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http://www.JWTechInc.com
Technologies IncorporationJayson & Williams
Presentation to
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Corporate Overview
Flexible Delivery Models
Strategy
Case Studies
AGENDA
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Corporate Overview
Confidential – Proprietary to Jayson & Williams Technologies Inc.Technologies Incorporation
Jayson & Williams
The collective wisdom of a global network of intellectuals and experienced professionals, driven by passion for quality, created a nascent concept: Jayson & Williams, offering superlative information technology services.
At Jayson & Williams, qualitative innovation has been a perennial obsession. Being meticulous in every score has always enabled us to transform one-shot transactions into powerful partnerships with best- of-breed companies. Jayson & Williams Technologies is a Strategic Technology Partner of Microsoft, IBM and FileNET.
An Introduction
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Our core strengths
Professional and committed management
Excellent Project Management Skills
Young and talented pool of resources
Quick ramp-ups Transparent model ensuring quality & timely deliverables
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Protocol
Jayson & Williams’s strategic alliance based business model contours its suite of information technology services. While we savor our indigenous talent pool capable of preempting any computing calamity, we believe in partnering with top notch companies to deliver cost effective solutions that add tangible value to businesses, all under one roof.
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Our vertical focus
Jayson & Williams provide world-class business consulting and cutting-edge information technology services to a wide-spectrum of industries, namely:
Banking, Finance & Insurance Transport Healthcare Education Legal Manufacturing, Sales & Distribution
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Our selected clients
Here is a small sampling of fortune class companies as well as some of America's fastest growing companies that we are proud to have served:
• American Family Insurance • Exelon • ConEd , New York • M&T Bank • AON • First USA Bank • Public Service Electric & Gas Co • BearingPoint• FileNET Corporation • Prime Therapeutics • Scottsdale Insurance (Nation Wide Company)
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Flexible Delivery Model
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Application Design
Program Management
Business Analysis
Technology Architecture
Quality Assurance Testing
JW U
S
JW
Du
al S
ho
re
• Project management and functional/ architectural expertise near the client to ensure quality
• Commodity skills at low cost locations
• Re-usable development model, and objects, to maximize quality and reduce risk
• Closed loop, on-shore QA both before and after off-shore activities
We deploy flexible dual shore and teaming models to balance costs with effective delivery and risk mitigation
We deploy flexible dual shore and teaming models to balance costs with effective delivery and risk mitigation
Delivery Models
StaffingManaged Resource
Project Based Outsourcing
Build
Unit Testing
Conversion & Implementation Support
Delivery Model
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As part of the Transition Phase, JW will utilize our Maintenance, Enhancement & Support Model to ensure continuous quality results and reduce TCO of your maintenance program.
Maintenance
•Standardized, repeatable processes
•Robust S/W development methodology
•Scheduled releases
•Software quality assurance & testing
•Formalized software promotion
•Project management
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Managing and prioritizing “change” is an important component of JW’s approach.
Maintenance & Enhancement
Corrective Maintenance Likely that the change will be implemented outside of the scope of the release Quickly move to technical analysis and design Formality of test plans and test cases will be less for the initial implementation Once implemented, further testing will be documented Test plans for the next release will be updated
Adaptive Maintenance Normally included in a scheduled release If the timeframe for the next release does not meet the business needs (regulatory
changes, etc.) then the change will be implemented independently All phases of the lifecycle will be applied
New Application Functionality (Enhancement) Included in a scheduled release Typically requires all phases of the lifecycle Functional changes must be designed prior to the technical design Most likely will require updated user documentation and/or training prior to
implementation Linkage to change control process
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Good communication is essential to effective management and client satisfaction.
Communication
Tracking, monitoring, reporting and communicating progress is achieved via management status meetings to review:
Accomplishments and changes implemented Status of work in progress Outstanding tasks and issues Request prioritization Review of methods and procedures (refinement) Estimates vs. actual time required to complete work efforts Quality goals and progress
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On a monthly basis, JW will produce various reports and associated metrics that will be used in monitoring the performance of the team and the application.
Deliverables
Project Management Reporting Project plans, resource allocation plans Status reports Corrective Action Plan reports, as needed
Maintenance/Operations Reporting Production release schedule Load testing results Software defects tracking log, change request log Status reports Error, usage, performance reports All required documentation as described in the Statement of Understanding
Software Quality Assurance Reporting These metrics will be defined in conjunction with TFL needs. Metrics typically include productivity defect tracking and various other software
quality measures
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How do we engage ?
