C. BRYAN NOWLIN

505-***-****

PROFESSIONAL OBJECTIVE

Seeking an opportunity to function as a Healthcare Sr. Project Manager / Scrum Master providing oversight and direction of Health IT

implementation projects in hospital delivery system and health IT software development environments utilizing 13 years of experience in the

management of clinical, revenue cycle, cancer research, and health information management applications.

PROFESSIONAL EXPERIENCE

July/2014 to Present

Trinity Health Technology Management, Bryan Nowlin Proprietor

*Epic/Cerner Implementation Leader

Provides project/program management consulting in the specific area of Health Information Technology on Epic and Cerner systems.

This involves enterprise implementations of EMR, Cardio applications, and ICD-10 within an organization's hospital information system

environment, to include: Governance, Project/program management, Build (conversion of masterfiles), Integration (modification of

integration engine and Epic's Acute and Ambulatory interfaces containing ICD-9 codes), Vendor Management (ensuring all Epic-related

ancillary applications are configured to receive and process Epic HL7 ICD-9/10 format), Finance (development of program and

workstream budgets outlining training, IT infrastructure, and external contract labor needs), and Testing (support end-to-end testing

between Epic, HIM, Clearinghouses/Payors, and downstream systems).

Manage all aspects of assigned projects throughout the project lifecycle including scoping, scheduling, resources, budgeting, quality, and

risk mitigation/issue resolution.

Develop and maintain a detailed project plan to include tasks, durations, resource assignments, percentage complete, and start/end dates of

completion, in Primavera/MS Project.

Schedule and conduct project meetings to include logistics, agendas, status tracking, and documentation of meeting minutes.

Prepare and submit weekly project status dashboards/reports to the Manager of PMs

Work in fast-paced demanding environment with various functional area stakeholders and project team members on new projects and

projects in-flight.

Generate metrics, deliver on milestones and timelines, and present and report on project progress.

Develop Project Requests and Business Cases for new projects.

Mitigate risks, resolve issues, and escalate any critical risks/issues to the PMO Lead.

Interface with all parties to the project to include business SMEs, IT PMs, other corporate departments, Health Plans, and vendors.

Sep/2013 to June 2014

Novant Health, Charlotte, NC

*EMR/ICD-10 and Revenue Cycle Sr. Project Manager

Manage the Epic / ICD-10 Conversion Project, which involves the conversion of Epic to full ICD-10 capability following an Epic

2010/2012 upgrade. Holistically, the project will be centered around these initiatives:

o Managed the implementation of the Clinical Term Go-live with our Wave 1 rollout of Epic to the central Charlotte Market. The

purpose of the Clinical Term Go-live is to have users begin the process of interacting with ICD-10 content before the ICD-10

transition date. Clinicians have the opportunity to use the Diagnosis Calculator and interact with new terminology that is specific

enough for coding and billing in ICD-10. However, the preferred code set is ICD-9, meaning that the system still shows ICD-9 codes

to users and sends ICD-9 codes on claims and in interface messages.

o Managed the ICD-10 build for Acute and Ambulatory that involved updating the masterfiles that were impacted by diagnosis

procedure to ICD-10 standards (Billing, Clinical, Claims, Codesets, etc.). Following moved Build into POC and TST to prepare for

Application and Integrated testing, and conduct process meetings with Acute and Ambulatory teams to review/modify test scripts

necessary for unit and integrated testing. The consensus was to use the application test scripts from previous go-lives (with slight

workflow modifications) to satisfy functional testing of the ICD-10 Build and current integrated test scripts for integrated testing with

Epic’s ancillaries.

o Collaboration with Acute Test Manager to complete the Dimensions/ICD-10 test strategy document that outlined the scope, business

requirements, testing prerequisites/deliverables, pointers to unit and integrated test scripts, testing activities, test cycles/schedule,

impacted interfaces and ancillaries, role/responsibilities, and life cycle and defect management processes. In addition, we collaborated

on the draft of the Business Justification document that was approved by VP of IT. The purpose of this document was to provide a

