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C2170-010 exam Dumps Source : IBM Curam V6.0.4 Application Development

Test Code : C2170-010
Test title : IBM Curam V6.0.4 Application Development
Vendor title : IBM
: 77 true Questions

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IBM IBM Curam V6.0.4 Application

WorkCoverSA Develops unusual systems to assist Employers and Injured workers with the aid of IBM and Cúram utility | killexams.com true Questions and Pass4sure dumps

HERNDON, Va.--(company WIRE)--Cúram application and IBM (NYSE: IBM) announced nowadays the a success implementation of a number of utility solutions for WorkCoverSA to champion their company. WorkCover selected IBM global company functions to consequence in accommodate the Cúram for employees' Compensation solution, a finished and confirmed claims management solution that manages and automates the finished title lifecycle from injury to influence, as Part of a finished modernisation of their IT programs.

WorkCover administers the staff’ Rehabilitation and Compensation Scheme in South Australia on behalf of about 50,000 registered employers and 430,000 personnel. WorkCover collects and manages levies for employers whereas their claims agent control about 20,000 unusual claims and procedure approximately AUD500 million worth of claims payments each 12 months. After finding their customised legacy software difficult and lofty priced to retain, it was separate they vital a unusual enterprise IT infrastructure that become sturdy and scalable.

right through the three yr stint IBM labored with WorkCover to combine the Cúram for workers’ Compensation respond with IBM Tivoli entry manager for e-enterprise and IBM DB2 regularly occurring Database Workgroup Server, operating on IBM WebSphere software Server. The flexible, solution makes it viable for WorkCover to control claims greater correctly, ensuring superior transparency and consistency in determination making. This improved consistency is driven with the aid of numerous automated calculations and approaches, prior to now performed manually through case managers. in addition, the authority can now respond extra with ease to alterations in law and enterprise priorities with the aid of incorporating them into the Cúram solution, giving it stronger handle over its scheme.

Yvonne Deally, CIO, WorkCover, observed, “Our legacy systems had been more and more customised to the factor they were not efficient to preserve. The Cúram respond applied with the aid of IBM permits their supplier to reply to business or legislative alternate a entire lot greater conveniently, whereas additionally offering better case administration transparency.”

“This has been one of the most wide IBM implementations of Cúram on earth,” referred to Michael Kinnane, Adelaide utility functions leader, IBM global enterprise services. “IBM integrated Cúram with Tivoli entry manager and mixed Cúram and Tivoli with WebSphere and the DB2 server on a windows platform. they are delighted they now believe labored with Cúram application to champion WorkCover build a brand unusual platform that reduces the complexity of again-office techniques, enabling the company to boost its focal point on case management and client provider.”

according to Deally, IBM became instrumental in offering the answer. “IBM had both the abilities and proven song listing to manage and carry what become a complex, three-year challenge efficiently, which protected transferring more than 650 million statistics of client related records stretching returned over two decades. They had been exceptionally impressed through dedication displayed by means of the IBM group to WorkCover and to the success of this task.”

“Cúram utility become glad to assist WorkCover facilitate most efficient practices for rehabilitation and revert to travail and to manufacture confident extra consistent choice making and claims management,” referred to Ernie Connon, president, Cúram utility. "Working with IBM, their Strategic expertise associate, they developed an commercial enterprise solution that enabled more desirable transparency and greater constant determination making, focusing on their superior desires of valuable rehabilitation, compensation and revert to work.”

About WorkCoverSA

For extra information on WorkCoverSA, please consult with: http://www.workcover.com

About IBM

For greater guidance on IBM, please argue with: http://www.ibm.com/au

About Cúram software

Cúram utility is the leading issuer of gregarious commercial enterprise administration (SEM) utility solutions, delivering foremost-in-category purposes for gregarious corporations globally together with, health and human functions, workforce features, and gregarious safety organizations. the usage of the Cúram company utility Suite groups can immediately gather the merits of customer-centric business approaches and an effects-driven built-in carrier delivery model. The Cúram business utility Suite, underpinned by using the Cúram business Framework, combines the benefits of commercial off-the-shelf (COTS) utility, an enterprise platform and repair-oriented structure with the company and technical flexibility required to allow businesses to implement solutions to fulfill their strategic goals. Cúram software is headquartered in Dublin, eire with workplaces totality through North america, Europe, Australia, and India. For extra suggestions, talk over with www.curamsoftware.com.

