IT Project Interim Report - Distributed Version

IACT 451 IT Project University of Wollongong
University of Wollongong
IACT451 IT Project
Interim Report (Autumn Session)
Version 1.0
Lasted Update:
Thursday, May 26, 2005
Prepared By:
Nurhazman Abdul Aziz
Loh, Hoh Whay
Md Aidil Osman
The interim report is intended solely for XYZ Insurance’s information. The information
given here is to the best of our knowledge. The contents of this interim report are
confidential and not to be reproduced without expressed written consent.
Confidential Page 1 8/20/2005

Disclaimer
This report is prepared by University of Wollongong’s IACT451 IT Project Team for
XYZ Insurance Pte Ltd, Australia and South East Asia. While every precaution has been
made to ensure that the report represents an accurate state of affairs of XYZ Insurance
Pte Ltd and its business projections; University of Wollongong’s IACT451 IT Project
Team and/or its officers, servants or employees shall not be liable for any claims, loss,
damage, costs or expenses arising out of any third party reliance on the whole or any part
of this report.
Project Manager
LIFEXPRESS 2005
IACT451 IT Project Team

Table of Contents
Disclaimer ........................................................................................................................... 2
Table of Contents................................................................................................................ 3
1. Executive Summary ........................................................................................................ 5
2.1 The Company........................................................................................................ 7
2.2 Products & Services.............................................................................................. 8
2.3 The Business Process.......................................................................................... 10
3. Scope Statement............................................................................................................ 11
3.1 Project Justification............................................................................................. 11
3.2 Project Characteristics and Requirements .......................................................... 11
3.3 Summary of Project Deliveries........................................................................... 12
3.4 Scope Success Criteria........................................................................................ 13
3.5 Scope Limitation................................................................................................. 13
3.6 Alternative solutions ........................................................................................... 15
3.7 Weighted Scoring Model .................................................................................... 16
3.8 Analysis of three solutions.................................................................................. 17
4. Tasks ............................................................................................................................. 20
4.1 Project Tasks Approach ...................................................................................... 20
4.2 Project Approach List ......................................................................................... 20
4.3 Project Schedule.................................................................................................. 29
5. Costing .......................................................................................................................... 33
5.1 Components ........................................................................................................ 33
5.2 Professional fees ................................................................................................. 33
5.3 Cost Projection.................................................................................................... 34
5.4 Overall Costing ................................................................................................... 38
5.5 Net Present Value & Return on Investment Calculations................................... 39
5.6 Terms of Payment ............................................................................................... 45
6. Risk Analysis ................................................................................................................ 46
6.1 Process ................................................................................................................ 46
6.2 Roles & Responsibilities..................................................................................... 48
6.3 Risk Analysis ...................................................................................................... 49
7. Process Maps ................................................................................................................ 55
7.1 The Business Process.......................................................................................... 55
7.2 Solution Overview .............................................................................................. 57
7.3 Automating the Process ...................................................................................... 59
7.4 The Impact .......................................................................................................... 62
7.5 Competitive Advantage ...................................................................................... 63
8. Marketing...................................................................................................................... 64
8.1 Increasing the policy distribution of XYZ Insurance ......................................... 64
8.2 Extension's Response.......................................................................................... 64
8.3 Possible Results .................................................................................................. 65
8.4 Spin-offs.............................................................................................................. 65
8.5 Internal Perspective............................................................................................. 65
8.6 External Perspective............................................................................................ 66
9. IT Acquisition & Modification ..................................................................................... 68

9.1 Host Hardware .................................................................................................... 68

9.2 Client Hardware .................................................................................................. 69
9.3 Software .............................................................................................................. 70
9.4 Network............................................................................................................... 70
9.5 Documentation.................................................................................................... 70
10. Consultancies .............................................................................................................. 71
10.1 BlackBerry® (www.blackberry.com)............................................................... 71
11. Training....................................................................................................................... 73
11.1 Training Plan Overview.................................................................................... 73
11.2 Training Sessions .............................................................................................. 73
11.3 Testing Phase .................................................................................................... 73
11.4 Other Training................................................................................................... 74
12. On-going Services....................................................................................................... 75
13. References................................................................................................................... 77
14. Appendix..................................................................................................................... 78

1. Executive Summary
This report outlines the current situation of XYZ Insurance current situation including the
business process. Due to an update of the strategic plan the Company has identified
several key goals which include: greater product distribution, reduced internal costs,
increased cross selling of products and the exploitation of new web-based technologies.
All these aim towards helping brokers work remotely with customers.
Included will be the three proposed solutions as per instruction by the Company. The
solution selected will be described in detail while the other two solutions are included as
contingencies in the event of unforeseen circumstances. Providing support for the
solution are the project members, consisting of the Client Liaison, Technology Impact
Analysis, and Business Case Architect. Additional support is provided by external
consultants who are experts in their respective fields i.e. Telstra, BlackBerry, and other
various support staff e.g. web developers and designers.
Costs associated with the project have been included to show the feasibility of the project.
Aspects in this section include professional fees, Return On Investment (ROI), Net
Present Value (NPV), discounts, and cost projection (hardware, software, maintenance,
human resource, etc.). New technologies have been identified to be implemented into the
existing Information System (IS). These include Customer Relationship Management
(CRM), Live Support Management (LSM), and Mobility Channel (MobChan). These
three components make up the gist of the new LIFEXPRESS system. The existing legacy
system would still be in place while LIFEXPRESS would be added to enhance the
business process as required by the strategic plan.
The new system is expected to have a significant impact on the Company. Long standing
work practices would be altered and organizational structures changed drastically. These
factors have been taken into consideration during the design and analysis of the new
system. As ZYX would be the pioneer in implementing mobile commerce technologies,
significant competitive advantage would be gained from LIFEXPRESS. The adoption of

mobile commerce is still in infancy stages for the insurance industry. With the backing of
industry leaders in Information and Communication Technology, the Company is poised
to be a market leader in their field.
Overall, this interim report gives a brief picture of a business case that will be taken
between UOW IT Project team and XYZ Insurance on the development and
implementation of LIFEXPRESS, bringing a new reengineered business-centric process
through mobile commerce.

2. Introduction
2.1 The Company
XYZ Insurance Company (herein referred to as XYZ

Insurance Ltd. or “the Company”), was incorporated in
1995 and has approximately 1,000 employees all working to serve more than 2 million
clients throughout Australia. With a head office in Wollongong and branch offices in all
major capital cities XYZ supports clients, whether individuals or business, at every stage
of their lives. Expertise and a broad range of Life and Property/Casualty Insurance
products are trademark qualities of XYZ. Customer solutions are often adapted to
individual needs and delivered through an extensive broker network.
In the Fiscal Year 2004, the Company recorded a sales turnover of more than $10 million.
With sales forecasted to grow steadily for the next couple of years management is keen to
improve the Company’s business operations to measure, plan and control its’ activities
and resources more effectively.
Most recently, XYZ has updated it strategic plan and key goals to include: greater
product distribution, reduced internal costs, increased cross selling of products and
exploitation of new web based technologies to help brokers work remotely with
customers. XYZ also have plans to spread it services into the South East Asian market, to
compete in the international stage.

2.2 Products & Services
With a modest capital of AUD$1.2 million, XYZ has become a leader in Life and
General Insurance with total assets in excess of AUD$13 billion. Today, the Company
has more than 2 million Australian policyholders placing their trust in us.
The Company has always placed the interests of our policyholders foremost. They have
distributed 98% of their surplus to policyholders which is higher compared to the
standard industry practice. They also provide special benefits to our customers under the
concept, "More Than Insurance". Some of these include competitive loans, will writing
services and home services such as plumbing and renovation. They have recognized their
wider responsibilities to the community.
Each year the Company provides generous support to the arts, sports, education, healthy
lifestyle, charity, trade unions and the environment. In recognition of their efforts and
contribution, they have received numerous awards from the community as well as the
Government and the other organizations.
Basically, the Company provides two types of policy holders; Individual and Corporate
(refer to figure 1.1). Under the Individual’s policy, the Company had plans to undertake
four types of categories. These are saving and investment, protection, financial planning
and health. These plans are able to ensure the individual’s loved ones are provided for
financially in the event of misfortune. Besides life insurance, the Company has looked
into the importance of health insurance coverage to address the issue of high medical
expenses. The Company aim to fulfill their client dreams to accumulate a sizeable nest
egg for retirement in addition to providing for their children’s educational needs.
While under the Corporate policy, the Company have four different plans that overlook
the property and cargo, financial, employees and a liability of a business owner. The
Company believe as a business owner or manager one faces both business risks and non-
business risks. Non-business risks are chance events with an adverse economic impact on
the enterprise. For major risks, such as property loss or damage, employee’s liabilities,

key person’s death or disabilities, the organisation may incur huge losses without
insurance protection. The business owner can minimize their business risks by
transferring them to an insurer.
Overview Product Map of XYZ Insurance (Figure 2.1)
XYZ Insurance
Individuals Corporate
Saving & Property & Financial

Investment Cargo
Protection
Health Liability
Financial
Planning Employees
By paying a premium, the enterprise can be compensated for losses. Therefore, the
financial impact will be minimal and clients can continue operating without anxiety, as
the Company offers a various type of business insurance to protect the enterprise.

2.3 The Business Process
In the current business process, the Company reaches their potential clients through
external brokers. These brokers are not direct employees’ but represent the Company on
the field. They play a vital role in the sale process and represent a large percentage of
sales. Below is the current business process between the Company, broker, and client:
The Company
The Brokers
The Client
Current business
process identified in
the Company
(Figure 2.2)
• Brokers access policy papers through Company secure website.

• Signed policy documents sent to Company by post or email.
• Data entry staffs enter client details to Information System.
• Company intends to cross sell other products to maximize time spent commuting
• Discounts offered for purchase of multiple products/policies
• Client approved by team of policy analysts
Ideally, the Company wants to improve on the current setup by having the following:
• Automated vetting of simple cases by expert systems
• Expert systems assist in reducing common human errors
• Complex cases still approved by analysts
• Increase cross selling using lead generation by CRM
Further details of the business process will be illustrated in the Process Map.

3. Scope Statement
3.1 Project Justification

James Benett, CEO of XYZ Insurance requested that this project assist in meeting its
strategic goals. LIFEXPRESS will improve the business process of the Company by
increasing the sales process and distribution to current and potential clients through the
Internet and mobile services. This will also help to reduce internal cost and regain market
share through the integration of current internal Information System (IS). The estimated
budget of the project is about AUD$1 million. Estimated Return of Investment is 130%.
Thus, it is important to focus on the system paying for itself within 5 years efficiently and
effectively.
3.2 Project Characteristics and Requirements

1. LIFEXPRESS will be a sophisticated computer aided system that will enable
the Company brokers nationwide to conduct business with their clients and
prospects in ways that had seemed next to impossible just a few years ago
2. LIFEXPRESS will allow brokers using a laptop computer or similar device to
develop a true financial profile of the customer; to identify and explore XYZ’s
most appropriate products.
3. LIFEXPRESS allows detailed comparison on how the Company stacks up
against competitor’s rate and performance.
4. LIFEXPRESS allows the generation of all the necessary paper work on site to
consummate a sale.
5. LIFEXPRESS should have a channel to communicate efficiently as a means
of contact with the office during the process of documenting policies for the
client.
6. LIFEXPRESS must be available 24/7 with provision set aside for maintenance
for other periodic maintenance as required at one hour per fortnight.

7. LIFEXPRESS must be accessible using the Microsoft Internet Explorer

browser as the system provides specific services made compatible to this
Internet browser.
3.3 Summary of Project Deliveries

Project management related deliverable: business case, charter, scope statement, work
breakdown structure (WBS), schedule, cost baseline, status reports, final project
presentation, final project report, lessons-learned report, and any other documents
required to manage the project.
Product-related deliverable: research reports, design documents, software code,

hardware, etc.
1. Market research report (XYZ Insurance): Survey report on the current

popularity of Internet and mobile technology and to obtain suggestions from
the potential client regarding on-site sales.
2. Survey: Survey current staff and customers to determine desired content and
features for LIFEXPRESS system. IFEXPRESS
3. LIFEXPRESS site design and initial design of LIFEXPRESS site will include
a sitemap to suggest appropriate formats, graphics, etc. The final design will
incorporate comments from users on the initial design.
4. LIFEXPRESS site components: LIFEXPRESS will include 3 components
that are; LIFEXPRESS Customer Relationship Management, LIFEXPRESS
Live Support Management and also LIFEXPRESS Mobility Channel.
5. Security design: An initial security design of LIFEXPRESS and current

mobile network will include user login procedures and firewall configurations,
etc.
6. Test Plan: The test plan will document on how LIFEXPRESS will be tested
and who will do the testing and how bugs will be reported.

7. Project benefit measurement plan: A project benefit plan will measure the
financial value of the system.
8. LIFEXPRESS documentations: Certain components in LIFEXPRESS such as
the mobile device and the Internet Service Providers/mobile service provider’s
documentation to be obtained from them with regards to system integration,
testing, training and user manual.
3.4 Scope Success Criteria

The goal is to complete this project within 12 months from no more AUD$1 million. The
project sponsor James Benett has emphasized the importance of the project to increase
the Company’s profitability. To meet this financial goal, Lifexpress must have strong
user inputs from the broker’s perspective and the Company’s client perspective. The
project must also develop a method for capturing the benefits while the system is being
developed, implemented, and tested and after it is in production. There are some
considerations of extending the period of the project and surpassing its initial cost. This
project is crucial to the organization and it may spell out the Company’s future fortunes.
3.5 Scope Limitation

The scope limitation can be broken down into a number of factors, contributing to delays
to the project development and implementation. Thus, these factors have to be considered
and planned accordingly. Moreover, in the project management, there are the “triple
constraints”; scope/quality, time/schedule and money/budget. Time and the monetory
constraints are beyond the team project’s control. On the other hand, the scope/quality
has to remain within the team’s control, contributing to the factors that delay the project.
The factors are:

• Organisational culture
• Technology

In overcoming these factors, the technology employed needs to be matured and proven in
the industry. Hence, it is not feasible to focus on using the latest and most expensive
technology. While the organizational culture, the project has to take in consideration
previous established workflows. Therefore, user participating is essential during the
marketing and introduction of the project.

