Strategic Planning and Organizational Effectiveness

• C3 facilitated a two-day strategy planning retreat for the board of a 300 physician practice. We led the board through visioning, SWOT analysis, strategy development, and one-year tactical action plans. The results included the development of an updated vision and strategies as well as a focused action plan that guided the board through the coming year.

• C3 facilitated an off-site strategic planning retreat for a group of 30 board members and their committee chairpersons. We met with the project sponsor (incoming board chair) to determine retreat objectives, agenda, and desired outcomes. We also planned the retreat including formulating approaches and techniques to accomplish sponsor objectives, facilitated the planning retreat by leading the team through reflections of the past and future visions, handled committee tactics, gathered lessons learned, and documented planning retreat results.

• C3 facilitated two workshops for a large healthcare company to bring regional executive peers together to define a common mission, job descriptions, processes, and procedures for their work. During this project, we met with project sponsors (two senior executives) to define workshop objectives and agendas, prepared for group sessions by conducting e-mail surveys and questionnaires to gather critical issues and current environment information. We guided the two workshops of approximately 20 people through discussions on current issues, project priorities, roles and responsibilities, and procedures. We then documented the workshop results and the standardized job description and procedures.

• C3 provided consultation and guidance to the chief information officer and management team of a large distribution company in the development of a strategic planning process, methodology, and long-range information systems plan. We conducted interviews with the CEO and the company's divisional chief operating officers to determine business direction and strategic priorities and facilitated a series of off-site workshops with key executives, users, and the IT management team. In addition, C3 assisted the IT management team in creating a long-range systems plan that aligns IT priorities and resources with strategic business objectives, worked to identify performance barriers and cultural issues within their organization, and developed tactics and methodologies for IT leadership to improve communication, project estimating, and overall delivery performance.

Complex Project Management

• C3 led a multi-year custom software development initiative for a high-growth company that provides wireless equipment insurance services and roadside assistance services. Using the Microsoft Solutions Framework, we managed all project phases from envisioning through deployment. C3 developed a subscriber-level accounts receivable system, additional functionality for core front-end transactional systems, and new core components in the middle tier of the organization’s systems architecture. Our efforts resulted in increased wireless equipment return rates or the collection of fees for non-returns, substantial improvements in the ability to track the financial transactions related to individual claims, and a new level of systems capability and data to support other current and future product offerings. Project benefits are estimated to be several million dollars per year.
  
  
• C3 led a custom application development project for a major healthcare company. We led a team of business and technology resources to design and build a custom system to manage financial operations and complex approval processes. C3 provided project management, requirements definition, system design, development, testing, deployment, and support. C3’s project management leadership included scope, issue, risk, status, schedule, and budget management. C3 implemented the system which included SQL database and logic, user interface screens, ownership and cash transaction processing, interfaces to a backend document repository, automated workflow for approvals, automated check request processing with a direct upload to a host Accounts Payable (AP) system, standard and ad hoc reporting, and system/user administration.
  
  
• C3 led the planning, design, development, testing, and documentation of several enterprise custom software projects for a billion dollar healthcare services company. We managed 100+ person project teams, including internal business, internal technology and vendor team members across multiple locations in the United States. We provided project management leadership to manage resources, issues, risks, schedules, scope, change, and costs. We also provided business analysis and hands-on quality assurance/testing support for many of these projects. We estimated, procured, and managed multi-million dollar program budgets for equipment and external labor and successfully delivered these strategic initiatives on-time and on-budget.
  
  
• C3 provided program management leadership during a global pilot implementation of Oracle Financials for a financial arm of a Fortune 50 company. We developed a standard Project Management Office (PMO) structure to support the program, including status reporting, change management, schedule management, issue management, and risk management processes. C3 managed issues and monitored risks throughout the project, and we also implemented and monitored a standardized status reporting process across the program. We developed test strategies and plans, including system integration, user acceptance, and production cutover. We also participated in the execution of these major testing events. We led testing and cutover activities as well as defect tracking and support efforts. C3 worked with the client’s project team, Oracle, and a variety of third party vendors and internal departments to successfully implement this high-visibility system resulting in an on-time international implementation of the pilot site.

