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C2170-010 IBM Curam V6.0.4 Application Development

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

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

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IBM IBM Curam V6.0.4 Application

IBM utility Blamed for troubled situation health Exchanges | true Questions and Pass4sure dumps

application from IBM has been singled out for technical problems hurting both the Maryland and Minnesota online fitness exchanges. officers from both states believe blamed IBM’s Cúram, used to assess consumers' eligibility for coverage, for a pair of performance concerns, including losing purchaser applications.

With the March 31 deadline for open enrollment duration quick coming near, situation officers believe upped their rhetoric. remaining week, the Maryland health Connection cited Cúram and its "critical utility defects." in the past, the situation blamed a squabble between two primary contractors as the supply for the change’s numerous bugs.

closing month, in a December missive to IBM CEO Virginia Rometty, Minnesota Gov. charge Dayton exact 21 issues MNsure encountered with Cúram, together with functions stuck in pending reputation, as well as inadequate documentation and replica purposes.

The persevered technical challenges experienced through Maryland and Minnesota underscore now not simplest the skills infirm point of the utility chosen to carry out the job, but the problem of pile an internet fitness alternate, even at a situation stage, in a comparatively brief term of time. fondness different situation exchanges, MNsure and Maryland health Connection believe to weave collectively private assurance and federal government programs to investigate consumer eligibility for Medicaid and supply commandeer insurance classes. Add to this the challenge of working with distinctive contractors and the time misplaced resolving contractor conflicts versus fixing trade bugs--as become the case with Maryland and several other situation exchanges—and present difficulties are more understandable, albeit of exiguous solace to patrons.

Responding to Maryland’s claims, IBM spokesman Clint Roswell mentioned that the change is improving and that IBM continues to breathe working with the contractors on the web page. “according to their newest information on the exchange's performance, they are seeing greater than ninety five% of patrons getting into the site now having a excellent adventure," Mr. Roswell said in an e-mail to CIO Journal. IBM begun providing the software when it got Dublin, eire-based Cúram application Ltd. in 2011. Cúram ability "care and insurance policy" in Irish.

however an reputable for Maryland health Connection instructed CIO Journal Tuesday that while the change's consumer experience has more desirable, "giant concerns with the Cúram software and other device accessories nonetheless requisite to breathe fastened before the web page can feature because it should."

Some Maryland buyers' applications for insurance believe been misplaced or suspended in Cúram, an essential component of the exchange it truly is designed to investigate buyers’ eligibility for Medicaid and premium tax credits for private coverage, spoke of Joshua M. Sharfstein, Maryland's secretary of health and intellectual hygiene, and chairman of the exchange's board, testifying in entrance of the situation Senate Finance Committee eventual Tuesday. He additionally mentioned some 834 kinds -- application information the exchanges send to insurers to complete the utility technique -- are generated with mistakes, requiring alternate workforce to manually proper them. He additionally spoke of that adjustments to Cúram and different functions used for the web page would trigger anything that had been functioning to desist working. “There are sedate challenges that nonetheless continue to be," Mr. Sharfstein informed the committee. "I don’t want to sugar­coat that.”

Cúram is rarely the understanding behind complete the trade's illnesses. In his testimony, Mr. Sharfstein stated the situation needed to mediate economic disputes between simple contractor Noridian Healthcare options LLC and subcontractor EngagePoint LLC, which slowed technical progress in August and September. "right through this time, there was insufficient progress fixing the defects recognized complete the route through consumer checking out," Mr. Sharfstein mentioned. When the website went reside on Oct. 1, Noridian servers used to aid the change crashed, preventing consumers from shopping for and enrolling in plans.

Noridian booted EngagePoint from the job on Oct. 25. Neither Noridian nor EngagePoint spoke back to CIO Journal's requests for remark.