3.6 Alternative solutions

If this scope were to fail, an alternative solution will be drawn out using either solution 2
or 3 attached in the appendix. Solution 2 is a medium-end solution using the similar
concept of business process with a similar scope and objectives. In contrast, solution 2
only focuses on the internal process of the sales force automation. The business process
and the sales force automation will be explained in the later section, Process Map. In
solution 2, it mainly focuses on modify the existing hardware owned by the brokers to
save costs. In comparison to solution 1, solution 2 does not have access to the full
features such as the Moblity Channel, which is able to provide real time connection to the
Company.
Solution 3 mainly focus on improving the business process internally. There is no

aggressive sales force automation applied in this solution. For more information on the
three solutions’ brochures, please refer to the appendix. For the analysis of the three
solutions, please refer to the next section.

3.7 Weighted Scoring Model

In comparison of the three solutions, the weighted scoring model is analyzed below
according to several criteria that will impact the project’s scope. Solution 1 is proven to
have a heavy weighted score.
Weighted Scoring Model Table (Table 3.1)

Solution Weighted Solution Weighted Solution Weighted
Criteria Weight 1 Score 2 Score 3 Score
Supports key business
objectives 25% 90 22.5 80 20 50 12.5
Has strong internal
sponsor 15% 90 13.5 70 10.5 50 7.5
Has strong customer
support 15% 90 13.5 70 10.5 50 7.5
Realistic level of
technology 10% 70 7 60 6 50 5
Can be implemented in
one year or less 5% 20 1 35 1.75 90 4.5
Provides positive NPV 20% 70 14 55 11 50 10
Has low risk in meeting
scope, time, and cost
goals 10% 50 5 70 7 90 9
Total Weighted
Project Scores 100% 76.5 66.75 56
Weighted Scoring Model
Solution 3 56
Solutions
Solution 2 66.75
Weighted Scores
Solution 1 76.5
0 20 40 60 80
Weighted Score
Weight Scoring Model Chart (Figure 3.2)

3.8 Analysis of three solutions
Solution
Solution 1: Solution 2: Solution 3:
Title
• Offering an all-round system

• Offering the complete
with additional features that
system for XYZ Insurance • Offering the most basic and
Solution promises better sales mobility
sales & support operations. cost effective systems for
Strategy and efficiency for field brokers.
• Inherits the features of today’s competitive market.
• Inherits the features of Solution
Solution 3.
3.
• Revenue Growth Increase 7%

• Revenue Growth Increase
• Revenue Growth Increase 9% • Reduced operational costs by
10%
Potential • Reduced operational costs by as as much as 15%
• Reduced operational costs
Financial much as 25% • Reduced IT costs by 20-35%
by as much as 30%
Benefits • Reduced IT costs by 20-35% • Maximizing revenues with
• Reduced IT costs by 20-
Live Support.
35%
• Maximizing revenues with

Live Support.
• Increase employee productivity • Increase employee productivity

• Increase employee
10% 8%
productivity 13%
• Increased policyholder • Increased policyholder
• Increased policyholder
satisfaction rates from 76% to satisfaction rates from 76% to
satisfaction rates from 76%
93% 83%
to 96%
Other • Reduced average call handling • Reduced average call handling
• Reduced average call
Benefits of time by 11% time by 11%
handling time by 11%
Each • Increase sales conversion by • Increase sales conversion by
• Increase sales conversion by
solution brokers 22% brokers 22%
brokers 22%
• Enabled 70% reuse of • Enabled 70% reuse of
• Enabled 70% reuse of
components components
components
• Easy integration with current • Easy integration with current
• Easy integration with
information system information system
current information system
• Reduced training time by 20- • Reduced training time by 20-
• Reduced training time by
30% 30%
20-30%
Assessment • Inherits the features of • Inherits the features of Solution
of the Solution 3 (CRM, CSM) 3 (CRM, CSM)

value of • MobChan allows brokers to • Field Service mobile client • CRM helps you to understand,
each access and update customer enables technicians with access anticipate and respond to your
solution relationship databases to the full desktop computing customers' needs in a consistent
through handheld mobile solution on a laptop or notebook way, right across your
device such as TabletPC on computer. organization.
the run. • AutoUpdate automatically • CSM increases your sales,
updates policy brochures stored providing technical assistance
in computing devices. and increasing your customer
• Multi region support designed satisfaction by delivering Live
for global deployments. help Customer Service.
Analysis of 3 solutions (Figure 3.3)

4. Tasks
4.1 Project Tasks Approach

The approach to be undertaken in this project is outlined below. It covers various phases of the project process. To give a clear
understanding of the phases, we have included the objectives and deliverables of each of the phases as described in the scope
statement beforehand.
4.2 Project Approach List

Tasks Objectives Deliverables
Phase 1
A. Initial fact finding
Define & document Company’s workflow To provide the project team with a thorough Documented report and flowcharts of the
understanding of the processes and workflow business processes and workflow in the
in the Company Company.
Define & document current IT To provide both management as well as the Documented report and flowcharts of the
infrastructure project team with an understanding of the current IT infrastructure in the
current IT infrastructure in the Company Company.


Define & document user’s requirement for To map out the complete business requirement Documented report of the User
each functional areas, especially the of the Company in relation to the automation Requirement Specification
components in the existing Information project
System:
To provide a basis and term of reference in
• Accounting & Finance ensuring a comprehensive utilization of the
• Operations & Admin adopted systems
• Sales & Customer Relationship
• Legal
Identify & document of development and To identify and pre-empt possible factors that Documented reports on the development
implementation issues & resolutions may inhibit the achievement of the project and implementation issues & resolution
goals and schedule (e.g. staff technical and
brokers’ competency level, peak periods,
etc….)
Analysis and brainstorm a suitable To identify a suitable solutions for the Document the solutions draw to suit the
solutions for the Company Company to adopt. project.

B. Project Preparation & Planning
Initial project scheduling To ensure proper scheduling and allocation of Documented project development and
resources to meet the project objectives implementation plan & schedule
To establish and brief project members the

project development and implementation
process and the roles of each participants
Initial project budget To ensure that the budget for the allocation of Document every single cost spend
resources, man powers, etc. during the development and
implementation
To draw out the costing for every aspects of
the project.
Ordering related software and hardware To be used in the LIFEXPRESS system Quotes to be made, document and sent
required to built the LIFEXPRESS system out.
(server, operating system, etc)
Ordering of handheld device (BlackBerry) To be used in the LIFEXPRESS MobChan Quotes to be made, document and sent


from Research In Motion Limited Solution. out.
Phase 2
A. The Development
Building the LIFEXPRESS Customer Development of the LIFEXPRESS Customer Documented project development and
Relationship Management (CRM) Relationship Management (CRM) implementation
Building the LIFEXPRESS Live Support Development of the LIFEXPRESS Live Documented project development and
Management (LSM) Support Management (LSM) implementation
Building the LIFEXPRESS Mobility Development of the LIFEXPRESS Mobility Documented project development and
Channel (MobChan) Channel (MobChan) implementation
Integration and Beta testing in-house on Best testing to ensure the whole LIFEXPRESS Documented project development and
LIFEXPRESS System System implementation
Phase 3
A. Project Management & Implementation


Review & recommend new business To ensure that the LIFEXPRESS System set- Reviewed and updated LIFEXPRESS
process (LIFEXPRESS System) up is properly structured to optimize the System
system utilization
System integration testing (Client side) To ensure that the systems are installed and Smooth running systems installed in
run smoothly in the Company’s premises and Company’s premise
that all components (both software &
hardware) are properly interfaced
User Acceptance Testing (UAT) 1 on the To determine the level of system acceptability Documented UAT Test Scripts &
following software in meeting business and user specification as Results for the following software:
• LIFEXPRESS Customer identified earlier • LIFEXPRESS Customer
Relationship Management (CRM) Relationship Management (CRM)
• LIFEXPRESS Live Support To highlight any deviation and/or • LIFEXPRESS Live Support
Management (LSM) discrepancies discovered during the test. Management (LSM)
• LIFEXPRESS Mobility Channel • LIFEXPRESS Mobility Channel
(MobChan) (MobChan)


Recommendation for retrofitting 1 on the To recommend system modification & Documented recommendation for system
following software retrofitting to meet business and user modification & retrofitting
• LIFEXPRESS Customer requirement as identified earlier
Relationship Management (CRM) Meetings & liaison with software
• LIFEXPRESS Live Support development team
Management (LSM)
Meetings & liaison with hardware
• LIFEXPRESS Mobility Channel
development team (if necessary)
(MobChan)
User Acceptance Testing (UAT) 2 on the To determine the level of acceptability of the Documented UAT Test Scripts &
following software modifications made to the system (as specified Results for the following software:
• LIFEXPRESS Customer in Recommendation for retrofitting 1) in • LIFEXPRESS Customer
Relationship Management (CRM) meeting business and user specification Relationship Management (CRM)
• LIFEXPRESS Live Support • LIFEXPRESS Live Support
To highlight any deviation and/or
Management (LSM) Management (LSM)
discrepancies discovered during the test.
• LIFEXPRESS Mobility Channel • LIFEXPRESS Mobility Channel
(MobChan) (MobChan)


Recommendation for retrofitting 2 on the To recommend system modification & Documented recommendation for system
following software retrofitting to meet business and user modification & retrofitting
• LIFEXPRESS Customer requirement as identified earlier
Relationship Management (CRM) Meetings & liaison with software
• LIFEXPRESS Live Support development team
Management (LSM)
Meetings & liaison with hardware
development team (if necessary)
(MobChan)
User Acceptance Testing (UAT) 3 – All To determine the level of acceptability of the Documented UAT Test Scripts &
systems modifications made to the system (as specified Results for the following software:
in Recommendation for retrofitting 1& 2) in • LIFEXPRESS Customer
meeting business and user specification Relationship Management (CRM)
• LIFEXPRESS Live Support
To highlight any deviation and/or
Management (LSM)
discrepancies discovered during the test.
(MobChan)


Identification of workaround solutions To identify areas that cannot be automated Documented report on workaround
(due to complexity and/or cost reasons) solutions
To map out the workaround solutions for these

areas either through semi-automation and/or
manual procedures
Define & document data migration plan To present the options for data uploading, Documented Data Migration Plan
(if necessary) migration and/or conversion plan and
recommend the best course of action
Data migration, uploading & conversation To supervise the data uploading and migration Assistance in data uploading &
(if necessary) effort migration
Parallel run To provide assistance and advice during the Assistance during parallel run
parallel run
System training for key personnel To train key personnel on the features and use Documented training plan
of the systems
Training for key personnel

Procedure streamlining & formalization To streamline and formalize procedures after Documented Standard Operating
the adoption of the systems Procedures
Procedure training for key staff (brokers, To train key personnel on the streamlined Documented training plan
policy analyst and technical support) procedures Training for key staffs
Project Approach List Table (Figure 4.1)

4.3 Project Schedule

This is the project schedule layout.
Project Schedule (Table 4.2)
Estimated Elapse Time
Tasks
Man-Day (Week)
Project Kick-Off Week 1
• Prepare Project Plan 0.5
Define & map business processes & workflows
• Interview key appointment holder 0.5
• Review existing processes & workflow 0.5
• Map business process & workflow 0.5
Review existing IT infrastructure
• Check, test & confirm IT infrastructure adequacy 1
• Recommend IT infrastructure 0.5
Define User Requirement Week 2
• Interview key appointment holders 1
• Document user & system requirement 1
Identify Implementation Issues & Resolutions
• Interview key appointment holders 1
• Document Implementation Issues & Resolutions 1
System Design & Modification Week 3 & 4
LIFEXPRESS Customer Relationship Management


Tasks
Man-Day (Week)
(CRM)
• Establish data flow diagram 1
• Design screen flow & user interface format 1
• Design data access & system security features 1
• Establish report requirements 0.5
LIFEXPRESS Live Support Management (LSM)

LIFEXPRESS Mobility Channel (Mob Chan)

LIFEXPRESS System
• Establish integrated data flow diagram 1
Programming Work Week 5 & 6 & 7
User Acceptance Test Week 8 & 9
LIFEXPRESS Customer Relationship Management


Tasks
Man-Day (Week)
(CRM)
• Prepare Test plan for CRM 1
• Set-up test environment for CRM 0.5
• Review Test Result for CRM 0.5
• Document Test Result for CRM 0.5
LIFEXPRESS Live Support Management (LSM)

• Prepare Test plan for LMS 1
• Set-up test environment for LMS 0.5
• Review Test Result for LMS 0.5
• Document Test Result for LMS 0.5
LIFEXPRESS Mobility Channel (Mob Chan)

• Prepare Test plan for Mob Chan 1
• Set-up test environment for Mob Chan 0.5
• Review Test Result for Mob Chan 0.5
• Document Test Result for Mob Chan 0.5
System Integration Testing (LIFEXPRESS SYSTEM)
• Integration & interface testing 1.0

