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C2170-010 | IBM Curam V6.0.4 Application Development

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C2170-010 - IBM Curam V6.0.4 Application Development - braindump

Vendor IBM
Exam Number C2170-010
Exam Name IBM Curam V6.0.4 Application Development
Questions 77 Q & A
Recent Update February 18, 2019
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C2170-010 exam Dumps Source : IBM Curam V6.0.4 Application Development

Test Code : C2170-010
Test Name : IBM Curam V6.0.4 Application Development
Vendor Name : IBM
Q&A : 77 Real Questions

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IBM IBM Curam V6.0.4 Application

IBM utility Blamed for troubled State health Exchanges | killexams.com Real Questions and Pass4sure dumps

application from IBM has been singled out for technical problems hurting both the Maryland and Minnesota online fitness exchanges. officers from both states have blamed IBM’s Cúram, used to assess consumers' eligibility for coverage, for a couple of performance concerns, including losing purchaser applications.

With the March 31 deadline for open enrollment duration quick coming near, state officers have upped their rhetoric. remaining week, the Maryland health Connection cited Cúram and its "critical utility defects." in the past, the state blamed a squabble between two primary contractors as the supply for the change’s numerous bugs.

closing month, in a December letter to IBM CEO Virginia Rometty, Minnesota Gov. Mark Dayton exact 21 issues MNsure encountered with Cúram, together with functions stuck in pending reputation, as well as inadequate documentation and replica purposes.

The persevered technical challenges experienced through Maryland and Minnesota underscore now not simplest the skills weak point of the utility chosen to do the job, but the problem of building an internet fitness alternate, even at a state stage, in a comparatively brief period of time. Like different state exchanges, MNsure and Maryland health Connection have to weave collectively private assurance and federal government programs to investigate consumer eligibility for Medicaid and supply appropriate insurance classes. Add to this the challenge of working with distinctive contractors and the time misplaced resolving contractor conflicts versus fixing trade bugs--as become the case with Maryland and several other state exchanges—and present difficulties are more understandable, albeit of little comfort to patrons.

Responding to Maryland’s claims, IBM spokesman Clint Roswell mentioned that the change is improving and that IBM continues to be working with the contractors on the web page. “according to our newest information on the exchange's performance, we are seeing greater than ninety five% of patrons getting into the site now having a good adventure," Mr. Roswell said in an e-mail to CIO Journal. IBM begun providing the software when it got Dublin, eire-based Cúram application Ltd. in 2011. Cúram ability "care and insurance policy" in Irish.

however an reputable for Maryland health Connection instructed CIO Journal Tuesday that while the change's consumer experience has more desirable, "giant concerns with the Cúram software and other device accessories nonetheless need to be fastened before the web page can feature because it should."

Some Maryland buyers' applications for insurance have been misplaced or suspended in Cúram, an essential component of the exchange it truly is designed to investigate buyers’ eligibility for Medicaid and premium tax credits for private coverage, spoke of Joshua M. Sharfstein, Maryland's secretary of health and intellectual hygiene, and chairman of the exchange's board, testifying in entrance of the state Senate Finance Committee last Tuesday. He additionally mentioned some 834 kinds -- application information the exchanges send to insurers to complete the utility technique -- are generated with mistakes, requiring alternate workforce to manually proper them. He additionally spoke of that adjustments to Cúram and different functions used for the web page would trigger anything that had been functioning to stop working. “There are serious challenges that nonetheless continue to be," Mr. Sharfstein informed the committee. "I don’t want to sugar­coat that.”

Cúram is rarely the reason behind all the trade's illnesses. In his testimony, Mr. Sharfstein stated the state needed to mediate economic disputes between simple contractor Noridian Healthcare options LLC and subcontractor EngagePoint LLC, which slowed technical progress in August and September. "right through this time, there was insufficient progress fixing the defects recognized all the way through consumer checking out," Mr. Sharfstein mentioned. When the website went reside on Oct. 1, Noridian servers used to aid the change crashed, preventing consumers from shopping for and enrolling in plans.

Noridian booted EngagePoint from the task on Oct. 25. Neither Noridian nor EngagePoint spoke back to CIO Journal's requests for remark.