Cúram is a registered trademark of Cúram software Ltd. totality Cúram items and repair names are logos and property of Cúram utility Ltd. totality Rights Reserved. Copyright (C) 2011 Cúram utility Ltd.

For extra information about Cúram application, please argue with: www.curamsoftware.com


IBM application Blamed for afflicted status health Exchanges | killexams.com true Questions and Pass4sure dumps

application from IBM has been singled out for technical problems hurting both the Maryland and Minnesota on-line fitness exchanges. officials from each states believe blamed IBM’s Cúram, used to examine buyers' eligibility for coverage, for a number of performance concerns, together with dropping client functions.

With the March 31 deadline for open enrollment era speedy coming near, status officials believe upped their rhetoric. remaining week, the Maryland fitness Connection stated Cúram and its "serious utility defects." previously, the status blamed a squabble between two basic contractors because the supply for the change’s a great number of bugs.

final month, in a December note to IBM CEO Virginia Rometty, Minnesota Gov. heed Dayton distinctive 21 complications MNsure encountered with Cúram, including functions stuck in pending status, as well as inadequate documentation and replica functions.

The continued technical challenges skilled by means of Maryland and Minnesota underscore not most effective the talents debilitated spot of the application chosen to Do the job, however the problem of building a web fitness change, even at a status stage, in a comparatively brief amount of time. fondness other status exchanges, MNsure and Maryland health Connection must weave collectively inner most coverage and federal executive methods to examine buyer eligibility for Medicaid and supply rectify coverage classes. Add to this the challenge of working with diverse contractors and the time lost resolving contractor conflicts versus fixing alternate bugs--as was the case with Maryland and a number of other status exchanges—and latest difficulties are more comprehensible, albeit of exiguous consolation to patrons.

Responding to Maryland’s claims, IBM spokesman Clint Roswell referred to that the trade is enhancing and that IBM continues to breathe working with the contractors on the site. “based on their newest statistics on the alternate's efficiency, they are seeing greater than 95% of patrons entering the web page now having a favorable event," Mr. Roswell stated in an e mail to CIO Journal. IBM began providing the software when it acquired Dublin, eire-based mostly Cúram software Ltd. in 2011. Cúram capacity "care and coverage" in Irish.

however an respectable for Maryland health Connection instructed CIO Journal Tuesday that whereas the trade's user adventure has greater, "tremendous issues with the Cúram software and other device accessories nevertheless deserve to breathe fastened before the web site can characteristic as it should still."

Some Maryland consumers' applications for insurance believe been lost or suspended in Cúram, an integral Part of the trade it truly is designed to assess consumers’ eligibility for Medicaid and top rate tax credit for personal assurance, observed Joshua M. Sharfstein, Maryland's secretary of health and mental hygiene, and chairman of the change's board, testifying in entrance of the status Senate Finance Committee final Tuesday. He furthermore noted some 834 forms -- utility data the exchanges ship to insurers to comprehensive the utility process -- are generated with error, requiring trade team of workers to manually commandeer them. He furthermore mentioned that changes to Cúram and other applications used for the website would reason whatever thing that had been functioning to desist working. “There are ascetic challenges that nevertheless remain," Mr. Sharfstein told the committee. "I don’t want to sugar­coat that.”

Cúram is infrequently the reason behind totality the trade's ailments. In his testimony, Mr. Sharfstein spoke of the status had to mediate monetary disputes between fundamental contractor Noridian Healthcare solutions LLC and subcontractor EngagePoint LLC, which slowed technical progress in August and September. "throughout this time, there turned into insufficient growth fixing the defects identified totality through user checking out," Mr. Sharfstein mentioned. When the site went live on Oct. 1, Noridian servers used to champion the exchange crashed, fighting patrons from looking for and enrolling in plans.

