The client is the parent of a group of member companies under the insurance Holding Company Act.
It is made up of several successful financial services companies offering a variety of financial, insurance and retirement products through multiple distribution channels.
Products sold include retirement products, annuities, variable annuities, variable life insurance, and life insurance (including bank, corporate, and credit unionowned life insurance).
Ensure a timely, comprehensive, effective Knowledge Transition Identify core metrics for steady state Successful implementation of : Application Development Application Maintenance QA/BA testing for all Legacy and Non-Legacy technologies based on onsite offshore model
The Engagement was to take over the end to end support work for multiple legacy and non legacy New Business systems Policy Admin Systems Distribution /Agency Management Systems Orchestrating smooth due diligence and Transition Phase with: Challenging KT: Very short period for a comprehensive digesting of activities- 3 months Lack of support from incumbent vendor 10K/day penalty for extension in Knowledge Transition Demanding SLAs Kicked-in within a month of take over 17% addition of tickets to the backlog every month with the SLA to bring it down below 5% for each month
Pre transition phase: Started pre transition 15 days prior to the actual transition phase Ensured that the team hit the ground running for the transition phase
Groundwork for effective governing, monitoring of critical KT stage : Created a strong Transition Governance Model Regular, track wise status monitoring of the Transition Progress through: Overall KT Dashboard Early and effective raising of Red Flags
Quantum and methodology - KT sessions: Daily KT session with the outgoing vendor 200 plus sessions organized Proper documentation of the sessions Document signed off by the client Shadow and reverse shadow resources in handling production jobs
Preparation for a steady state: Identifying stakeholder Identifying the reporting needs of each stakeholder Creating trackers to record abends, incidents and respective SLAs Finalizing SLA measurement criteria Appropriate process changes and customisations for HEAT system and triage system Finalized templates for weekly and monthly reporting and the audience Setting up key stake holder forum to regularly discuss Roadblocks and resolutions
Applications in Scope: Three separate systems were used for each: New Business Assembler, VSAM, CICS, JCL, COBOL Policy Admin Assembler, VSAM, CICS, JCL, COBOL Distribution/ Agency Management System Assembler, COBOL, DB2, VSAM, CICS, JCL, Java Browser
Development tools: Code configuration management tool- Changeman Debugging- Debugging Xpeditor File browsing- file manager DB2- SPUFI Job Scheduler- Control M Reporting Tool- Quikjob, DYL280 VB Tools- Rate Loading tool, Bulk extract tool, Batch tools The Impact – Amplifying Outcomes Successful transition within a challenging timeline Backlog were reduced to less than 3% 25% of the tickets were resolved permanently with RCA approach 20% of the tickets were closed with Business without going to IT 100% SLA adherence 10% improvement in business satisfaction scores for Production support.