Rick Howard, a Gartner Inc. analyst who has been carefully following the health exchanges, observed complaints about Cúram imply the software wasn't thoroughly built-in and established to support the coverage transactions. "one of the crucial IT solutions that had been deployed simply weren't in a position for best time when it came to the complexity demanded with the aid of medical health insurance marketplaces," Mr. Howard referred to.

but he also pointed out Minnesota and Maryland's complications go beyond issues with particular person application items and contractor litigation. He talked about the exchanges tackled IT projects that had been too complicated in an "aggressively" brief implementation window -- many of the states took a few years to define their undertaking necessities -- which intended untested systems would launch with severe defects. He pointed out he predicts HealthCare.gov and many state exchanges would require endured intensive remediation, stabilization and enhancement for the subsequent 18 months -- or longer.

Lynne Dunbrack, an IDC analyst who covers fitness care IT, stated that 50% of all massive IT projects fail. For the exchanges, the complexity of the work, together with the integration of records between state exchanges and insurers, mixed with tight timelines, amounted to a challenge that has proven tough for some states to beat. "it's definitely now not remarkable that we’ve viewed the considerations on the dimensions that we now have had throughout all of the different supplier options," Ms. Dunbrack referred to.

La. social features company builds on Curam utility | killexams.com Real Questions and Pass4sure dumps

La. social features company builds on Curam software
  • with the aid of John Moore
  • Oct 06, 2006
  • Curam software is presenting the application spine for the these days launched first section of a social functions device challenge in Louisiana.

    Increment 1 of the state’s A complete commercial enterprise Social capabilities device (ACESS) aims to provide a typical intake gadget spanning most social services courses, based on a spokesman for Curam. The initial section also covers case management for Louisiana’s child coverage capabilities.

    Curam is imparting its industrial-off-the-shelf Social enterprise administration solutions, contracting directly with the state. The state selected IBM in 2004 to put into effect the ACESS, including the Curam software component. final month Curam and IBM increased a strategic alliance to deliver human functions, social security, and staff capabilities advice expertise options to govt organizations. The agencies have been partnering when you consider that 1999.

    in the ACESS equipment, Curam’s software runs on IBM’s z/OS mainframe operating equipment. additionally working on the mainframe platform are IBM’s WebSphere software Server and DB2 database.

    ACESS will provide Louisiana’s social capabilities agency to control assorted courses including newborn Welfare, baby Care, concepts to Empower americans, family unit Independence temporary assistance program, Kinship Care Subsidy software and meals Stamps, amongst others.

    Future increments of ACESS will let caseworkers control all of an individual’s social and human services needs in a single vicinity, the Curam spokesman observed.

    Curam also gives its Social commercial enterprise administration utility to such state and native government valued clientele as Utah and ny city.

    IBM: Parking spot tracker Streetline is the realm’s smartest startup | killexams.com Real Questions and Pass4sure dumps

    IBM’s smartcamp international entrepreneur competitors culminated in Dublin these days with 9 startups from throughout the world competing for the title of the “world’s smartest startup”. From 660 long-established candidates the last winner became Streetline, which helps cities song parking violations and drivers to locate parking spots.

    extremely-low power sensors are installed in parking spots, which could notice if the space is occupied. Sensors can even be put in within the parking meter to determine no matter if the meter had been fed and for this reason detect violations.

    in response to Streetline, 30 % of traffic in foremost cities carries americans driving around looking for parking, making it a tremendous congestion and environmental difficulty. Parking fines are additionally a big supply of earnings for cities and at the moment many violations do not result in fines. Streetline systems are already deployed in cities like San Francisco and los angeles. new york and Washington are about to be brought. Streetline expenses the city per house, per thirty days in a carrier mannequin. The company additionally simply did its first take care of a non-public parking garage.

    apart from detecting parking violations, Streetline will unlock a smartphone application in early December to direct users to the closest parking pots. once it really is in location, a city might even birth doing dynamic pricing of parking spots  in an effort to direct drivers to particular parking areas. CEO Zia Yusuf told me that there are three primary tips on how to get their product to patrons rather than simply cities: the smartphone software, digital signals which direct people to parking (“3 spots in case you flip left”) and eventually partnerships with vehicle navigation programs.

    Ideally, Yusuf would want to see cities introduce built-in parking techniques which include monitoring like that provided by way of Streetline, mobile charge for parking, alerts when parking time is running out and cellular ticketing. He means that a metropolis might even ship a ticket to your cell phone with an offer that if you pay instantly, you get a discount on the quality. Streetline additionally has ambitions to prolong its functions into site visitors monitoring and past.

    a couple of different startups acquired particular mentions from the judges. Treemetrics is a native Irish company which makes use of 3D laser scanning to measure the height, straightness, taper and quantity of bushes in a woodland. This makes it possible for foresters to reduce size expenses and schedule logging to maximise yield.

