PMO IOC Content Page

For the Program Management Office (PMO) supporting the Digital Health Office (DHO) and the Office of Clinical Informatics (OCI), formerly CIDMO, JPSys provided professional and technical services supporting Initial Operating Capacity (IOC) efforts. The DHO serves as the central coordinator for VA digital health strategy. Our team supported IOC efforts across multiple VA legacy systems environments.

This work required program and project management expertise. It also required experienced health informatics analysts and seasoned Clinical Informaticists. Our team conducted functionality testing for VA products and software. Testing included Computerized Patient Record System (CPRS) version releases. Additionally, we performed system configuration activities supporting Clinical Process Modules.

These efforts ensured operational readiness before deployment. Following successful testing, JPSys delivered comprehensive reports for each product. Each report documented product safety, functionality, and implementation readiness. Evaluations included clinical reminders, order sets, Clinical Decision Support (CDS) templates, and health factors. Each component met required operational and clinical standards before deployment. The PMO required clinical health informatics experts to support these initiatives. JPSys provided complete program and project management support for eleven projects within one year. These Veterans Health Administration (VHA) initiatives focused on achieving Initial Operating Capability (IOC). The projects utilized VA legacy systems supporting healthcare delivery for Veterans. JPSys supplied health informatics subject-matter experts and experienced personnel. Our team performed technical analyses and validated system functionality. We also supported production release approvals for PMO-managed projects.

Tasks and Activities

JPSys successfully deployed production system innovations supporting IOC initiatives. We continuously monitored and evaluated key performance metrics. These activities ensured successful implementation. Additionally, we consolidated project schedules into a single Integrated Master Schedule (IMS). The IMS provided enterprise-wide visibility across concurrent informatics initiatives. As a result, the PMO improved oversight and resource coordination. The PMO also ensured timely delivery of multiple health informatics projects underway simultaneously.