project management LEADERSHIP award

Project Management Leadership Award — Presented to an organization that partnered with CSC to implement project management best practices in an innovative manner to solve a particular business need, and in doing so, demonstrated leadership and set an example for the industry.

 

Arch Insurance Group
Legal Solutions Suite Implementation
Arch Insurance Group worked with CSC to address the company’s need to monitor legal expenses. The company wanted a solution that could be implemented in a very simple and expedited manner. Arch was dissatisfied and wanted to alleviate the pain it associated with its existing legal matter company. CSC helped Arch to install Legal Solutions Suite.

The first phase included roll-out of Arch in-house claims. More than 200 law firms were trained in addition to all Arch file handlers. The company’s implementation proved very successful, and the company benefitted from Legal Solutions Suite right away.

Builders Mutual Insurance Company
POINT IN Suite C.0 Migration – The Springboard for Success
Builder’s Mutual Insurance Company (BMIC) was using another vendor’s antiquated platform for workers’ comp policy processing and CSC’s POINT IN 9.0 system to administer CPP policies. Both platforms, based on green screen technology, were outdated and difficult for new employees to learn. With a POINT IN system several versions behind the current C.0 version, BMIC decided to migrate to the newest version. This would allow the company access to CSC’s enhanced functionality and the continuous delivery methodology.

Conversion to C.0 for workers’ compensation and CPP would enable BMIC to process business on one common platform. BMIC would receive updates to help the company address existing problems and enhancements to help the company grow and improve workflows. BMIC decided C.0 would become the one consolidated platform for an all-application integration.

Planning for the conversion to C.0 involved deep analysis by both BMIC and CSC project teams. They methodically determined the scope of the project, selected the modifications to add to base and gathered requirements from subject matter experts. Project managers and technical leads built thorough project plans which are now the gold standard for all BMIC projects. The company kept employees well informed on the status of the project and its impact on individual departments. The roadmap for success it created helped ensure clear communication on BMIC’s technology strategy.

The POINT IN suite go-live project plan included more than 500 individual tasks, all with assigned owners and individual start and end times. Several dry runs were executed to help improve the migration’s success. Both BMIC’s and CSC’s executive leadership staff were deeply involved. During weekly steering committee meetings, project managers communicated the status of projects and escalated open items or issues that required immediate attention. These meetings forced open lines of communication and ensured that all details of the project were accessible for everyone.

In just three years, BMIC has completely revamped its infrastructure with the implementation of POINT IN C.0 for workers’ compensation and CPP lines, Advanced Claims for workers’ compensation and CPP, and Agency Link for workers’ compensation and CPP. BMIC worked closely with CSC to integrate its new imaging system with the POINT IN project.

BMIC is now able to process policies more efficiently on one common platform for all lines of business. This new modern interface allows BMIC to more nimbly adapt to new releases offered by CSC and provide a centralized system for policy processing, print, output, billing, audits and commissions payment. After deployment of the new system, specialized teams known as Tiger Teams were created to prioritize defects and address new workflow. Tiger Teams quickly identified the top issues requiring immediate attention. Defects that became evident after the company went live were quickly resolved as workflows improved.

Chubb Services Corporation
Data Analytics Industry Exports/Imports
Chubb Services is implementing a number of projects to address new and existing compliance issues involving state and federal regulations. Project managers are playing a key role. To ensure success, Chubb Services has arranged for:

  • Clear communication and expectations though regularly scheduled weekly meetings and active interaction with CSC’s project manager, and many additional check points as needed throughout the week
  • Clear understanding of Chubb’s objectives through careful crafting of documentation
  • Active monitoring of the project burn rate to gauge progress and keep target dates in sight
  • A clear chain of communication with built-in escalation procedures
  • In-depth UAT testing on new development pieces and the base application using a test plan prepared ahead of time and an issue log generated and tracked. Client severity is to be specified for proper resolution before roll out.  
  • Reporting of new and existing federal and state-mandated criteria to appropriate parties via data analytics.