• Review interface test results 1
• Documentation for Integration testing 0.5
• Identify modification requirement 1


Tasks
Man-Day (Week)
• Recommend workaround solutions 1
Implementation Week 10
• Project Monitoring and control 2
• Streamline & formalize procedure 3
• Conduct training for key personnel 3
Data Migration (If necessary) Week 11
• Identify migration options & strategies 1
• Identify scope of data conversion 1
• Co-ordinate end balance check 2
Parallel Run Assistance Week 12
• Assist in parallel run 2
• Compare results from old and new system 2
• Identify & rectify errors & bugs 1
Post Implementation Supervision Week 13
• Ensure stability, effectiveness & performance 1
• Ensure system meets specified objectives 1
Sub-Total: 44 13 weeks

5. Costing
5.1 Components
Costings are made out of two components; the professional fees and cost projection. The
former deals with consultancy charges and expenses incurred. The latter consists of all
the necessary components to build and implement the new system. The project is
streamlined this way due to the professional levels that are required.
5.2 Professional fees

The fees for the Consultancy are AUD$41,800.00. This fee does not include
miscellaneous expenses, the cost of hardware, software, and the cost of programming and
system modification. The consultancy fee charged per man day is AUD$950.00.
The terms of payment are as follows:

Percent Amount
Upon commencement of project 30% $ 12,540.00
Upon completion of user requirement & implementation 20% $ 8,360.00
plan
Upon completion of implementation (on completion of 50% $20,900.00
parallel run)
Total $41,800.00

5.3 Cost Projection

The cost for projection consists of a number of components. They are:
• Organizational readiness cost
• Access for Agency Staff and Other Users
• End User Support (Vendors)
• Content Development and Maintenance
• Host of Site-Infrastructure
Projected Costs (Table 5.1)

Access for Agency
Organisational Staff and Other
Readiness, Users, 11,700.00,
15,000.00, 5% 4%
End-user Support,
Host of Site 11,400.00, 4%
Infrastructure,
143,000.00, 47%
System
Development &
Maintenance,
122,000.00, 40%
This graph explains the projected cost for different components in the cost projection at a
single glance.
Cost Projection Table (Table 5.2)

Subsequent
Total project Annual
cost (eg. Maintenance)
Organisational Readiness
Training for technology awareness 1 5,000.00 0.00
Planning for Internet/Mobile presence 2 10,000.00 0.00

Subsequent
Access for Agency Staff and Other Users
Hardware for End-user 3 0.00 0.00
Software for End-user 4 0.00 0.00
Network and Internet Access for End-
user 5 0.00 0.00
Other Vendor Services 6 10,000.00 0.00
Human Resource
Start-up process for Equipment
Procurement 7 500.00 0.00
Establish and Manage ISP Contracts 8 1,200.00 0.00
End-user Support
Vendor Services 9 1,900.00 1,000.00
Human Resources
Establish and Manage Vendor
Contracts (if line 9 >0) 10 0.00 500.00
Development and Delivery of User
Training 11 3,800.00 0.00
User Time in Training 12 3,800.00 0.00
Help Desk for Users 13 1,900.00 0.00
Content Development and Maintenance
Hardware for Content Developers 14 0.00 0.00
Software for Content Developers 15 1,500.00 100.00

Network and Internet Access for
Content Developers 16 0.00 0.00

Subsequent
Other Vendor Services 17 0.00 0.00
Human Resources
Start-up Process for Equipment
Procurement 18
Contracts (if line 17 > 0) 19 0.00 0.00
Development and Delivery of Staff
Training 20
Staff Time in Training 21
Webmaster 22 12,000.00 1,200.00
Editorial Review 23 9,000.00 900.00
Content Creation and Coordination 24 18,000.00 1,800.00
Web Site Design and Development 25 6,000.00 600.00

Staff Support for Service 26 32,000.00 3,200.00
Programming Support
(Web-services enhancements) 27 27,000.00 2,700.00
DB Admin./ Design
(mid-ware, ESRI, Zip code etc.) 28 15,000.00 1,500.00

Other Management Support 29 0.00 0.00
Other Clerical Support 30 1,500.00 150.00
Host of Site-Infrastructure
Hardware (BlackBerry, 3 Servers) 31 100,000.00 5,000.00

Software 32 20,000.00 2,000.00
Network and Internet Access 33 0.00 0.00

Subsequent
Other Vendor Services 34 0.00 0.00
Human Resources
Front-end Research and Technical
Evaluation 35 6,000.00 0.00
Procurement 36 6,000.00 0.00
Contracts (if line 34 > 0) 37 0.00 0.00
Development and Delivery of Staff
Training 38 5,000.00 0.00
Staff Time in Training 39 0.00
Network and Systems Administration 40 0.00 0.00

Web Server Management 41 3,000.00 300.00
Operations Support 42 3,000.00 0.00
Clerical Support 43 0.00 0.00
INFRASTRUCTURE AND OTHER
SUBTOTAL $ 148,400.00 8,100.00
HUMAN RESOURCES
SUBTOTAL $ 154,700.00 12,850.00
TOTAL COSTS $ 303,100.00 20,950.00

5.4 Overall Costing

The overall costing of the system has been finalized at AUD$324,990.00. The Company
is expected to pay UOW upfront of 30% through Internet Banking.
Total Amount Subsequent Amount

Professional fees 41,800.00 0.00
Cost Projection 319,300.00 20,950.00
Discount 10% 10%
Total 324,990.00 18,85.005

5.5 Net Present Value & Return on Investment Calculations

FINANCIAL ANALYSIS FOR PROJECT LIFEXPRESS
Discount rate 10%
Model
Year 0 1 2 3 4 5 Total
Costs :
Training for technology
awareness $5,000.00 $0.00 $0.00 $0.00 $0.00 $0.00
Planning for Internet/Mobile
presence $10,000.00 $0.00 $0.00 $0.00 $0.00 $0.00
Hardware for End-user $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Software for End-user $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Network and Internet Acces for
End-user $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Other Vendor Services $10,000.00 $0.00 $0.00 $0.00 $0.00 $0.00
Start-up process for Equipment
Procurement $500.00 $0.00 $0.00 $0.00 $0.00 $0.00
Establish and Manage ISP $1,200.00 $0.00 $0.00 $0.00 $0.00 $0.00

Contracts
Vendor Services $1,900.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00
Contracts (if line 9 >0) $0.00 $500.00 $500.00 $500.00 $500.00 $500.00
Development and Delivery of
User Training $3,800.00 $0.00 $0.00 $0.00 $0.00 $0.00
User Time in Training $20,000.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00 $3,800.00
Help Desk for Users $1,900.00 $0.00 $0.00 $0.00 $0.00 $0.00
Hardware for System Developers $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Software for System Developers $1,500.00 $100.00 $100.00 $100.00 $100.00 $100.00
Network and Internet Access for
Content Developers $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Other Vendor Services $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Procurement $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Contracts (if line 17 > 0) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Staff Training $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Staff Time in Training $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

Webmaster $12,000.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00 $1,200.00

Editorial Review $9,000.00 $900.00 $900.00 $900.00 $900.00 $900.00
System Creation and
Coordination $18,000.00 $1,800.00 $1,800.00 $1,800.00 $1,800.00 $1,800.00
System Design and Development $6,000.00 $600.00 $600.00 $600.00 $600.00 $600.00
Staff Support for Service $32,000.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00 $3,200.00
Programming Support (Web-
services enhancements) $27,000.00 $2,700.00 $2,700.00 $2,700.00 $2,700.00 $2,700.00
DB Admin./ Design (mid-ware,
ESRI, Zip code etc.) $15,000.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00 $1,500.00
Other Management Support $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Other Clerical Support $1,500.00 $150.00 $150.00 $150.00 $150.00 $150.00
Hardware (BlackBerry, 3
Servers) $100,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00
Software $20,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00
Network and Internet Access $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Other Vendor Services $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Front-end Research and
Technical Evaluation $6,000.00 $0.00 $0.00 $0.00 $0.00 $0.00
Start-up Process for Equipment $6,000.00 $0.00 $0.00 $0.00 $0.00 $0.00

Procurement

Contracts (if line 34 > 0) $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Staff Training $5,000.00 $0.00 $0.00 $0.00 $0.00 $0.00
Staff Time in Training $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Network and Systems
Administration $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Web Server Management $3,000.00 $300.00 $300.00 $300.00 $300.00 $300.00
Operations Support $3,000.00 $0.00 $0.00 $0.00 $0.00 $0.00
Clerical Support $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
Total Cost $319,300.00 $24,750.00 $24,750.00 $24,750.00 $24,750.00 $24,750.00
Discount Factor 1 0.909090909 0.826446281 0.751314801 0.683013455 0.620921323
Discounted Costs $319,300.00 $22,500.00 $20,454.55 $18,595.04 $16,904.58 $15,367.80 $413,121.97
Benefits $0.00 $250,000.00 $250,000.00 $250,000.00 $250,000.00 $250,000.00

Discount Factor 1 0.909090909 0.826446281 0.751314801 0.683013455 0.620921323
Discounted Benefits $0.00 $227,272.73 $206,611.57 $187,828.70 $170,753.36 $155,230.33 $947,696.69

Discounted Benefits - Costs ($319,300.00) $204,772.73 $186,157.02 $169,233.66 $153,848.78 $139,862.53 $534,574.72
Cumulative Benefits - Costs ($319,300.00) -$114,527.27 $71,629.75 $240,863.41 $394,712.19 $534,574.72
ROI 129.40%
Net Present Value & Return on Investment Calculations Table (Table 5.3)
The ROI is estimated at 129.40%, which is a reasonable figure for the project. Some project proposals are not accepted if the ROI is
not close to 130% (Philanthropy Monthly, March, 1993). The total cost will be AUD$319,300.00 after calculated the NPV. This cost
excludes the professional fees.

Discounted Costs vs Cumulative Benefits
$1,400,000.00
$1,200,000.00 $1,173,174.72
$1,033,312.19
$1,000,000.00
$879,463.41
Cost(s)
$800,000.00 $710,229.75 Cumulative

$319,300.00
$600,000.00 Benefits
$524,072.73
$400,000.00 Discounted
$319,300.00
Costs
$200,000.00 $22,500.00
$20,454.55
$18,595.04
$16,904.58
$0.00 $15,367.80
0 1 2 3 4 5
Year(s)
Discounted Cost vs. Cumulative (Figure 5.4)

The above diagram presents the positive analysis in the cumulative benefits after implementing the system. Cleary, there is a
significant benefit after 5 years.

5.6 Terms of Payment

A payment of 30% must be made at the time of consultancy agreement. All such
payments are due strictly within 14 days of invoice. Failure to pay within this timeframe
will lead to the services being withdrawn until payment is made in full. UOW
Consultancy reserves the right to charge interest on all late payments at a rate of 5%
above the standard National Bank rate. Payment can be made by e-banking, made
payable to UOW Consultancy. Further details will be laid out in the contract agreement

6. Risk Analysis
6.1 Process
The LIFEXPRESS System Project will follow a continuous risk management model. The
model consists of five phases. The phases are Identify, Analyze, Plan, Track and Control.
Each phase has detailed tasks as shown in the following table.
Phase Tasks
1. Identify Identify potential risks
Establish risk categories
2. Analyze Establish probability and

impact definitions
Evaluate impact of risks
Evaluation probability of
risks
Rank risks - calculate the
exposure
3. Plan Select risks to be mitigated

Select mitigation strategies
Evaluate costs/benefits of
mitigation
Create tracking and control
plan
4. Track Track and report status
5. Control Take corrective actions

Adjust control plan as

required
Close risks
Document lessons learned
Risk Management Model Table (Table 6.1)
This process allows the project team to develop the initial risk analysis plan. Additionally,
the risk analysis plan will be reviewed on a periodic basis as described in the Risk
Review Schedule section.

