DHMS Past Performance

AMC was awarded a Contract from the Program Executive Office (PEO) Defense Health Management Systems (DHMS) to deliver day-to-day FM capabilities, subject matter expertise, related training, assessments, plans, processes, and executive coaching across a multi-year engagement. Our Team AMC mandate is to transform the DHMS Office of the CFO into a world-class financial office that integrates and operationalizes the best practices of Government and leading Commercial information technology companies. PEO DHMS aspires to become the premier execution partner for strategic healthcare portfolio acquisition, management, and transformation, as well as to serve as a trusted advisor to mission leaders in telling an integrated, data-driven story that aligns mission outcomes to resources through effective processes and systems powered by the right skills in the right places.

Financial Management Roadmap and Assessment

AMC delivered a complete acquisition program redesign, FM Transformational Plan, and technology transformation roadmap over the life of the contract leveraging best practices from PMBOK and Agile. AMC evaluated the FM performance landscape of the organization to identify areas of improvement where AMC could transform the way they deliver in their three (3) main FM disciplines:  Financial Planning and Analysis (FP&A), Budgeting/Execution (B/E), and Audit and Compliance (A&C). Surveys and interviews were conducted to gather candid feedback without attribution. AMC assisted PEO DHMS in understanding best practices in healthcare-related financial management and technology acquisitions from across the government as well as integrating innovative ideas from the commercial world.   

Currently, Team AMC maintains a portfolio-wide master schedule, called the PEO DHMS Finance Calendar, to track upcoming milestones and deliverables against an established baseline schedule by fiscal quarter. Team AMC briefs the calendar to the OCFO weekly, driving the outcomes from start to finish and pushing deliverables/milestones back or pulling them up to maintain an accurate representation of the work at any given time. Team AMC owns the calendar from end-to-end by ensuring that necessary stakeholders are executing tasks and supporting concise and transparent communication of information up to the CFO and COR. Team AMC also regularly reviews project and task risk and communicates this with a red/amber/green reporting method monthly. 

Talent Transformation and Enhanced Operations

AMC built a world-class team of financial analysts spanning the full FM capability spectrum within PEO DHMS: FP&A, B/E, and A&C. These highly talented and fully-credentialed professionals delivered direct support on a daily basis across budgeting, pricing, FM analysis, and contract lifecycle management support. A full spectrum of FP&A support was conducted to confirm PEO programs were planned, resourced, and delivered with sufficient rigor and oversight to confirm that a defensible return-on-investment (ROI) was achieved across the lifecycle of the program/acquisition cycle. We also employed a well-vetted and disciplined Cost Estimation support team, utilizing CCEA-certified personnel who understand the 2nd and 3rd order effects of cost. Our Budget/Execution Team confirmed spend plans were built and implemented with absolute minimal delay to program operations. Persistent communications with program teams confirmed reimbursement support was provided in near real-time. Our multi-faceted Audit and Compliance Team confirmed government and department regulations were implemented as early as possible in the program acquisition lifecycle. We conducted audit previews and training to confirm program leaders were fully compliant with current regulations. To avoid any “stovepiping” across disciplines, we conducted persistent communications within the PEO and across the various programs. Fostering a “Team DHMS” approach to FM support, our contract transformed what was expected of an integrated Financial Management Team!

Strategic Process Transformation

In conjunction with talent transformation efforts, AMC also conducted process and portfolio management transformation. Our Subject Matter Experts (SMEs) provided policy improvement support to executive leadership and rank-and-file personnel, confirming pros/cons of policy recommendations were data-driven and fully understood. Where needed, our SMEs conducted training and upskilling for government and contractor personnel to keep up with the evolving FM landscape. This included establishing an annual CFO cadence (including ESIS and annual planning timelines)​ and transformation governance processes (review, cadence, initiative tracking). Additionally, AMC defined enterprise-wide outcomes, outlined key financial reports/analysis, and prioritized automation in as many areas as possible.

Cost Estimation

AMC built a world-class team of financial analysts spanning the full FM capability spectrum within PEO DHMS: FP&A, B/E, and A&C. These highly talented and fully-credentialed professionals delivered direct support daily across budgeting, pricing, FM analysis, and contract lifecycle management support. A full spectrum of FP&A support was conducted to confirm PEO programs were planned, resourced, and delivered with sufficient rigor and oversight to confirm that a defensible return-on-investment (ROI) was achieved across the lifecycle of the program/acquisition cycle. We also employed a well-vetted and disciplined Cost Estimation support team, utilizing CCEA-certified personnel who understand the 2nd and 3rd order effects of cost. Our Budget/Execution Team confirmed spending plans were built and implemented with minimal delay to program operations. Persistent communications with program teams confirmed reimbursement support was provided in near real-time. Our multi-faceted Audit and Compliance Team confirmed government and department regulations were implemented early in the program acquisition lifecycle. We conducted audit previews and training to confirm program leaders fully complied with current regulations. To avoid “stovepiping” across disciplines, we conducted persistent communications within the PEO and various programs.