PROFESSIONAL OBJECTIVE

Seeking an opportunity to function as a Healthcare Sr. ProjectManager / Scrum Master providing oversight and direction of Health IT implementation projects in hospital delivery system and health IT software development environmentsutilizing 13 years of experience in the management of clinical, revenue cycle, cancer research, and health information management applications.

PROFESSIONAL EXPERIENCE

Confidential

Epic/Cerner Implementation Leader

• Provides project/program management consulting in the specific area of Health Information Technology on Epic and Cerner systems.
• This involves enterprise implementations of EMR, Cardio applications, and ICD-10 within an organization's hospital information system environment, to include: Governance, Project/program management, Build conversion of masterfiles , Integration modification of integration engine and Epic's Acute and Ambulatory interfaces containing ICD-9 codes , Vendor Management ensuring all Epic-related ancillary applications are configured to receive and process Epic HL7 ICD-9/10 format , Finance development of program and workstream budgets outlining training, IT infrastructure, and external contract labor needs , and Testing support end-to-end testing between Epic, HIM, Clearinghouses/Payors, and downstream systems .
• Manage all aspects of assigned projects throughout the project lifecycle including scoping, scheduling, resources, budgeting, quality, and risk mitigation/issue resolution.
• Develop and maintain a detailed project plan to include tasks, durations, resource assignments, percentage complete, and start/end dates of completion, in Primavera/MS Project.
• Schedule and conduct project meetings to include logistics, agendas, status tracking, and documentation of meeting minutes.
• Prepare and submit weekly project status dashboards/reports to the Manager of PMs
• Work in fast-paced demanding environment with various functional area stakeholders and project team members on new projects and projects in-flight.
• Generate metrics, deliver on milestones and timelines, and present and report on project progress.
• Develop Project Requests and Business Cases for new projects.
• Mitigate risks, resolve issues, and escalate any critical risks/issues to the PMO Lead.
• Interface with all parties to the project to include business SMEs, IT PMs, other corporate departments, Health Plans, and vendors.

Confidential

EMR/ICD-10 and Revenue Cycle Sr. Project Manager

• Manage the Epic / ICD-10 Conversion Project, which involves the conversion of Epic to full ICD-10 capability following an Epic 2010/2012 upgrade. Holistically, the project will be centered around these initiatives:

• Managed the implementation of the Clinical Term Go-live with our Wave 1 rollout of Epic to the central Charlotte Market. The purpose of the Clinical Term Go-live is to have users begin the process of interacting with ICD-10 content before the ICD-10 transition date. Clinicians have the opportunity to use the Diagnosis Calculator and interact with new terminology that is specific enough for coding and billing in ICD-10. However, the preferred code set is ICD-9, meaning that the system still shows ICD-9 codes to users and sends ICD-9 codes on claims and in interface messages.
• Managed the ICD-10 build for Acute and Ambulatory that involved updating the masterfiles that were impacted by diagnosis procedure to ICD-10 standards Billing, Clinical, Claims, Codesets, etc. . Following moved Build into POC and TST to prepare for Application and Integrated testing, and conduct process meetings with Acute and Ambulatory teams to review/modify test scripts necessary for unit and integrated testing. The consensus was to use the application test scripts from previous go-lives with slight workflow modifications to satisfy functional testing of the ICD-10 Build and current integrated test scripts for integrated testing with Epic's ancillaries.
• Collaboration with Acute Test Manager to complete the Dimensions/ICD-10 test strategy document that outlined the scope, business requirements, testing prerequisites/deliverables, pointers to unit and integrated test scripts, testing activities, test cycles/schedule, impacted interfaces and ancillaries, role/responsibilities, and life cycle and defect management processes. In addition, we collaborated on the draft of the Business Justification document that was approved by VP of IT. The purpose of this document was to provide a Work Breakdown Structure WBS of ICD-10 associative upcoming testing events that will be executed in parallel with the Wave 2 Clinical Go-live period. This document identifies internal resource constraints with viable solutions level of effort involved with deliverables and tasks, and cost breakdown/budget analysis of external resource support.
• Worked with integration and ancillary teams to update the vendor readiness tracker that identifies all impacted interfaces, interface type/description, inbound/outbound feeds, and downstream systems. There were 51 Epic-related impacted ancillaries and 69 interfaces. We performed discovery to verify the distribution, receiving, processing, or storage of a diagnosis code, and communicated with systems analysts of each affected ancillary to provide ICD-10 compliancy status related to software upgrade, remediation/configuration work, risks/issues, dependencies, test environments, and implementation schedule.
• Collaborated with Ambulatory RCS and Ambulatory Billing to recode 36 identified Epic-related outpatient claims in the MUT environment. We utilized these claims for testing with CMS and used dual coded claims for testing of Acute-related claims. Epic TS identified over 1,000 dual coded Medicare Acute accounts that we will utilize for testing. We were able to pull out 100 of them and generate 44 claims for these accounts with an ICD-10 code set in the SUP environment.
• Scheduled several collaborative meetings bringing together multiple teams Integration, Acute Testing, ICD-10 Enterprise Program, Epic/ICD-10, Invision/ICD-10, Reporting/FTP to understand, plan, and assess the impact of the Cloverleaf upgrade and the use of Cloverleaf for multiple testing events and environments for Wave 2 Preferred Code Set I-9 ICD-10 testing Preferred Code Set I-10 concurrent paths. The decision was made to upgrade Cloverleaf and include a build to point to multiple test environments.
• Arranged demo sessions of the impacted Acute and Ambulatory applications that trigger the Diagnosis Calculator. A follow up meeting was held to discuss the strategy for the training tool for physicians and clinicians. The CMIO led analysis to review the workflows from a clinician's perspective regarding interaction with the calculator. Finally, he indicated that he would drive the physician training process for ICD-10, which were Tip Sheets sent out via memo. With respect to Ambulatory, the eLearning tool was developed for coders, physicians, and clinicians and uploaded with the disclaimer sent out to providers and managers. Acute coders were trained based on their specialty through AHIMA CBLs. We also provided classroom training in specialty areas.
• CAC solutions for Acute and Ambulatory were not in place for the Clinical Term Go-live due to a protracted full evaluation process due issues with the Optum product. On the other hand, Acute and PB Dual Coding were implemented. Acute Dual Coding is live at main Charlotte facility and the Ambulatory dual coding was initiated with the Clinical Term go-live. The build was migrated into PROD and collaborated with security to add security points to the templates for all of RCS to ensure the ICD-10 tab can be seen.
• Scheduled meetings with Acute/Ambulatory reporting teams to capture requirements and environment prep for ICD-10 preferred code set testing of reports and extracts. We decided to use the Meaningful Use environment MUT as our reports testing environment as it is refreshed with a copy of PROD and contains real patient data and run the Stage 2 Conversion during the integrated testing period.