6.2 Roles & Responsibilities

The following table depicts the roles and responsibilities of all participants in the Risk Management process.
Process System IT Manager Users Project Manager Project Team Project
Support Staff (Broker, Policy Sponsor
Analyst,
Stakeholders)
Risk Identify Risks Identify Risks Identify Risks Identify Risks Identify Risks Identify Risks
Management
Develop Develop Mitigating Develop Monitor Risks
Mitigating Strategies Mitigating Status
Strategies Strategies
Develop
Develop Contingency Plans Develop
Contingency Contingency
Plans Monitor Risk Status Plans
Report Risk Status
Roles & Responsibilities (Table 6.2)

6.3 Risk Analysis

Business Priority Risk Analysis Strategy
Solutions
Risk Category
Occurrence
No Risk/Threat Status/Remarks
P b bilit
Exposure
Trigger
Impact
(R k)
Activities
Condition Date Schedule
1 Inadequate S 3 3 9 Tasks do 7/04/05 Revising
planning not work project plan
as
planned
2 Inadequate inputs R/S 3 3 9 Communi On-going Discussing with
cation team members
failed
between
members
3 Poor definition of S 3 2 6 Scope 7/04/05 Holding
scope creeping meetings to
clarify scope


Solutions
Risk Category
Occurrence
P b bilit
Exposure
Trigger
Impact
(R k)
Activities
4 Poor cost R 2 2 4 Additiona On-going Revising cost
estimates l costs estimates
incurred
5 Inadequate R 2 2 4 Poor On-going Consulting top
feedback response management
from
internal
staff
members.
6 Poor time R 3 2 6 Fall Revising
estimate behind schedule
Schedule estimates


Solutions
Risk Category
Occurrence
P b bilit
Exposure
Trigger
Impact
(R k)
Activities
7 Poor outsourced R 2 1 2 No On-going Discussing with
inputs communi outsourced
cation team members
and
feedback
from
outsource
d staff.
8 Poor work R 3 1 3 Staff too On-going Holding team
motivation pressured buildings and
with trips
workload


Solutions
Risk Category
Occurrence
P b bilit
Exposure
Trigger
Impact
(R k)
Activities
9 Inadequate R 3 1 3 Budget On-going Re-negotiating
budget not budget with the
enough to Sponsor
sustain
on-going
project
costs
10 Inadequate R 2 1 2 Poor 15/07/05 Holding
promotional response meeting with
activities from the marketing
brokers department
and staff
members


Solutions
Risk Category
Occurrence
P b bilit
Exposure
Trigger
Impact
(R k)
Activities
11 Resources leaving R 2 1 2 Staff On-going Find
project leaves replacement
project
Risk Analysis (Table 6.3)

Legend:
Risk Category
Descriptions Impact Occurrence Probability Exposure (Rank)
Category Level Value
Resources High 3 Greater than 3 month delay of Very likely greater 70% Impact x Occurrence Probability
schedule =Rank
Med 2 1-3 month delay in implementation Probable:30-70% probability
Low 1 1 week to 1 month delay in Unlikely: Less than 30%
implementation probability
Schedule High 3 Greater than 3 month delay of Very likely greater 70%
schedule
Med 2 1-3 month delay in implementation Proable:30-70% probability
Low 1 1 week to 1 month delay in Unlikely: Less than 30%
implementation probability
Legend (Table 6.4)

7. Process Maps
7.1 The Business Process

Currently, XYZ Insurance reaches their clients through a channel of brokers with a
traditional business process. Brokers will bring pamphlets or policy papers when they
meet the clients. The Company has its own secure website, where they encourage brokers
to download these documents to print or show to the client via laptop or printout.
Moreover, these brokers are not working as permanent staff of the Company. They are
either agents or resellers for the Company. Eventually, the brokers will then post or email
the signed policy documents to the Company. The documents are sent to the Company’s
main office, where data entry staffs enter the details into Information System. If there are
missing data fields, e.g. tax file number (TFN), brokers are contacted submit the un-
entered data.
The Brokers
The Company
The Client
Current business
process identified in
the Company
(Figure 7.1)
In addition, the Company and brokers desire to cross sell their products. Often brokers
commute long distances to meet a client to offer, for example, life insurance. They want
to maximize their time spent commuting. It is not efficient to travel three hours just to
sell one policy, then travel three hours back to the office. While at the client’s location,
they would be able to identify and offer other suitable policies for their client such as
mortgage, fire, etc. The client would benefit as major aspects of insurance needs are

covered by one vendor. An additional benefit for the client would be discounts received
for those who buy a range of products.
The policies received from brokers are reviewed by policy analysts. Most are simple
procedures done by junior policy analysts but the more complex or larger contracts are
reviewed by senior policy analysts. The Company is looking at the possibility to
automate the acceptance of policies by implementing expert systems. This will eliminate
manual repetitive tasks on simple cases. Efficiency will improve as valuable man hours
are not wasted on simple tasks. Larger or more complex cases will still require policy
analysts to approve. The expert systems would assist in reducing common human errors
for these cases.
The brokers are experienced local experts who live in or near the area they are servicing
and most have their own equipment such as portable computers and transport to function.
They are professionals used to commuting to clients. They are regular “road warriors”.
However, there exist a minority does not own their own equipment. Procuring such
equipment would enhance their on field business process capability.

7.2 Solution Overview

The current business process identified will be reengineered with the implementation of
LIFEXPRESS in the solution. Hence, the solution is to implement a sophisticated
computer-aided system that will enable the Company’s brokers nationwide to conduct
business with their customers at an efficient and productive level. In addition, the
solution also has to provide an immediate, reliable and usable result that is available to
the various user groups.
Current Business Process – Flow Diagram (Figure 7.2)
In The Company
Client Brokers Data Information Policy

Entry System Office Analyst
System
Client
Approved
As mentioned beforehand, the current business process can be illustrated as above in the
diagram. In this current business flow, brokers have to go through a long process before
the details of the prospective clients is inserted and updated into the Information System.
They have to pass the details to their data entry staff to update, followed by the policy
analyst to review the proposed policy requested by the client. Once the requirements are
met, the analyst will then approve and notify the client.
This process is lengthy and manual. Moreover for branch offices, this process is not
effective. A new system has to be implemented to improve these issues. Therefore,
LIFEXPRESS will be introduced, bring a new approach to the business process.

With LIFEXPRESS System Implemented (Figure 7.3)
Client Broker LIFEXPRESS Policy

LIFEXPRESS Customer Analyst
Mobility Channel Relationship
(MobChan) Management
Client During Sales

Policy Process LIFEXPRESS
Broker Live Support
LIFEXPRESS Management
Client Mobility Channel
(MobChan)
Existing
Closing the Policy Information
Sales/Deal System Office
Above is the proposed detailed solution for the Company, with the LIFEXPRESS concept
implemented into the flow chart diagram (Fig7.2). The development of the
LIFEXPRESS System project will be implemented in phases. The first, second and the
third phases have been determined and described in this document. The future phases are
tentatively set but can change as the LIFEXPRESS System is developed. A brief solution
of the LIFEXPRESS System can be found in the appendix under the solution pamphlets.

7.3 Automating the Process

In a closer look at the entire sales cycle operated by the broker, all sales activity can be
categorized into three major stages:
• Stage 1 - the opportunity

• Stage 2 - the quote
• Stage 3 - the order
Quote
Follow up
Presentation Quote Review
Develop a
strategy Follow Up
Review
Stage 2
Identify the Stage 1
competition Order
received
Stage 3
Identify decision
makers Fulfillment
Understand the
products Send Approval
Start
The Sales Cycles (Figure 7.4)
While most insurance companies think they are managing stage one, most are really
running to keep up and focus their energy around stage three, or maybe from stage two to
three. The most critical moment in the sales cycle is moving from the opportunity to the
quote. Yet the muscle in the sales force typically is not exercised until we’re trying to
convert quotes to sales. In the illustration above, at stage 1 there are opportunities to
automate and enhance those activities, which involves cost justification, funding approval,

competitor analysis, strategy development, etc. While in stage 2 and 3 are just another
backend process that supports the main cores in stage 1.
On the other hand, LIFEXPRESS CRM is a process or methodology used to learn more
about clients' needs and behaviors in order to develop stronger relationships with them.
This will help bring together lots of pieces of information about customers, sales,
marketing effectiveness, responsiveness and market trends. Moreover, LIFEXPRESS
helps businesses use technology and human resources to gain insight into the behavior of
customers and the value of those customers, in a large picture. Therefore, in
LIFEXPRESS CRM, these are the modules found:
Sales Force Automation
• Contact management
Contact management software stores, tracks and manages contacts, leads of an
enterprise.
• Lead management
Enterprise Lead management software enables an organization to manage, track
and forecast sales leads. Also helps understand and improve conversion rates.
eCRM or Web based CRM
• Self Service CRM

Self service CRM (eCRM) software Enables web based client interaction,
automation of email, call logs, web site analytics, campaign management.
• Survey Management Software
Survey Software automates an enterprise's Electronic Surveys, Polls,
Questionnaires and enables understand customer preferences.

Partner Relationship Management
• Contract Management Software

Contract Management Software enables an enterprise to create, track and manage
partnerships, contracts, agreements.
• Distribution Management Software
Distribution Management Software enables to distribute the product appropriately
and compare in detail against the competitors’ ratings and performance.
LIFEXPRESS LSM will support the customer service, establish and enhance
communication between the broker and the Company. Basically, LIFEXPRESS LSM
consists of Call Center and Help Desk Software that records the sales process. These
would also speed up the process of vetting the documents by the duty policy analyst.
Other the hand, if there are missing data in the related documents, the duty analyst will be
able to contact the broker immediately, informing of the situation. This scene is just like
walking into a virtual sales office.
Bridging the communication technology between the broker and the Company is
LIFEXPRESS MobChan. A handheld gadget by BlackBerry will be introduced in this
business process to ensure full sales force automation. BlackBerry wireless devices can
support industry-leading wireless data and voice networks in North America, or 802.11b
Wireless Local Area Networks (WLANs). In addition, it works on GSM/GPRS Networks
too. These would allow the broker to keep in touch with the Company through
BlackBerry Enterprise Server, installed in the MobChan. Users can get wireless access to
the enterprise applications and systems they rely on daily. In short, the whole front end
business process will be automated from the current business process.

7.4 The Impact

The LIFEXPRESS solution will help to make brokers more effective while they are away
from the office by securely connecting them to a centralized corporate information that
enhance their ability to close a sale. This is demonstrated through one of the components
of LIFEXPRESS system that is LIFEXPRESS MobChan. LIFEXPRESS MobChan is
designed to provide brokers with timely access to information about their clients and
details about the products and services that are available. Brokers can capitalize on the
opportunity immediately by using MobChan to automatically receive lead alerts from the
opportunity management which is installed in the LIFEXPRESS CRM.
In a bigger picture, LIFEXPRESS allows brokers to spend more time in the field working
towards their sales objectives. Sales force can use LIFEXPRESS to capture sales order,
account information on the spot, entering it directly into the CRM system. Therefore,
they spend less time doing administrative work back at the office or at home. In addition,
LIFEXPRESS MobChan also converts downtime into productive time by enabling
mobile users to calibrate with clients and colleagues during normal idle period. This is
demonstrated by using the LIFEXPRESS LSM.
LIFEXPRESS LSM keeps mobile brokers to keep in touch with their colleagues without
having to leave the field. In this case, the colleagues are the policy analyst of the
Company. Furthermore, LIFEXPRESS also provides wireless access to email; phone and
discussion groups so that they can share leads, competitive trends and account updates
that help them close big deals while they are on site.

7.5 Competitive Advantage

Currently in the Australian insurance industry, a similar system to LIFEXPRESS has not
been explored. This is due to the lack of maturity and acceptance for mobile commerce.
Many are still paranoid about issues such as security and privacy. The level of
understanding of the concept is still low. On the other hand, LIFEXPRESS system has
strong backing from industry leaders in Information and Communication Technologies
such as BlackBerry. These experts provide vital technological expertise for end user
development.
XYZ would be a pioneer in mobile commerce. This would result the Company being
positioned in an advantageous situation. Having LIFEXPRESS would create a significant
competitive advantage for the Company, demonstrating a streamline sales force
automation focus from the current business process into centric process. Aiding the
process, they system would integrate real time communication link between the Company
and field brokers through an ideal channel that connects between the system and the end
users. These would reduce the time taken to process onsite sales as the policy is approved
by Company analysts while the brokers are on location. The generation of all necessary
documentation on site would enable brokers to consummate a sale on location. The
business process would enter into a new trend of commerce resulting in an increase in the
volume of sales and productivity.

8. Marketing
Selling and promoting project outcomes will be a crucial step in order to build system
awareness among internal and external stakeholders. The marketing should be
approached from all points of view that include the brokers, policy analyst, stakeholders
and also the client. Beforehand, implementing LIFEXPRESS is being studied and
analyzed through the impact statement.
8.1 Increasing the policy distribution of XYZ Insurance

As mentioned before, XYZ Insurance depends heavily on independent brokers to market
and sell their policies to the clients. As the Company moves deeper into the local and
SEA market, there is need for a scalable system that supports them in the new business
process. Brokers lack the right tools to get fast and reliable information they need to close
a sale on the spot.
Currently, brokers who are on the run have difficulties accessing corporate resources
such as product details and customer financial profiles. This is a major bane for brokers
who deal with business clients that live in secluded areas. The problem here is accessing
Company resources.
On the other hand, customers face other problems. While brokers travel back and forth to
seal the deal, customers have to wait 4-6 weeks for the deal to be completed. In contrast,
some businesses depend on insurance to protect their investments in an event of natural
disasters.
8.2 Extension's Response

In respond to the difficulties faced by internal and external stakeholders, LIFEXPRESS
will provide the necessary support systems for improving staff’s productivity and
customers’ satisfaction. LIFEXPRESS will be designed to help brokers who are on the
move and also speed up the process of closing deals with customers.

Since the Company’s business spans from national to foreign markets such as SEA, there
needs to be a strong coordination and collaboration with independent brokers as well as
XYZ staff. Clients will see a sudden change of policy process procedures, as online
systems and interfaces will replace the conventional methods of pen and paper. However,
this system will benefit the clients tremendously, as the process will be cut short to only a
few days or possibly hours.
8.3 Possible Results

The future prospect of LIFEXPRESS will be highly positive for both clients and brokers.
Client satisfaction rate will definitely improve tremendously as a result of shortened
policy processing time. Brokers will notably work more effectively and efficiently with
the adoption of the system. This translates to less time required to close deals and also
higher sales rates as they require less time to deal with potential and existing customers.
Product information and selection will be automated with the online LIFEXPRESS
system.
8.4 Spin-offs
Competitors will be envious of XYZ Insurance as they acquire more market share from
them. This will result in more demand for CRM and customer support systems in the
insurance sector. Companies will look into building similar systems like LIFEXPRESS in
order to regain their market share. However, XYZ Insurance will lead the pack as they
already have a full fledged system running by then.
8.5 Internal Perspective

Internally, the project will be looking at a marketing system through the corporate
intranets/portals. This is an effective approach to communicate with staff members as
corporate intranets are frequently visited by them.

