Putting People First in
Technology Service Integration
AUTIS Conference
April 21, 2015
Service Integration
- cross-train management and employees
- reduce ineffective communication
- cut supplier costs.
As you analyze your operations, think of the different
ways you can integrate processes to save the company
time and money. Integration helps to streamline your
operations and can reduce overhead as well as
personnel costs by reducing the need for additional
staff and the resources they use
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Success Means Focusing on 3 Key Aspects
Personnel Integration
•
Your management team and employees are an important asset to your company. They become even more important when
you take the time to integrate your personnel more deeply into the operations of the company, according to the Boise
State Center for Professional Development at Boise State University. For a manager to be effective, he needs to know how
his department works in conjunction with the rest of the company. The logistics manager should understand what the
accounts payable manager has to do, and the sales manager should have an understanding of what the human resources
manager's job is. This helps departments work together and increases efficiency. Integrating employees means crosstraining employees to do each others’ job. If the press operator is sick, someone else can step in for the day, and
production is not lost.
Process Integration
•
Process Integration combines duplicative processes. The advantage of vertical integration is that the company has
control over quality and costs at the most important segments of its product manufacturing and distribution model. The
downside of vertical integration is that it goes outside a company's core competency and can be expensive to administer.
For example, a company that assembles and packages products may not be proficient as a product distribution
organization. It is not what they do best. To administer the distribution, it must spend money on personnel and equipment
to get the job done. Vertical integration needs to be carefully monitored and planned to be beneficial to a company.
Data Integration
•
Data integration occurs when companies bring in new systems to replace the old ones or when companies merge and
must integrate their computer networks. Data integration can be time consuming and expensive if it is not planned
carefully and if the proper experts and equipment are not used. Inefficient data integration can cause communication
between the different departments to become clouded and slow. It can drag down efficiency, and it can have an effect on
customer service. For example, when two companies merge, the resulting company will need to integrate the two billing
systems to make sure customers are still billed and accounts receivables are still charted.
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Putting People First in
Technology Service Integration Strategies
PHASE I
Initiate
Change
Management PMO
Organization
Develop
Change
Strategy
Develop Change
Readiness
Assessment
PHASE III
Develop
Manage Project Communications
(Delivery and Feedback)
Develop Communication Plan
Develop and Deliver
Communications
Training
Assess Training
Needs
Develop Training Plan
Develop Training and
Tools
Staff
Design New
Organization
Structure
Identify
Organizational
Unit Changes
PHASE V
Operate
Manage, Support and Transition Users
through Deployment
Assess
Methods of
Communication
Assess Changes to
Organization
PHASE IV
Test & Deploy
Start Preparing Users
Communications
Enterprise
Implementation
Identify User Groups
PHASE II
Define & Design
Develop Plan to
Transition
Organization
Deliver and
Evaluate Training
Support and
Transition Training
Pilot, Implement New Organization
Develop Job Roles (Detailed Unit Staff Impacts)
Pilot, Implement and Monitor
Job Role Change
Involve HR in New Staff Role
Changes
Realign Programs and
Processes Profiles
Identify Business
Objectives
Identify Indicators,
Benchmarks, and Targets
Develop
Performance Model
Identify Rollout
Considerations
Create Rollout Plan
Develop Rollout
Tools
Identify Transition
Considerations
Develop Transition Plan
Classification
Performance
Deployment and
Support
Transition
Implement, Monitor Performance
and Metrics
Pilot, Rollout
Provide Ongoing
Support
Initiate Transition Activities and Evaluate Effectiveness
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Joanne Gallagher, PMP, HCS
Joanne Gallagher, PMP, HCS, is a Program Director in CAI and leads Health and Human
Services (HHS) Practice. She joined CAI in 2010, having been recruited from Deloitte
Consulting's HHS Practice where she worked 10 years and was a Senior Manager. She leads
CAI's Technology, Program and Operations and Human Capital market offerings for State
HHS clients. These offerings include strategy and advisory services across all HHS state
divisions, including, Medicaid, TANF and SNAP as well as state healthcare organizations.
Over her career, Joanne has worked with more than a dozen US states and Canadian
provinces to transform business and technical service delivery in HHS organizations to
better serve constituents. Her expertise includes strategy, design, and development of
solutions to modernize human service delivery. Her focus includes not only the technical
solutions but also the underlying business process and program activities required to
support successful service delivery model implementation.
Joanne has been a speaker on the subjects of service integration strategies and program
management for a series of national conferences, including the National Child Enforcement
Association (NCSEA), American Public Human Services Association (APHSA) and American
Association of Motor Vehicle Administrators (AAMVA) and Arkansas Users of
Telecommunications and Information Systems (AUTIS).
Joanne has an Honors Degree in Law and a Bachelors of Arts (Criminology/Psychology)
from Carleton University, Ottawa, Canada. She is a certified Project Management
Professional and Human Capital Strategist.
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