Assumed short-term operational responsibility for a high-growth technology group in the third largest pharmacy benefit management company in the country. In 21 months, our consulting team:
Assisted in managing the IT assimilation activities surrounding two major new acquisitions that tripled the size and significantly increased the complexity of the newly combined IT entity. These activities included: IT “due diligence” prior to the acquisitions, organizational assessment.
- Introduced and implemented operating procedures, controls and automated tools surrounding portfolio and IT “demand” management. Implemented the concept of a “business liaison” to serve as the forward “face” of IT to the various business constituencies. Set a standard for required business cases prior to proceeding with development or package selection.
- Increased application development skills and capacity, especially surrounding service-oriented architecture (SOA). Managed the successful deployment of major enhancements/releases (D.0)
- Introduced and implemented a new client reporting package (accessed by hundreds of customer users) using Oracle technology, remediated an extremely slow and cumbersome data warehouse by moving it from a Microsoft to an Oracle platform and technically “streamlining” its capabilities.
- Remediated significant shortcomings surrounding disaster recovery and back-up electrical support. Published a Business Continuity plan, assisted in selecting, designing and implementing a new, upgraded data center.
- Identified and implemented new production controls (e.g., a change board) and production management tools.
- Identified and recommended (hired) a CIO.
- Implemented an MPLS network.
Assisted a new vendor of an enterprise-ready, defined-care application implement two
releases of its application at a "top 3" managed care insurer. Worked with a team of
client and vendor business analysts, technicians, business and technical managers
in identifying and documenting requirements (via use cases), monitoring technical
development tasks (including scope, change control, and risk assessment), and system
testing of the specified package modifications. Managed defect reporting and code fix
deployment activities. Assisted in ensuring the vendor's contractual compliance.
Reported project task progress, milestone attainment and deliverable completion.
Educated vendor team members in consulting and technical documentation skills.
As a prelude to implementing the defined care package, TLL assisted the E-Commerce group of this major managed care organization in defining, documenting, and testing consumer portal
requirements for Health Savings Account, Flexible Spending Account, and legacy dental
account applications. Subsequently assisted sales executives in assessing current
automated systems, identifying alternatives, and recommending an action plan.
Portal application development activities included preparing screen mockups,
documenting business rules and requirements using the corporate standard, defining
use cases, performing data mapping, and testing legacy - to - portal interfaces.
Salesforce automation assessment required interviewing sales and support groups
across the country, analyzing current business process and systems support, defining
existing systems costs, identifying new systems alternatives, required interfaces
(to corporate marketing and underwriting systems), costs and implementation
parameters/risks, and preparing a time-phased action plan.
Assisted the Sales Operations organization of the country's 7th largest managed care
insurer in specifying requirements, designing enhancement to a standard Siebel Salesforce application, testing and deploying an application that transformed existing sales business processes. Assumed responsibility for a stalled development effort of 16 months.
Redefined and documented requirements for sales activities and their associated management
reporting "dashboards" based upon an assessment of the anticipated future business state
and the current packaged application's capabilities. Managed a substantially downsized
in-house IT team, initiated and performed a "data-cleansing" program to ensure data
quality at rollout, led the purchase and implementation of the specialized Siebel/Dun
& Bradstreet interface to maintain longer-term data quality and customer/prospect
"visibility," wrote more than 500 system test cases, selected and managed a test team
from various nationwide locations. Developed the deployment program, wrote the user
manual, conducted user training, performed post-implementation application audit.
Reviewed and commented upon the process followed by a major consulting organization
to assist a large southern Blue Cross/Blue Shield in selecting a new "core" ERP system
Interviewed participants, reviewed documentation, and scrutinized details surrounding
requirements definition, vendor identification, evaluation, and ultimate selection.
Identified more than 15 major shortcomings. Subsequently defined a systems integration
outsourcing agreement for the consulting firm performing the implementation.