Work Breakdown Structure (WBS) of ICD-10 associative upcoming testing events that will be executed in parallel with the Wave 2

Clinical Go-live period. This document identifies internal resource constraints with viable solutions; level of effort involved with

deliverables and tasks, and cost breakdown/budget analysis of external resource support.

o Worked with integration and ancillary teams to update the vendor readiness tracker that identifies all impacted interfaces, interface

type/description, inbound/outbound feeds, and downstream systems. There were 51 Epic-related impacted ancillaries and 69

interfaces. We performed discovery to verify the distribution, receiving, processing, or storage of a diagnosis code, and communicated

with systems analysts of each affected ancillary to provide ICD-10 compliancy status related to software upgrade,

remediation/configuration work, risks/issues, dependencies, test environments, and implementation schedule.

o Collaborated with Ambulatory RCS and Ambulatory Billing to recode 36 identified Epic-related outpatient claims in the MUT

environment. We utilized these claims for testing with CMS and used dual coded claims for testing of Acute-related claims. Epic TS

identified over 1,000 dual coded Medicare Acute accounts that we will utilize for testing. We were able to pull out 100 of them and

generate 44 claims for these accounts with an ICD-10 code set in the SUP environment.

o Scheduled several collaborative meetings bringing together multiple teams (Integration, Acute Testing, ICD-10 Enterprise Program,

Epic/ICD-10, Invision/ICD-10, & Reporting/FTP) to understand, plan, and assess the impact of the Cloverleaf upgrade and the use of

Cloverleaf for multiple testing events and environments for Wave 2 (Preferred Code Set I-9) & ICD-10 testing (Preferred Code Set I-

10) concurrent paths. The decision was made to upgrade Cloverleaf and include a build to point to multiple test environments.

o Arranged demo sessions of the impacted Acute and Ambulatory applications that trigger the Diagnosis Calculator. A follow up

meeting was held to discuss the strategy for the training tool for physicians and clinicians. The CMIO led analysis to review the

workflows from a clinician’s perspective regarding interaction with the calculator. Finally, he indicated that he would drive the

physician training process for ICD-10, which were Tip Sheets sent out via memo. With respect to Ambulatory, the eLearning tool was

developed for coders, physicians, and clinicians and uploaded with the disclaimer sent out to providers and managers. Acute coders

were trained based on their specialty through AHIMA CBLs. We also provided classroom training in specialty areas.

o CAC solutions for Acute and Ambulatory were not in place for the Clinical Term Go-live due to a protracted full evaluation process

due issues with the Optum product. On the other hand, Acute and PB Dual Coding were implemented. Acute Dual Coding is live at

main Charlotte facility and the Ambulatory dual coding was initiated with the Clinical Term go-live. The build was migrated into

PROD and collaborated with security to add security points to the templates for all of RCS to ensure the ICD-10 tab can be seen.

o Scheduled meetings with Acute/Ambulatory reporting teams to capture requirements and environment prep for ICD-10 preferred code

set testing of reports and extracts. We decided to use the Meaningful Use environment (MUT) as our reports testing environment (as it

is refreshed with a copy of PROD and contains real patient data) and run the Stage 2 Conversion during the integrated testing period.

Mar/2013 to Sep/2013

UMass Memorial Hospital Center, Worcester, MA

* EMR Program Manager / Director of ICD-10 Implementation Services for HCTEC Partners

Functioned as the ICD-10 Business Unit Director responsible for delivering a full range of services to clients such as project management,

interim project staffing, software application optimization, healthcare reform initiatives including 5010 and ICD-10, and support analysis.

Worked work with clients to define needs or problems, gather data and perform analysis to advise or recommend solutions. Responsible for

ensuring that resources assigned to each project perform satisfactorily by communicating with client and providing feedback to team and

will be responsible for the overall success of the program.

Manage ICD-10 implementation program for UMass Memorial Information Systems and Johns Hopkins Medical Center. Collaborate with

Price Waterhouse Coopers (PWC) to build ICD-10 Impact Survey outlining affected applications, interfaces, and work effort estimation.