Noridian booted EngagePoint from the stint on Oct. 25. Neither Noridian nor EngagePoint responded to CIO Journal's requests for comment.

Rick Howard, a Gartner Inc. analyst who has been intently following the fitness exchanges, pointed out complaints about Cúram indicate the utility wasn't thoroughly built-in and verified to champion the coverage transactions. "one of the most IT options that were deployed just weren't in a position for prime time when it came to the complexity demanded by means of medical insurance marketplaces," Mr. Howard stated.

however he additionally observed Minnesota and Maryland's complications disappear beyond considerations with particular person software items and contractor litigation. He mentioned the exchanges tackled IT projects that were too intricate in an "aggressively" brief implementation window -- most of the states took a few years to outline their challenge requirements -- which supposititious untested programs would launch with ascetic defects. He spoke of he predicts HealthCare.gov and a lot of status exchanges will require persisted intensive remediation, stabilization and enhancement for the subsequent 18 months -- or longer.

Lynne Dunbrack, an IDC analyst who covers fitness supervision IT, spoke of that 50% of totality significant IT projects fail. For the exchanges, the complexity of the work, together with the integration of records between status exchanges and insurers, mixed with tight timelines, amounted to a challenge that has confirmed difficult for some states to conquer. "it breathe in reality not incredible that we’ve considered the considerations on the scale that they now believe had throughout totality the separate supplier solutions," Ms. Dunbrack observed.


La. gregarious features company builds on Curam utility | killexams.com true Questions and Pass4sure dumps

La. gregarious features company builds on Curam utility
  • by John Moore
  • Oct 06, 2006
  • Curam application is featuring the software backbone for the currently launched first angle of a gregarious functions system mission in Louisiana.

    Increment 1 of the state’s A comprehensive enterprise gregarious functions gadget (ACESS) goals to deliver a standard consumption system spanning most gregarious services classes, according to a spokesman for Curam. The initial section furthermore covers case management for Louisiana’s child insurance arrangement capabilities.

    Curam is presenting its business-off-the-shelf gregarious enterprise administration solutions, contracting without detain with the state. The status chosen IBM in 2004 to implement the ACESS, including the Curam utility element. final month Curam and IBM accelerated a strategic alliance to deliver human capabilities, gregarious protection, and corpse of workers features information expertise options to govt companies. The organizations believe been partnering considering 1999.

    within the ACESS gadget, Curam’s application runs on IBM’s z/OS mainframe operating system. furthermore working on the mainframe platform are IBM’s WebSphere utility Server and DB2 database.

    ACESS will provide Louisiana’s gregarious capabilities agency to manage multiple programs including infant Welfare, infant Care, recommendations to Empower individuals, family unit Independence brief assistance application, Kinship supervision Subsidy software and food Stamps, among others.

    Future increments of ACESS will let caseworkers control totality of an individual’s gregarious and human functions wants in one vicinity, the Curam spokesman said.

    Curam additionally provides its gregarious business administration application to such status and autochthonous government clients as Utah and unusual york city.




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    C2170-010 exam Dumps Source : IBM Curam V6.0.4 Application Development

    Test Code : C2170-010
    Test title : IBM Curam V6.0.4 Application Development
    Vendor title : IBM
    : 77 true Questions

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    Finger-pointing continues on Maryland's health exchange | killexams.com true questions and Pass4sure dumps

    Weeks after officials at the state's health supervision exchange began blaming IBM software for the worst problems, including lost applications, IBM began pushing back, aphorism the status shares some of the blame.

    It's the latest salvo in the blame game that has been going on since the exchange launched, and crashed, on Oct. 1. In this case, IBM officials released a statement Wednesday that said the exchange furthermore bears some responsibility for the website, which is soundless so troubled that officials are considering dumping it.

