The Tale of Three Projects

Transcription

1 The Tale of Three Projects Implementation Best Practices Laura Yorks Regional Director, Professional Services Pegasystems

2 Our Focus The Insurance and Life Sciences industries are both under enormous pressure to rapidly create new products and offerings while supporting new communication methods and balancing often complex regulatory requirements. We hear these companies asking for: Scalable platforms that easily handle change Support for an Interactive dialogue with their customers Automated decision making and real-time visibility Ways to reduce costs, complexity, and increase customer satisfaction

3 Moving Target with New Competitors Clients demand simplicity, 24 hour access and personalized, tailored services Established companies carry high technical debt in their legacy systems, increasing the cost and timeline of new projects New entrants are nimble and well funded

4 Project Success is Hard 29% of projects succeed in delivering the desired functionality, on time and on budget 48% of projects are challenged and do not meet scope, time, or budget expectations 23% of projects fail and are cancelled Standish Group Chaos Report & Scrum Alliance Oct 2016 But there are some bright spots..

5 What Makes Successful Projects Smaller is better Small projects succeed 62% of the time, compared to 6% of large People are the primary drivers of project success Top 3 factors: user involvement, executive support, clear requirements Agile projects are 3x more likely to succeed than Waterfall projects (39% vs. 11%) Large and medium projects show dramatic improvement with Agile Standish Group Chaos Report & Scrum Alliance Oct 2016

6 Pega s Profile of Success

7 Pega Consulting Guiding Principles Maximize Pega Capabilities Iterate to Success Practice Co- Production Implement with Best Practices Fully leverage out of the box strategic application features Design for reuse Maximize use of Pega 7 Use Directly Capture Objectives Frequent business user playbacks Prove value early Right size each project Plan for a max 90 day first release followed by max 45 day subsequent releases Collaborative effort between business and IT to execute Empower business users through hands-on experience Leverage just in time role-based training Practice multi-level governance Proactively manage risk Manage application quality with tools Establish appropriate environments Focus on Outcomes

8 Pega Rock Stars Quick win; initial release in 13 weeks Focused on co-production and building skills internally Embraced DCO and SCRUM Strong three level governance with client, SI Partner and Pega 20%+ savings in first 6 months 8

9 Strong Starter Large first release; agile waterfall Followed best practices initially but let key areas slip: DCO, Governance, team credentials Didn t leverage out of the box functionality Program reset after initial release Their clients are lined up to move to the new system Footer (Edit for all slides with View > Header & Footer) 9

10 Taking the Scenic Route Huge initial release planned over 24 months Disparate methodologies, poor communication and an unskilled team 18 months later requested Pega assessment on how to move forward 5 months later two components in production; full roadmap on track with skilled resources 10

11 Where and How Do You Start? Pre-Inception Kickoff Checkpoint At least four people enabled on Pega Identify dedicated project resources Mid Pre-inception Checkpoint Methodology alignment - Your best practices aligned with Pega s Identify and secure internal and external project needs and resources Establish multi-level governance that includes all parties Monthly Program Checkpoint Scope Management Question and validate deviations from Best Practices Post Production Support options Program Roadmap and Transformational Journey

12 Final Thoughts Agile Project Methodology Leverage Product Capabilities Minimum Lovable Product in <90 Days Business and IT Co-Produce Start with Package then Cadence of Releases

13 Q & A

14 Appendix

15 Roles and Resources Business Sponsor Business SME Project Lead / Manager Lead Business Analyst Business Architects Lead System Architect System Architects Industry experience and functional expertise

16 UX Specialized and Advisory Services UX Design Reviews UX Design / Configuration Accessibility UX Best Practices Workshop Usability Testing UX Project Support

17 Utilize Product Capabilities Accelerate Delivery Process Automated Document Generation Application Profile and Document Automated Application Foundation Automated Guardrail Compliance Reports Performance/AES Reports PMF Project Status Reports Continuous Directly Capture Objectives Capture High Level Business Processes and Stages Centralize requirements and use cases for reuse

18 Best Practices Proactive Delivery Management Preventative Risk Assessment Risk Assessment Proposal Clinic Weekly Status Reporting Triage Situation Management Priage Risk Management

19 Pega s Approach to Enablement MULTI CHANNEL DELIVERY PEGA ACADEMY SELF-STUDY TRAINING MENTORED SELF-STUDY INSTRUCTOR-LED TRAINING Videos Hands-On Exercises Quizzes Mentored Sessions Monitored Progress Exam Prep Private Onsite Virtual Public Classroom ROLE-BASED CURRICULUM Content capture design & development with Pega 7 Platform Marketing Sales & Onboarding Customer Service Operations

20 Why Engage Pega Consulting? UNPARALLELED PRODUCT EXPERTISE AND A SINGULAR FOCUS ON CUSTOMER SUCCESS Expertise: Focused and specialized on Pega products Depth of knowledge from decades of experience Access to product roadmap & strategic direction Tight collaboration with product development and customer support Faster Delivery: Experts on agile and how best to blend that with a Pega project leveraging DCO Close collaboration with customer support Drive proven implementation best practices Access to 200+ CLSAs through internal forums and communities Risk Management: Single point of accountability Full life cycle risk management processes Access to Pega-only forums including Triage and expert Specialized Services Maximize application quality, business outcomes and overall TCO