Confidential

EMR Program Manager / Director of ICD-10 Implementation Services

• Functioned as the ICD-10 Business Unit Director responsible for delivering a full range of services to clients such as project management, interim project staffing, software application optimization, healthcare reform initiatives including 5010 and ICD-10, and support analysis. Worked work with clients to define needs or problems, gather data and perform analysis to advise or recommend solutions. Responsible for ensuring that resources assigned to each project perform satisfactorily by communicating with client and providing feedback to team and will be responsible for the overall success of the program.
• Manage ICD-10 implementation program for UMass Memorial Information Systems and Johns Hopkins Medical Center. Collaborate with Price Waterhouse Coopers PWC to build ICD-10 Impact Survey outlining affected applications, interfaces, and work effort estimation. Provide direction and close oversight of day-to-day operations of each individual work stream and project involving an upgrade or remediation effort. Lead Integrated Work Group that is comprised of 28 project managers, 15 application managers, 12 application analysts, and 10 business and QA analysts for specific ICD-10 impacted areas to develop, track, and report on milestones, cross-functional assignments, risks, and dependencies.
• Project Management Governance/Methodology: Utilized the PMI Project Delivery Life Cycle PDLC project management methodology which details the phases, activities, tasks, and deliverables for successful project delivery of the ICD-10 Remediation Program. PDLC consists of four main phases: Initiating Involves defining the project objectives, high level requirements, and success criteria Planning Involves developing the project's schedule, detailed budget determined, and all facets of the project are planned Execution and Monitoring Control To assure that the quality of project delivery meets business objectives, requirements, and success criteria, rigorous application of project change management and regular monitoring of project schedule, budget and status for successful completion , and Closing Allows for a proper end to the project, releasing the team from any future delivery requirements and providing the time to reflect on the project to determine what should be improved and avoided .
• Budget/Finance Development: Estimated 2-year project budget 2013/2014 including project team, support, and costs for key impact areas broken out by fiscal year totaling 5 million. Assisted Finance to review and update both capital and operating budgets items e.g., IT system remediation/upgrade, physician and staff training, resource costs, and backfill staffing needs identified throughout the transition and duration of the ICD-10 remediation period.
• Vendor/External Business Trading Partners Management: Due to the majority of hospital internal systems being vendor-supported applications, coordinated with vendors regarding GA release of ICD-10 compliant versions and remediation efforts to configure ICD-10 impacted applications to receive, send, and store ICD-10 diagnosis codes. Created a centralized vendor management initiative to track vendor readiness as well as to understand changes and updates to systems. As changes to each application can potentially affect interfaces, reports, and other downstream applications, a clearer understanding of vendor readiness and anticipated changes is necessary. Collaborated with Business to track readiness of Clearinghouses and Payors.
• Interface Modification Work: Collaborated with Integration Team to develop a comprehensive inventory of HL7 and batch interfaces, and flat/text files requiring modification or customization work to facilitate processing of ICD-10 data formats. In addition, identify files that are exported to external agencies/databases requiring ICD-10 related modifications.
• Analysis and Design: Led the requirements management process whereby technical design/whiteboard sessions are conducted with Application Managers/Leads and Integration Team members to capture end-to-end ICD-10 scenarios to be documented in a Technical Design Specification TDS for the ICD-10 Program. This deliverable will encapsulate: Scenario Summary and Scope, Release Notes, Business Rules, Pre/Post-conditions, Process Workflows, and Interfaces/FTP Traffic.
• IT Infrastructure Work: Lead the necessary associated work for upgrading Servers, Networks, Processors, Databases, IT Security, Licensing, and Desktop Services related to ICD-10 remediation.
• Testing: The objective of this initiative is to facilitate and support the testing of ICD-10 code propagation following the remediation of Hospital Delivery System's IT systems and external business partners to achieve the ICD-10 Remediation Program's successful adoption of ICD-10 standards and requirements per government mandate of October 1, 2014. Furthermore, to define the testing phases that will be conducted and document the processes for test cases development, test execution, defect management, risk management, risk mitigation through test completion and metrics.

