Task Areas:
Task Area 1, Information Technology (IT) Services for Biomedical Research, Health Sciences, and Healthcare
CIO-SP3 SDOVSB public health transformation customers can solve their complex system-wide IT challenges and lower their project risks through ERPi’s Collaborative Assessment Methodology (CAM), IT Service Lifecycle Management, and other industry standard methodologies we employ. CAM principles have been proven successful by ERPi projects at the NIH, HHS, and VHA, as well as the results of published case studies on the application of CAM principles in healthcare transformation from commercial health providers, such as: Mayo Clinic, Kaiser-Permanente, and New York-Presbyterian Children’s Hospital.
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Task Area 2, Chief Information Officer (CIO) Support
Federal health agency CIOs can achieve success in their IT transformation initiatives through performance-based executive oversight and the application of repeatable industry standard processes. ERPi’s approach enables this through developing and identifying the most important metrics, as supported by our experience in preparing over 200 metrics for VA’s Office of Information Technology (OIT) and by institutionalizing centers of excellences using industry standards as we have accomplished for Veterans Relationship Management testing. Both result in delivery of IT capabilities that best achieve agency business objectives and result in faster releases of IT capabilities and earlier identification of business value/increased capability.
Task Area 5, IT Operations and Maintenance (O&M)
By applying CAM, we help our clients increase the speed of service to their users and identify greater cost effective solutions. For example, this includes reducing the number of open help desk trouble tickets through training, dashboard reporting and identifying required system enhancements. Also, reducing costs through our O&M services, such as evaluating and transitioning to facilities that offer a 30% cost reduction from virtual server and cloud-based solutions. O&M improvements do not end with the work of system development; rather it begins with identifying efficiencies such as these.
Task Area 6, Integration Services
CIO-SP3 SDOVSB customers will achieve successful implementation of integrated information systems through ERPi’s collaborative approach to integration that enables stakeholders with diverse points of view to co-create solutions to system-wide challenges. This approach, for example, is helping to transform public sector healthcare delivery by involving stakeholders from across the system in developing new capabilities to address their people, process and technology needs.
Task Area 7, Critical Infrastructure Protection and Information Assurance
CIO-SP3 SDVOSB customers can achieve a high level of system security and faster IA accreditations through ERPi support because our plans comply with a broad set of regulations and account for commonly identified vulnerabilities. We have successfully managed IA programs for NIH and DoD agencies. For example, ERPi helped Navy ERP achieve its first full IA accreditation three months ahead of schedule and provided IA/Cybersecurity management from Development though Sustainment for over 11 years. Public health and bio-medical research customers, such as NIH, and the U.S. Army have also re-used our templates and approaches for current frameworks such as the Risk Management Framework.
Task Area 8, Digital Government
ERPi’s Government-to-Business (G2B), Government-to-Citizens (G2C), and Government-to-Government (G2G) experience results in opportunities for public, private sector, and citizen partnerships that make a difference. For example, ERPi developed for NIH and Verizon a payment exchange fee for service solution that can save CIO-SP3 SDOVSB customers money and generate operating revenue. The President’s new directive requiring solutions similar to those developed at NIH will be of interest to prospective CIO SP3 SDOVSB customers. Additionally, we are improving access to care by modernizing Government owned/operated software solutions used by individual Veterans. ERPi’s ability to create these partnerships delivers results that make a difference for our clients.
Task Area 9, Enterprise Resource Planning
CIO-SP3 customers can shorten their ERP upgrade life cycle and costs through ERP’s unique ability to identify customization within ERP, and to improve deployment planning and transition support as shown through our success taking Panaya to NIH, our work with the VA Learning University to upgrade their SAP based learning management system and our work with the Army GFEBS program acquisition for additional, incremental capability such as adding contract writing to their existing financial management solution. Our ability to identify customizations, deployment support needs, and best practices will accelerate the blueprinting of integration touch-points between the modules, and reduce deployment times.
Task Area 10, Software Development
ERPi brings success to software development programs by documenting detailed requirements, keeping diverse user groups engaged throughout the lifecycle, and creating velocity through using agile methodologies. This has repeatedly been demonstrated on our projects. For clients like NIH, where our support of NIH’s largest software development project led to NIH user participation in evaluating new system capability; and, for the U.S. Army where our integrated product teams (IPTs) overcame a culture of not sharing data, which was impeding software development and deployment. Our role in helping our clients address these issues will continue to stand out, which has been recognized through the NIH Deputy Director for Management receiving the Presidential Rank award and EMDS receiving industry awards like FedScoop’s “IT Program of the Year” in 2012 & 2013.
