ICT PM Report

Abstract
The Healthcare.gov project was a significant initiative by the US government aimed at providing a
marketplace for health insurance as part of the Affordable Care Act. Despite the importance and high
visibility of the project, its rollout in October 2013 was marked by severe technical and functional
failures. This report examines the background, issues, and problems that led to the failure of
Healthcare.gov. It then proposes a project management strategy to avoid such issues in future projects.
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Table Of Contents
1.0 Part One: Case Study Overview
1.1 Introduction
1.2 Background
1.3 Issue to the Problem
1.4 Rationale And Supporting Documents
1.5 Summary/Conclusions
2.0 Part Two: Proposed Project Management Strategy
2.1 Introduction
2.2 Rationale
2.3 Proposed Justification For Business Case
2.4 Proposed Methodology For Successful Implementation
2.5 Detail of Proposed Final Strategy/ Solution to Part One Problem
1.0 Part One: Case Study Overview
1.1 Introduction
The Healthcare.gov project was a central component of the Affordable Care Act (ACA), intended to
provide a marketplace for Americans to compare and purchase health insurance. Launched on October 1,
2013, the website faced immediate issues, leading to a widely publicized failure.
1.2 Background
Healthcare.gov was designed to facilitate millions of Americans in purchasing health insurance online. It
was a collaborative effort involving multiple government agencies and private contractors. The project
was under a tight deadline and significant political pressure.
1.3 Issue to the Problem
Upon its launch, Healthcare.gov was plagued by numerous issues, including website crashes, slow
performance, and a high error rate. The problems stemmed from poor project management, lack of
coordination among contractors, insufficient testing, and an underestimation of the required
infrastructure.
1.4 Rationale and Supporting Documents
The failure of Healthcare.gov was primarily due to:
Lack of centralized project management: There was no single authority overseeing the entire project.
Insufficient testing: The website was not adequately tested before the launch.
Poor communication: Multiple contractors worked in silos without proper coordination.
Infrastructure issues: The servers and systems were not equipped to handle the expected load.
Supporting documents include reports from the Government Accountability Office (GAO) and internal
reviews by the Department of Health and Human Services (HHS).
The failure of Healthcare.gov highlights the critical importance of effective project management,
adequate testing, clear communication, and proper infrastructure planning in large-scale IT projects.
2.0 Part Two: Proposed Project Management Strategy
2.1 Introduction
To avoid failures similar to Healthcare.gov in future projects, a robust project management strategy is
essential. This part of the report proposes a comprehensive strategy for managing large-scale IT projects.
2.2 Rationale
Implementing a strong project management framework can prevent miscommunication, ensure thorough
testing, and provide a clear roadmap for project execution. This is particularly important for projects with
high stakes and public visibility.
2.3 Proposed Justification for Business Case
Investing in a solid project management strategy is justified by the potential to:
Reduce risk of failure: Through rigorous planning and testing.
Enhance efficiency: By ensuring all teams work cohesively towards a common goal.
Improve quality: By identifying and addressing issues early in the project lifecycle.
2.4 Proposed Methodology for Successful Implementation
The proposed methodology includes:
Centralized Project Management Office (PMO): Establish a PMO to oversee all aspects of the project.
Agile Methodology: Use agile practices to allow for flexibility and iterative progress.
Comprehensive Testing: Implement multiple phases of testing, including unit, integration, and stress
testing.
Clear Communication Channels: Ensure regular communication between all stakeholders.
Scalable Infrastructure: Design infrastructure that can scale to meet demand.
2.5 Detail of Proposed Final Strategy/Solution to Part One Problem
Establish a PMO: The PMO will be responsible for overall project governance, risk management, and
ensuring all contractors and teams are aligned.
Adopt Agile Practices: Agile practices will allow for continuous improvement and adaptability to
changes.
Implement Comprehensive Testing: Rigorous testing phases will identify potential issues before the
launch.
Ensure Clear Communication: Regular updates and meetings among all stakeholders will prevent
miscommunication.
Design Scalable Infrastructure: Infrastructure planning will focus on scalability to handle peak loads.
The failure of Healthcare.gov underscores the necessity of robust project management, thorough testing,
and clear communication. By implementing the proposed strategy, future large-scale IT projects can be
executed more efficiently and successfully, avoiding the pitfalls that plagued Healthcare.gov.
This report outlines the key factors that led to the failure of Healthcare.gov and presents a structured
approach to project management that can mitigate similar risks in future projects.

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Abstract

1.3 Issue to the Problem

1.4 Rationale and Supporting Documents

The failure of Healthcare.gov was primarily due to:

Poor communication: Multiple contractors worked in silos without proper coordination.

2.3 Proposed Justification for Business Case

Investing in a solid project management strategy is justified by the potential to:

Reduce risk of failure: Through rigorous planning and testing.

2.4 Proposed Methodology for Successful Implementation

The proposed methodology includes:

Clear Communication Channels: Ensure regular communication between all stakeholders.

Scalable Infrastructure: Design infrastructure that can scale to meet demand.

2.5 Detail of Proposed Final Strategy/Solution to Part One Problem

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