quality & effectiveness stream: better projects. better...

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



What OUR CUSTOMERS thought…..

• Too many file handoffs

• Delays in obtaining information

• Lack of access to paper claim



Conceptual Design

Business Case

Project Plan


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


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!


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”


• 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



• Communication/ Change Management Plan

– Change Management strategy developed

– Communication plan - developed annually and

followed monthly

– Branded the project



– 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)


• Communication/ Change Management Plan

– Project celebrations

– Change management training

– Cluster team meetings

– Emerge TIP sheets


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



• Senior Executive Support

• Co-location (business & IT)

• Methodologies

• Business Involvement

• Performance Measures

• Scope Management


ScopeQuality

Time

Cost


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?


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


“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


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



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


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



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”


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”


These project practices can be used on

any size of project and within any

organization!


“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.

http://www.pmi.org/

http://www.pmimanitoba.org/

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