Requirements Analysis

• C3 planned and led the implementation of an Electronic Health Record (EHR) software solution at six health centers and a third party billing team. We defined processes and requirements with the clinical teams, directed the practice management, and client reporting teams, and then led the solution delivery efforts. We were responsible for quality and timely delivery of the application to the health centers. In addition, C3 led efforts to incorporate the business users’ required functionality into the vendor’s product roadmap.
  
  
• C3 led a requirements analysis phase to gather requirements for a complex reporting system for a large healthcare company. We facilitated user work sessions to define detailed reporting requirements including business process flows, detailed data flows, data mining, ad hoc and standard reporting, user interfaces, security, and system interfaces. We documented functional and technical requirements as well as analyzed software options. By comparing requirements against software options, we could then facilitate software recommendations. We developed a high-level project plan and estimated costs for the development phase of the project.

Facilitation

• C3 facilitated a two-day strategy planning retreat for the board of a 300 physician practice. We led the board through visioning, SWOT analysis, strategy development, and one-year tactical action plans. The results included the development of an updated vision and strategies as well as a focused action plan that guided the board through the coming year.
  

• C3 facilitated an off-site strategic planning retreat for a group of 30 board members and their committee chairpersons. We met with the project sponsor (incoming board chair) to determine retreat objectives, agenda, and desired outcomes. We also planned the retreat including formulating approaches and techniques to accomplish sponsor objectives, facilitated the planning retreat by leading the team through reflections of the past and future visions, handled committee tactics, gathered lessons learned, and documented planning retreat results.
  
  
• C3 facilitated two workshops for a large healthcare company to bring regional executive peers together to define a common mission, job descriptions, processes, and procedures for their work. During this project, we met with project sponsors (two senior executives) to define workshop objectives and agendas, prepared for group sessions by conducting e-mail surveys and questionnaires to gather critical issues and current environment information. We guided the two workshops of approximately 20 people through discussions on current issues, project priorities, roles and responsibilities, and procedures. We then documented the workshop results and the standardized job description and procedures.

Performance Metrics

• C3 established a comprehensive metrics and Key Performance Indicators (KPI) program for a top content and e-commerce site. We evaluated corporate and business unit financial objectives and aligned online strategies for growth and user acceptance. We further generated consensus among internal stakeholders to address meaningful, actionable metrics. C3 implemented two back-end systems to facilitate a thorough measurement view and extracted other data from disparate internal systems. We created monthly KPI reporting methodology, including an executive dashboard.

Business Process Improvement

• C3 led process-oriented projects for companies in healthcare, manufacturing, and distribution. Projects ranged from targeted process improvements to comprehensive process reengineering as well as the design and implementation of new processes. Process-related experience included management of reengineering projects across functional areas including end-to-end processes such as Order-to-Cash, Design-to-Market, Plan-to-Inventory, Procure-to-Pay, and Strategy-to-Execute. Results included improved efficiency and effectiveness, reduced costs, new and improved metrics, improved controls, and improved customer satisfaction.
  
  
• C3 developed process maps, gathered data, researched industry data, and developed recommendations for process improvement. We provided recommendations for increasing efficiency and effectiveness and for identifying areas of savings including a decrease in cycle times. C3 led the process mapping and redesign efforts. We monitored the execution of the strategic initiative, including developing briefings, managing costs for contractors, tracking budget, and developing regular status reports. C3 used Lean Six Sigma and identified projects that aligned with strategic goals of the organization.
  