Internal newsletters and also emails will also be used to promote LIFEXPRESS. Staff
members need to understand what the main benefits are for them and also how it could
make their work easier.
Sales campaigns will be held to build the brokers’ confidence towards the system.
Alternatively, training and introductions of LIFEXPRESS system can also be carried out
in campaigns. This act will not only increase their confidence level but also sales
etiquette of the brokers.
8.6 External Perspective
Internet
Traditional Advertising
Lifexpress
X
Mass Media
Proposed marketing target plan (Figure 8.1)
Externally, customers need to be convinced of the benefits of becoming an XYZ

Insurance customer. They need to know XYZ Insurance can deliver their policies in the
shortest amount of time and that they have the best systems to support and
communication with customers. For potential customers, brokers can distribute
pamphlets and brochures of XYZ Insurance. It should document the main purpose of
LIFEXPRESS and its benefits to customers. For current customers, every marketing
initiative should be delivered to them as well. This is a great opportunity to strenghten

customer confidence and loyalty towards XYZ Insurance. Current customers can also be
notified through e-mail. Through e-mail, customers can be educated about LIFEXPRESS
and also new products from XYZ Insurance.
Another possible way for marketing LIFEXPRESS is through the Company’s website. A
multimedia presentation and also television advertisements will have a significant impact
on the visitors. Sales campaign should be carried out in public places with brochures
being passed around. This greatly increases the awareness of the public. In the bigger
picture, this new business process which integrates LIFEXPRESS will portray a bigger
confidence in customer satisfaction.

9. IT Acquisition & Modification
Blackberry
Compatible
Device
Existing
Information
Servers Lifexpress
CRM
Internet
Blackberry Server
(Lifexpress
Mobchan) Firewall
Lifexpress Blackberry
LSM Device
Database
Server
Lifexpress System
Laptop with Mobility
Connection
System Overview (Figure 9.1)
9.1 Host Hardware
LIFEXPRESS System (Figure 9.2)
These are the hardware devices that are going to be

installed into the Company Information System. Namely,
LIFEXPRESS CRM, LIFEXPRESS LSM and
Lifexpress LIFEXPRESS MobChan. LIFEXPRESS CRM will sit
CRM
on top of the existing Information System and the data
Blackberry Server
(Lifexpress input will be pushed in to the database server, making
Mobchan)
the LIFEXPRESS CRM as one of the application server.
Lifexpress While the LIFEXPRESS MobChan sits behind the

LSM
firewall, its job is to push the data between the system
and the mobile gadgets. At the initial stage, the load on
Lifexpress System

the existing servers would be minimal. However, as brokers slowly adopt the
LIFEXPRESS system, there will be significant load on the information system. Moreover,
brokers in the field require real time access to information in order to process policies.
9.2 Client Hardware

On the client side, these are the hardware devices being
installed and used, namely they are BlackBerry devices,
laptop with mobility connection and other compatible
Blackberry
Compatible devices. These devices are accessed through an ISP
Device
Company, Telstra. As for the client side, the main focus of
this project is to introduce BlackBerry devices such as
model number 7250.
Blackberry
Device

Connection
Client Hardware (Figure 9.3)
BlackBerry 7250 allows you to have email, phone, browser, SMS, and organizer
applications in a single, integrated handheld. Therefore, this device functions similarly
like a laptop. Due to its size and features, it is more suitable and mobile for an on-field
sales operation. Alternatively, the brokers can also use their laptops with mobility
connections or any other BlackBerry devices. In terms of load requirements, the
estimated load will not congest the network.

9.3 Software
For the LIFEXPRESS MobChan, the server will be installed with BlackBerry Enterprise
Server software. BlackBerry Enterprise Server™ software is designed to provide IT
departments with simplified management and centralized control of BlackBerry devices,
as well as BlackBerry Built-In™ and BlackBerry Connect™ devices. Its scalable and
flexible architecture is built to leverage the existing infrastructure and investment.
For LIFEXPRESS CRM and LSM, it will be integrated into the existing information
system and the data will be pushed in to the database server.
9.4 Network
At the initial implementation of the project, the network traffic will be flowing smoothly.
On the other hand, there will be a change in network configuration as the system is being
adopted. This will result in network traffic congestion. In order to solve this problem, the
bandwidth of the network has to be increased and monitored frequently to identify future
bandwidth needs. This applies to the mobile network that is being adopted by the project.
9.5 Documentation
The documentation will be included in three scopes. They are maintenance, user and
training purposes. In the maintenance documentation, records of any faults, modification
and services have to be recorded. This is to be practiced during the development,
implementation and the operation of the LIFEXPRESS system. The maintenance
documentation will also able to aid the project in future upgrades. While the user
documentation will aid the user in their daily operation, especially for the system
administrator and the IT support staff of the Company. The training documentation will
be used for the training the brokers and policy analyst to aid their daily work. These
documentations will be tailored according to the individual groups work perspectives.

10. Consultancies
Blackberry
Compatible
Device
Lifexpress
CRM
Internet
Blackberry
Server
Firewall
Livexpress Blackberry
LSM Telstra Device
Consultancy
Blackberry
Consultancy
Connection
Consultancy Map (10.1)
The above is a consultancy map broken into 3 segments. They are:

• BlackBerry consultancy
• Telstra consultancy
• Project team
10.1 BlackBerry® (www.blackberry.com)

BlackBerry® is a leading wireless connectivity solution, providing access to a wide range
of applications on a variety of wireless devices worldwide. It combines award winning
devices, software and services to keep mobile professionals in touch with the people, data
and resources. Integrating one of the BlackBerry’s application devices into the
LIFEXPRESS (MobChan) System, would enhance the communication in the project.
BlackBerry will be the consulting firm for the mobile solution, sharing their technical
expertise in the push technology era.

10.2 Telstra (www.telstra.com.au)

Telstra is Australia's leading telecommunications and information services Company,
with one of the best known brands in the country. They offer a full range of services and
compete in all telecommunications markets throughout Australia, providing more than
10.3 million Australian fixed line and more than 6.5 million mobile services. Telstra will
be the consulting firm for connection solutions.

11. Training
11.1 Training Plan Overview

The training plan comprises of consultancy, the familiarization and the marketing of
LIFEXPRESS system. The main focus of the training is mainly for system administrators,
policy analysts and the brokers as they are the main end users of the system.
11.2 Training Sessions

Different types of training will be given during this project depending on the phase of the
project and the audience. Following is a detailed discussion of training activities broken
down by project phase:
11.3 Testing Phase

During the implementation phase, two types of training will be given: System
Administrator, End User I (Policy Analyst) and End User 2 (Broker). The training will be
in the perspective of both business and technical application approach.
System Administrator Training

The system administrator training is designed for those who are responsible for the
administration, management, or support of the system. Through classroom training and
hands-on experience, this intensive course focuses on essential administrative
responsibilities of the day-to-day operational and support functions associated with the
system in the Company. They will be also trained in using the MobChan’s devices.
End User I (Policy Analyst) Training

End User I (Policy Analyst) Training covers introductory system’s concepts, terms, and
setup. Users will learn how to navigate through the system application, search for
information, modify personal settings, find additional help, as well as perform other basic
tasks. This training contains an optional knowledge check to gauge understanding of the

topics presented in CRM. In addition, users will also be taught briefly on MobChan in the
event of technical difficulties.
End User 2 (Broker) Training

End User 2 (Broker Training) covers the setup and use of MobChan’s device — Offline
Edition and Wireless Edition. Users will learn how to manage their accounts, contacts,
opportunities, activities, even when traveling away from the office, analyzing information
from the CRM.
11.4 Other Training

Other related training will be based on an ad hoc project if there is likely to change in the
paths of the project development for the project team.

12. On-going Services

While the system is being implemented from start to its final stages, there are some on-
going service charges included. The project team has clearly identified two major areas
which requires on-going services, they are:
• Infrastructure
o Software Services
Software for Content Developers
o Hardware Services
BlackBerry, Servers
• Human Resource
o Vendor Services
End user support
o Professional Services
Webmaster, Editorial Review, Content Creation and Coordination, Web
Site Design and Development, Staff Support for Service, Programming
Support, DB Admin./ Design, Clerical Support, Operations Support
The purpose of having on-going services is to offer a skilled technical team which is
already familiar with the technology that LIFEXPRESS requires. Moreover, it also
ensures ongoing success following the implementation stage. Our technical team has
proven themselves highly competent in previous projects and they will offer seamless
implementation and ongoing support and development.
Other than that, we also provide technical support along with maintenance and system
management expertise.

We will be looking at three key groups of stakeholders which we need to be able to

support:
• Sponsors. The project has to ensure that the project is delivered on time, ensuring
consistency of processes and tasks. The project wants LIFEXPRESS to meet the
project goals and achieve overall success.
• Our Customers. The project wants to make sure that our customers receive the
best assistance for the project. The project wants to ensure that there is an ongoing
success when the system is implemented.
• Our Customers’ Customers. The project wants to ensure that their needs and
expectations are fulfilled by making sure all systems are operational so that XYZ
Insurance can deliver their products and services to them.

13. References
1. Blackberry, [Homepage of Blackberry], [Online]. (2005). Available: http://
www.blackbery.com [Accessed 5/27/2005].
2. PalmOne, [Homepage of PalmOne], [Online]. (2005). Available: http://
www.palmone.com [Accessed 5/27/2005].
3. Nokia, [Homepage of Nokia], [Online]. (2005). Available:
http://www.nokia.com[Accessed 5/27/2005].
4. Telstra, [Homepage of telstra], [Online]. (2005). Available: http://
www.telstra.com.au [Accessed 5/27/2005].
5. CRM Software, [Homepage of Seibel], [Online]. (2005). Available: http://
www.Seibel.com [Accessed 5/27/2005].
6. Oracle PeopleSoft, [Homepage of Oracle PeopleSoft], [Online]. (2005). Available:
http:// www.peoplesoft.com [Accessed 5/27/2005].
7. Oracle, [Homepage of Oracle Corporation], [Online]. (2005). Available: http://
www.oracle.com [Accessed 5/27/2005].
8. 4PM., [Homepage of Project Management Institute], [Online]. (2005). Available:
http:// www.4pm.com [Accessed 5/27/2005].
9. Linda DiBiasio (unknown). The TRIPLE CONSTRAINTS in PROJECT
MANAGEMENT [Online]. Available: http://
www.primavera.com/files/magazine/Triple_Constraints.pdf [Accessed 5/27/2005].
10. Mark E. Mullaly, PMP (September 9, 2002). Defining The Services Of The PMO:
The Customers' View [Online]. Available:
http://www.gantthead.com/article.cfm?ID=144029 [Accessed 5/27/2005].
11. Turban 2004, Electronic Commerce: A Managerial Perspective, Upper Saddle
River, New Jersey
12. Adams, Jonathan, Koushik S. 2003, Patterns for e-business, IBM Press, Canada
13. Satzinger, Jackson, Burd 2002, System Analysis and Design: In a chaning world,
Thomson learning Incorporated, Canada
14. Avison D. Fitzgerald G. 2003, Information Systems Developements, McGraw
Hill Education New York, NY
15. Gido, Clements 2003, Succesfull Project Management, second edtion, Thomson
South Western, USA
16. Cyber Business Network ( Singapore) Pte Ltd, 16th February 2001, Website
Proposal
17. ABE Richfield, 2003, IMPLEMENTATION (COMPUTERISATION)
CONSULTANCY PROJECT PROPOSAL, ABE Richfield, 1st September 2004,
Financial Analyst Proposal Final Report
18. Coltman T. , Hyland P. 2005, IACT451 Lecture Notes, UOW, Australia

14. Appendix

Appendix A – Structure of Project Team
Introduction
To ensure the project’s success, a number of roles and responsibilities have been
identified and will be discussed in this memo. 9 key personnel have been identified to
embark the project at the research level. These include the Common Executive Steering
Personnel (Project Sponsor), Project Manager, Business Analyst, Information Architect,
Software Developer, Software Designer, Technical Specialist and Secretary.
Common Executive Steering Personnel (Project Sponsor)

For such a major development and implementation, the overall project has to be
overviewed by a number of team members. They will be then overlooked by a common
executive steering personnel, otherwise known as project sponsor, who is responsible for
the overall operation of the project, as well the funding for the project that is received and
allocating it appropriately to each section.
Project Manager
Project manager plays the main role and holds the heaviest responsibilities in executing
and managing the project from the onset. In short, the project manager, who has strength
in business and IT, should guide, coordinate and motivate the project team as well as
serve the official interface between the team and the clients. Importantly, he will direct
the project to the right schedule and path and assist the project sponsor of the
organisation. In this case, these will be my main roles.
Business Analyst
Assisting the project manager are his two important personnel. A business analyst is one
of them. He is responsible for defining and guiding the business goal of the project and
setting major budgetary guidelines. Using his strong business analytical mindset and
market background research, he will work on the financial and management benefits for
the projects and organization.

Information Architect
The second personnel to assist the project manager is the information architect, who is
skilled at organizing information and processes. He is responsible to meet his intended
customers’ needs; in this case, the employee is the customer. He will also draw up
supporting documents for the project, such as the project goals, site map and feature list.
He will be in-charge of drawing up the proposal and studies the merger between both
industries, in terms of customer relationship management and the IT delivery concept.
Software Developer
The software developer will form the development team during the development stage,
using the information and planning materials from both information architect and
business analyst. In addition, they also write the code for the web site or the system,
which integrates the designer's concept with the business goals of the project. If the team
is small, a software developer may be responsible for drawing up technical specifications
and maintaining the project's hardware and software.
Software Designer
Software designers are responsible for creating the look and feel of the project. Their
work will be reviewed and vetted beforehand by the business manager and the developer,
for right business patterns and technical feasibility respectively. They have to work hand
in hand with the information architect. Overall, these blend all the technical aspect,
design and information on the site, delivering a knowledge concept project, where both
the top and low management gain from the learning environment organisation.
Technical Specialist (Hardware)

The technical specialist or the network/system administrator will be the key personnel
who will look after the project once the project is completed and ongoing. Using his
specific knowledge about the hardware and software that support the project, he makes
sure that the right technical plans are made and are working at optimal efficiency. This
will lighten the responsibilities, which would otherwise fall on the developer.