Rick Howard, a Gartner Inc. analyst who has been carefully following the health exchanges, observed complaints about Cúram imply the software wasn't thoroughly built-in and established to uphold the coverage transactions. "one of the crucial IT solutions that had been deployed simply weren't in a position for best time when it came to the complexity demanded with the aid of medical health insurance marketplaces," Mr. Howard referred to.

but he too pointed out Minnesota and Maryland's complications Go beyond issues with particular person application items and contractor litigation. He talked about the exchanges tackled IT projects that had been too complicated in an "aggressively" brief implementation window -- many of the states took a few years to define their undertaking necessities -- which intended untested systems would launch with ascetic defects. He pointed out he predicts and many situation exchanges would require endured intensive remediation, stabilization and enhancement for the subsequent 18 months -- or longer.

Lynne Dunbrack, an IDC analyst who covers fitness custody IT, stated that 50% of complete massive IT projects fail. For the exchanges, the complexity of the work, together with the integration of records between situation exchanges and insurers, mixed with tense timelines, amounted to a challenge that has proven tough for some states to beat. "it's definitely now not remarkable that we’ve viewed the considerations on the dimensions that they now believe had throughout complete of the different supplier options," Ms. Dunbrack referred to.

La. social features company builds on Curam utility | true Questions and Pass4sure dumps

La. social features company builds on Curam software
  • with the aid of John Moore
  • Oct 06, 2006
  • Curam software is presenting the application spine for the these days launched first section of a social functions device challenge in Louisiana.

    Increment 1 of the state’s A complete commercial enterprise social capabilities device (ACESS) aims to provide a typical intake gadget spanning most social services courses, based on a spokesman for Curam. The initial section too covers case management for Louisiana’s child coverage capabilities.

    Curam is imparting its industrial-off-the-shelf social enterprise administration solutions, contracting directly with the state. The situation selected IBM in 2004 to station into sequel the ACESS, including the Curam software component. final month Curam and IBM increased a strategic alliance to deliver human functions, social security, and staff capabilities recommendation expertise options to govt organizations. The agencies believe been partnering when you account that 1999.

    in the ACESS equipment, Curam’s software runs on IBM’s z/OS mainframe operating equipment. additionally working on the mainframe platform are IBM’s WebSphere software Server and DB2 database.

    ACESS will provide Louisiana’s social capabilities agency to control assorted courses including newborn Welfare, baby Care, concepts to Empower americans, family unit Independence temporary assistance program, Kinship custody Subsidy software and meals Stamps, amongst others.

    Future increments of ACESS will let caseworkers control complete of an individual’s social and human services needs in a sole vicinity, the Curam spokesman observed.

    Curam too gives its social commercial enterprise administration utility to such situation and endemic government valued clientele as Utah and ny city.

    IBM: Parking spot tracker Streetline is the realm’s smartest startup | true Questions and Pass4sure dumps

    IBM’s smartcamp international entrepreneur competitors culminated in Dublin these days with 9 startups from throughout the world competing for the title of the “world’s smartest startup”. From 660 long-established candidates the eventual winner became Streetline, which helps cities song parking violations and drivers to locate parking spots.

    extremely-low power sensors are installed in parking spots, which could notice if the space is occupied. Sensors can even breathe station in within the parking meter to determine no matter if the meter had been fed and for this understanding detect violations.

    in response to Streetline, 30 % of traffic in foremost cities carries americans driving around looking for parking, making it a tremendous congestion and environmental difficulty. Parking fines are additionally a tall supply of earnings for cities and at the jiffy many violations carry out not result in fines. Streetline systems are already deployed in cities fondness San Francisco and los angeles. recent york and Washington are about to breathe brought. Streetline expenses the city per house, per thirty days in a carrier mannequin. The company additionally simply did its first pilfer custody of a non-public parking garage.

    apart from detecting parking violations, Streetline will unlock a smartphone application in early December to direct users to the closest parking pots. once it really is in location, a city might even birth doing dynamic pricing of parking spots  in an pains to direct drivers to particular parking areas. CEO Zia Yusuf told me that there are three primary tips on how to fetch their product to patrons rather than simply cities: the smartphone software, digital signals which direct people to parking (“3 spots in case you flip left”) and eventually partnerships with vehicle navigation programs.