• Collaborate with TFL to review reporting platform and inventory number of reports
• Gain understanding of reporting Siebel Analytics reports
• Inventory Reports by customer and by frequency and gain understanding of the application architecture
• Understand the Q A of enhancements targeted for 2007
• Incorporate TFL methodology, RUP and other capabilities incorporated into JW best practices where and if gaps are identified
• Deploy a JW remote team based upon the service level of activities listed above
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Strategy
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Technology Assessment – Gap Analysis
ContentAuthoring
Tool
Source Content :Text Document
E-MailClient
E-MailClient
E-MailClient
E-MailClient
Editing Task: Message
Review Task: Message
Author-SideDocument Repository
: File System
Change Request: Message
PresentationDevelopment
Tool
: Web Document
Publisher-Side Repository: File System
PublishingTool
SBE (1)Site Repository: File System
SBE (N)Site Repository: File System
...
...
SBE (1)Web Server
Internet RootSite Repository: File System
Intranet RootSite Repository: File System
MyHoneywell.comWeb Server
WebBrowser
: Web Document
WebBrowser
WebBrowser
Authoring Layer Publishing Layer Content / Services Layer
: Editor : Reviewer
: Business Author
: Publisher
: Customer
: Employee
App Server(1)
SBE (1)Dynamic Content
: RDBMS
SBE (N)Web Server
App Server
SBE (N)Dynamic Content
: RDBMS
Honeywell.comWeb Server
...
...
: Web Document
SBU (1)Dynamic Content
: RDBMS
App Server(N)
SBU (N)Dynamic Content
: RDBMS
EnterpriseApplications
(SAP, JDE, CIDW...)
Presentation Layer
Honeywell.comDynamic Content
: RDBMS
App Server
Web CrawlingSearch Engine
Framework Content Management
TaxonomyLibrarian
Editors
Reviewers
TranslatorsW
ork
flow
/Co
llab
ora
tion
Se
rvic
es
Repository Services
Metadata
Taxonomy Services
PresentationTemplates
OpaqueTypes
Translations
Renditions
XSL
JPG
PPT,PDF,
...
Tra
nsfo
rmatio
n S
erv
ices
Dis
tribu
tion
Serv
ice
s
ContentTemplates
XMLXML
Framework Content Channel(Honeywell.com)
App Server
Web Server
Repository
XMLXML
XSLXSL
EAI Connectors
Off-Framework Content Channels
Web Server
XML
HTML
Author
TemplateDeveloper
AssimilatedWeb Server
1
2
4
12
Metadata
Enterprise Applications
PeopleSoft CIDW SAP
Framework Content Channel(my.Honeywell.com)
App Server
Web Server
Repository
XMLXML
XSLXSL
EAI Connectors
1
2
4
Metadata
Enterprise Application Portals
MySAP.com ...
1 2
AB
C
D
E
3
F
4
5
G
H
3
3
1 2
3
Framework Component/Feature Addressing Gap
Workflow Rules Engine
Workflow Task Inbox
Virtual Meeting
Collaboration and Scripted Workflow Interoperation
Federated Repository Management
Version Control
Metadata Enrichment
Multilingual Capabilities
Transformation Rules Engine
Push/Pull Document Distribution
Distributed Expiration
Authentication/Entitlement
Web Analysis
Personalization
Customization
Navigation Generation Component
Custom Portal Components
ERP Integration
CIDW Integration
Unstructured/Semi-structured/Structured Search
As-Is To-Be
Framework components required to close the functionality gap between the client’s As-Is and To-Be content management and portal frameworks are identified
Framework components required to close the functionality gap between the client’s As-Is and To-Be content management and portal frameworks are identified
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To meet scalability requirements and operational processing targets, JW proposes Business Process Optimization Approach. Key components include:
To meet scalability requirements and operational processing targets, JW proposes Business Process Optimization Approach. Key components include:
• Fast-track review of processing and application components to ensure overall integration and
architectural components are deployed to meet projected volumes
• SWAT team approach to address specific FileNet architectural and integration points
• Quick Hit identification of processing, vendor or integration components to be immediately
deployed to the existing implementation and configuration
• Look ahead assessment regarding additional components that may further enable business
process optimization such as JW eApp and data exchange frameworks proven in other
financial services STP implementations
• Road mapped implementation steps that are integrated into TFL’s overall plan and are
targeted against key project milestones and implementation dates.
