ICUE
Maryrose took on a Business Program Management stint at United Health Group (UHG), within the Enterprise Clinical Alignment group, to project manage the articulation of requirements and translation into executable projects for the Integrated Customer User Experience (ICUE) Program. After four months, and the ICUE projects were parsed out as executables, she was assigned to manage the quarterly releases for Business team. In this role, she brought together a matrixed group of resources from product owners, business analysts, systems analysts and a development team sub-managed by her IT partners. Maryrose successfully executed 6 such releases, all on-time, on-budget and to a satisfied customer. This project used the Agile methodology.

eHP
Next assignment, still at UHG, was eSync Health Portal (eHP) Onboarding, which was a project management assignment to migrate customers from the legacy HAZ system to the new eHP Health and Wellness website. Walking into a team with minimal process, project management procedure and documentation , onboarding clients using a ‘keep all resources on the phone all day’ approach, she developed change control process, socialized this process, developed Onboarding documentation and communication, enabling the same resources to accomplish more than a 50% increase in successfully migrated customers. This assignment enabled a record number of customers to be onboarded for 01/2012 and, even double that count, and a higher record for 01/2013. Maryrose executed upwards of 20 of those releases, all using her method and documentation.

myEasyBook  (IRD)
Moving on to newer challenges at UHG, now called Optum Technology, Maryrose signed up for the Innovation, Research and Development team where she took over the myEasyBook application project management of the first commercialized release of what was the UNITE application, an application that took awards from the recent 2013 Consumer Electronics show for some recognition. She managed the aggressive schedule, together with the complication of new infrastructure software, delivering the software for the UHG IRD team to now market and release as a product option to Health and Wellness clients. This project was an Agile Development project and she took on both Project Manager and ScrumMaster roles on this assignment.

MEDICA
Given Maryrose’s reputation for rescue project management, her next assignment took her to managing releases for client Medica. This was an especially challenging assignment because of the multiple stakeholders. There was a push to deliver against aggressive timelines to satisfy the client, but, constrained by delivery rules set by multiple applications in use in these applications. This quandary led to her project managing the effort to develop a special SDLC that went against the conventional delivery rules at UHG. The new process is in place at UHG.

KOALA
After Medica came the KOALA Security project at UHG. This program was UHG’s response to the 2015 Anthem breach. Needless to say, besides indicating that this project crossed both the UHC and OptumInsight organizations (technically two separate companies under the UHG umbrella), it is inherent in the nature of the assignment to be unable to share detail on the project.

QUALITY HARDENING INITIATIVE
Finally, next in the pipeline was an assignment to support the Solutions Support and Maintenance Operations group at UHG by identifying applications unable to meet company standards for recovery and defect remediation. This assignment included assisting these ‘client’ organizations identify those improvement opportunities, quantifying those improvement opportunities and monitoring execution of those opportunities.  Many of these projects were developed using the Agile approach, some using a hybrid.
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