    Ideally, Yusuf would want to perceive cities interpose built-in parking techniques which include monitoring fondness that provided by route of Streetline, mobile pervade for parking, alerts when parking time is running out and cellular ticketing. He means that a metropolis might even ship a ticket to your cell phone with an present that if you pay instantly, you fetch a discount on the quality. Streetline additionally has ambitions to prolong its functions into site visitors monitoring and past.

    a pair of different startups acquired particular mentions from the judges. Treemetrics is a endemic Irish company which makes employ of 3D laser scanning to measure the height, straightness, taper and quantity of bushes in a woodland. This makes it viable for foresters to reduce size expenses and schedule logging to maximise yield.

    Sproxil tackles the tall vicissitude of drug counterfeiting in constructing countries the usage of an light scratch-off code attached to the packaging which works in an identical approach to pre-paid cellular billing. The consumer exposes the code and sends it with the aid of text message to a verification quantity which tests its validity.

    For IBM, the smartcamp competitors isn’t just a advertising undertaking. 35 p.c of IBM’s $one hundred+ billion in earnings is pushed with the aid of companions together with startups. Irish social protection application enterprise Cúram software, as an instance, has on my own pushed 1 billion eu in income for IBM over the route of their partnership.

    The typical theme among startups in the finals became IBM’s smarter world mantra of instrumentation, interconnection and intelligence; actually lots of sensors and evaluation of the information they produce. lots of the competing startups had deep zone potential in areas fondness healthcare, forestry, water medicine and seismic dimension in addition to technical advantage. This suits neatly into IBM’s hub of attention on plumb markets.

    The smartcamp competitors was the brainchild of Martin Kelly, the european confederate of IBM’s job Capital neighborhood and the primary, smaller-scale competitors became staged in eire closing year. IBM’s venture Capital group operates an extraordinary model in that it doesn't control its personal venture fund (like Intel and Google) but works with VCs to establish startups of interest.

    The startups fetch access to IBM’s market intelligence, shoppers and local wisdom as smartly as the credibility a younger enterprise now and again must contend with giant traffic clients. IBM receives an early notice at pleasing groups which could develop into companions or at eventual acquisitions without in reality investing its personal money. IBM has accomplished 18 acquisitions in the ultimate year by myself. The enterprise has set apart $20 billion for acquisitions up to 2015.

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

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

    It's the latest salvo in the weakness 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 too bears some responsibility for the website, which is silent so troubled that officials are considering dumping it.

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

    "While the situation 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 work as required, and Noridian has since been fired," the statement continued. "Since the launch, IBM has worked closely with the situation to resolve problems and invested significant resources at no pervade to the state."

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

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

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

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

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

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

    Infosys Public Services and District of Columbia confederate to modernize eligibility and enrolment system | true questions and Pass4sure dumps

    PUNE: Infosys Public Services Inc., a US-based subsidiary of consulting, technology and services company Infosys, and the US District of Columbia Department of Human Services, believe announced the achievement of a milestone in their joint project, the District of Columbia Access System (DCAS). This project aims to modernize the District’s intricate eligibility and enrolment system for food assistance, cash assistance, and other social services capitalize programmes. The District received consent from Food and Nutrition Services (FNS), an agency within the US Department of Agriculture (USDA), to stagger this recent system into the pilot production phase. The pilot facet is the federally-mandated final test facet before the system is allowed to launch. Entering this facet requires the system to meet pre-set quality criteria and to breathe approved by the FNS oversight team in order to stagger forward. Application progress was accomplished in six months and the testing phase, made up of over 9000 test cases, was completed in 8 weeks. This process took significantly less time than other states implementing similar systems, along with a substantial cost savings over the middling cost in other states. DCAS replaces the District’s decades-old legacy system with a more scalable, agile, and citizen-centric solution. Built on the IBM Cúram social programme management solution, the recent system will better the management of well-known social services programmes for over 200,000 residents by collecting more circumstantial information about each person, automating case administration, determining integrated eligibility, issuing benefits and, in the future, it will provide an online self-service option for citizens. The system will eventually breathe extended to uphold other DC health and social programs, providing the District’s citizens and caseworkers with a route to check eligibility for various health and social programmes through a sole application.