JW’s Proposed Approach
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JW’s Enterprise Program ApproachP
lan
nin
gB
usi
nes
sT
ech
no
log
y
Program Management
Program Strategy
• Strategy Roadmap
• Business Case
• Risk Management
• Governance Framework
• Program Budgeting
• Prioritized Business Needs
• Competitive Analysis
• Conceptual user experience
• High-Level Business Architecture reengineering
• Baseline Systems Architecture
• Systems Gap Analysis
• Envisioned Systems Architecture
• Package selection support
• Detailed Business Architecture and Requirements
• User experience design
• Business Process reengineering
• Detailed System Requirements
• Detailed information architecture modeling (object, data, security)
• Detailed Technology Architecture (physical)
Program Governance
• Governed Roadmap Alignment
• Adoption of governance framework
• Program performance reporting
• User Acceptance Test Case development
• Detailed Business Process change planning
• System package configuration
• System component development
• UAT
• Migration planning
• Architectural Governance (Business and Technology)
• Risk Management
• PMO
• End-User Systems Training
• New Business Process Rollout and Training
• New Systems rollout
• Systems Migration
• SA Documentation and Training
Phase 1: Elaboration Phase 2: Construction Phase 3: Transition
Implementation Iteration 1..N
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Channel Methodology
Engagement Approach
1. Develop vision for online channel and identify gaps
– Identify “As Is” online channel capabilities by insurance product area
– Identify “To Be” business services and enabling technologies
– Develop “To Be” strategic prioritization criteria
1. Develop vision for online channel and identify gaps
– Identify “As Is” online channel capabilities by insurance product area
– Identify “To Be” business services and enabling technologies
– Develop “To Be” strategic prioritization criteria
2. Identify and prioritize business services required to close gaps
2. Identify and prioritize business services required to close gaps
3. Identify and evaluate required enabling technologies
– Assess need for enabling technologies
– Develop initial package assessment
3. Identify and evaluate required enabling technologies
– Assess need for enabling technologies
– Develop initial package assessment
4. Document online channel strategy and roadmap for path forward
4. Document online channel strategy and roadmap for path forward
• “As Is” online channel capabilities (i.e., baseline)
• “To Be” business and technical framework
• Strategic themes for the online channel
• Internal and external survey results
• Prioritization of “To Be” business services
• Spreadsheet that maps business services to enabling technologies
• List of recommended software package(s) and point solutions to provide enabling technology
• Rationalization and prioritization of business services by strategic theme
• High-level roadmap showing recommended evolution of technology framework and business services provided through the online channel
Work Products / Deliverables
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Business Strategy
Determine StrategicVision
IdentifyCurrentState
DefineFuture State
Create BusinessJustification andPrioritization
DevelopImplementation Roadmap
Overall Results
Importance -
Perceived Sat
isfa
ctio
n -
Sat
isfa
ctio
Diff
icul
ty -
Diff
icul
ty
of
Impa
ct -
Dir
ect ef
fect
Importance - Perceived positive impact to the Agency/Brokerage (I.e., eliminating major processing obstacles, generating new revenues)
Pri
mar
y
Sec
onda
ry
Impo
rtan
ce
Sat
isfa
ctio
n
Diff
icul
ty
Impa
ct
2 Insurance 101 Attract Learn 2.31 2.50 1.42 1.6843 Overall Industry Analyses Attract Retain 2.56 2.39 2.35 2.3829 Testimonial / Complaints Attract Relate 2.58 2.29 2.13 2.2751 Event Calendar Attract Retain 2.60 2.35 1.96 2.3342 Industry Digest Attract Retain 2.64 2.52 2.30 2.3331 Online Meetings Attract Retain 2.69 2.30 3.17 2.0056 Syndicated Content / Data Attract Retain 2.84 2.09 3.30 2.4847 Online Library Attract Retain 2.86 2.47 2.79 2.5033 Cancellation Attract Retain 2.88 2.50 3.33 2.2748 Industry Specific Newsletters Attract Relate 2.92 2.13 2.70 2.8162 Interactive Product Development Learn Relate 2.92 2.00 3.74 2.6726 Voluntary Audits Learn Relate 2.96 1.87 3.45 2.8036 Marketplace "411" Attract Retain 2.96 2.09 3.22 2.6750 Statutory Brief Attract Learn 2.96 2.35 2.83 2.38