    Sproxil tackles the big difficulty of drug counterfeiting in constructing countries the usage of an easy scratch-off code attached to the packaging which works in an identical approach to pre-paid cellular billing. The consumer exposes the code and sends it with the aid of text message to a verification quantity which tests its validity.

    For IBM, the smartcamp competitors isn’t just a advertising undertaking. 35 p.c of IBM’s $one hundred+ billion in earnings is pushed with the aid of companions together with startups. Irish social protection application enterprise Cúram software, as an instance, has on my own pushed 1 billion eu in income for IBM over the route of their partnership.

    The typical theme among startups in the finals became IBM’s smarter world mantra of instrumentation, interconnection and intelligence; actually lots of sensors and evaluation of the information they produce. lots of the competing startups had deep area potential in areas like healthcare, forestry, water medicine and seismic dimension in addition to technical advantage. This suits neatly into IBM’s center of attention on vertical markets.

    The smartcamp competitors was the brainchild of Martin Kelly, the european partner of IBM’s task Capital neighborhood and the primary, smaller-scale competitors became staged in eire closing year. IBM’s venture Capital group operates an extraordinary model in that it doesn't control its personal venture fund (like Intel and Google) but works with VCs to establish startups of interest.

    The startups get access to IBM’s market intelligence, shoppers and local wisdom as smartly as the credibility a younger enterprise now and again must contend with giant business clients. IBM receives an early look at pleasing groups which could develop into companions or at last acquisitions without in reality investing its personal money. IBM has accomplished 18 acquisitions in the ultimate year by myself. The enterprise has set apart $20 billion for acquisitions up to 2015.

    entrance picture with the aid of John Vachon, via Touching Harms the artwork

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    Finger-pointing continues on Maryland's health exchange | killexams.com real questions and Pass4sure dumps

    Weeks after officials at the state's health care exchange began blaming IBM software for the worst problems, including lost applications, IBM began pushing back, saying the state shares some of the blame.

    It's the latest salvo in the blame game that has been going on since the exchange launched, and crashed, on Oct. 1. In this case, IBM officials released a statement Wednesday that said the exchange also bears some responsibility for the website, which is still so troubled that officials are considering dumping it.

    IBM was brought in by Noridian Healthcare Solutions, the company that had been in charge of setting up and managing the exchange website until the exchange terminated it last month. IBM's Curam software was supposed to determine eligibility of consumers for subsidies, but officials have said it's responsible for thousands of lost and frozen applications and incorrect subsidy determinations.

    "While the state notified Noridian of its concerns over the management of the project and integration of the elements of the system, it gave that integrator limited direction and exerted a lack of discipline over the development process, including testing," said Mitch Derman, an IBM spokesman.

    "The result was a system that didn't work as required, and Noridian has since been fired," the statement continued. "Since the launch, IBM has worked closely with the state to resolve problems and invested significant resources at no charge to the state."

    Derman also said IBM officials recently met with Gov. Martin O'Malley to "suggest ideas to further improve and finish the system."

    But it's not clear the state plans to keep the site going much longer after open enrollment ends March 31. On Wednesday, Dr. Joshua M. Sharfstein, chairman of the exchange board and state health secretary, repeated earlier comments that exchange officials are reviewing options that include adopting another state's functioning technology, such as Connecticut's, or moving to the federal exchange website or fixing Maryland's own site. He said an announcement would come in weeks.

    In the meantime, Sharstein said the IBM software still contains many defects and the company remained on board because its workers were needed to help fix its own product, and, as a subcontractor, is still being paid for some of its work.

    IBM now answers to Columbia-based Optum/QSSI, which was hired in December to help fix the site and took over management when the exchange cut ties with Noridian.

    "We have such serious challenges that there obviously is plenty of blame to go around, but we've been very disappointed by the core software product and that product continues to be defective," Sharfstein said. IBM "does not appear to be denying that."

    Noridian, which did not respond to a request for comment, has laid at least some blame on constant changes sought by the exchange.


