In the attached case study, discuss specifically what level of change management was necessary to deliver the changes that were implemented. Provide examples to support your view.

APMI CASE STUDY Project Management Institute AmeriHealth Mercy Driving Results and Increasing Competitive Advantage Through Organization Project Management In 2007, the AmeriHealth Mercy Family of Companies sought to improve its ability to systematically deliver its strategy. Facing new competition in the managed health care industry and facing substantial changes due to federal health care reform, the organization determined that its existing results could not sustain the growth needed to face an increasingly competitive landscape. AmeriHealth Mercy is a partnership of Mercy Health System,(a non- profit health care organization delivering services to communities across the U.S., and Independence Blue Cross, a U.S.-based health care insurance organization. The two companies joined together in 1996 to provide Medicaid managed care services, governmental programs that provide medical and health-related services to specific groups of people in the United States, to underserved and low-income populations. 1 AmeriHealth Mercy, a mission-driven organization, employs almost 2,500 associates and serves more than 4 million members in 14 U.S. states. Its diverse product lines include full-risk health plans, management and administrative services for health plans, intensive care management, pharmacy benefit management and behavioral health care services. 1 An ownership change was announced on August 9, 2011 and is currently undergoing regulatory review In 2004, AmeriHealth Mercy formed a program management office (PMO), which was the result of organizational recognition of the importance of creating a resource pool of skilled project managers. The PMO began creating a set of standard templates and reports that the organization now uses to execute and monitor the performance of its projects. The PMO leader was promoted, and in 2007 AmeriHealth Mercy brought in a seasoned PMO professional to continue advancing the PMO and the organization's project management. The new PMO director, Ruth Anne Guerrero, was familiar with the concept of organization project management (OPM) and determined that the OPM approach would serve as a roadmap for advancing the organization. would For AmeriHealth Mercy, organization project management is a critical driver for business success. This approach aligns the organization's resources to its strategy through disciplined portfolio management, integrating the business needs of the strategy into programs and projects so it can deliver the intended benefits to the organization. It then executes strategy-driven initiatives through superior project management. This systematic approach aligns work to the strategies of the organization and delivers results that advance the organization's strategy. 2008 OPM3 Assessment and Findings In September 2008, under Guerrero's direction, AmeriHealth Mercy conducted an Organization Project Management Maturity Model (OPM3) assessment in conjunction with Project Management Institute (PMI). The assessment helped the organization map its existing organization project management capabilities and identify improvements that needed to be made in order for the organization to further improve business performance. "Every PMO wants to improve," Ms. Guerrero says. "I wanted to be able to objectively determine the maturity of our PMO. I wanted to leverage best practices and, if needed, effective improvements to our processes. That is why I chose to have an OPM3 assessment performed." OPM3 is a global best practice standard used to measure and improve an organization's ability to deliver its strategy with the use of program, portfolio and project management. Created by PMI, OPM3 assessments compare the existing capabilities of the organization to the best practices of organization project management.