Provide direction and close oversight of day-to-day operations of each individual work stream and project involving an upgrade or

remediation effort. Lead Integrated Work Group that is comprised of 28 project managers, 15 application managers, 12 application analysts,

and 10 business and QA analysts for specific ICD-10 impacted areas to develop, track, and report on milestones, cross-functional

assignments, risks, and dependencies.

Project Management Governance/Methodology: Utilized the PMI Project Delivery Life Cycle (PDLC) project management methodology

which details the phases, activities, tasks, and deliverables for successful project delivery of the ICD-10 Remediation Program. PDLC

consists of four main phases: Initiating (Involves defining the project objectives, high level requirements, and success criteria); Planning

(Involves developing the project’s schedule, detailed budget determined, and all facets of the project are planned); Execution and

Monitoring & Control (To assure that the quality of project delivery meets business objectives, requirements, and success criteria, rigorous

application of project change management and regular monitoring of project schedule, budget and status for successful completion), and

Closing (Allows for a proper end to the project, releasing the team from any future delivery requirements and providing the time to reflect

on the project to determine what should be improved and avoided).

Budget/Finance Development: Estimated 2-year project budget (2013/2014) including project team, support, and costs for key impact areas

broken out by fiscal year totaling 5 million. Assisted Finance to review and update both capital and operating budgets items (e.g., IT system

remediation/upgrade, physician and staff training, resource costs, and backfill staffing needs) identified throughout the transition and

duration of the ICD-10 remediation period.

Vendor/External Business (Trading) Partners Management: Due to the majority of hospital internal systems being vendor-supported

applications, coordinated with vendors regarding GA release of ICD-10 compliant versions and remediation efforts to configure ICD-10

impacted applications to receive, send, and store ICD-10 diagnosis codes. Created a centralized vendor management initiative to track

vendor readiness as well as to understand changes and updates to systems. As changes to each application can potentially affect interfaces,

reports, and other downstream applications, a clearer understanding of vendor readiness and anticipated changes is necessary. Collaborated

with Business to track readiness of Clearinghouses and Payors.

Interface Modification Work: Collaborated with Integration Team to develop a comprehensive inventory of HL7 and batch interfaces, and

flat/text files requiring modification or customization work to facilitate processing of ICD-10 data formats. In addition, identify files that

are exported to external agencies/databases requiring ICD-10 related modifications.

Analysis and Design: Led the requirements management process whereby technical design/whiteboard sessions are conducted with

Application Managers/Leads and Integration Team members to capture end-to-end ICD-10 scenarios to be documented in a Technical

Design Specification (TDS) for the ICD-10 Program. This deliverable will encapsulate: Scenario Summary and Scope, Release Notes,

Business Rules, Pre/Post-conditions, Process Workflows, and Interfaces/FTP Traffic.

IT Infrastructure Work: Lead the necessary associated work for upgrading Servers, Networks, Processors, Databases, IT Security,

Licensing, and Desktop Services related to ICD-10 remediation.

Testing: The objective of this initiative is to facilitate and support the testing of ICD-10 code propagation following the remediation of

Hospital Delivery System’s IT systems and external business partners to achieve the ICD-10 Remediation Program’s successful adoption of

ICD-10 standards and requirements per government mandate of October 1, 2014. Furthermore, to define the testing phases that will be

conducted and document the processes for test cases development, test execution, defect management, risk management, risk mitigation

through test completion and metrics.

Jan/2012 to Mar/2013

PRESBYTERIAN HEALTHCARE SERVICES, ALBUQUERQUE, NM

* HIM/Revenue Cycle Sr. Project Manager

Engaged Deloitte & Touche LLP to perform an ICD-10 Impact Assessment. The objective of the assessment was to provide a clear

understanding of how PHS currently uses ICD-9 codes and identify specific gaps in clinical and business operational readiness to

implement ICD-10 codes within the timeframe mandated by the Center for Medicare and Medicaid Services (CMS).

Utilized Deloitte’s Assessment to propose ICD-10 governance model to include: Executive Steering Committee (Focus on strategy,

monitoring execution, and only by exception being involved in the project’s details); Project Steering Committee – Includes user and IT

executive sponsors and monitors a given project’s execution (work plan, scope, budget, benefit realization); and PMO and Project Team

(Drive the overall project work plan, track resources, effort and funding).