    Infosys Public Services and District of Columbia partner to modernize eligibility and enrolment system | killexams.com real questions and Pass4sure dumps

    PUNE: Infosys Public Services Inc., a US-based subsidiary of consulting, technology and services company Infosys, and the US District of Columbia Department of Human Services, have announced the achievement of a milestone in their joint project, the District of Columbia Access System (DCAS). This project aims to modernize the District’s complex eligibility and enrolment system for food assistance, cash assistance, and other social services benefit programmes. The District received permission from Food and Nutrition Services (FNS), an agency within the US Department of Agriculture (USDA), to move this new system into the pilot production phase. The pilot phase is the federally-mandated final test phase before the system is allowed to launch. Entering this phase requires the system to meet pre-set quality criteria and to be approved by the FNS oversight team in order to move forward. Application development was accomplished in six months and the testing phase, made up of over 9000 test cases, was completed in 8 weeks. This process took significantly less time than other states implementing similar systems, along with a substantial cost savings over the average cost in other states. DCAS replaces the District’s decades-old legacy system with a more scalable, agile, and citizen-centric solution. Built on the IBM Cúram social programme management solution, the new system will improve the management of important social services programmes for over 200,000 residents by collecting more detailed information about each person, automating case administration, determining integrated eligibility, issuing benefits and, in the future, it will provide an online self-service option for citizens. The system will eventually be extended to support other DC health and social programs, providing the District’s citizens and caseworkers with a way to check eligibility for various health and social programmes through a single application.

    Analysis: Health Exchange Mess Part I: Failures in leadership | killexams.com real questions and Pass4sure dumps

    Editor’s introduction

    In a two-part series Thursday and Friday, retired auditor Charles Hayward (full bio below) delves into the problems that led to a disastrous launch of the Maryland Health Benefit Exchange in fall 2013. Among the chief failings of state leadership: not addressing serious red flags when there may have been enough time to fix the root causes; not appreciating the monumental tasks assigned to limited resources; and not selecting one IT expert to take leadership on the website’s development. He writes that by September 2013, project control was lost, a perfect storm had materialized, and officials crossed their fingers, hoping for a miracle at launch. As the smoke clears, taxpayers will underwrite hundreds of millions wasted.

    By Charlie Hayward


    Whenever ineffective planning, poor judgment and lousy communication intersect with really bad technology in a large-scale, high profile, IT development project, a “perfect storm” of catastrophic failure is the predictable result.

    Studies of IT software-development failures show the deadliest of all risks for large software projects is the “big bang” release—like the one the state of Maryland chose to implement in 2011 via its Health Benefits Exchange when it finalized plans to launch, all at once, a versatile, multi-purpose Health Information Exchange website.

    In the first of a two-part assessment, we will examine the roles and responsibilities of the principal parties, and take an objective look at what was happening inside the exchange. Next, a brief commentary on the administration’s overwhelming desire to enroll as many people as possible and the costs of doing so. Last, we will list some of the key winners and losers and consider the effect on the state’s reputation from the first year of Obamacare implementation.

    Distinctive Responsibilities—The State, the Exchange, and its Contractors

    To objectively understand failure when multiple parties are involved, it is vital to appreciate the distinctive roles and responsibilities of the three principal entities: the state, its newly created exchange, and the contractor, Noridian Healthcare Solutions.

    The administration of Gov. Martin O’Malley alleges contractors are to blame. That is correct, but those allegations are misleading by omission, and they suggest a lack of introspection regarding the root causes of the problems.

    Contractors’ deficient work is easy to visualize—they were project and programming experts who wrote the computer code and provided the “commercial off-the-shelf” (COTS) application from IBM/Curam—both of which failed in spectacular fashion. In contrast, the state’s overarching role and responsibilities were less visible (and more intangible) elements of success; much harder to grasp, yet vital to a successful launch.

    Sandwiched in between the state and its contractor, was the exchange. The exchange took direction from the state (via Department of Health and Mental Hygiene) and managed contractors it hired. The exchange was a small entity staffed at first (Fall/Winter 2011) with a handful or so of bright people trying to ramp up to about 50 employees in a hurry.

    Pearce highly qualified

    Its first hire was Rebecca Pearce, who was highly qualified to lead the exchange although she was not an IT expert. Her role was to breathe life into a new organization and, in doing so, she would be buffeted during the startup period (2012 -2013) by immense changes, as would any complex entity. The exchange was constantly in hiring mode. It was setting up internal operations departments, such as HR, IT, accounting, budgeting, marketing, customer outreach. It was setting up internal controls within those departments.