Quality Assurance Analyst

Upon completing the project, a quality assurance analyst is usually required to make sure
that the developer's and designer's work meet the business goals and the specifications
documented in the discovery process. The designer and developer will need to adjust the
site when necessary until the QA process is satisfactorily completed. In addition, the
quality assurance specialists will study the outcomes of the project and give feedback to
the whole project team. These studies are usually done from the perspectives of the end
users and observations made when the end users are trying out the project.
Secretary
A well-versed secretary, who has some background knowledge of the industry and
experienced in technical writing, is appointed to make sure that communication is relayed
to every team member and every minute of the meetings. The secretary must also ensure
that the project manager is reminded on the milestones of the project.
Conclusion
Running a successful project requires more than the efforts of personnel mentioned above.
Organisation can have official personnel working either together or with them.
Alternatively, they can outsource the human resource or even get public views. This
creates another perspective of team management in the industry. Most importantly, the
project manager will determine the overall direction of the project, with supervision from
the steering committee.

Appendix B – Analysis of the three solutions
Solution
Solution 1: Solution 2: Solution 3:
Title
• Offering an all-round system

• Offering the complete
with additional features that
system for XYZ Insurance • Offering the most basic and
Solution promises better sales mobility
sales & support operations. cost effective systems for
Strategy and efficiency for field brokers.
• Inherits the features of today’s competitive market.
• Inherits the features of Solution
Solution 3.
3.
• Revenue Growth Increase 7%

• Revenue Growth Increase
• Revenue Growth Increase 9% • Reduced operational costs by
10%
Potential • Reduced operational costs by as as much as 15%
• Reduced operational costs
Financial much as 25% • Reduced IT costs by 20-35%
by as much as 30%
Benefits • Reduced IT costs by 20-35% • Maximizing revenues with
• Reduced IT costs by 20-
Live Support.
35%
• Maximizing revenues with

Live Support.
• Increase employee productivity • Increase employee productivity

• Increase employee
10% 8%
productivity 13%
• Increased policyholder • Increased policyholder
• Increased policyholder
satisfaction rates from 76% to satisfaction rates from 76% to
satisfaction rates from 76%
93% 83%
to 96%
Other • Reduced average call handling • Reduced average call handling
• Reduced average call
Benefits of time by 11% time by 11%
handling time by 11%
Each • Increase sales conversion by • Increase sales conversion by
• Increase sales conversion by
solution brokers 22% brokers 22%
brokers 22%
• Enabled 70% reuse of • Enabled 70% reuse of
• Enabled 70% reuse of
components components
components
• Easy integration with current • Easy integration with current
• Easy integration with
information system information system
current information system
• Reduced training time by 20- • Reduced training time by 20-
• Reduced training time by
30% 30%
20-30%
Assessment • Inherits the features of • Inherits the features of Solution
of the Solution 3 (CRM, CSM) 3 (CRM, CSM)

value of • MobChan allows brokers to • Field Service mobile client • CRM helps you to understand,
each access and update customer enables technicians with access anticipate and respond to your
solution relationship databases to the full desktop computing customers' needs in a consistent
through handheld mobile solution on a laptop or notebook way, right across your
device such as TabletPC on computer. organization.
the run. • AutoUpdate automatically • CSM increases your sales,
updates policy brochures stored providing technical assistance
in computing devices. and increasing your customer
• Multi region support designed satisfaction by delivering Live
for global deployments. help Customer Service.

Appendix C – Gantt Chart

Appendix D – Solution 2

Appendix E – Solution 3

Appendix F – Solution 1

Appendix G – Project Minutes

IACT 451 IT Project 2005 (Annual)
Weekly Minutes
Date: 22 March 2005 (Week 5) Time: 1430 – 1630hrs
Tim Coltman,
Facilitator: Type of Meeting: Regular
Peter Hyland
Ref. No: UOW/2005/IACT451/WM/001
Attendees: Aidil, Hazman, How Whay, Laurent,
Absentees: Sovanna
Topics: Choosing of group members, role allocation for Project XYZ Insurance
Location: SITACS, University of Wollongong
Taken By: Md. Aidil Osman
Job
S/No Minutes’ Details Dateline Remarks
Allocated
1. The meeting started when the All 29th Choosing of
facilitator handed out the Case March group member
Study which outlines the three 2005
specific roles required for the
project. Each group was to be
comprised of three members each
holding a role i.e. Client Liaison
(CL), Business Case Architect
(BCA), and Technology Impact
Analyst (TIA).
Each of us expressed which roles All Role allocation

would best suit us according to
preferences and strengths. The
result of which is listed below:
NAME 1ST CHOICE 2ND CHOICE

Aidil Client Liaison Technology Impact Analyst
Hazman Technology Impact Analyst Business Case Architect
How Whay Business Case Architect Technology Impact Analyst
Laurent Business Case Architect Client Liaison
Sovanna Not present (To Be Confirm Later)
1
Job
Allocated
2. As there were 5 people present the All 29th
forming of a group posed an March
immediate concern. Sovanna was 2005
not present during the meeting due
to undisclosed reasons. Prior to the
meeting How Whay and Laurent
had a mutual understanding to
work together while Aidil and
Hazman preferred to work
together as they had formed a
good working relationship in the
past.
The decision was made to seek the

advice of the facilitator on this
issue as there were several
individuals not present in the
meeting who would be able to join
the group. An email was sent to
the facilitator by Laurent after the
meeting ended regarding this
matter.
2
Weekly Minutes
Date: 30 March 2005 (Week 6) Time: 9.30 – 11.00 am
Facilitator: Md Aidil Osman Type of Meeting: Regular
Attendees: Nurhazman Abdul Aziz, Md Aidil Osman
Absentees: Nil
Topics: Weekly Meeting (updates)
Location: Through MSN Messenger conversation
Taken By: Md Aidil Osman
Job
Allocated
1. Hazman and Aidil decided to start All Distribution of

on the project while waiting for roles
advice from the facilitator
regarding setting up of a group.
The decision has been made that
Aidil takes on the role of Client
Liaison while Hazman is assigned
the role of Technology Impact
Analyst. We are still waiting for a
3rd member to join the group in the
role as Business Case Analyst.
2. Sovanna has confirmed his All 5 April Sovanna

preference for the TIA (1st Choice) 2005. confirmed his
or CL (2nd Choice) role therefore it preference
is most unlikely he will join this
group. It would be ideal if either
How Whay or Laurent complete
the group as they both indicated
their preference for the BSA role.
This matter will be sorted out
during the next meeting on 5 April
2005.
1
3. As this period was during the All Channel of
break, the meeting was held online communication
through MSN Messenger and
phone calls to further clarify
certain points. The two current
members of the group exchanged
their activity three task to better
understand what each can bring to
the project.
These two primary objectives were

decided on:
1. Develop a thorough Project

financial profile of Objective
customer, identify
and explore our
company’s most
appropriate
competitors’ ratings
and performance
2. Generate all the Project

necessary paperwork on-site to Objective
consummate sale
One of the primary concerns of the

project was to create a user
friendly product. As stated by Mr.
Bennet, “Computers have never
been one of our strengths.” This
objective will be kept in mind
throughout the entire project
development and planning to
ensure success.
2
4. Hazman have suggested the
following actions to follow up on
as the project TIA:
1. Interview some of brokers All, CL will Interviewed

(friends who work as/in the consolidate brokers to find
insurance agent/industry all the out in details of
before) on their job aspects information the industry
and daily lives.
• Enquire how the industry

project is like All
• The technology they have

been using. From this All, TIA
point, we will able to get will
notes on their software consolidate
providers and do detailed all the
researches later on. information
• Will get feedback from

the clients.
2. Once complete, we will

search the technology used in the TIA Followed by the
insurance industry technology used
3. Please also learn the

concept of Customers Relationship All Using the
Management (CRM) and also the concept of
software used. We have estimated Customers
our project will go towards this Relationship
process. Management
3
5. Take taken:
Action 1:
It was decided both of us make use All Action 1

of our contacts working in the
insurance industry. We will extract
and gather as much information
from those contacts so as to get an
accurate depiction of the current
practices in the market.
Action 2:
This will be done by the TIA upon TIA Action 2

completion of action 1.
Action 3:
Everyone in the group will have to All Action 3

have a good grasp of CRM before
embarking on the project. The
concept and applications will have
to be understood in order to
successfully apply this process to
XZY Insurance.
The decision was also made for All Documentation

every member to write a short
memo or summary which will
include their weekly tasks and any
useful information found.
Documentation of this is essential.
4
6. A Yahoo Group was set up for the All Creation of
group to facilitate discussion and Yahoo Group
information sharing between group
members as mass emailing parts of
the project often leads to chaos.
Email quota would be exceeded,
there would be unnecessary
duplication of information,
uncertainty if the files in the email
were the latest version, and etc.
CL
Having a common source of files
would address this problem. The
CL would be responsible for
maintaining the files and have a
copy offline in case of
emergencies. Finalized documents
would be converted to Adobe PDF
format while drafts would be
posted up for members to
comment on and edit. The URL
for the
Yahoo Group is:

http://asia.groups.yahoo.com/grou
p/iact451/
5
Weekly Minutes
Date: April 5, 2005 Time: 1530 – 1600hrs
Attendees: Nurhazman Abdul Aziz, Md Aidil Osman, How Whay, Peter Hyland
(XYZ Client)
Absentees: Nil
Topics:
Location: University of Wollongong
Taken By: Nurhazman Abdul Aziz
Job
Allocated
1. Recapped on the previous meeting, Hazman Brainstorming
and brief introduce the (TIA) and update the
documentation system which have progress of
been done on the net thru Yahoo project
group. Every team members have
to be familiarised, tutor also being
brief on the updates and progress.
2. Client’s detail brief on company Peter Brief on

operations, daily operation of (Client) company,
brokers, communication between brokers,
brokers and company, thru several communication
means of communication.
3. Client’s desire system to aid their Client & Desire System

operations. The company and Aidil (CL)
brokers want to cross sell other
products, able to compare their
products to competitors, for now
in the Australian market e.g. GIO,
will showcase the XYZ’s policies
in a better position to competitor’s
products, Do not show how
competitors have a better product
than XYZ
1
The client told us to meet next
week to talk to their policy analyst
to discuss key performance
indicators of the company.
They wish to have they have a

balanced approach. They want to
use a technology that is mature,
have been proven to work and a bit
towards the latest technology.
4. The policies received from brokers Peter Selling Process

are reviewed by policy analysts to (Client) & for the policy
determine if the company is going Aidil (CL) system
to insure the customer. Most are
simple procedures done by junior
policy analysts but the more
complex or larger contracts are
reviewed by senior policy analysts.
The company is looking if its
possible to automate the
acceptance of policies by
implementing expert systems.
5. Customers the company currently Peter XYZ’s Pool Of

provide for covers individuals and (Client) Customers
businesses. They have several
large corporations such as
Bluescope. The main market now
is Australia where they are the
largest insurance provider and they
have been in NZ for the past 10
years. They now want to target the
South East Asian market.
6. We have agreed with the clients to All Proposal of 3

draw out 3 ideal system, based ideal system
three different approach and
budget of the project proposed.
Prepared by,
Nurhazman Abdul Aziz
Technology Impact Analyst
2
Weekly Minutes
Date: April 12, 2005 Time: 1530 – 1600 hrs
(XYZ Client)
Absentees: Nil
Topics:
Job
Allocated
1. Discussed about the competitors in Aidil (CL) Examples of
the insurance industry for the & How companies
regions of Australia, New Zealand, Whay studied in the
and South East Asia. (BCA) SEA market
were;
Identify and discuss the business Prudential,
process that the industry has Great Eastern
adopted. and AIA, while
for the
Australian and
New Zealand
region includes;
AAMI, CGU
and Illawarra
Credit Union.
2. A study was conducted on mobile, Hazman
CRM and real time (TIA)
communication solutions
3. Case studies on how the industry ALL
has implemented similar solutions
were brought up and studied.
Taking these into consideration

would help the project team to
learn from previous mistakes.
1
Weekly Minutes
Date: April 19, 2005 Time: 1530 – 1600 hrs
Facilitator: Md Aidil Osman Type of Meeting: Presentation
(XYZ Client)
Absentees: Nil
Topics:
Job
Allocated
1. As requested by the client, the ALL
project team presented an initial
draft proposal. Topics covered
include; business process, front
and back end equipment,
scenarios, hardware costs, and
competitors in South East Asia
2. Client gave comments on the ALL Proposal of 3

project progress and requested solutions
three types of solutions to be
presented at a later date
3. The group allocated the task of ALL Allocation of
creating the three proposals. tasks
Hazman as TIA would propose the

high end solution as he has the
most technical knowledge.
Aidil would propose a mid level

system that would have a balance
between technology and cost
How Whay would propose the low

end proposal.
1
Weekly Minutes
Date: May 3, 2005 Time: 1530 – 1600 hrs
Facilitator: Md Aidil Osman Type of Meeting: Presentation
(XYZ Client)
Absentees: Nil
Topics:
Job
Allocated
1. Presented the three solutions to the ALL All solutions
client proposed meet
the main
requirements.
The difference
lie in
configurations
and
specifications
2. Client selected solution 1, high ALL
end, and told us to start working
on it.
3. Break down the task into parts and ALL As scope of

allocated to project members as project has been
per their background refined the team
focused its
efforts into the
implications of
implementing
the system.
1
Appendix H – Memo