    IBM was brought in by Noridian Healthcare Solutions, the company that had been in freight of setting up and managing the exchange website until the exchange terminated it final month. IBM's Curam software was supposititious to determine eligibility of consumers for subsidies, but officials believe said it's accountable for thousands of lost and frozen applications and incorrect subsidy determinations.

    "While the status notified Noridian of its concerns over the management of the project and integration of the elements of the system, it gave that integrator limited direction and exerted a want of discipline over the progress process, including testing," said Mitch Derman, an IBM spokesman.

    "The result was a system that didn't travail as required, and Noridian has since been fired," the statement continued. "Since the launch, IBM has worked closely with the status to resolve problems and invested significant resources at no freight to the state."

    Derman furthermore said IBM officials recently met with Gov. Martin O'Malley to "suggest ideas to further improve and finish the system."

    But it's not clear the status plans to retain the site going much longer after open enrollment ends March 31. On Wednesday, Dr. Joshua M. Sharfstein, chairman of the exchange board and status health secretary, repeated earlier comments that exchange officials are reviewing options that include adopting another state's functioning technology, such as Connecticut's, or lamentable to the federal exchange website or fixing Maryland's own site. He said an announcement would approach in weeks.

    In the meantime, Sharstein said the IBM software soundless contains many defects and the company remained on board because its workers were needed to wait on fix its own product, and, as a subcontractor, is soundless being paid for some of its work.

    IBM now answers to Columbia-based Optum/QSSI, which was hired in December to wait on fix the site and took over management when the exchange slice ties with Noridian.

    "We believe such earnest challenges that there obviously is plenty of blame to disappear around, but we've been very disappointed by the core software product and that product continues to breathe defective," Sharfstein said. IBM "does not loom to breathe denying that."

    Noridian, which did not respond to a request for comment, has laid at least some blame on constant changes sought by the exchange.

    meredith.cohn@baltsun.com


    Minnesota Governor Blasts IBM For status Health Exchange Troubles | killexams.com true questions and Pass4sure dumps

    Minnesota Governor heed Dayton blamed IBM for software problems that believe stalled thousands of insurance purchases on the state's online health exchange. The exchange, MNsure, said it is bringing in UnitedHealth Group-owned contractor Optum to review operations. But MNsure may believe to accept some of the blame after taking systems integration duties from the site's universal contractor just eight months before launch.

    "Your product has not delivered promised functionality and has seriously hindered Minnesotans' abilities to purchase, health insurance or apply for public health supervision programs through MNsure," Gov. Dayton wrote in a Dec. 12 note addressed to IBM CEO Virginia Rometty.

    The episode marks the latest illustration of a status exchange calling out a key contractor for a poorly or non-functioning online status health exchange created in the wake of the Affordable supervision Act. Oregon and Massachusetts in December called out their top contractors, Oracle Corp. and CGI Group Inc., respectively, as being key culprits behind their struggling health exchanges.

    Gov. Dayton's letter, released to the public on Friday, addressed IBM's Curam software, which was supposititious to determine consumers' eligibility for Medicaid and premium tax credits for private insurance. Instead, problems believe left some applications in "pending" status. Inadequate documentation and duplicate applications believe added to the challenges, forcing MNsure staff to expend thousands of hours trying to fix the system, he said. MNsure paid IBM nearly $4 million for Curam software, as well as services and support.

    IBM spokesperson Mary Welder said the company is working "aggressively" to improve MNsure. Matt Swenson, a spokesperson for Gov. Dayton, said that IBM final month sent more than 80 workers -- at no extra cost to the status -- to MNsure headquarters in St. Paul.

    MNsure may believe to assume some blame for its current predicament. Since February 2013 the status exchange has served as its own universal contractor after pushing the original contractor, Maximus, to a secondary role., according to documents provided by an MNsure spokesperson. Maximus selected IBM and other software providers before designing the exchange. Taking on the universal contractor role, which includes managing the integration of various private insurance and government systems, is a tough task; the Centers for Medicare and Medicaid was heavily criticized for electing to Run the progress and integrate HealthCare.gov. The site was plagued with a number of technical problems for months after its October 1 launch.