    Analysis: Health Exchange Mess piece I: Failures in leadership | true questions and Pass4sure dumps

    Editor’s introduction

    In a two-part string 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 Fall 2013. Among the chief failings of situation leadership: not addressing sedate 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 pilfer leadership on the website’s development. He writes that by September 2013, project control was lost, a flawless 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

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

    Studies of IT software-development failures bespeak the deadliest of complete risks for great software projects is the “big bang” release—like the one the situation of Maryland chose to implement in 2011 via its Health Benefits Exchange when it finalized plans to launch, complete 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 pilfer an objective notice at what was happening inside the exchange. Next, a brief commentary on the administration’s overwhelming covet 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 account the sequel 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 value 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 misleading by omission, and they intimate a want of introspection regarding the root causes of the problems.

    Contractors’ deficient work is light 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 situation and its contractor, was the exchange. The exchange took direction from the situation (via Department of Health and Mental Hygiene) and managed contractors it hired. The exchange was a tiny entity staffed at first (Fall/Winter 2011) with a handful or so of incandescent 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 recent organization and, in doing so, she would breathe buffeted during the startup term (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 liable for negotiating “Memorandums of Understanding” with six to eight different situation entities who would become its traffic partners. It was establishing ground rules with three federal regulators, each of which was susceptible to releasing hundreds of recent requirements at any time. It needed to set policy supporting Obamacare implementation.

    Exchange staff met regularly with officials in the situation 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 situation traffic partners, it was working with a half dozen other traffic partners whose operations spanned the entire situation in order to scheme 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 tiny 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 contract management practices and system-development principles had been followed. The situation wanted to lead complete others in Obamacare implementation, so it conceived of a website with complete the bells and whistles; its leaders were seemingly oblivious regarding the dormant risks attendant to its vision. Ultimately, the exchange never implemented the best contract 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 perceive a domino sequel of separate (and successive) failures: situation 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 cause 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 value the drain on the exchange’s limited resources from the flush of pains needed for exchange startup activities during 2012 – 2013, and the distractions these activities would create relative to the concurrent website platform build. perceive this chart showing milestones for the exchange’s myriad startup responsibilities. Sharfstein was awake 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 tall 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 sole individual assigned to manage Noridian’s work 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 eventual 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 astound that as the Noridian build evolved, communication broke down, critical-path schedules weren’t used, contractors set their own priorities and performed work in excellent 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 eventual 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 reckon on launch “glitches” to pinpoint the loyal situation of functionality. They’d crossed their fingers and flipped the switch, hoping for a miracle.

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


    Problems between Noridian and its subcontractor EngagePoint, Inc. are well known. So too are the major dysfunctions within the IBM/Curam toolsets, traffic 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 traffic functions that the website was required to achieve.

    But Noridian should never believe bid the work 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 selfsame changing specifications and their contractors succeeded.

    Noridian owned these problems because it bid the work and signed the contract expressly requiring it to tolerate a high degree of performance risk. As such, Noridian was liable for fixing its problems. Absent Noridian’s fixes, the situation was liable to supplant 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 carry out 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 decision to scrap the website platform and award $70 million or so of no-bid contracts to Optum/QSSI and Deloitte Consulting, the situation legislature and taxpayers are asking about accountability for—let’s convene it $300 million of sunk costs, and counting. Who is to weakness 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 custody (i.e., non-emergency hospitalization) that was unavailable under the customary Medicaid program’s primary-care benefits.

    And a recent cohort of Medicaid beneficiaries — the exchange doesn’t believe final numbers, because the website failure caused many applicants for Medicaid expansion to breathe station 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 custody itself is not—once the bills for deductibles and co-pays forward due.

    The limpid winners too 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 select 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 preserve 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 sole 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 excellent reputation when it consistently meets or exceeds the expectations of its customers. A obnoxious reputation results when the organization’s words or deeds Fall short of customer expectations.

    How would people view the credibility of situation leaders if they were private-company executives engaging in the kind of tunnel vision, poverty-stricken 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 fiscal auditor of the firm’s audit drill group. He led audits of many federal agencies, including the U.S.Department of Justice, Department of Commerce, Government Accountability Office and the tiny traffic Administration. He earned a bachelor’s degree with honors in traffic Administration from Bowie situation 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, specializing in audit coverage.

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