VeriSM™ Professional Courseware. Helen Morris
the box if observed
5. Assignment 4: VeriSM™ Model
Background
The case study of FCH.
You are hired as the principal consultant to the CEO.
Your assignment
One of the strategic initiatives is continuing to grow and merging with one to three new hospitals.
FCH will merge with one new hospital. In your role as principal consultant, the management team asks you to create separate operational plans for HR in the medical division and both IT departments for this merger. These plans should include the activities throughout the four VeriSM™ stages and the desired outcomes.
Recommended time
1.5 hours
Reference materials
VeriSM™ Professional case study;
VeriSM™ : A service management approach for the digital age, Chapter 7, 11, 12, 13, 14;
VeriSM™ : Unwrapped and applied, Chapter 11, 13, 14, 15, 16, 17.
Expected results
• Operational plan for HR in the medical division including:
▪ the activities throughout the four stages;
▪ the desired outcomes per stage.
• Operational plan for IT as part of finance in the medical division including:
▪ the activities throughout the four stages;
▪ the desired outcomes per stage.
• Operational plan for IT in the insurance division including:
▪ the activities throughout the four stages;
▪ the desired outcomes per stage.
Assessment criteria for the exercise
The candidate can…
• process a strategic decision into operational plans running through the four stages;
• create an operational plan including desired outcomes;
• apply the VeriSM™ model to an organization.
Assignment 4 Checklist
Note down the assessment of the candidate per exam specification.
| e-Competence | Exam specification | The candidate can... | Observed?Tick the box if observed |
| D11, E4 | 5.2.3 | Differentiate between traditional and iterative requirement gathering techniques. | □ |
| A4 | 5.3.1 | Analyze the Produce, Provide and Respond activities for efficiency. | □ |
| A4 | 5.3.2 | Analyze the Produce, Provide and Respond activities for conformance to organizational strategy. | □ |
5. Evaluation
The final evaluation needs to be filled in below for each individual candidate.
Note that some exam specifications are included in more than one assignment. In case the requirement has been observed in at least one of the assignments, the box can be ticked under ‘observed’ for the exam specification.
| e-Competence | Exam specification | The candidate can... | Observed?Tick the box if observed |
| A7, A9 | 1.1.1 | Define how VeriSM™ addresses digital practices, the digital age and a digital organization. | □ |
| E7 | 1.2.1 | Define, justify and apply the three digital transformation methods. | □ |
| E7 | 1.2.3 | Apply digital transformation options based on organizational requirements. | □ |
| E4 | 2.1.1 | Illustrate the digital leadership characteristics, digital skills and digital awareness that leaders should have. | □ |
| D9 | 2.1.2 | Differentiate between digital leadership requirements for initial and ongoing efforts. | □ |
| D9, E7 | 2.2.1 | Modify a traditional organizational hierarchy to one that embraces constant change. | □ |
| D9 | 2.2.2 | Analyze and develop teams for collaboration | □ |
| E7 | 3.1.1 | Apply appropriate transformation techniques based on a transformational focus. | □ |
| A4 | 4.1.2 | Connect EDM activities and outcomes to development of the organizational portfolio and to service management principles. | □ |
| A4, D11 | 5.1.1 | Apply the VeriSM™ model to address a new or changed service or product. | □ |
| A4 | 5.2.1 | Apply the Management Mesh to an organization and a new or changed product or service. | □ |
| D11, E4 | 5.2.3 | Differentiate between traditional and iterative requirement gathering techniques. | □ |
| A7, A9 | 5.2.4 | Choose appropriate management practices and technologies. | □ |
| D11 | 5.2.5 | Choose appropriate gap analysis techniques. | □ |
| A4 | 5.3.1 | Analyze the Produce, Provide and Respond activities for efficiency. | □ |
| A4 | 5.3.2 | Analyze the Produce, Provide and Respond activities for conformance to organizational strategy. | □ |
| E4 | 6.1.1 | Illustrate how to gain C-suite approval and support. | □ |
| Total number of specifications observed: |
FireCloud Health (FCH)
Company Background
FireCloud Health (FCH), currently rebranded from Midwest Regional Health, is a company with a 4 billion dollar turnover ‘integrated health care system’ that was founded 15 years ago as a merger between two competing regional hospitals – one for-profit and one nonprofit. The hospitals and supporting facilities are non-profit; other services are for-profit. Located in the midwestern United States, FCH currently is characterized by the following:
• Two Level 1 trauma centers;
• Air ambulance service;
• Six general hospitals (emergency departments, operating rooms, intensive care units [ICUs], progressive care units [PCUs], maternity, pathology labs, full diagnostic services with various hospital-based outpatient clinics);
• Five specialty hospitals: Children’s Hospital, Cardiac Care Hospital, Women’s Health, long-term critical care and rehabilitative facility;
• 15 rural critical access hospitals;
• 2,300 licensed inpatient ‘beds’;
• 350 ambulatory outpatient clinics;
• 1,500 physicians, 500 medical providers (that is, any person providing health services, who are typically reimbursed directly by the ‘payer’ [insurance, government programs such as Medicare/Medicaid, etc.]);
• Health insurance plan