    It was singularly responsible for negotiating “Memorandums of Understanding” with six to eight different state entities who would become its business partners. It was establishing ground rules with three federal regulators, each of which was susceptible to releasing hundreds of new requirements at any time. It needed to set policy supporting Obamacare implementation.

    Exchange staff met regularly with officials in the state legislature to assist them with writing three major laws; one each in successive years. It needed to establish procurement and other administrative policy. In addition to its state business partners, it was working with a half dozen other business partners whose operations spanned the entire state in order to plan Obamacare implementation and establish networking and collaboration arrangements.

    For instance, the exchange was working with grassroots entities (mostly nonprofits) who would ultimately assist with program outreach to potential enrollees. It was working with the state’s pre-existing network of insurance brokers about their roles in selling products. It was involved with helping to implement which insurers would become qualified to sell products on the exchange.

    Judging from the evidence, the exchange and its small staff did a remarkable job, except with respect to the website platform.

     Meanwhile, the state’s big-bang vision posed a major risk of a big-bang-boom outcome, assuming the best contract management practices and system-development principles had been followed. The state wanted to lead all others in Obamacare implementation, so it conceived of a website with all the bells and whistles; its leaders were seemingly oblivious regarding the latent risks attendant to its vision. Ultimately, the exchange never implemented the best contract management practices and system-development principles that would have given the project any chance of success.

     As the facts surrounding the website platform’s failure emerge, we will see a domino effect of separate (and successive) failures: State of Maryland ? Exchange ? Noridian. Gov. Martin O’Malley administration’s failures ultimately led to organizational and management breakdowns within the exchange. Ultimately, the state’s and exchange’s failures did not cause contractor failures, but they created the atmosphere which precluded the exchange from identifying the gravity of Noridian’s problems in a timely manner, and taking immediate and decisive action to ameliorate the root causes of the early warnings. Hence, the “perfect storm.”

     State of Maryland

    The O’Malley/Brown administration, including Secretary Joshua Sharfstein, M.D., should have known that the exchange’s workload was too much for its nascent staff to manage, and they should have taken decisive action after major red flags in November 2012 of impending failure. Specifically, these leaders:

  •  Failed to appreciate the drain on the exchange’s limited resources from the level of effort needed for exchange startup activities during 2012 – 2013, and the distractions these activities would create relative to the concurrent website platform build. See this chart showing milestones for the exchange’s myriad startup responsibilities. Sharfstein was aware that startup activities were, in fact, undergoing significant “mission creep” during these years—not captured in the chart’s static milestones.
  • Misjudged the risk in the website build. Either they did not fully identify specific risks common to big bang releases, or they performed risk assessments that were ineffective.
  •  Did not assure the exchange was supported by sufficient, qualified IT resources during the website platform build to properly manage and control that work.
  • The Exchange

    The exchange did not have a single individual assigned to manage Noridian’s work who was proficient with large-scale IT development projects who had ultimate authority and complete responsibility. The U.S. Government Accountability Office has been recommending this approach in countless reports over the last 15 years. (As an aside, the exchange will utilize this approach during the build using technology from Deloitte Consulting, which provided successful technology in Connecticut. Isabel Fitzgerald, the state’s chief IT expert, will manage. The role of Fitzgerald in the Deloitte build stands in stark contrast to the organization model existing during the failed Noridian build.)

    The exchange’s project management resources were spread among many contractors who were being managed by a diffuse control structure. Thus: roles, responsibilities and lines of authority became hopelessly blurred. And so it was no surprise that as the Noridian build evolved, communication broke down, critical-path schedules weren’t used, contractors set their own priorities and performed work in good faith but outside their contracts’ specifications.

    Endless meetings ultimately turned counterproductive, as the challenge of working with multiple contractors led to tradeoffs between resolving contractor conflicts versus fixing exchange bugs. Deadlines passed without remediation. Sheer chaos was pervasive in the last few weeks before website launch.

    The exchange’s key managers did not know what functionality the site would have as of the launch date, because time expired before platform testing was finished. Incredibly, they would rely on launch “glitches” to pinpoint the true state of functionality. They’d crossed their fingers and flipped the switch, hoping for a miracle.

    These conditions are apparent from BerryDunn (quality assurance contractor) monthly reports issued during the website platform build. They are the logical result of the O’Malley administration’s leadership errors described above.


