analysis were previously delivered. It also changed the dynamics from a reactive, one-off set of tasks to a proactive, cohesive, and managed solution.
VHA/OIT Collaboration includes projects such as enterprise-wide solution change management initiatives. Our largest national initiative was to bridge the communication gaps between OIT and the medical community as well as mobilizing the medical centers into action to upgrade medical workstations from Windows XP to Windows 7. For most agencies, this is a technology project. For VA, the implications were much broader. OIT need help understanding the medical and patient safety implications. We also engaged a range of stakeholders (e.g., Medical Center Directors, Chief Health Informatics Officers, doctors, nurses) to implement the phased change management plan.
Service Level Management required planning and studies to help improve organizational effectiveness. A key input was interviews with stakeholders throughout VA. We helped arranged interviews, facilitated discussions, and validated that the results were properly documented. CIDVER also supported the analysis of the results and identified recommendations for change. CIDVER has tracked and reported progress throughout the project. The results were then used during a strategic planning workshop. CIDVER facilitated the workshop and created a SharePoint site to track the resulting action items and deliverables.
Strategic/Operational Readiness requires completing and closing out a minimum of three projects every week. A key success factor for this program is planning and scheduling reviews with VHA managers, integrating materials across projects, and identifying opportunities to streamline inputs and reviews. While some projects last multiple weeks, CIDVER is responsible for ensuring all projects are completed on-time and with expected quality results.
- Implemented and facilitated governance that maximized collaboration, efficiency, and results for enterprise-wide initiatives, technology projects, and ongoing operations
- Coordinated between the IT organization within VA and the medical organizations/business organizations within VHA improving communications, delivering projects on-time as expected, and addressing customer issues as they arose
- Supported program management activities, completing at least three projects per week and supporting all areas of coordination, management, facilitation and reporting
Capability-Specific Contract – Veterans Affairs Service Reliability Management
Like all government agencies, the Department of Veterans Affairs (VA) is under pressure to deliver more services with fewer resources and at higher quality. The first step in addressing this challenge is being able to understand and quantify performance, making results and areas for improvement more transparent. VAís Service Reliability Management (SRM) began this mission several years ago directly supporting customers throughout the Veterans Health Administration (VHA). Given new Federal mandates and the evolution of best practices within industry, they needed support updating and applying their methodology. They also were interested in reducing their backlog of previous customer requests and expand their customer base.
CIDVER helped evaluate the SRM offerings and recommend a strategic direction to revitalize the office, recommend new ways of doing business, and re-engage their stakeholder community. As a first step, we performed a due diligence analysis of the office capabilities and operating practices and presented a plan to the SRM Supervisor with recommendations on how to implement changes in a manner that would cause minimal disruptions to the existing day-to-day operations. Once we had approval, the team began to re-engineer SRM processes, implement formal methodologies to streamline ways of doing business, create tools and artifacts as part of establishing a formal methodology, and assist with communication strategies to move the SRM teamís agenda forward to its user community. Key areas of support have been:
Organizational Tools and Processes
- CIDVER automated the prioritization process by using qualifiers to characterize each performance agreement and as a result allocate resources to the most critical projects. Qualifiers included both value (e.g., customer need, project size, importance) and effort (e.g., time to complete, expected challenges). We later upgraded the tool to include a Case Log for each agreement to help the team manage who has performed which tasks and which Administration and OIT stakeholders were involved.
- CIDVER also re-engineered the lifecycle process for managing the entire service agreement process, allowing all members of the team and other participants to use a common approach to assessing, creating and implementing performance measurements.
- We introduced a communication strategy that included informational presentations that have been used for briefings for business owners and managers in VHA, Veterans Benefits Administration (VBA) and OIT.
- CIDVER supported identification of performance measurements and reporting. The work has required re-assessing performance metrics that are already in place, creating new ones for new systems, ensuring compliance with VA standards, and providing feedback and recommendations on how performance measurements can more effectively be implemented.
- CIDVER continues to mature and refine processes that are focused on improving efficiency as it relates to the Service Level Management Board (SLMB) and various performance metrics, governance processes, and quality documents. For instance, CIDVER helped define the strategic plan for the SLMB.
- Given the most effective way to ensure strong performance is to be built quality into solutions, the team supports VHA Office of Informatics Analytics (OIA), Chief Business Office (CBO), and other customers to review and provide feedback on new and existing Business Requirements Documents (BRDs).
- Refreshed and refined the methodology based on changes within the client organization, their customer needs, and integration with newer VA processes and approaches
- Automated access to commonly requested documents and introduced a customer portal that allowed unique requests to be submitted, processed, and tracked
- Streamlined workflow by reengineering underlying infrastructure, Web sites, repositories, and other tools
Our commercial customer had a requirement to provide several new capabilities for new and existing customers. The current team lacked the depth and experience to create the service models for the different government customers and new capabilities. They also lacked the expertise to create the implementation plans to effectively migrate the current operating team to the new service models.
CIDVER Corporation provided strategic assessments and technical support to create the necessary service models for the new work. In collaboration with the customer, CIDVER used standard templates from their ToolKit, for transition, quality, and management approaches, enabled our customer to respond to the rapid request for new project support. In addition, the diverse Federal and IT experience helped to highlight existing capabilities that would resonate with government personnel, and fully leverage capabilities within the company while introducing new capabilities. CIDVER's technical capabilities in asset management, service desk, and other service management disciplines also provided additional technical depth and credibility within the technical solutions. The resulting processes were used to perform the tasks and eventually integrated into the full suite of corporate processes that have been evaluated by a third-party vendor and resulting in ISO 9001:2008 Certification.
- Created several Roadmaps that allowed the company to implement new service models for different government Agencies, with different business models
- Enabled seamless transitions which were accomplished in as short as 1 business day and deemed flawless by the government customer
- Enabled the commercial team successfully fulfill a difficult requirement in a short time period