Confidential

HIM/Revenue Cycle Sr. Project Manager

• Engaged Deloitte Touche LLP to perform an ICD-10 Impact Assessment. The objective of the assessment was to provide a clear understanding of how PHS currently uses ICD-9 codes and identify specific gaps in clinical and business operational readiness to implement ICD-10 codes within the timeframe mandated by the Center for Medicare and Medicaid Services CMS .
• Utilized Deloitte's Assessment to propose ICD-10 governance model to include: Executive Steering Committee Focus on strategy, monitoring execution, and only by exception being involved in the project's details Project Steering Committee Includes user and IT executive sponsors and monitors a given project's execution work plan, scope, budget, benefit realization and PMO and Project Team Drive the overall project work plan, track resources, effort and funding .
• Prepare scope document to outline the facilitation and support of the remediation efforts of Presbyterian Delivery System's PDS IT systems and technology including performance of all daily work, activities and tasks necessary in order to achieve the ICD-10 Adoption Program's objectives and the successful adoption of ICD-10 standards and requirements for the Presbyterian Delivery System IT Technology and Tools Work Stream. Provide direction and coordination for the remediation of PDS IT applications, interfaces, electronic data exchanges containing ICD-9 and DRG codes to achieve ICD-10 compliance, as well as any necessary associated work to servers, networks, databases, systems engineering, IT security and/or desktop services. Support integrated testing between PHS and external business partners, vendors and clearinghouses.
• Develop and implement plans for successful adoption of ICD-10 standards and requirements with minimized financial impact for the Presbyterian Delivery System - HIM / Clinical documentation Work Stream which includes the following groups: HIM/ / EWC / Coding workgroup, Clinical Documentation workgroups, PMG including Home Healthcare Physicians , Hospitals / SubAcute / Rehabilitation, Emergency Medicine, Regional Hospitals, Ambulance.
• Oversee Steering Committee approved ICD-10 IT budget for capitalized cost totaling 6 million covering hardware, software, CAC tool and services, Epic Ambulatory, contract labor, maintenance, training and certifications, and IT infrastructure items networks, servers, databases, security, systems engineering, and desktop services .
• Draft team charter that provides overall governance, oversight and direction necessary to support the remediation of Presbyterian Delivery System's PDS IT systems and technology including performance of all daily work, activities and tasks necessary in order to achieve the ICD-10 Adoption Program's objectives and the successful adoption of ICD-10 standards and requirements for PDS.
• Engage software vendors and application services providers in ICD-10 readiness discussions to identify when ICD-10 compliant applications will be available and establish a mitigation/contingency plan in the event vendors are unable to deliver on time.
• Develop an interface strategy outlining an assessment to determine work breakdown structure, budget, dependencies, risks, and Presbyterian vendor work needed. Transition assessment to detailed technical design specifications to be passed on to Dev/QA teams.
• Develop ROI and assess feasibility for tools that may facilitate the ICD-10 migration e.g. Computer Assisted Coding, Code Mapping/Translation tools, Coding tool for Home Health, adopting 3M Code Finder across the organization .
• Utilize Project Delivery Life Cycle PDLC to manage multiple projects consisting of four main phases: Initiating Involves defining the project objectives, high level requirements, and success criteria Planning Involves developing the project's schedule, detailed budget determined, and all facets of the project are planned Execution and Monitoring Control To assure that the quality of project delivery meets business objectives, requirements, and success criteria, rigorous application of project change management and regular monitoring of project schedule, budget and status for successful completion , and Closing Allows for a proper end to the project, releasing the team from any future delivery requirements and providing the time to reflect on the project to determine what should be improved and avoided .
• Produce ICD-10 program implementation roadmapinvolving analysis and design phase to draft design specifications and test cases, build phase to modify all interfaces, testing phase to perform internal testing of critical, medium, and low-impacted applications, and integrated/external testing phase to test outbound interfaces to state and federal government agencies.
• Utilize Enterprise Project Management System EPMS to view, track, and report resource allocation metrics data to include percentage of time resources are dedicated to a project, resource availability from other application support teams, and productivity related to percentage of time resources spend on each task per week.
• Conduct weekly ICD-10 IT Work Stream meetings with IT applications Team Leads, IT Application Managers, and IT Director to review presentation outlining project summary, project dashboard, project scope, project milestones/deliverables, and action items.
• Ensure weekly and monthly reporting to CIO, ICD-10 Program Director, IT Director, and ICD-10 Executive Steering Committee.
• Followed PHS Finance Policies that outlined capitalizing IT project costs that are incurred during the Application Development stage to include: Coding, Developing, Writing/building interfaces, code, system architecture, etc. , Testing, Installing ex. New hardware needed exclusively for the given project , Training only training to teach qualified staffs to become Application Developers for the given project, and only if we have chosen to not hire otherwise qualified third-party Developers , Implementing get system to operate according to original design specs , Development of ASSET documentation for original design/build only, and Leading Project Management. All other stages such as Preliminary and Post Implementation stages wereallocated to the operating expense budget.