Prepare scope document to outline the facilitation and support of the remediation efforts of Presbyterian Delivery System’s (PDS) IT

systems and technology including performance of all daily work, activities and tasks necessary in order to achieve the ICD-10 Adoption

Program’s objectives and the successful adoption of ICD-10 standards and requirements for the Presbyterian Delivery System – IT

Technology and Tools Work Stream. Provide direction and coordination for the remediation of PDS IT applications, interfaces, electronic

data exchanges containing ICD-9 and DRG codes to achieve ICD-10 compliance, as well as any necessary associated work to servers,

networks, databases, systems engineering, IT security and/or desktop services. Support integrated testing between PHS and external

business partners, vendors and clearinghouses.

Develop and implement plans for successful adoption of ICD-10 standards and requirements with minimized financial impact for the

Presbyterian Delivery System - HIM / Clinical documentation Work Stream which includes the following groups: HIM/ / EWC / Coding

workgroup, Clinical Documentation workgroups, PMG (including Home Healthcare Physicians), Hospitals / SubAcute / Rehabilitation,

Emergency Medicine, Regional Hospitals, Ambulance.

Oversee Steering Committee approved ICD-10 IT budget for capitalized cost totaling $6 million covering hardware, software, CAC tool

and services, Epic Ambulatory, contract labor, maintenance, training and certifications, and IT infrastructure items (networks, servers,

databases, security, systems engineering, and desktop services).

Draft team charter that provides overall governance, oversight and direction necessary to support the remediation of Presbyterian Delivery

System’s (PDS) IT systems and technology including performance of all daily work, activities and tasks necessary in order to achieve the

ICD-10 Adoption Program’s objectives and the successful adoption of ICD-10 standards and requirements for PDS.

Engage software vendors and application services providers in ICD-10 readiness discussions to identify when ICD-10 compliant

applications will be available and establish a mitigation/contingency plan in the event vendors are unable to deliver on time.

Develop an interface strategy outlining an assessment to determine work breakdown structure, budget, dependencies, risks, and

Presbyterian vendor work needed. Transition assessment to detailed technical design specifications to be passed on to Dev/QA teams.

Develop ROI and assess feasibility for tools that may facilitate the ICD-10 migration (e.g. Computer Assisted Coding, Code

Mapping/Translation tools, Coding tool for Home Health, adopting 3M Code Finder across the organization).

Utilize Project Delivery Life Cycle (PDLC) to manage multiple projects consisting of four main phases: Initiating (Involves defining the

project objectives, high level requirements, and success criteria); Planning (Involves developing the project’s schedule, detailed budget

determined, and all facets of the project are planned); Execution and Monitoring & Control (To assure that the quality of project delivery

meets business objectives, requirements, and success criteria, rigorous application of project change management and regular monitoring of

project schedule, budget and status for successful completion), and Closing (Allows for a proper end to the project, releasing the team from

any future delivery requirements and providing the time to reflect on the project to determine what should be improved and avoided).

Produce ICD-10 program implementation roadmap involving analysis and design phase to draft design specifications and test cases, build

phase to modify all interfaces, testing phase to perform internal testing of critical, medium, and low-impacted applications, and

integrated/external testing phase to test outbound interfaces to state and federal government agencies.

Utilize Enterprise Project Management System (EPMS) to view, track, and report resource allocation metrics data to include percentage of

time resources are dedicated to a project, resource availability from other application support teams, and productivity related to percentage

of time resources spend on each task per week.

Conduct weekly ICD-10 IT Work Stream meetings with IT applications Team Leads, IT Application Managers, and IT Director to review

presentation outlining project summary, project dashboard, project scope, project milestones/deliverables, and action items.

Ensure weekly and monthly reporting to CIO, ICD-10 Program Director, IT Director, and ICD-10 Executive Steering Committee.