Memo
Date: 01 April 1, 2005 Time: 1636
Done By: Nurhazman Abdul Aziz Type of Meeting: Ad-hoc
Ref. No: UOW/2005/IACT451/MM/001
Topics: Standard in the Paper Filling System
S/No Details Dateline Remarks

1. Please take note that I have upload a filling Filling System
reference system. Each minutes, memo, proposal
that to be file must have a filling system
according below. This will allow smooth
documentation through the project phase.
S/No Details System Proposed

1. Weekly Reference UOW/2005/IACT451/WM/001
Minutes Number
Explanation Company/Year/Project Name/Project File/File
Detail
2. Memo Reference UOW/2005/IACT451/MM/001
Number
Detail
3. Proposal Reference UOW/2005/IACT451/PP/001
Paper Number
Detail
1
Memo
Date: April 05, 2005 Time: 1930hrs
Done By: Md Aidil Osman Type of Meeting: Notes
Topics: Daily Operation of Broker

1. How broker communicate with XYZ. They bring
pamphlets or policy papers when they meet the
client. They company have its own secure
website. They encourage brokers to download
these documents and print or show to client via
laptop.
Brokers then post the signed policy documents to

the company. The documents are sent to the
company where data entry staffs enter the
details into the computer system. If there are
missing data e.g. tax file number missing they
call the broker to find the information. The
company also accepts emails form brokers who
send via attachment policy details but from
experience it is not a good system to accept
documents. Brokers are intermediate computer
users.
The company and brokers want to cross sell other

products. If a broker travels to a distant farm to
offer insurance policy they could also offer to
provide the client other products such as
mortgage insurance, etc. or to a large organization
they can offer fire safety policy etc. the company
offers discounts to those who buy a range of
products.
The brokers are local experts who live in or near

the area they are servicing. While most have their
own equipment such as laptops a minority does
not (according to company its 7%). If we can
1
show that losing the 7% of brokers who do not
have mobile computing equipment but the new
system will increase sales by a margin that will
more than cover the percentage of brokers lost
they will do it. This related to return of
investment (ROI).
The policies received from brokers are reviewed

by policy analysts to determine if the company is
going to insure the customer. Most are simple
procedures done by junior policy analysts but the
more complex or larger contracts are reviewed by
senior policy analysts. The company is looking if
its possible to automate the acceptance of
policies by implementing expert systems. This
will reduce manual repetitive tasks on simple
cases. This will also increase efficiency as man
hours are not lost to simple tasks. Larger or more
complex cases will also help the more complex
cases but still need to be verified by policy
analysts.
Customers the company currently provide for

covers individuals and businesses. They have
several large corporations such as Bluescope. The
main market now is Australia where they are the
largest insurance provider and they have been in
NZ for the past 10 years. They now want to target
the South East Asian market. The company wants
the system to be able to compare their products
to competitors, for now in the Australian market
e.g. GIO. The system will showcase the XYZ’s
policies in a better position to competitor’s
products. Do not show how competitors have a
better product than XYZ. The client told us to
meet next week to talk to their policy analyst to
discuss key performance indicators of the
company.
The position of the company in terms of

technology is they have a balanced approach.
They want to use a technology that is mature,
have been proven to work and abit towards the
latest technology.
2
Memo
Done By: Md Aidil Mosman Type of Meeting: Ad hoc
Topics: Requirement

1. Greater product distribution
⇒ A system to support brokers with tools to
get fast, reliable information needed to
close the sale
⇒ Increase sales
⇒ Expand market reach towards South East
Asia, HK
2. Reduce internal costs
⇒ Streamline business functions
⇒ Automate simple repetitive tasks (reduce
the time taken for an expensive staff
member to do simple tasks as it’s done by
computers)
⇒ Less data entry staff required
⇒ Less employees needed to do the same
amount for work previously
3. Increased cross selling of products
⇒ Higher level of customer relationship
1
4. Exploitation of new web based technologies to
help brokers work remotely with customers
⇒ Implement expert systems to aid in
decision making
⇒ Implement a technology that competitors
don’t have
⇒ Gain competitive advantage through ICT
⇒ Identify new methods to conduct business
that was impossible few years ago
⇒ Develop through financial profile of
customer
⇒ Identify and explore XYZ most suitable
products
⇒ Compare and contrast XYZ offerings
against competitor’s ratings and
performance
⇒ Generate all necessary paperwork on site
to close the sale
⇒ Point of sale is at customer’s location
⇒ Time to complete processing of
paperwork reduced from days to hours
2
Memo
Done By: Nurhazman Abdul Aziz Type of Meeting: Ad hoc
Topics: Draft Proposal for XYZ (High End)
Draft Proposal for XYZ Insurance

By Nurhazman Abdul Aziz
Details on Lifexpress System
Lifexpress enables organizations to efficiently organize, populate, and maintain

information on all aspects of their customer relationships in the insurance industry. The
system seamlessly blends all of the functionality required to manage information on
many aspects of your business into an intuitive and friendly tabbed user interface.
The core features of Lifexpress are: –
Customer Relationship Management:

• Account creation and management, with any number of Contacts associated with
each Account;
• Activity history (Meetings, Calls, Tasks, Notes with optional file attachments, and
Emails) is tracked for Contacts, Accounts, Leads, Opportunities and Cases;
Tasks may be assigned to users, and automatic email notifications may optionally
be sent to advise users of new tasks; and
Sales Force Automation:

• Summary view of upcoming Appointments, top Opportunities, open Cases, Leads,
open Tasks, assigned Bugs, sales pipeline graph, monthly calendar, and a quick
contact entry facility;
• Sales Lead creation and tracking, and conversion of sales Leads into
Opportunities; and Graphical Dashboard display of Opportunity Pipeline, Lead
Sources & Outcomes.
• Comparasion of product with compatitors
Customer Service Tracking:

• A case management system that allows users to track customer problems and
resolutions. Allows each problem to have a lifecycle of information to improve
customer satisfaction; and
• Each case links to the related Account, Contacts, Notes, associated files, plus Call
and Meeting activity history.
• A bug tracking system for managing bugs reported against different revisions of
software.
News Service:
• An RSS news feeds module lets you select and manage your favorite news feeds,
and display them on your My RSS News Feeds screen.
Corporate Calendar:
• Calendar view (by Day, Week, Month, or Year) of all corporate Activities, with
an associated Task list; and
• Shared calendar for viewing other user’s calendars for avoiding scheduling
conflicts.
Interface Consolidation:
• The Portal module allows administrators and users to link external web sites and
web applications into the Lifexpress user interface, enabling Lifexpress to become
a unified information interface for its users.
Home Module:
• Each user can now modify the tab list.
• My Upcoming Appointments
o Now permits you to filter by today, tomorrow, this week, next week, this
month and next month for greater flexibility in managing how you view
your appointments.
o Now displays all open appointments prior to the filter date, not just those
open appointments between today and the filter date. This prevents you
from forgetting previous open appointments.
o The associated contact name and account name are now displayed when
you mouse over the appointment name so that you don’t have to drill into
each appointment to find this information.
• My Open Cases and My Assigned Bugs have been added to the screen layout.
• One of the best kept secrets in Lifexpress, the “Enter Business Card” shortcut has
been added to the Shortcuts area. This feature allows users to enter a new Contact,
Account, Opportunity and follow-up Meeting all in one screen.
Portal Module:
• Add new tabs or individual user shortcuts to external web sites and applications.
Allows you to create a single enterprise application.

Contacts Module:
• Keep your data clean with a check for contact duplicates that now takes place
when first creating a record – the same duplicate check that is performed when
converting a lead or entering a business card.
Accounts Module:
• As with contacts, keep your data clean with a check for account duplicates that
now takes place when first creating an account - the same duplicate check that is
performed when converting a lead or entering a business card. If a possible
duplicate is found, you are taken to a Show Duplicates screen.
Activities Module:
• When closing a task, meeting or call from the home tab, open activities sub-panel
or activity list views, you are now taken to the edit view screen so that you can
enter notes before saving. Allows you to quickly enter notes about the activity as
you close it.
Dashboard:
• A new charting engine that generates more attractive charts and supports Far East
and Cyrillic character sets. This Flash-based plug-in is downloaded to the end
user’s browser, allowing data to be populated as the user watches while
simultaneously decreasing the server load.
RSS Module:
• You can now receive and view news feeds (RSS and ATOM) in this new module.
Each user can manage their own set of favorites to be displayed as My RSS News
Feeds.
• Bug Tracker Module:
o To enhance the service management capabilities of the system, a software
bug tracking module has been added, to manage the life cycle of software
bug reports.
System Administration:
• Customize fields in the application without directly modifying the source code.
Fields can be added, modified, removed or reconfigured through a simple point-
and-click administration tool.
• Modify dropdown values directly from the Admin screen.
• New configuration settings have been added to the system configuration file
which can disable the Export capability for all users, or for all users except those
with Administrator capability.
• You can now set your time and date display to new formats including day-month-
year and 10:00am.

• You can set your time zone and have all record time stamps displayed in your
local time.
Lifexpress is built on established customisation technologies based on open source

concept and widely supported industry standards, including the PHP development
environment, the MySQL relational database, the Apache or IIS web servers, and the
Linux or Windows Server operating systems. The system supports both the LAMP
(Linux, Apache, MySQL, PHP) and WIMP (Windows, IIS, MySQL, PHP) platforms.

Technical Requirement for Lifexpress
Before you begin using the system, ensure that you have the appropriate software
installed and configured on your system. All you will need is –
• A current web browser running on your computer. Lifexpress will be tested with
and supports a variety of browsers. The following browsers will be known to
work with Lifexpress:
o Mozilla version 1.7 and higher - www.mozilla.org/mozilla1.x
o Firefox version 1.0 and higher - www.mozilla.org/firefox
o Konqueror version 3.2 and higher - www.konqueror.org
o Microsoft Internet Explorer version 5 and higher - www.microsoft.com/ie
• Both JavaScript and cookies support must be enabled in the security settings of
your browser and is usually turned on by default.
• Network access to a server that is running the Lifexpress software.

o Your system or network administrator will be able to provide you with an
Internet address (URL) from which the system can be accessed.
Brokers Onsite
Internet / Intranet • Access the System
via own means (dial
up or broadband)
Brokers At Home
• Access the System
via own means (dial
Lifexpress System
up or broadband)
• Server will sit in the
main HQ
Brokers At Office
• Administrate by staff
of organisation
via own means (dial
up or broadband)
Key Staffs
via own means (dial
up or broadband)
Access System of Lifexpress

5
Recommend Equipment Used By Brokers
Because insurance brokers are always on the go, having the

flexibility to conduct business anywhere anytime has
become an absolute necessity and critical requirement for
success in today's market.
What is a Tablet PC
The tablet pc allows you to experience a new level of
productivity and mobility by bringing handwriting and computing together in an
innovative, highly mobile and extremely versatile design. This powerful all new way of
computing allows for seamless mobility between different environments. It is the next
generation of computing - a full function PC with ultra-mobile design that incorporates
the simplicity of handwriting.
New Advance in Tablet PC

• Ideal flexibility - use either pen or mobile keyboard
• Ability to write and store information as "digital ink" with state of the art
handwriting capability with Windows Journal
• Innovative mobile keyboard - removable, change with a flip of a switch from
tablet to notebook PC mode
• Innovative docking station -- easy transitions with multi-monitor docking profiles
• Ultra-thin and light design -- 3lbs, less than 1" thin
• The latest in wireless capability - integrated wireless LAN 802.11b and Bluetooth
PAN
• Long battery life - over 4 hours
• Speech recognition software
• Improved sparkle free glass
Feature to Consider
• Mobile Intel® Celeron® (ULV) or Intel® Pentium® M (ULV)
• Powerful operating system - Microsoft® Windows® XP Tablet PC Edition
• Processor speed: up to 1.0 GHz
• Memory: up to 2 GB SMART hard drives: 30GB - 60GB
• Ports/connectors: includes two (2) USB 2.0 RJ-45 (NIC), RJ-11 Modem, VGA
internal 802.11b integrated wireless LAN and Bluetooth PAN, 1 ea. PCMCIA slot,
1 ea. Compact Flash slot
• Audio: built-in stereo speakers, headset adaptor, microphone input, external
speaker port, Input: includes active pen, keyboard and pointstick
• Docking station: with 4 USB 2.0 ports, extend functionality by adding a full-
function monitor, mouse, keyboard, and MultiBay options such as floppy drive,
CD-ROM, DVD, and/or CD/RW
System prices start at US$1599.00*
6
Memo
Done By: Hoh Whay, LOH Type of Meeting: Ad hoc
Topics: Insurance Policies of Competitors in SEA (Indonesia, Thailand,
Malaysia, Singapore)
Country: INDONESIA
Company: Allianz Indonesia
Retail Insurance
Name Type
My House Fire insurance.
My Car Motor vehicle insurance.
My Life Style Travel insurance.
My Business Professional liability.
My Health Personal accident insurance.
My SafetyBox Combination of four individual insurances, Property, Motor Vehicle,
Personal Accident, and Personal Liability of which you can choose
those which fit your needs.
ProteksiKu Personal accident insurance package, which is developed specifically
for retail customer.
My Life Education Fund Program, Savings Plan, Basic Protection, as well as
Insurance combination of Protection & Investment Plan.
My Healthcare Health insurance.
1
Corporate Insurance
Name Type
Property Business Interruption, Consequential Loss Insurance, Householder,
Industrial All Risks, Loss of Profit
Marine Marine Cargo, Inland Transit, Marine Hull
Engineering Erection All Risks, Constructor's All Risks, Machinery Breakdown,