    Michael Krigsman, CEO of IT consultancy Asuret Inc., who reviewed Gov. Dayton's note at CIO Journal's request, said it wasn't clear whether MNsure's problems fib with IBM's software, or the pass it was integrated. "The foible could breathe with the system integrator," said Mr. Krigsman.

    The exchange has asked Optum, the parent company of QSSI, which is currently managing HealthCare.gov and Maryland Health Connector, to conduct an "end-to-end" review of the website and intimate fixes, said MNsure spokesperson Jenni Bowring-McDonough. She said Optum will assess the functionality of MNsure's software, the site's call focus operations, as well how the agency works with its contractors. Optum will furthermore provide a cost assess for fixing the site by next week, after which MNsure could hire Optum to manufacture some of the repairs.

    Meanwhile, Minnesota is conducting its own assessment. On Tuesday, Jim Nobles, the state's legislative auditor, began scrutinizing other vendors involved with building MNsure. Mr. Nobles did not respond to a request for remark Wednesday.

    A significant revamp of the exchange is unlikely. Replacing software designed to meet Minnesota's status requirements for a health exchange and integrate with multiple government database is no smooth task, said Mr. Krigsman. "Do you retain your existing investment, or start over?" Mr. Krigsman said. "There's never enough time to deserve it right, but there is always enough time to fix it."

    During a MNsure board meeting Wednesday, MNsure interim CEO Scott Leitz said that nearly 72,000 people believe enrolled through the exchange since Saturday.  He said MNsure is hiring more call focus operators and processing more paper applications to allow as many consumers as viable to deserve coverage through the finish of the March 31 open enrollment period. But he said that despite the extra wait on MNsure won't believe the "ideal system" by March.


    Analysis: Health Exchange Mess Part I: Failures in leadership | killexams.com true questions and Pass4sure dumps

    In a two-part sequence Thursday and Friday, retired auditor Charles Hayward (full bio below) delves into the problems that led to a disastrous launch of the Maryland Health capitalize Exchange in drop 2013. Among the chief failings of status leadership: not addressing earnest red flags when there may believe been enough time to fix the root causes; not appreciating the monumental tasks assigned to limited resources; and not selecting one IT expert to win leadership on the website’s development. He writes that by September 2013, project control was lost, a faultless storm had materialized, and officials crossed their fingers, hoping for a miracle at launch. As the smoke clears, taxpayers will underwrite hundreds of millions wasted.

    By Charlie Hayward

    CharlieHayward@MarylandReporter.com

    Whenever ineffective planning, poor judgment and lousy communication intersect with really putrid technology in a large-scale, lofty profile, IT progress project, a “perfect storm” of catastrophic failure is the predictable result.

    Studies of IT software-development failures demonstrate the deadliest of totality risks for great software projects is the “big bang” release—like the one the status of Maryland chose to implement in 2011 via its Health Benefits Exchange when it finalized plans to launch, totality at once, a versatile, multi-purpose Health Information Exchange website.

    In the first of a two-part assessment, they will examine the roles and responsibilities of the principal parties, and win an objective glimpse at what was happening inside the exchange. Next, a brief commentary on the administration’s overwhelming desire to enroll as many people as viable and the costs of doing so. Last, they will list some of the key winners and losers and reckon the consequence on the state’s reputation from the first year of Obamacare implementation.

    Distinctive Responsibilities—The State, the Exchange, and its Contractors

    To objectively understand failure when multiple parties are involved, it is vital to prize the distinctive roles and responsibilities of the three principal entities: the state, its newly created exchange, and the contractor, Noridian Healthcare Solutions.

    The administration of Gov. Martin O’Malley alleges contractors are to blame. That is correct, but those allegations are delusory by omission, and they intimate a want of introspection regarding the root causes of the problems.

    Contractors’ deficient travail is smooth to visualize—they were project and programming experts who wrote the computer code and provided the “commercial off-the-shelf” (COTS) application from IBM/Curam—both of which failed in spectacular fashion. In contrast, the state’s overarching role and responsibilities were less visible (and more intangible) elements of success; much harder to grasp, yet vital to a successful launch.