  
• C3 led a business process redesign project to automate the AP process for a Fortune 100 healthcare company. We worked with key business groups to understand the business objectives, measurements, and inhibitors and then analyzed and documented the “as is” business processes. C3 facilitated creative problem-solving sessions to define “to be” streamlined processes and documented the redesigned processes and associated benefits. We documented a high-level implementation plan including estimated implementation and support costs.

Change Management

• C3 led a client implementation initiative for an industry-leading workplace healthcare company and established a repeatable, best practices framework for the company to use on all facility implementations. The framework was successfully utilized for a Fortune 50 company.
  
  
• C3 provided leadership and guidance to change the name of a 115-year-old company and reposition it in the market from a branding perspective. We incorporated all facets of change management practice within a traditional and bureaucratic organization. C3 led efforts in stakeholder analysis, industry research, systems/operational impact, customer touch points, internal/external communications, branding, and financial planning. We further guided measurement processes to gauge rebranding success for three years subsequent to launch.
  
  
• C3 led a post-acquisition rebranding and marketing initiative with a Fortune 50 company. We evaluated stakeholder positioning and helped solidify branding elements for this business-to-business project. Internal communications, senior management visioning and leadership, and success metrics definition/measurement were key aspects to a successful, strategic transformation.

Methods and Governance

• C3 established a project portfolio management process (PPM) for a department at a leading provider of specialized, comprehensive health and care support solutions. We designed and implemented the lifecycle process of individual projects and the governance of the process. We also created a comprehensive project inventory across the department, a set of required deliverables for each stage of the lifecycle, and a detailed process map with supporting documentation for managing the process. We facilitated meetings with senior leadership and provided training to leaders within the organization on the new project management process. Our work resulted in improved visibility and tracking for all projects governed by the process and a mechanism for prioritizing projects and decision making.
  
  
• C3 established a PPM process for a leading provider of workplace health and productivity management solutions. We also established a project governance board as well as the design and implementation of a cyclical process to review and manage the portfolio of existing projects, which included a process governing the flow of the lifecycle of individual projects. C3 constructed a comprehensive project inventory across all areas of the organization, concluding with recommended project priorities to executive leadership. It resulted in improved visibility and tracking for all projects governed by the new process and the establishment of a mechanism for prioritizing projects and making decisions when resource constraints occur.

Solution Evaluation

• C3 led projects to assist companies in analyzing information technology needs, evaluating alternatives, developing the business case, and justifiying strategic technology investments. We managed multiple full-cycle packaged software evaluation projects that provided some or all of the following services: analysis of impacted business processes, skill set assessment and gap analysis, needs and requirements definition, identification and evaluation of prospective vendors (long list and short list), development of an evaluation approach and scoring model, facilitation of vendor involvement (site visits and software demonstrations), facilitation of a selection decision workshop, and implementation planning.
  
  
• C3 led a software package evaluation and implementation for a client pharmacy with more than 30 locations. We undertook requirements gathering, business process redesign, interface validation and coordination, documentation, solution implementation, testing, training, and deployment planning and support. We implemented a paperless workflow process, full support for electronic submission of prescriptions, and integration with automated fulfillment solutions.

Organizational Assessment and Effectiveness

• C3 led an IT strategic planning and organizational assessment for a healthcare company. We evaluated the people, systems, processes, budget, and organizational structure and developed recommendations including short-term and long-term action plans. We provided IT advisory services to assist the IT director in critical decision-making and advised the executive management team regarding IT priorities and issues. Along with the staff, C3 participated in regular IT steering committee meetings. We also interviewed potential IT hires and provided feedback to the management team regarding skills and fit in the organization.
  
  
• C3 evaluated the organization of the software development and supporting staff for a technology company that had grown quickly and over-expanded its software development staff to support the software infrastructure. The final recommendations resulted in more efficient operations and a more effective software development process.
  

Interim Leadership

• C3 provided leadership for a department of IT professionals by guiding and directing all IT functions and services. We participated in strategic business decisions and advised on IT strategy. We also provided a roadmap for improvements in the IT function including people, process, and technology recommendations. Improvements ranged from infrastructure and data center changes to applications, development, and customer support. C3 assisted in the evaluation and selection of the vice president of information technology.

