Case Studies

HEALTH INSURER

• Failing Front-to-Back Upgrade Project

Issue
Client had a major systems upgrade project underway when the project manager abruptly left the company. The former project manager was described as "aloof" and the project was fractured, running autonomously, in silos, and uncoordinated. The project was described as "behind the eight", "... with a high likelihood of failure." The project deliverables were due in 3 months. 

Solution 
› Project Management - Inherited troubled, front to back system upgraded spanning multiple systems and databases. 
› Provided project leadership, refocused team member efforts and created project team cohesion and coordination. 
› Studied project documentation and Identified project design weaknesses. 
› Designed and implemented weakness mitigations and solutions 
› Created and chaired the multi-disciplinary national Error Corrections Committee (ECC) to establish a forum for nationwide inter-system discussion of error conditions and causes, error detection methods, correction procedures and new training needs. 
› Designed, developed and implemented an application for detecting data differences and reconciling the seven legacy enterprise databases, which had never been done before. 

Benefits 
› Increased capitation accuracy from 92.5% to 99.99%. 
› Provided a notification system to detect dataset differences between the seven legacy systems, keeping them reconciled on a daily basis. 
› Brought the project in on time and in buget. 
› Improved training manuals relevancy and accuracy. 

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