quality & effectiveness stream: better projects. better...
TRANSCRIPT
Quality & Effectiveness Stream:
Better Projects. Better Service.
Speakers:
Kathie Allardyce, PMPProject Manager, WCB of Manitoba
Donna Castellano, PMPProject Manager, WCB of Manitoba
Vern CampbellConsultant, Process Management LLC
1. Who is the WCB?
2. Setting Up for Success
3. Delivering on Success
4. Continued Success
Quality & Effectiveness Stream:
Better Projects. Better Service.
Who is the WCB
The workers compensation system is an injury and
disability insurance system for Manitoba workers and
employers, funded by employers.
• Founded in 1916
• 500 Employees
• Unionized
• Executive Team
• Board of Directors
Who is the WCB
• VisionSAFE Work - A Way of Life
• MissionWorking with its partners, the Workers Compensation
Board of Manitoba promotes safe and healthy
workplaces, promotes recovery and return to work,
provides compassionate and supportive compensation
services for workers and employers, and ensures
responsible financial stewardship.
WCB Strategic Objectives
• Prevention
• Recovery
• Service
• Stewardship
WCB OperationsService
Injured Workers
– Workers are injured - report injury to WCB
– Wage replacement, healthcare benefits, vocational
rehabilitation, disability management, re-employment
assistance, etc.
Employers
– Manitoba employers register for workers
compensation coverage
– Manage billing and assessments
WCB Strategic Objectives
Service - Emerge & Optimal Projects
– Addressed organizational structure changes
– Redesigned business processes
– Enabled technologies
– Implemented Performance Measures (KPI)
– Decommissioned legacy system
• A project is a temporary endeavor
undertaken to produce a unique product or
service.
• Temporary – Definitive beginning and end
• Unique – New undertaking, unfamiliar ground
Temporary UniqueCharacteristics
of Projects
What is a Project?
Initiate Phase
Define Phase
Plan Phase
Implement Phase
Deploy
Phase
Closing Phase
Project Life Cycle
• Conceptual Design
• Business Case
• Approvals
• Project plan
– Resourcing
– Budget
– Risks
–Schedule
Setting Up For Success
Redesign
“As Is”
Redesign
Benchmarking
Stakeholder
1.
2.
3.
4.
5.
Conceptual Design
/Business Case
“Setting up for Success”
Emerge - Conceptual Solution
< 12 months >
What WCB thought…..
• Needed faster decisions
• Needed to improve the customer experience
• Needed to align the front end claim process (reporting
claims) with the back end (managing the claim)
• Needed to make effective use of the resources we have
“Setting up for Success”
Emerge - Conceptual Solution
What OUR CUSTOMERS thought…..
• Too many file handoffs
• Delays in obtaining information
• Lack of access to paper claim
“Setting up for Success”
Emerge - Conceptual Solution
Conceptual Design
Business Case
Project Plan
“Setting up for Success”
Emerge - Setting Up for Success….
Delivering on Success
i.e. what we were up against!
• Every single process was changed
– Every screen…every document…every form….every
process….
• Millions and millions of records converted – OLD DATA
• Many new technologies introduced throughout
• Older culture
• Unionized organization
Transformational change on every level was
required to meet what our customers wanted
• Did not “tweak”.
“Delivering on Success”
Emerge - Magnitude of Change
• Multi-year project
• Had a high level plan with major milestones identified
• 6 month “bites”
– Delivered “something” every 6 months or less
– Demonstrates progress, builds trust, builds team
confidence
“Delivering on Success”
Emerge - The Plan
Multi-year project with significant
business changes &
4 major
IT releases:
• successfully implemented
• on schedule
• within budget
• as per defined scope
• happy stakeholders!
“Delivering on Success”
Project Outcomes
Emerge – Business Results“Delivering on Success”
WCB Major Key Performance Indicator:
Days from Injury to First Pay - achieved a 110.5% increase
(Claims paid within 14 days of Injury)
Due to:
Business process changes
Role consolidation
Electronic file
Emerge – What did we do right?
• Training
– Hired an “expert” training consultant
– Training strategy - for each release
– “Train the trainer“
– Windows & Word
– Built 2 dedicated training rooms
– Emerge training materials:
• Classroom training with case study exercises
• Helpful hints reference cards
• On-line materials
• “Emerge Interactive Movie Tour”
“Delivering on Success”
• Support
– “Over” support
– Business cards
– Support staff “parked” right in the teams for go-live
– Emerge team provided additional support
– Super support for first 2-3 weeks
Emerge – What did we do right?
“Delivering on Success”
• Communication/ Change Management Plan
– Change Management strategy developed
– Communication plan - developed annually and
followed monthly
– Branded the project
Emerge – What did we do right?