Framework Mapping Survey Ranking Categories (1 - Low, 5 - High)
EIP Services Perception MapImpact vs. Efficiency
High ImpactLow Impact
Little Return,Low Priority
Operational Efficiencies
Impact - Direct effect on revenue or market shareEfficiency - Potential to reduce current expenses
Revenue Creators
Maximum Return On Investment
Hig
h E
ffic
ien
cy
Lo
w E
ffic
ien
cy
To define and prioritize the business services and themes that will ensure the success of the online channel
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Technical Strategy
To architect a flexible, scalable framework that supports and leverages existing infrastructures
• Analyze the current Technology state across the enterprise• Identify framework imperatives and restrictions• Document infrastructure security requirements• Identify existing partnerships
• Capture an enterprise information model• Define common document/data types• Document information flow diagrams
• Diagram the Logical Application Framework• Diagram the Physical Application Framework
• Consider the range of possible platform toolsets• Perform a “gap” analysis against the technology and business requirements
• Develop a high-level time, cost and resource plan• Develop a resource “gap” analysis• Create a system migration plan• Create a risk mitigation and training plan
Identify Technology Requirements
DevelopInformationArchitecture
Architect theApplicationFramework
Determine the Platform Tools
DevelopTransitionPlan
Customers
Contract Import Process
New Updates
Contract Export Process
Agent Updates Only
Field AgentProcesses
ClientProfile
Adjustments
AgentProfile
Adjustments
ContractAdjustments
Book of BusinessInquiry/Download
Ad-HocClient &ContractInquiries
ClientHouseholdDefinition
CustomerService
Processes
OperationalData Store
CIS ImportProcess
New Updates
CIS ExportProcess
Agent Updates
AGENCIESImport Process
New Updates
AGENCIESExport Process
Agent Updates
DataTranslation
&ValidationProcesses
TranslationRule
SecurityRule
ValidationRule
CPS Support GroupCPS UserCommunitySales
BusinessPartners
WEBBrowserProcess
ArchivingRule
ADMINSystems
CHIP/PRUMED
AOS
FUTURE
P&CINDVDLHEALTH
VPAS
REVERE VANTAGE PPS PSI ALLIANCE NCSI
PRUBANK
FSP FPAS IWP
SMALLGROUP
CPS-Contract Export Process
New Updates
CPS-Contract Import Process
Agent Updates
ExceptionHandling
AgentUpdate
Approvals
Marketing
WEB Processes
WEB BrowserProcess
Contact Mngt.Export Process
New Updates
Contact Mngt.Import Process
Agent Updates
Contact ManagementSystem
CPS ImportProcess
New Updates
CPS ExportProcess
Agent Updates
Online ImportProcess
Inquiry Request
Online ExportProcess
Inquiry Response
Inquiry
Ad-Hoc General
Administrative
House Security Translate
Validation Archiving Update Approvals
Online
CPS-OnlineExport Process
Inquiry Request
CPS-OnlineImport Process
Inquiry Response
Client Info.System -- CIS
CPS-ClientExport Process
New Updates
CPS-ClientImport Process
Agent Updates
Client Profile Definition
AGENCIESSystem
Agent Profile Definition
CPS-AGENCIESExport Process
New Updates
CPS-AGENCIESImport Process
Agent Updates
Customers
Contract Import Process
New Updates
Contract Export Process
Agent Updates Only
Field AgentProcesses
ClientProfile
Adjustments
AgentProfile
Adjustments
ContractAdjustments
Book of BusinessInquiry/Download
Ad-HocClient &ContractInquiries
ClientHouseholdDefinition
CustomerService
Processes
OperationalData Store
CIS ImportProcess
New Updates
CIS ExportProcess
Agent Updates
AGENCIESImport Process
New Updates
AGENCIESExport Process
Agent Updates
DataTranslation
&ValidationProcesses
TranslationRule
SecurityRule
ValidationRule
CPS Support GroupCPS UserCommunitySales
BusinessPartners
WEBBrowserProcess
ArchivingRule
ADMINSystems
CHIP/PRUMED
AOS
FUTURE
P&CINDVDLHEALTH
VPAS
REVERE VANTAGE PPS PSI ALLIANCE NCSI
PRUBANK
FSP FPAS IWP
SMALLGROUP
CPS-Contract Export Process
New Updates
CPS-Contract Import Process
Agent Updates
ExceptionHandling
AgentUpdate
Approvals
Marketing
WEB Processes
WEB BrowserProcess
Contact Mngt.Export Process
New Updates
Contact Mngt.Import Process
Agent Updates
Contact ManagementSystem
CPS ImportProcess
New Updates
CPS ExportProcess
Agent Updates
Online ImportProcess
Inquiry Request
Online ExportProcess
Inquiry Response
Inquiry
Ad-Hoc General