Followed PHS Finance Policies that outlined capitalizing IT project costs that are incurred during the Application Development stage to

include: Coding, Developing, Writing/building (interfaces, code, system architecture, etc.), Testing, Installing (ex. New hardware needed

exclusively for the given project), Training (only training to teach qualified staffs to become “Application Developers” for the given

project, and only if we have chosen to not hire otherwise qualified third-party Developers), Implementing (get system to operate according

to original design specs), Development of ASSET documentation for original design/build only, and “Leading” Project Management. All

other stages such as Preliminary and Post Implementation stages were allocated to the operating expense budget.

Jun/2011 to Jan/2012

ROCHE/VENTANA MEDICAL SYSTEMS, TUCSON, AZ

* Sr. Product Development Manager / Scrum Master (Histopathology)

Manage 20 member SDLC/Scrum team of developers, analysts, and QA/implementation engineers for the Ventana Vantage Workflow

application. This product was designed to support workflow automation within the Histology Laboratory by receiving case data from the

LIS and providing the appropriate information to any workstation in the histology workflow at the time the information is needed to ensure

positive patient identification which improves efficiencies and reduces errors in the lab.

Manage project scope, schedule, budget, risks, and quality by following FDA Product Development Process (PDP) that outlined the 5

phase gates of the design control process: Analysis (develop product concept & key driver requirements), Feasibility (show commitment to

schedule, cost, and timeline), Design/Development (ensures design outputs meet design requirements), Implementation (successful

completion of design and process validation), and Mfg/Sales (product performance via production and process controls).

Conduct cross-functional release planning efforts by bringing together Sales/Marketing, NACO, Program Management, Software

Development, QA Testers, and Global Technical Support (GTS) whereby the product backlog was reviewed, level of effort for each

requirement was estimated, and sprint forecasting was completed for the entire release.

Oversee requirements management process through collaboration with Marketing and North America Commercial Operations (NACO) to

gather requirements from the product backlog, deferred product support bug list, system tasks, and new feature marketing requests.

Implement quality management process by which requirements were bi-directionally synchronized between HP Quality Center and Team

Foundation Server (TFS) to establish end-to-end traceability of requirements, test cases, development tasks, and defects.

Liaise with Marketing and Commercial operations to generate a Customer Marketing Requirements Document (CMRD) that outlined the

high level market requirements for the release, and a Software Requirements Specification (SRS) document that outlined the workflow and

functional behavior for each software requirement within a specific module. For more technical requirements, work with development to

draft a Software Design Document (SDD) to capture application architecture, business process modeling, and data design considerations.

Finally, produce a Traceability Matrix that mapped marketing requirements (CMRD) – software requirements (SRS) – test procedures for

all requirements within a release.

Manage project risks via daily stand up cross-functional team meetings, by-weekly iteration planning meetings, and follow up of cross-

functional action items. A daily risk management matrix was developed, tracked, reviewed (by cross-functional team) and placed on the

program team Sharepoint for daily updates.

Organize and lead Vantage Program Update cross-functional weekly meeting which created an environment for the core team to provide

the most recent status on their specific responsibilities of the product life cycle process for a current release. Each project team leader

presented and outlined milestones, accomplishments, risks/challenges, mitigation plan, impact, and key/action items from their assigned

slide.

Manage 3rd Party/vendors with respect to solicitation of contractors to assist with development and testing responsibilities by coordinating

with legal to draft disclosure and service agreements, negotiate rates and responsibilities, and scheduling interviews to bring in the right

candidates.

Prepare monthly financial variance reports (actual vs. budget) and end of project forecasting by utilizing Multi-Project Management

(MPM) solution and SAP’s GRRP (Global R&D Reporting Program) that integrated project planning, tracked project tasks, and

incorporated resource planning for a monthly budget of $250,000 and 3 million dollar program annual budget.

Collaborated with Software Development Manager (SDM) and QA Manager to draft test plan that describes the test strategy for conducting

verification testing of the VANTAGE v2.0.1 software application. This test plan outlines testing strategies for the 12 components to be

tested along with a planned test execution for test protocols, test environments, interfaces, tools, release candidates, and system and user

acceptance tests.