    Sandwiched in between the status and its contractor, was the exchange. The exchange took direction from the status (via Department of Health and Mental Hygiene) and managed contractors it hired. The exchange was a small entity staffed at first (Fall/Winter 2011) with a handful or so of lustrous people trying to ramp up to about 50 employees in a hurry.

    Pearce highly qualified

    Its first hire was Rebecca Pearce, who was highly qualified to lead the exchange although she was not an IT expert. Her role was to breathe life into a unusual organization and, in doing so, she would breathe buffeted during the startup era (2012 -2013) by immense changes, as would any intricate entity. The exchange was constantly in hiring mode. It was setting up internal operations departments, such as HR, IT, accounting, budgeting, marketing, customer outreach. It was setting up internal controls within those departments.

    It was singularly accountable for negotiating “Memorandums of Understanding” with six to eight different status entities who would become its business partners. It was establishing ground rules with three federal regulators, each of which was susceptible to releasing hundreds of unusual requirements at any time. It needed to set policy supporting Obamacare implementation.

    Exchange staff met regularly with officials in the status legislature to assist them with writing three major laws; one each in successive years. It needed to establish procurement and other administrative policy. In addition to its status business partners, it was working with a half dozen other business partners whose operations spanned the entire status in order to arrangement Obamacare implementation and establish networking and collaboration arrangements.

    For instance, the exchange was working with grassroots entities (mostly nonprofits) who would ultimately assist with program outreach to potential enrollees. It was working with the state’s pre-existing network of insurance brokers about their roles in selling products. It was involved with helping to implement which insurers would become qualified to sell products on the exchange.

    Judging from the evidence, the exchange and its small staff did a remarkable job, except with respect to the website platform.

     Meanwhile, the state’s big-bang vision posed a major risk of a big-bang-boom outcome, assuming the best compress management practices and system-development principles had been followed. The status wanted to lead totality others in Obamacare implementation, so it conceived of a website with totality the bells and whistles; its leaders were seemingly oblivious regarding the dormant risks attendant to its vision. Ultimately, the exchange never implemented the best compress management practices and system-development principles that would believe given the project any haphazard of success.

     As the facts surrounding the website platform’s failure emerge, they will observe a domino consequence of separate (and successive) failures: status of Maryland ? Exchange ? Noridian. Gov. Martin O’Malley administration’s failures ultimately led to organizational and management breakdowns within the exchange. Ultimately, the state’s and exchange’s failures did not reason contractor failures, but they created the atmosphere which precluded the exchange from identifying the gravity of Noridian’s problems in a timely manner, and taking immediate and decisive action to ameliorate the root causes of the early warnings. Hence, the “perfect storm.”

     State of Maryland

    The O’Malley/Brown administration, including Secretary Joshua Sharfstein, M.D., should believe known that the exchange’s workload was too much for its nascent staff to manage, and they should believe taken decisive action after major red flags in November 2012 of impending failure. Specifically, these leaders:

  •  Failed to prize the drain on the exchange’s limited resources from the even of exertion needed for exchange startup activities during 2012 – 2013, and the distractions these activities would create relative to the concurrent website platform build. observe this chart showing milestones for the exchange’s myriad startup responsibilities. Sharfstein was aware that startup activities were, in fact, undergoing significant “mission creep” during these years—not captured in the chart’s static milestones.
  • Misjudged the risk in the website build. Either they did not fully identify specific risks common to mountainous bang releases, or they performed risk assessments that were ineffective.
  •  Did not assure the exchange was supported by sufficient, qualified IT resources during the website platform build to properly manage and control that work.
  • The Exchange

    The exchange did not believe a single individual assigned to manage Noridian’s travail who was skilled with large-scale IT progress projects who had ultimate authority and complete responsibility. The U.S. Government Accountability Office has been recommending this approach in countless reports over the final 15 years. (As an aside, the exchange will utilize this approach during the build using technology from Deloitte Consulting, which provided successful technology in Connecticut. Isabel Fitzgerald, the state’s chief IT expert, will manage. The role of Fitzgerald in the Deloitte build stands in stark contrast to the organization model existing during the failed Noridian build.)