CVS
RISKMASTER X Implementation
CVS is a new addition to the CSC customer family. The company is hosting and implementing RISKMASTER X R7, with conversion planned for September. The new system includes a property line of business, as well as a general line of business. CVS is also implementing a custom Web form.

The CVS’s project manager understands and responds well to change controls, keeps projects on schedule, communicates well, promotes clear communication, and works fluidly. Because of that, the company is able to manage business drivers against realistic timelines, and figures out ways to eliminate duplication in testing and quality assurance efforts.

CVS is open to pre-certified releases and interim demos to mitigate risk and elements of surprise.

Memorial Hermann Healthcare Systems
RISKMASTER X Upgrade and Additional Module Implementation
Memorial Hermann Healthcare Systems is implementing an upgrade after 10 years of using RISKMASTER. Along with the upgrade, the healthcare system is implementing new modules of RISKMASTER and integrating it with a third-party application to meet the business needs of several groups within the Memorial Hermann family.

Steps the healthcare system and its project manager have taken to ensure success include:

  • Monthly executive meetings with executive sponsors and representatives from all groups
  • Maintenance of project milestones and timeline
  • Understanding and responding to change control
  • Embrace of a best practices review.

Mutual of Enumclaw
Implementation of Commercial and Personal Lines Business
In 2010, Mutual of Enumclaw oversaw successful implementations of BOP, CPP, Emerald Series Church, and Umbrella utilizing the POINT IN suite of products. The huge effort was the culmination of work first begun four years ago. The implementations allowed the company to begin processing renewal policies for all commercial lines in four states in 2011.

If juggling a Continuous Delivery Release migration to CDR 46 while supporting delivery pipelines for production and migration fixes and enhancements were not challenging enough, the company also continued to develop new lines of business.

Farm Excess, and Dwelling Fire, the first three lines to complete development, are being integrated into the CDR migration User Acceptance Test environments. Boatowners is currently in development, and requirements are being gathered for Homeowners and two versions of Automobile Products.

As the company’s executive team continues to brainstorm and set new product ideas into motion, its project management team adapts swiftly to accommodate these changes and coordinate updates with all parties involved.  

The company’s successful implementations are largely due to the building of effective teams, utilization of lessons learned, timely communication, and implementation of new processes to ensure quality.

University of Wisconsin Hospital and Clinics
RISKMASTER Implementation
The University of Wisconsin Hospital and Clinics’ (UWHC) Risk Management department has really grown. In the past, tracking and managing risk-related information and claims information through tools such as Microsoft’s Access and Excel was adequate to meet the organization’s needs. In the past several years, however, the organization’s risk management needs have grown beyond the abilities of these tools. UWHC needed a completely new system to meet current needs, while allowing for growth.

UWHC selected CSC’s RISKMASTER. Implementation was a complete success from kick-off to go-live due in part to these factors:

  • Enthusiastic, dedicated people on the project team, along with a project coordinator with knowledge of IT systems, business processes and workflow
  • Exemplary communication and availability of CSC experts whenever needed, and the helpful questions CSC posed to help UWHC anticipate issues
  • Clear understanding of project timelines and milestones and dedication to hard work and timely, complete responses
  • Scheduling flexibility when needed to accomplish the priorities of implementing RISKMASTER with highest quality and full understanding.

UWHC successfully moved multiple groups to RISKMASTER and took the opportunity to also adapt and improve its business practices and workflow. The organization reduced the inefficiencies and redundancies that had been created through storage of the same information in multiple places and in different tools/formats. Now, documents can be attached and information stored in a central database accessible to multiple user groups. The organization is now able to easily comply with regulatory rules and requirements in an efficient, straightforward manner. Through RISKMASTER and new workflow and business practices, UWHC is managing proactively rather than reactively, capturing more thorough and accurate information than ever before and disseminating it in a timely and automated manner.