Your health plan has invested significant time and resources evaluating and selecting a top-tier enterprise technology designed to transform your organization. It promised streamlined operations, improved member satisfaction, regulatory compliance, and the ability to elevate your organizational impact.
You rallied your leadership team behind this bold new initiative, and your Project Management Office (PMO) sprang into action. Resources were mobilized, vendors were engaged, and the buzz among stakeholders was palpable. For many health plans, this go-live marks the largest transformation effort undertaken in years.
But as the go-live date approaches—or as you plan major initiatives for 2025—challenges often emerge: ballooning costs, resource constraints, vendor delays, or technical hurdles. What started as excitement can turn into anxiety as your health plan faces the complexity of execution.
If this feels familiar, you’re not alone. Healthcare technology projects, especially those tied to regulatory mandates like CMS compliance, are high stakes and high visibility. The good news? It’s not too late to regain control and ensure success.
Enter our 5-Point Program—a proven framework designed to help health plans assess, realign, and achieve their transformation goals, whether preparing for a year-end go-live or launching a new initiative.
Before diving into this blog, save the full 5-Point Program Worksheet here to follow along and document your answers as you work through the process.
The 5-Point Program for Success
1. Assess
The first step is to objectively evaluate your project’s readiness. Health plans can’t afford to move forward without understanding what’s working—and what’s not.
Ask yourself and your teams:
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Were we truly ready to start this project, and are we ready for go-live?
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Do we have a clear line of sight from our current state to our desired outcomes?
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At what point did we begin to falter, and why?
Engage stakeholders across your health plan to gather feedback, from team dynamics to vendor collaboration. Understanding where gaps exist allows you to address issues before they spiral into major disruptions.
2. Align
Once you’ve assessed the project, it’s time to realign your goals, governance, and readiness. Alignment ensures that every department—clinical, operations, IT, and leadership—pulls in the same direction.
Ask critical questions:
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Are the project’s goals clear, measurable, and aligned with your organizational priorities?
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Do all stakeholders understand their roles and responsibilities for go-live success?
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Are there governance processes in place to manage risks, monitor progress, and resolve issues effectively?
For health plans, alignment isn’t optional. It’s the difference between a smooth go-live and a costly failure.
3. Accountability
Transformation projects often fail when accountability is unclear. As a health plan executive, you must ensure that ownership lies within your organization—not with the vendor.
Vendors are essential partners, but they can’t drive your vision. Ask yourself:
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Does the leadership team own the project’s success?
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Are there clear systems to monitor accountability and ensure deliverables are met?
Your health plan’s transformation hinges on your ability to lead, communicate, and reinforce ownership at every level.
4. Achieve
Execution is where plans meet reality. As you approach your go-live, maintaining focus and adaptability is critical. Regular engagement with your teams and proactive governance can make all the difference.
To stay on track:
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Monitor performance and ensure deliverables align with expectations.
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Address challenges quickly—small issues can snowball into larger problems if left unresolved.
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Keep leadership involved. Your engagement sets the tone for the team’s momentum and motivation.
5. Accomplish
The post-go-live period is often where health plans see the true impact of their efforts. Celebrate milestones, address gaps quickly, and ensure the project remains a priority through stabilization.
To secure long-term success:
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Continue monitoring and supporting the system beyond the initial rollout.
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Maintain alignment between teams to maximize ROI and minimize disruptions.
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Apply the lessons from this project to strengthen readiness for future initiatives.