Electronic Equipment
Casualties Motor, Money Insurance, Fidelity Guarantee
Liability Director's and Officer's Liability, Employer's Liability, Product

Liability, Professional Indemnity, Public Liability, Workmen's
Compensation
Employee Health coverage, life coverage for employee, Pension Fund program,
Benefits reserve fund for severance payment and other future savings needs.
SME Insurance
Name Type
UsahaKu Insurance protection against the basic risk of Flexas (Fire, Lightning,
Explosion, Falling of an aircraft, Smoke) RSMD (Riot, Strike and
Malicious Damage) and burglary completed with the loss of profits
coverage caused by those basic risks.
Country: THAILAND
Company: BUPA Thailand
Personal Insurance
Name Type
Personal Care Personal health coverage.
Platinum Care For individuals and their families who want access to the very best
medical facilities.
Worldwide Worldwide travel insurance for employees and families.
Travel Insurance
Corporate Insurance
2
Name Type
Corporate Care Protecting employees' health and company's financial health
(Companies of any size).
Small Company Specially designed packaged solution for companies with 100
Care employees or less.
Country: MALAYSIA
Company: Great Eastern Life
Personal Insurance
Name Type
Protection Lifetime protection, against unexpected events and hardships.
Health Medical coverage.
Education Coverage for children’s education.
Retirement Maintain financial independence well into retirement years.
Investment- Life insurance plan where the value of benefits are, wholly or partly
linked linked to investment performance of a separate investment-link
fund(s).
Supplementary Enhanced benefits on the basic whole life, term or endowment
Riders policies.
Corporate Insurance
Name Type
Employee Employee health coverage.
Benefits
Retirement To provide as an additional protection against the loss or reduction in

Benefits the earnings as a result of retirement, premature death or total and
permanent disability.
Property Reward The Developer gives a free insurance protection and investment to
Scheme eligible purchasers.
Country: SINGAPORE
3
Company: Allianz Singapore
Personal Insurance
Name Type
Domestic For families with foreign domestic help. Personal accident,
Servants repatriation expenses, hospital expenses, etc.
Family Healthcare program designed for individuals and their family.

HealthCare
HomeSafe Home coverage.
LadyAutoSafe Car insurance tailored for ladies.
MobileSafe Coverage for electronic Mobile Equipment that is solely for personal
use.
Motor Motor coverage.
Personal Personal coverage.
Accident
TravelSafe Travel coverage.
4
Corporate Insurance
Name Type
All Risks Property coverage.
Business Coverage for business interruption.
Interruption
Contractors Covers risks within the Construction Industry.
Directors & Indemnify the company and its directors or officers against loss
Officers arising from claims made against them by shareholders in respect of
breach of fiduciary duty or other dereliction of duty.
Electronic Coverage for electronic equipment such as computers.
Equipment
Extended Offers the Distributors or Manufacturers a protection that covers risks
Warranty from products, such as repair cost and replacement of
products/components.
Fidelity Coverage for employees who are likely to cause pecuniary loss
Guarantee because of their constant exposure to cash, stocks or other assets.
Fire Insurance Fire & lightning coverage.
Garage Safe Garage coverage.
Group Employees’ health coverage (lump sum hospital and surgical plan).
Healthcare
Group Personal Employees’ health coverage.
Marine Cargo Marine cargo coverage.
Money Coverage for loss of money.
Plate Glass Coverage for accidental breakage of glass
Product Liability Product liability coverage.
Professional Coverage for the Insured's legal liability for financial loss incurred by
Indemnity a Third Party arising out of the advice given in a professional
capacity.
Public Liability Coverage for accidental bodily injury to and/or damage to property of
any third party arising out of and in connection with the Insured's
business.
Small Business Combination of Property on an "All Risks" basis, Business
Interruption, Money and Workmen's Compensation.
Workmen's Coverage for employer’s ‘workmen’.
Compensation
5
Memo
Date: May 10, 2005 Time: 1500 hrs
Done By: Hazman Type of Meeting: Ad-hoc
Topics: Solution Overview
Graphical representation of Lifexpress
Lifexpress
CRM Blackberry
Compatible
Device
Existing
Information
Servers
Internet
Blackberry Server
Firewall
(Lifexpress
Mobchan)
Lifexpress
LSM Blackberry
Device
Database
Server
Lifexpress System
Connection
The new Lifexpress will be built on top of the existing Information System architecture.
The new system consists of 3 parts i.e. the CRM, LSM, and Blackberry Servers. Brokers
connect to the Company via the new system through the use of mobile devices. There are
three methods to connect to the Company IS. The project team strongly suggests using a
Blackberry device to fully utilize the potential of the new features. Other methods to
connect are through laptop with mobility connection or Blackberry Compatible devices.
1
Memo
Date: May 2, 2005 Time: 1700 hrs
Done By: Aidil Type of Meeting: Ad-hoc
Topics: Feasibility Study
Feasibility Report on Lifexpress for XYZ Insurance
Problem statement:
In our initial feasibility study, we have identified the following needs of XYZ Insurance:
1. improved product distribution

2. reduce internal cost
3. increased cross selling of products
4. exploitation of new web-based technologies
XYZ Insurance’s desired systems solutions:
1. new method for brokers to conduct business

2. develop a thorough customer financial profile
3. identify and explore XYZ’s most appropriate products
4. differentiate XYZ’s products against the competitors
5. to close a sale on site with all necessary documentation
A higher level of expectation is required from today's insurance companies. Consumers’

needs are becoming more complex. Thus they demand highly customized products,
tailored to their individual needs and to be able to compare with other market offerings.
1
To meet this level of standard, insurance companies of all sizes are turning to Customer
Relationship Management (CRM) to assist in becoming faster and more flexible -- all
while cutting costs. With Lifexpress’ CRM for Insurance, insurers can not only adapt
quickly to changing customer and market need, but also maintain the control and
visibility they need to ensure profitability and growth. Our comprehensive set of
innovative solutions can help XYZ streamline claims processing, collections and
disbursements, and asset management - and sustain profitable relationships with their best
customers.
Furthermore, this is now the time to discover the powerful advantages of Lifexpress’s
Customer Relationship Management for the insurance industry, as a ground solution.
This comprehensive, fully integrated solution provides everything XYZ’s need to build a
cutting-edge, customer-centric, and highly profitable organization. With Lifexpress CRM,
you can improve the quality of sales and service across every channel and touch point,
including agents and brokers, direct marketing, field sales, telephone, fax, and the
Internet. Lifexpress CRM integrates with all XYZ’s current other major business systems
– such as claims, commissions, policies, and financial systems – streamlining your
business processes and improving your response times. In addition, XYZ is also able to
integrate other technical components and equipments to generate all the necessary
paperwork on-site to consummate a sale.
As a result, you can focus on what is important in your business: increasing customer
satisfaction, reducing operational costs, and growing profitability. And that’s the best
way to ensure a successful future.
2
Solution 1:
The general scope of the proposed solution is shown in Diagram 1 below.
XYZ
Information System
Broker
Policy Analyst
Client
Customer
Relationship
Internal External
P P
Diagram 1: Overall scope of the proposed solution
Technical Feasibility:
At present, XYZ have an existing reliable Information Systems (IS) that completes all the
necessary process internally. The only accessibility made currently available to the
brokers is to download the relevant policy for them to market and sell. With the new
Customer Relationships Management system to be integrated with the existing IS, these
would allow the brokers to work with much efficiency. Furthermore, the brokers and the
policy analysts are able to communicate directly in the process of dealing the policy.
3
Technically, a number of new hardware and software is need for the proposed solution.
They are currently readily available at a price that is within the acceptable range. This
hardware includes the purchasing of a new application database server that the CRM will
install to. Basically, the CRM will be a web-based customer centric intelligence
application, where the brokers will login to the secure website, filling up the customers
details, and learning the customer’s interested product. In addition, this CRM will not
replace the current setup. On the other hand, it will act as an add ons to the current IS of
XYZ to provide and enhance the features. Hence, it will reduce the process in closing the
deal from 4 to 6 weeks to a few days or hours.
Organisational Feasibility:
Implementing this system, will involved a number of staffs in XYZ, mainly the policy
analysts and the brokers will be affected. Training needs to seek out for these two staffs,
as they are the main front-users of the systems and they have to be well verse with the
system environment.
In contrast, there are a large number of stakeholders involved, apart from the two staffs
members. Each of these stakeholders has various interests and agendas towards the
implementation of the system. In addition, they have divergent and conflicting interests
as they report to different people both internal and external to XYZ. This make the
situation hard to satisfy the difference group of stakeholders within the company, creating
organisation’s structure, duties and responsibilities will change. Resulting, some staffs,
such as data entry clerk will be reduced
4
Economic Feasibility:
The full Cost Benefit Analysis, including Return on Investment and Net Profit Value has
not been determined in detail. Preliminary costing for the high end solution has a figure
of $150,000 for new equipment cost and $20,000 for ongoing costs, which include the
softwares, consulting, training, implementation and other costs. We yet need to find this
amount affordable for the company for the benefits received. Modification of existing
hardware that was to aid the brokers in the sales process would be possible to reduce this
cost further.
Steps to Follow
Please check the proposed solution with your stakeholders. For any requests for
modifications or changes feel free to contact us. If the decision has been made to go
ahead with the solution, a detailed proposal will be prepared and submitted for approval.
The proposal will include all necessary details. We believe the solution will address the
problems identified and meet the desired functionality of your company.
5
Memo
Date: May 11, 2005 Time:
Done By: How Whay Type of Meeting:
Topics: Interim Report

1. An interim report has to be drawn out to BCA in charge
demonstrate the project plan. The format of the and finalize the
plan will vary according to the size and nature of report.
the project. In the plan will compromise
• Executive Summary TIA to provide
• Introduction information on
• Project Objective technology
• Scope Statement aspects.
• Task
• Costing CL to provide
details
• Risk Analysis
regarding the
• Process Map
organizational
• Marketing
aspect.
• IT Acquisition and Modification
• Consultancy
• Training
• On-going Services
• And other related materials
The plan will also demonstrate in detail on the
project approach and schedule using a gantt chart,
and the costings using Net Present Value (NPV)
to get a Return Of Investment (ROI). And lastly,
a detailed schematic design of the business
process of the technical view.
2. Detailed research on the behaviour of CRM and
LSM are to be conducted in order to built an
effective solution. A report has to be prepared and
finalized before the development takes place in
the next section.
1
3. A detailed research has to be done using
Blackberry device in the Mobility Channel. A
report has to be prepared and finalized before the
development takes place in the next section.
4. A research analysis has to be conducted on the

brokers and staff of XYZ regarding the level of
information literacy. This is in order to build an
effective system that enables the sales automation
process.
2

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IACT 451 IT Project University of Wollongong

Confidential Page 1 8/20/2005

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Confidential Page 3 8/20/2005

9.1 Host Hardware .................................................................................................... 68

Confidential Page 4 8/20/2005

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2.1 The Company

XYZ Insurance Company (herein referred to as XYZ

Confidential Page 7 8/20/2005

2.2 Products & Services

Confidential Page 8 8/20/2005

Overview Product Map of XYZ Insurance (Figure 2.1)

Saving & Property & Financial

Confidential Page 9 8/20/2005

2.3 The Business Process

• Brokers access policy papers through Company secure website.

Confidential Page 10 8/20/2005

3.1 Project Justification

3.2 Project Characteristics and Requirements

Confidential Page 11 8/20/2005

7. LIFEXPRESS must be accessible using the Microsoft Internet Explorer

3.3 Summary of Project Deliveries

Product-related deliverable: research reports, design documents, software code,

1. Market research report (XYZ Insurance): Survey report on the current

that are; LIFEXPRESS Customer Relationship Management, LIFEXPRESS

Live Support Management and also LIFEXPRESS Mobility Channel.

5. Security design: An initial security design of LIFEXPRESS and current

Confidential Page 12 8/20/2005

3.4 Scope Success Criteria

3.5 Scope Limitation

The factors are:

Confidential Page 13 8/20/2005

Confidential Page 14 8/20/2005

3.6 Alternative solutions

Solution 3 mainly focus on improving the business process internally. There is no

Confidential Page 15 8/20/2005

3.7 Weighted Scoring Model

Weighted Scoring Model Table (Table 3.1)

Weighted Scoring Model

Weight Scoring Model Chart (Figure 3.2)

Confidential Page 16 8/20/2005

3.8 Analysis of three solutions

• Offering an all-round system

• Revenue Growth Increase 7%

Confidential Page 17 8/20/2005

• Increase employee productivity • Increase employee productivity

Confidential Page 18 8/20/2005

Analysis of 3 solutions (Figure 3.3)

Confidential Page 19 8/20/2005

4.1 Project Tasks Approach

4.2 Project Approach List

A. Initial fact finding

Confidential Page 20 8/20/2005

Tasks Objectives Deliverables

Confidential Page 21 8/20/2005

Tasks Objectives Deliverables

B. Project Preparation & Planning

To establish and brief project members the

(server, operating system, etc)

Confidential Page 22 8/20/2005

Tasks Objectives Deliverables

Relationship Management (CRM) Relationship Management (CRM) implementation