Momentum led an assessment of incoming & outgoing mail processing operations in use across the Commonwealth of Pennsylvania state agencies as part of a Pennsylvania Governor’s Office of Transformation, Innovation, Management, & Efficiency (GO TIME) initiative.  The scope of the project included documenting & evaluating current state incoming mail policies, processes, procedures, equipment, labor, & physical locations & presenting recommendations to the Commonwealth for optimizing & streamlining mailroom operations to align with the GO TIME mission.  Within this assessment, Momentum conducted 29 site visits to individual Commonwealth agency mailrooms to elicit & document FTE counts, vehicles, mileage, incoming & outgoing mail volumes, mail equipment, Post Office (PO) Boxes, internal & external mail runs, mailroom square footage, & mail security screening practices that was used in subsequent current state assessment, future state recommendations, & implementation roadmap development activities.  After conducting a thorough review & analysis of mail processing operations throughout Commonwealth agencies, Momentum researched & incorporated various mail processing best practices, st&ards, & benchmarking data from other states into Future State recommendations.  Within a formal Future State Recommendations Report & Executive Presentation, Momentum presented a set of five recommendations for improvement solutions complete with research & analysis findings, return on investment calculations, & cost benefit analysis outcomes as well as process improvement success stories.

As an example of the types of recommendations presented to the Commonwealth, Momentum conducted extensive market research of other state governments & United States Postal Service (USPS) programs to recommend a movement from individual agency PO Boxes to a centralized incoming mail processing using ZIP+4 codes for presorting functions.  By implementing this recommendation, the Commonwealth will realize savings of $5.2 Million over five years with a cumulative Return on Investment of 1,125.61%.  In total, the Commonwealth would realize a total return of more than $22 Million across the Commonwealth over five years upon implementation of all recommendations presented by Momentum.

The Department of Labor, Licensing, & Regulation (DLLR) Division of Unemployment Insurance (UI) provides unemployment benefits to citizens that are currently unemployed through no fault of their own & who are ready, willing & able to work, & actively seeking work. The Contributions Division is a subset within UI that is dedicated to ensuring that eligible citizens of Maryland have access to unemployment insurance benefits.

In an effort to enable auditors to perform complex audits in less time & to detect more misclassified workers, the Contributions Division initiated the Tax Field Audit Improvement Project. Momentum provided a Project Manager to support the Division of UI by overseeing revisions to the Tax Field Audit Improvement Project. The Project Manager was responsible for the following tasks in one of our process improvement success stories:

• Reviewed Maryland’s existing tax audit program
• Researched best practices from other states
• Interviewed existing staff
• Created Needs Assessment based on these findings
• Worked with UI staff to complete a Task Order Request For Proposal
• Interviewed & hired a Development Contractor to oversee the development & implementation of an improved UI Tax Audit program

Prince George’s County, Maryland sought to identify a pool of qualified firms to procure IT Consulting & Technical Services in support of County IT operations & projects.  Momentum was selected as an approved vendor within the following functional areas:

• Program Management Office
• Application/Software Engineering
• Datacenter/Facilities Management
• Service Desk Support
• Enterprise Architecture & New Technologies
• Information Security
• Documentation & Technical Writing

As part of on-going efforts to improve service delivery, the County launched an initiative to procure & implement an ERP system to restructure the collection, management, & consumption of County agency business data through a single, integrated system.  The County established an ERP Program to organize, plan, execute, & centrally manage the various projects involved with the ERP implementation in one of our process improvement success stories.

During the initial planning of the ERP Program, the County contracted Momentum to acquire the services of an expert ERP Program Manager to provide professional guidance & advice to the County with respect to the implementation of the new ERP system in the best interests of the County.  Momentum’s Program Manager provided best practice consulting, program/project management, & other implementation support activities across various ERP initiative phases.  These phases range from procurement & contract award activities for an ERP solution & implementation vendor though the execution of Wave 1 (Finance & Procurement Core Implementation) & Wave 2 (Human Capital Management & Strategic Procurement Core Implementation) projects.  Momentum continues to provide program & project management surrounding the implementation of the following ERP modules:  Financial & Controlling, Public Sector Management, HCM/Payroll, & Purchasing/Inventory.

One of our business improvement success stories includes Momentum having provided subject matter expertise in business process re-engineering & military supply chain management for a Top Business Process Initiative (BPI) team for the Naval Supply Systems Comm& (NAVSUP).  The team was contracted to provide NAVSUP with a repeatable methodology that facilitates root cause analysis of selected Information Technology Leadership Forum (ITLF) business process issues, the identification & creation of supporting solution alternatives, & the generation of recommended solution alternatives for implementation.

The team conducted forensic system analysis on Navy ERP & certain legacy systems to identify high-impact business issues. The team developed root causes from empirical data compiled from over 650 purchase orders & mapped 87 identified root causes to 257 business cases.  Through a series of facilitated workshops, the Top BPI team then documented business process flows, IT interfaces, & solution alternatives to address identified root causes.  The Team subsequently vetted solution alternatives with NAVSUP personnel & evaluated level of effort & overall benefit for each alternative.  By comparing the benefit & level of effort, the team presented solution recommendations with an implementation strategy that included a Plan of Action & Milestones, Rough Order of Magnitude, & To-Be Models of Selected Solution Alternatives.

