Strategic Planning, Project & Program Management

tiag's leadership in Strategic Planning, Project & Program Management (SP³M) has earned them the reputation of being the go-to team for critically important projects, from Base Realignment and Closures (BRAC) to the implementations of clinical informatics in military enterprise medicine and enterprise management systems across Regional Commands. The group's disciplined PMI approach, coupled with tiag-proprietary tools ensures absolute compliance with schedule, contingency planning, risk mitigation, full project purview and budget adherence resulting in exceeding expectations. The SP³M experts enjoy a trusted relationship with military leadership throughout the Department of Defense because of their exceptional results. Their communication and collaboration enables seamless translation of strategic goals into flawless execution of actions.

tiag's SP³M professionals bring multi-discipline business backgrounds and decades of real-world experience. This experience provides insight into impinging issues to avert potential problems.  As a tiag business discipline, every engagement has multiple, certified Program Management Professionals (PMP), which delivers increased rigor throughout the project.  And, our SP³M experts are adept at a range of methodologies including use of Lykke Ends, Ways & Means Modeling; Use Case Analysis; Value Stream Mapping; Tradeoff Analysis; development of Balance Scorecards & Strategy Maps; and Lean Six Sigma.

The value of our approach was underscored most recently at the US Army Medical Information Technology Center (USAMITC) when tiag SP³M leaders secured ISO 9001:2008 certification for USAMITC architecture production and business analysis, which tiag SP³M experts lead. 

As well, in mid-2007 the Army Surgeon General approved an Information Management / Information Technology (IM-IT) Strategic Plan that was facilitated and managed by tiag SP³M experts. The Surgeon General labeled this plan as the "breakthrough" that the AMEDD had been looking for in coming to grips with information technology in this decade. Today, the tenants of this plan are the foundation of the way-ahead for the AMEDD with such initiatives as the creation of a Chief Medical Information Officer (CMIO) staff function and state-change initiatives such as knowledge management.  tiag supports the follow-on pathways of this strategic work in assisting the current CMIO & CIO with implementing the plan's initiatives.

Results Delivered

Walter Reed Army Medical Center Directorate of Information Management

Walter Reed's Directorate of Information Management (DOIM) manages over 300 servers, 15,000 desktops, 3000 VoIP phones, 60 local VTC units/rooms, 200 switches, one integrated robotic surgery unit, and additional VTC units/rooms spread throughout MEDCOM (a 22-state region).   tiag has played a vital role in the identification, evaluation, and future transition strategy for each application and system currently residing at WRAMC Read More...