Jun/2010 to Jun/2011

NATIONAL CANCER INSTITUTE (NCI), ROCKVILLE, MD

*Sr. Technical Project Manager / Scrum Master (Oncology)

Utilized Agile/Scrum to design, develop, and release several versions of the Clinical Trials Reporting Program. This is a suite of

applications and services with the objective to collect, exchange, and report clinical study data across enterprise. Primary features of the

tool include: 1) interoperability, or ability to exchange clinical data with existing clinical trial tools that consume/operate clinical study data

by adhering to the clinical study data model standard, 2) compliance with FDA regulation applicable to clinical trials reporting, 3) reporting

capability for assessing performance in conducting clinical trials across enterprise, and 4) research-oriented reporting for clinical study and

accrual of patients.

Interviewed representatives from multiple national cancer centers and conducted online focus groups to gather a master feature list. The

feature list was then transitioned to a product backlog that outlined the description, priority, story points, and release/sprint assignment.

Facilitated a release planning session with core team leadership (Sales/Marketing, Software Development Manager, Product

Owner/Program Manager, Scrum Master, etc.) to review the product backlog, user stories, and QA bugs. In addition, we conducted sprint

forecasting, finalized iteration goals, completed story tasks and acceptance tests, assigned task estimates, and identified detailed tasks and

tests for delivery and acceptance.

Directed sprint planning sessions at the beginning of each sprint with development team, development manager, scrum master, business

analysts, and testers to plan and agree on the user stories, technical debt, and bugs they were confident of completion during the iteration.

Conducted sprint review/demo meetings with the product owner at the end of each sprint to ensure all acceptance criteria of the work

completed had been met. Following, the team demonstrated completed functionality to showcase their work to stakeholders.

Organized daily standup meetings to facilitate team communication regarding work completed, impediments, and future tasks.

Developed Software Development Validation Plan (SDVP) which functioned as a charter-like document for each release outlining project

scope and objectives, release strategy, high level schedule/milestones, sprints, project organization, SDLC/RMLC, ground rules, quality

goals, team and responsibilities, meeting structure, software design specification and design output documents, software testing and

validation process, and installation procedures.

Drafted Customer Marketing Requirements Document (CMRD) that outlined product description and intended use, user scenarios/use

cases, stakeholder requirements (regulatory/safety, compliance, etc.), and customer requirements (product functionality and performance,

automation needs, etc.).

Managed development of user stories/use cases that provided a summary of the scenario, application, actor, preconditions, post-conditions,

normal course, alternative courses, exceptions, frequency of use, business rules, special requirements, assumptions, issues, and mock-ups.

Created Requirements Management Plan (RMP) to describe how requirements will be developed, tracked, and published for a project

during the course of product development. The RMP defined the requirements artifacts (e.g. documents, databases, etc.) to be created and

managed, as well as the roles and responsibilities of the involved team members. Additionally, the RMP described the types or categories of

requirements that will be generated, the attributes of these requirements, and how relationships between requirements will be traced. We

utilized HPQC as a tool and means to create, revise, manage and track changes to the repository of project requirements. HPQC assigned a

unique requirement identification number (RIN) to each requirement, specification, or information entry, in the database.

Generated several reporting metrics such as burn down charts and stories progress reports to determine the rate of team progress through

the trend of completed and remaining work and the work for each story in a specified period.

Conducted a release retrospective with the Scrum team and subsequent report for the purpose of providing gaining a better understanding

of what went wrong, how processes could be improved, where communications broke down, what issues arose during the life cycle

process, and who deserves credit for going the extra mile.

Developed release/project plan for each release that outlined tasks per development stage:

o Requirements and Planning: Update feature list and roadmap, conduct release planning meetings, draft use cases and

requirements, review business impacts with customers, update product backlog, update software requirements, communicated

release changes to customers, and draft project/release plan.

o Development 1: Conduct sprint planning meetings, execute sprints, update system testing requirements, produce software build,

perform system and load testing, coordinate verification testing, update data model, update trace matrix, update validation install

and upgrade guide, produce software build for release.

o Development 2 (Hardening Sprint): Update

Contact this candidate