Employee Benefits Brokerage Management System Integration
Centric bridges the requirement gap for an enterprise system resulting in a seamless integration and successful deployment, reducing risk and increasing productivity
The Business Need
A leading international insurance broker was working with a vendor to move all of their agencies from multiple legacy Brokerage Management Systems (BMS) and consolidate to one enterprise system. In doing so, they needed to ensure that the existing integrating applications worked with the new BMS.
The need was to understand the workflow of the new integration and determine the business scenarios to transfer data between the applications, as the different user groups would only use one or the other application. Since the current state solution had an existing integration, it was imperative to keep the same business functionality.
Centric’s High-impact Approach
Centric was brought in to take ownership of the integration project and its success. The Centric team created templates for discovery sessions and developed the current-state processes to represent the business scenarios including sales, new clients, endorsements, renewals, new carrier implementation, termination, code maintenance and accounting. Centric led the future-state process sessions and created the business requirements and solution architecture deliverables. In the area of testing and training, Centric was responsible for defining the testing scripts and strategies, leading user acceptance testing, and conducting training around the integration.
The project was not without some challenges:
There were two vendors involved in the integration – one supporting the development on the new BMS and the other supporting the integration from the employee benefits system. The vendor supporting the employee benefits system was losing business because their BMS system was being replaced by the new enterprise BMS system, and Centric was sensitive to this relationship while working with both vendors.
In addition, the discovery sessions and requirements document reviews were new to the business. Thus, it was critical that Centric engage with the “right” stakeholders and understood the current workflow processes before sharing the future-state workflow to ensure a comprehensive integration solution.
Finally, when it came to scoping the solutions based upon prioritized requirements, the more complex development work was outlined in the vendor statement of work (SOW). Due to a tight timeline, Centric encountered limited development resources’ availability to support the SOW. This required a continuation of some manual processes on the part of the business and a phased approach to deliver the remaining work.
Under the tight deadline, using the phased approach Centric was able to utilize operational change management to establish a formal collaborative process for conducting business discovery sessions, creating current-state and future-state workflows and developing business requirement documents. The project team also developed a process for cleaning up legacy client record duplication, resulting in repeatable processes and tools to manage future requirements definitions along with a solution architecture framework for delivering future integrations.
By using a formal change management process and a collaborative approach with the business users, Centric was able to reduce risk and increase productivity by allowing the highest priority features to be completed first, resulting in a faster realization of business value delivered by the integration.