Custom Software Development

• C3 worked with a large healthcare client to develop requirements, business rules, and business processes for a custom workflow application. We created detailed testing and training plans and provided application support for end users of the application. The custom application automated and standardized the process, provided electronic approval through workflow, and provided storage for related documents. The application currently has different modules each with its own workflows, processes, and business rules. Users include more than 400 people throughout the company.
  
  
• C3 led a custom application development project for a major healthcare company. We led a team of business and technology resources to design and build a custom system to manage financial operations and complex approval processes. C3 provided project management, requirements definition, system design, development, testing, deployment, and support. C3’s project management leadership included scope, issue, risk, status, schedule, and budget management. C3 implemented the system which included SQL database and logic, user interface screens, ownership and cash transaction processing, interfaces to a backend document repository, automated workflow for approvals, automated check request processing with a direct upload to a host Accounts Payable (AP) system, standard and ad hoc reporting, and system/user administration.

Infrastructure Management

• C3 managed several datacenter build-out and consolidation projects for a large healthcare company, including a 1,200 sq. ft. addition of floor space, power, and cooling to the existing primary datacenter. Our work also included a 14,000 sq. ft. build-out of redundant datacenter, including requirements gathering and layout for low voltage cabling, server space, and storage area. In addition, we oversaw the datacenter relocation of more than 300 development, test, and production systems and more 70 applications from a tertiary facility to the primary and redundant. Relocation consisted of lift-and-ship as well as hot-cutover, minimal-downtime architectures.
  
  
• C3 provided infrastructure management consulting, including gap analysis of people, process, and technology, strategic project management, process review, creation and implementation, as well as infrastructure technology hardware and software review. We created, documented, and implemented hardware and configuration standards and mentored existing support staff on technology and process best practices.

Quality Assurance Planning and Leadership

• C3 led the planning, design, development, testing, and documentation of several enterprise custom software projects for a billion dollar healthcare services company. We managed 100+ person project teams, including internal business, internal technology and vendor team members across multiple locations in the United States. We provided project management leadership to manage resources, issues, risks, schedules, scope, change, and costs. We also provided business analysis and hands-on quality assurance/testing support for many of these projects. We estimated, procured, and managed multi-million dollar program budgets for equipment and external labor and successfully delivered these strategic initiatives on-time and on-budget.
  
  
• C3 developed test cases for a leading provider of learning solutions for the healthcare industry to use during initial, functional, and regression testing phases of the application. We interacted with the software development team to communicate defects and to conduct follow-up testing. We also worked directly with the software development, configuration management, and database administration teams to ensure timely delivery of a properly documented, quality product.

Document Management and Workflow Automation

• C3 designed and developed a document-centric workflow automation solution for the AP operation of a major national healthcare company. We directed and executed requirements gathering, business process redesign, technical design, documentation, implementation of the solution, testing, training, and deployment planning and support. We implemented the system which included scanning of AP documents, automated capture of AP-specific information from scanned invoices, fully automated, hands-off processing of pre-approved invoices, user queues and tasks for invoice processing and exception handling, automatic routing of invoices to collect hierarchical approvals for payment, user security and load balancing, automated upload of payment vouchers for check generation, and reporting. Our efforts resulted in the system support of approximately 6,000 users across 12 centralized operations centers and 200 facilities, with an estimated Return on Investment (ROI) of $12M over five years.

Application Architecture

• C3 replaced a multi-user departmental Access application with a web-based system. The legacy system was used to prepare and analyze proposed contract terms for various types of agreements the company made with physicians. We implemented the system to evaluate the proposed contract terms for compliance with legal requirements and company policy. The system also identified and highlighted any exceptions as well as provided a simple, linear workflow of the proposed contract terms through a three to five step approval process.