    Problems between Noridian and its subcontractor EngagePoint, Inc. are well known. So too are the major dysfunctions within the IBM/Curam toolsets, business processes, and interfaces at the core of Maryland’s website platform. Noridian claims its problems were partly attributable to changes in federal requirements, particularly Jan. 17, 2013 release by the Centers for Medicare and Medicaid (CMS) of 70 business functions that the website was required to achieve.

    But Noridian should never have bid the work without fully appreciating the major risks inherent in Obamacare implementation, particularly HHS’ episodic, last-minute changes flowing down into Maryland’s website specifications. Other states faced the same changing specifications and their contractors succeeded.

    Noridian owned these problems because it bid the work and signed the contract expressly requiring it to bear a high degree of performance risk. As such, Noridian was responsible for fixing its problems. Absent Noridian’s fixes, the state was responsible to replace Noridian and execute contingency plans or risk catastrophic failure. By the time these options were clear, the exchange was trapped like a deer in the headlights; it had no contingency plan. It was too late to do anything.

    Success—At what cost?

    By most measures, the O’Malley administration succeeded in its goal of maximizing enrollment, having comfortably exceeded its downsized goal of 260,000 sign-ups. In the process of enrolling somewhere near 300,000, Gov. O’Malley, Lt. Gov. Brown, Dr. Sharfstein (Department of Mental Health and Hygiene head) and key people in the exchange arguably suffered from a severe case of tunnel vision.

    In the aftermath of O’Malley’s decision to scrap the website platform and award $70 million or so of no-bid contracts to Optum/QSSI and Deloitte Consulting, the state legislature and taxpayers are asking about accountability for—let’s call it $300 million of sunk costs, and counting. Who is to blame and what will be their fate? Will there be restitution?

     Winners and losers—and reputational costs

    The newly insured are winners, particularly those covered by Medicaid’s expansion. About 96,000 people covered under the legacy Medicaid program were automatically enrolled in expanded care (i.e., non-emergency hospitalization) that was unavailable under the old Medicaid program’s primary-care benefits.

    And a new cohort of Medicaid beneficiaries — the exchange doesn’t have final numbers, because the website failure caused many applicants for Medicaid expansion to be put in a queue, pending results of case-by-case eligibility determination at a later time. So the enrollee count seems to be somewhere between 132,000 and 150,000.

    Still another cohort of winners (63,000 as of April 4) has purchased subsidized insurance under private plans sold in the exchange. Many will learn, however, that subsidized premiums are affordable but the health care itself is not—once the bills for deductibles and co-pays come due.

    The clear winners also include many high-priced “white shoe” consultants who were able to capitalize on the exchange’s failure to implement and operate the software infrastructure it contracted to build. Possibly the biggest winner may be crowned in years to come: the tort lawyers.

    The losers include people who formerly were insured for lesser coverage, but were required under threat of penalty to buy more expensive coverage, exceeding their needs. And then there are the people who simply decide against any of Obamacare’s options because they have better ways to spend their money. They will be required to pay the “penalty-tax.”

    Probably the biggest losers are thousands of helpless taxpayers who paid for the dysfunctional site and the many cascading effects (described in the second installment) associated with its failure. Those taxpayers then paid to keep the website open long enough to limp through the first year’s enrollment.

    Then they will now pay Deloitte and others millions to (1) plug another state’s solution into Maryland’s milieu, and (2) reconstruct a single database of record—from information that is now spread over mountains of paperwork from manual workarounds or are unsalvageable or hopelessly irretrievable from Curam.

    Obamacare so profoundly changed the insurance landscape that government entities have commandeered the role of selling insurance products formerly held by the private sector. A private company has a good reputation when it consistently meets or exceeds the expectations of its customers. A bad reputation results when the organization’s words or deeds fall short of customer expectations.

    How would people view the credibility of state leaders if they were private-company executives engaging in the kind of tunnel vision, poor planning, mismanagement and spin, described above?

    Charles Hayward spent more than 30 yers performing Government Accountability Office full-scope “yellowbook” audits and served as a partner in two accounting firms. He retired in Nov. 2007 from Cotton & Company LLP, where he was a partner and principal financial auditor of the firm’s audit practice group. He led audits of many federal agencies, including the U.S.Department of Justice, Department of Commerce, Government Accountability Office and the Small Business Administration. He earned a bachelor’s degree with honors in Business Administration from Bowie State College, and attained every auditing-related certification, including CPA, CISA, CFE and CGFM. Since retiring, he has worked on a few consulting assignments and been a contributing writer for MarylandReporter.com, specializing in audit coverage.

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