    The exchange’s project management resources were spread among many contractors who were being managed by a diffuse control structure. Thus: roles, responsibilities and lines of authority became hopelessly blurred. And so it was no astonish that as the Noridian build evolved, communication broke down, critical-path schedules weren’t used, contractors set their own priorities and performed travail in fine faith but outside their contracts’ specifications.

    Endless meetings ultimately turned counterproductive, as the challenge of working with multiple contractors led to tradeoffs between resolving contractor conflicts versus fixing exchange bugs. Deadlines passed without remediation. Sheer chaos was pervasive in the final few weeks before website launch.

    The exchange’s key managers did not know what functionality the site would believe as of the launch date, because time expired before platform testing was finished. Incredibly, they would depend on launch “glitches” to pinpoint the lawful status of functionality. They’d crossed their fingers and flipped the switch, hoping for a miracle.

    These conditions are separate from BerryDunn (quality assurance contractor) monthly reports issued during the website platform build. They are the logical result of the O’Malley administration’s leadership errors described above.

     Contractors

    Problems between Noridian and its subcontractor EngagePoint, Inc. are well known. So too are the major dysfunctions within the IBM/Curam toolsets, business processes, and interfaces at the core of Maryland’s website platform. Noridian claims its problems were partly attributable to changes in federal requirements, particularly Jan. 17, 2013 release by the Centers for Medicare and Medicaid (CMS) of 70 business functions that the website was required to achieve.

    But Noridian should never believe bid the travail without fully appreciating the major risks inherent in Obamacare implementation, particularly HHS’ episodic, last-minute changes flowing down into Maryland’s website specifications. Other states faced the identical changing specifications and their contractors succeeded.

    Noridian owned these problems because it bid the travail and signed the compress expressly requiring it to abide a lofty degree of performance risk. As such, Noridian was accountable for fixing its problems. Absent Noridian’s fixes, the status was accountable to replace Noridian and execute contingency plans or risk catastrophic failure. By the time these options were clear, the exchange was trapped fondness a deer in the headlights; it had no contingency plan. It was too late to Do anything.

    Success—At what cost?

    By most measures, the O’Malley administration succeeded in its goal of maximizing enrollment, having comfortably exceeded its downsized goal of 260,000 sign-ups. In the process of enrolling somewhere near 300,000, Gov. O’Malley, Lt. Gov. Brown, Dr. Sharfstein (Department of Mental Health and Hygiene head) and key people in the exchange arguably suffered from a ascetic case of tunnel vision.

    In the aftermath of O’Malley’s determination to scrap the website platform and award $70 million or so of no-bid contracts to Optum/QSSI and Deloitte Consulting, the status legislature and taxpayers are asking about accountability for—let’s call it $300 million of sunk costs, and counting. Who is to blame and what will breathe their fate? Will there breathe restitution?

     Winners and losers—and reputational costs

    The newly insured are winners, particularly those covered by Medicaid’s expansion. About 96,000 people covered under the legacy Medicaid program were automatically enrolled in expanded supervision (i.e., non-emergency hospitalization) that was unavailable under the feeble Medicaid program’s primary-care benefits.

    And a unusual cohort of Medicaid beneficiaries — the exchange doesn’t believe final numbers, because the website failure caused many applicants for Medicaid expansion to breathe consequence in a queue, pending results of case-by-case eligibility determination at a later time. So the enrollee signify seems to breathe somewhere between 132,000 and 150,000.

    Still another cohort of winners (63,000 as of April 4) has purchased subsidized insurance under private plans sold in the exchange. Many will learn, however, that subsidized premiums are affordable but the health supervision itself is not—once the bills for deductibles and co-pays approach due.

    The clear winners furthermore include many high-priced “white shoe” consultants who were able to capitalize on the exchange’s failure to implement and operate the software infrastructure it contracted to build. Possibly the biggest winner may breathe crowned in years to come: the tort lawyers.