“Delivering on Success”
– Staff information sessions
– Project Updates in “Board Talk”
– Major Milestone announcements
– Posters
– Prototype demonstrations
– Face to face meetings
– Contests
– Intranet
– “Emerge Tour” (interactive demo)
– “Emerge Talk” (newsletter)
Emerge – What did we do right?
• Communication/ Change Management Plan
– Project celebrations
– Change management training
– Cluster team meetings
– Emerge TIP sheets
“Delivering on Success”
Communication/Change Management“Delivering on Success”
• WCB Built
– Looked at other WCB’s, insurance companies,
vendors
– Application built by WCB staff
– Supplemented the team with consultants
where needed (developers, analysts)
– We built it – we own it
Emerge – What did we do right?
“Delivering on Success”
• Senior Executive Support
• Co-location (business & IT)
• Methodologies
• Business Involvement
• Performance Measures
• Scope Management
Emerge – What did we do right?
ScopeQuality
Time
Cost
“Delivering on Success”
Project of the Year Winner!
Project
Management
Institute Manitoba –
selected the WCB
EMERGE project as
the Project of the
Year Winner!
Emerge – Project Results“Delivering on Success”
• Change Management
• Ergonomics
• Data conversion issues
• Warranty Period
Emerge – What could we have done better?
“Delivering on Success”
Continued Success
“Continued Success”
Project consisting of 4 phases:
Phase 1-3 successfully implemented
on schedule
within budget
as per defined scope
happy stakeholders!
Phase 4 on track for successful
2013 delivery!
Optimal Objectives
– Addressed organizational structure changes
– Redesigned business processes
– Enabled technologies
– Implemented Performance Measures (KPI)
– Decommissioned legacy system
“Continued Success”
“Lessons Learned” - Beginning, Mid Point(s) & End
Key Highlights (Emerge to Optimal)
Do not start large projects “back to back”
Factor in a “warranty period“ at the end of a project
Create process for managing enhancements
Co-location of project team is beneficial
Ensure constant stakeholder communication
Commitment of Executive / Project Sponsors
Continuous change management (internal / external)
Celebrate key milestones
“Continued Success”
Repeat the good, Do Not repeat the bad
Good Knowledge from past projects will give you a head
start towards the success of your current project
Lessons learned
Risk mitigation strategy
Communication Plan
Change Management
Always be customer focused
Establish a well defined team
Business Process Renewal (BPR) all processes
Follow project methodology
“Continued Success”
Repeat the good, Do Not repeat the bad
Good Use proven templates and practices (eg. Change
Request)
Mitigate scope creep
Conduct gate reviews / lessons learned throughout
the project (not just at project start and end)
Ensure thorough training/support/warranty period
Project /Executive Sponsor – change agent, support
and sign off
Experienced Project Manager
“Continued Success”
Results and Achievements
Project Benefits Realized - derived from the
initial business case and additional benefits realized
over the course of the project.
Ensure benefits are measureable and
baseline recorded
Record and review benefit results, achievements
and non-achievable items throughout project
Identify owners and timing of measures for post
project benefits
Include known results in project close-out report
Sample - Benefits Report
Solution
Component
Benefit Description Benefit Outcome /
Expected
Outcome
Baseline Measure
Date
Benefit
Accountability
Objectives
Supported
Phase
Technical Online registration Utilization. The
following benefits are expected;
8% utilization 1st year 15% utilization 2nd year20% utilization 3rd year
Achieved >20% within first year
June 2011 -2012June 2012 -2013June 2013-2014
Proj/BusProj/BusBus
ProcessEffective
Customer Service
Tailoring Services
II
Completed Partially Completed Not Attained
Sta
tus
8%
15%
20%
27%
0
5
10
15
20
25
30
2011/12 2013 2014
Online Registration Utilization (%)
Estimate %
Actual %
Benefits Realized
Sample – measurement of an Optimal project benefit
“Continued Success”
Repeat the good, Do Not repeat the bad
Bad
Simply Stated….By not practicing or following
the “good steps” and the information we have
shared, your projects have a high risk
of being:
“Over schedule, over budget and the potential for
a different scope outcome = impact to quality”
“Continued Success”
Continuous Improvement
Emerge and Optimal are examples of projects that:
provide leverage for continued success
capitalize on continuous improvement and
efficiency gains (project and operations)
instill stakeholder confidence
provide the stepping stone (“lessons learned”)
for the next project
celebrate success….
Celebrate Success!
Staff Members and Executive Project Sponsors
Celebrate Success!
Involve Stakeholders
“Coffee Chats”
“Continued Success”
These project practices can be used on
any size of project and within any
organization!
“Continued Success”
“Life is a Project”
Final Note…
Resource List
• Project Management Body of Knowledge
(PMBOK-Guide) Fourth Edition
• Project Management Institute (PMI)
www.pmi.org
• Project Management Institute – Manitoba
Chapter www.pmimanitoba.org
www.qnet.caFor conference handouts,
upcoming events, and more.