Administrative
House Security Translate
Validation Archiving Update Approvals
Online
CPS-OnlineExport Process
Inquiry Request
CPS-OnlineImport Process
Inquiry Response
Client Info.System -- CIS
CPS-ClientExport Process
New Updates
CPS-ClientImport Process
Agent Updates
Client Profile Definition
AGENCIESSystem
Agent Profile Definition
CPS-AGENCIESExport Process
New Updates
CPS-AGENCIESImport Process
Agent Updates
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Strategic Roadmap
Framework Services
Search Package
Portal Package
Business Services
Content Management Package
Search Package• Search Engine• App Server Query and Results
242322212015 17 19181412108642 16131197531
Months
242322212015 17 19181412108642 16131197531
Months
Planning Phase Implementation Phase
Prepare Plan of Attack
CrawlStop the Bleeding
WalkCompetitive Parity
RunCompetitive Advantage
Portal Package• Web Server • Portal/App Server• Navigation Generation
Content Management • Workflow • Repository• Taxonomy • Distribution
• Collaboration • Transformation• CM / EAI Bridge
• Custom Applications
• EAI Web Services
The strategic roadmap shows the plan for enabling high and medium priority online functionality elements called “business services” across three stages over 18 months based on the rollout of framework elements or “framework services.”
The three stages are summarized as follows:
Crawl – During the Crawl stage, business services categorized as basic for the online channel are enabled and the most urgent competitive gaps are addressed
Walk – In the Walk stage, business services with high/medium priority but demanding more sophisticated framework elements are enabled to help Honeywell reach competitive parity
Run – The Run stage begins after all key framework services have been implemented and continues beyond the strategic roadmap horizon. Adoption of business services enabled in this stage can confer competitive advantage
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Case Studies
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New Business Underwriting Electronic Application Case Study
Business Business ChallengeChallenge
A major provider of financial services products was looking to streamline the new business process by creating an electronic application for field agents which could be integrated into all downstream systems in order to achieve straight through processing (STP) of new business orders. The current process was highly manual, paper-intensive and supported by legacy systems. This manual process resulted in new business transactions taking 8 to 10 days to process.
The company wished to minimize process bottlenecks and extend the new business process to independent distribution network. With intense expense pressure and increased competition, a STP solution for new business underwriting leveraging electronic applications was initiated.
Client Client ObjectiveObjective
JW Solutions assisted the client in:• The design, architecture and implementation of an electronic application (E-App) that would reduce cycle time and unit cost
through operational efficiencies for all products while improving compliance surveillance• Provide competitive edge through value-added services to it’s independent distribution sources• Integrate the new business underwriting E-App with the provider’s portal and back-end new business systems
JW’s ApproachJW’s Approach JW leveraged its Straight-Through-Processing reusable framework as a basis for requirements, design and development activities. JW’s approach focused on three core areas in new business processing, image capture, data entry and content automation, integration with third-party systems
JW worked with client to define the business and operational requirements associated with “piloting” an E-App for a new product. This included review of the “as is” process flow to target opportunities for redesign and automation. JW then developed the “to be” process for new business submission, including detailed requirements for the new system. Using a phased development strategy, JW was able to demonstrate the capabilities of the system to senior business and distribution executives early in the process to ensure adoption. Our frameworks provided the means to seamlessly add additional products to the process with minimal incremental enhancements.