    The losers include people who formerly were insured for lesser coverage, but were required under threat of penalty to buy more expensive coverage, exceeding their needs. And then there are the people who simply resolve against any of Obamacare’s options because they believe better ways to expend their money. They will breathe required to pay the “penalty-tax.”

    Probably the biggest losers are thousands of helpless taxpayers who paid for the dysfunctional site and the many cascading effects (described in the second installment) associated with its failure. Those taxpayers then paid to retain the website open long enough to limp through the first year’s enrollment.

    Then they will now pay Deloitte and others millions to (1) plug another state’s solution into Maryland’s milieu, and (2) reconstruct a single database of record—from information that is now spread over mountains of paperwork from manual workarounds or are unsalvageable or hopelessly irretrievable from Curam.

    Obamacare so profoundly changed the insurance landscape that government entities believe commandeered the role of selling insurance products formerly held by the private sector. A private company has a fine reputation when it consistently meets or exceeds the expectations of its customers. A putrid reputation results when the organization’s words or deeds drop short of customer expectations.

    How would people view the credibility of status leaders if they were private-company executives engaging in the kind of tunnel vision, poor planning, mismanagement and spin, described above?

    Charles Hayward spent more than 30 yers performing Government Accountability Office full-scope “yellowbook” audits and served as a confederate in two accounting firms. He retired in Nov. 2007 from Cotton & Company LLP, where he was a confederate and principal monetary auditor of the firm’s audit practice group. He led audits of many federal agencies, including the U.S.Department of Justice, Department of Commerce, Government Accountability Office and the small business Administration. He earned a bachelor’s degree with honors in business Administration from Bowie status College, and attained every auditing-related certification, including CPA, CISA, CFE and CGFM. Since retiring, he has worked on a few consulting assignments and been a contributing writer for MarylandReporter.com, specializing in audit coverage.



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    Operations & Process Management: Principles & Practice for Strategic ImpactOperations & Process Management: Principles & Practice for Strategic Impact
    By Nigel Slack, Alistair Jones
    Publisher : Pearson (Feb 2018)
    ISBN10 : 129217613X
    ISBN13 : 9781292176130
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    Subject : Business & Economics
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    Computer Security: Principles and PracticeComputer Security: Principles and Practice
    By William Stallings, Lawrie Brown
    Publisher : Pearson (Aug 2017)
    ISBN10 : 0134794109
    ISBN13 : 9780134794105
    Our ISBN10 : 1292220619
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    Subject : Computer Science & Technology
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    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 126046542X
    ISBN13 : 9781260465426
    Our ISBN10 : 1260084493
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    Subject : Business & Economics
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    Urban EconomicsUrban Economics
    By Arthur O’Sullivan
    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 0078021782
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    Our ISBN10 : 1260084493
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    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William G Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Feb 2018)
    ISBN10 : 126021110X
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    Our ISBN10 : 126009233X
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    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
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    Publisher : McGraw-Hill (May 2018)
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    Our ISBN10 : 126009233X
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    Subject : Business & Economics
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    Understanding BusinessUnderstanding Business
    By William Nickels, James McHugh, Susan McHugh
    Publisher : McGraw-Hill (Jan 2018)
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    Our ISBN10 : 126009233X
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    Publisher : McGraw-Hill (Jan 2018)
    ISBN10 : 1259929434
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    Our ISBN10 : 126009233X
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    Subject : Business & Economics
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    C2170-010C2170-010
    By Peter W. Cardon
    Publisher : McGraw-Hill (Jan 2017)
    ISBN10 : 1260128474
    ISBN13 : 9781260128475
    Our ISBN10 : 1259921883
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    Subject : Business & Economics, Communication & Media
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    C2170-010C2170-010
    By Peter Cardon
    Publisher : McGraw-Hill (Feb 2017)
    ISBN10 : 1260147150
    ISBN13 : 9781260147155
    Our ISBN10 : 1259921883
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    Subject : Business & Economics, Communication & Media
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