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Abstract

The project to develop the Colorado Benefits Management System (CBMS) was begun with high hopes and the best of intentions. Its vision was to replace six aging legacy systems supporting various State administered welfare programs with a single system using current technologies. The expected benefits from CBMS were better service to clients and assurance that the State's welfare programs were being administered properly. The bulk of the development effort was outsourced to a large systems integration firm, and a comprehensive project oversight structure was put in place. Despite these actions, the project was troubled from the start. Nearing one more projected conversion date, the two executive sponsors of the project were faced with a decision of whether or not to implement the system despite protests from the user community that CBMS was not ready to be put into operation.

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