Client SuccessClient Success This major financial services company is rolling out this e-App process and will utilize the capability for all new products. The client has positioned itself for significant revenue growth with a fully-integrated new business process leading to:• Faster producer application completion• An efficient and easy means of submitting new business• Increase in “good order” applications• Elimination of redundant data entry• Reduction in unit cost providing a 15 month BE• Reduced cycle-time by 60%
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Business Business ChallengeChallenge
This leading Financial Services provider wished to expand the services of its Self-Directed Brokerage product offering for retirement accounts to remain competitive with other offerings in the market. This service is a 401(k) investment option that allows employees to maintain some of their plan assets in a separate individual brokerage account(s) for the purpose of holding stocks, fixed income, mutual funds and managed solutions products that are not offered as part of the plan’s core investment options.
The firm’s goals were to increase distribution options offered to participants (e.g. Total Payouts, In-Service Withdrawals and Residual Balances), automate the distribution process, eliminate the current manual intervention required by Plan Service Representatives, and eliminate existing/avoid potential reporting discrepancies.
Client ObjectiveClient Objective JW Solutions helped this Financial Services firm develop a roadmap to achieve its objectives for its SDB offering. This included working with the business and IT stakeholders to develop the “future state” requirements for SDB, and its associated impacts on business processes, organization and technology. After comparing these goals with the firm’s “current state” environment, JW developed a roadmap to achieve its strategic objectives which included the development of detailed software requirements. Since its IT resources are scarce, the firm needed detailed software requirements as they planned to outsource the technology component to one of its consulting partners.
JW’s ApproachJW’s Approach JW assembled a team with extensive experience in the business and technology needs of 401(k) and Self-Directed Brokerage products. JW worked with business and technology stakeholders to evaluate its current operations through business and technical walkthrough sessions, and captured future state requirements through interviews and “Voice of the Customer” sessions. In addition, JW’s roadmap contained detailed software requirements which could serve as the blueprint for technology enhancements by either IT or external outsourcing partners.
Client SuccessClient Success The client designed an SDB product for its retirement accounts that provides competitive differentiation from other retirement products in the market. By streamlining manual processes, the client will be able to recognize operational cost savings and mitigation of risk through the reduction of processing errors and reporting discrepancies.
Because of our demonstrated expertise during this engagement in Retirement Services and Self-Directed Brokerage, the client is also in discussion with JW to develop the technology component of its new SDB product.
Self-directed Brokerage for Retirement Accounts Case Study
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Web Applications
BrowserBrowser Office, OutlookOffice, Outlook
EAPP Solution for Life Insurance UWHigh Level Architecture of
EAPP Layer
MVRMVR MIBMIB
External Vendors
Client Applications
AdminApplication
AdminApplication
CaptureApplicationCapture
Application
ReportsReports
Presentation Layer
Business Logic Layer
Process EngineProcess EngineContent EngineContent Engine
XML WebServices
XML WebServices
Services Layer
BusinessIntegrationBusiness
IntegrationRendition
EngineRendition
Engine RulesEngineRules
EngineProcess
SimulatorProcess
SimulatorProcessAnalyzerProcessAnalyzer
DatabaseWarehouseDatabase
Warehouse
Data Layer
Repository
Image ServicesImage Services
DatabaseDatabase
File SystemFile System
EMC CenteraEMC CenteraDirectoryServicesDirectoryServices
ContentProviderContentProvider WorkplaceWorkplacePortal
IntegrationPortal
IntegrationRecordsManagerRecordsManager
Team CollaborationManager
Team CollaborationManager
FormsManagerForms
Manager
Content & Process COM and Java APIsContent & Process COM and Java APIs
CollaborationServices
CollaborationServices
XML WebServices
XML WebServices
OLAPOLAP
Legacy SystemsLegacy Systems
Records ManagerServices
Records ManagerServices
Forms ManagerServices
Forms ManagerServices
EAPPDatabase
EAPPDatabase
Scanner
Fax
1 2 3 4 5
Analyzer Reports
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New PER’s
PharmacyPharmacy
Launch WorkflowLaunch Workflow
User Interface
User Interface
CRT UsersCRT Users
RxClaims(As/400)
RxClaims(As/400)
FaxFax
IndexIndex
CRP UsersCRP UsersCRA UsersCRA Users
FileNET P8 Content Manager
FileNET P8 Content Manager
Clinical Review Process - Architecture
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Thank you
We truly look forward to offer our superior value added solutions to win the trust and delight of our customers …
"Where technology does not overwhelm businesses, powerful partnerships transpire."