In one of our Momentum provided a Project Manager/Business Analyst to Holy Spirit Hospital to provide daily support with meeting management, project coordination, status reporting, documentation creation & review, & risk mitigation.  Momentum performed the following activities:

• Monitored & tracked issues & issue resolution, recommended escalations when necessary
• Managed & maintained the NextGen Project Implementation Plan
• Provided instruction & guidance on the documentation of pre-NextGen & post-NextGen physician office workflow
• Facilitated meetings to create physician office downtime procedures
• Created an implementation checklist that encompassed IT & physician office personnel roles & responsibilities
• Provided weekly status reports to the CIO along with recommendations for orchestrating organizational changes successfully
• Provided project management recommendations for other IT projects
• Created & modified project closure documentation
• Formatted large amounts of data

Another one of our process improvement success stories includes Momentum having partnered with Penn State University to establish a Business Analysis Certificate program in the continuing education department of the University.  Developed & delivered by Momentum’s Certified Business Analysis Professional™ (CBAP^®) qualified staff, the Business Analysis Certificate program supplied participants with 56 hours of professional development units & fulfills the International Institute of Business Analysis™ (IIBA^®) education requirement in order to qualify for the CBAP^®  designation.  Momentum developed & delivered the following four-course curriculum in the program to obtain the Business Analysis Certificate:   Introduction to Business Analysis; Plan, Elicit, & Assess Requirements; Requirements Analysis; Requirements Management; & Communication.

The Pennsylvania Department of Human Services (DHS) works to improve the quality of life for Pennsylvania citizens & families by ensuring access to high-quality services across the Commonwealth.  Within DHS, the Office of Medical Assistance Programs (OMAP) administers joint state/federal Medicaid programs providing access to comprehensive healthcare services for more than two million eligible Pennsylvania residents. Momentum provides various technical assistance & consulting services to OMAP in support of its delivery of services & to identify, develop, & implement improvements to its existing operations that will benefit OMAP, DHS, providers, & Commonwealth of Pennsylvania citizens surrounding medical assistance program disbursement, receipt, use, & reimbursement processes. Within the OMAP Technical Assistance & Consulting Services contract, Momentum delivers professional services within the following categories:  Executive Support, Agreement & Research Support, Program Monitoring Support, Medical Assistance Transportation Support, & Quality Management Support.

Momentum works closely with Pennsylvania Department of Transportation (PennDOT) IT & business units to provide lifecycle business process management, requirements management, & implementation support services across PennDOT’s portfolio of IT projects through various Work Order (WO) projects. Working with PennDOT to scope, deliver, & manage WO projects, Momentum has completed, or is in the process of completing, more than 100 WO projects across all six PennDOT Deputates (Administration, Planning, Local Area Transportation, Safety, Highway, & Aviation) since initiating the first of two contracts in 2009.  In addition to the delivery of business analysis services within WO projects, Momentum supports the enhancement of PennDOT’s internal Business Analysis methodology & provides knowledge transfer services to PennDOT analysts as they support their customers.  In the first year of this contract, Momentum established a Business Analysis Center of Excellence (BACoE) within PennDOT to institute Business Analysis st&ards based upon International Institute of Business Analysis™ (IIBA^®) A Guide to the Business Analysis Body of Knowledge (BABOK^® Guide)  principles across PennDOT’s business & IT organizations.

During the development of the BACoE at PennDOT, Momentum developed & published BACoE St&ards based on IIBA^® BABOK^® Guide best practices & a BACoE Tool Kit that included the following components:  Business Analysis Templates, PMO Templates requiring involvement from Business Analysts,  Requirement Definitions, BACoE St&ards, BACoE Service Delivery Process (Includes Cross-Functional Process Flows & Narratives), BACoE Processes & St&ards Document.

The Latino Hispanic American Community Center of the Greater Harrisburg Region (LHACC) contracted Momentum to provide strategic planning & management consulting services to increase performance & strengthen all aspects of the organization.  Momentum helped make organizational improvement recommendations to LHACC by:

• Conducting an “as is” study (by interviewing staff & reviewing historical records) to make a thorough recommendations report
• Providing a gap analysis to help LHACC outline & prioritize areas targeted for improvement
• Working with the Executive Director to create a roadmap for improvement & provided consulting services
• Performing long range strategic planning & measures
• Identifying a process for the Board of Directors/staff to improve the vitality of the organization
• Mentoring the Executive Director & other key stakeholders to improve operations

Momentum was responsible for:

• Analyzing all services, making recommendations, & implementing an action plan
• Seeking opportunities to maximize human resources, including:  reviewing & updating job descriptions & salary ranges for all staff, assisting the Board of Directors in creating a new contract for Executive Director
• Improving the organization’s internal communications
• Assessing the effectiveness of existing programs, including: After School Program, Food Bank, ESL training, HIV Outreach, Case Management/Information & Referral Services, etc.
• Reviewing & helping gain efficiencies in financial reporting/training, budgeting, financial software, grant processing, information management, communication, security, & other daily operations