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

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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 University of Wollongong

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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 Confidential Page 3 8/20/2005

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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

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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 Confidential Page 5 8/20/2005

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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.

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IACT 451 IT Project 2. Introduction

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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.

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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 nonbusiness 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,

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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 & Investment

Protection

Property & Cargo

Financial

Health Financial Planning

Liability

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.

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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

Current business process identified in the Company (Figure 2.2) • • • • • •

The Client

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.

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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.

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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.

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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

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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.

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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.

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

10% 100%

50

5

70

7

90

9

76.5

66.75

56

Weighted Scoring Model
56

Solution 3 Solutions

Solution 2

66.75 Weighted Scores

Solution 1 0 20

76.5 40 Weighted Score 60 80

Weight Scoring Model Chart (Figure 3.2)

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3.8 Analysis of three solutions
Solution Title Solution 1: Solution 2: Solution 3:

• Solution Strategy •

Offering

the

complete

Offering an all-round system with additional features that promises better sales mobility and efficiency for field brokers. • Offering the most basic and cost effective systems for

system for XYZ Insurance sales & support operations. Inherits the features of •

today’s competitive market.

Solution 3.

Inherits the features of Solution 3.

• Potential Financial Benefits • • •

Revenue Growth Increase 10% Reduced operational costs by as much as 30% Reduced IT costs by 2035% Maximizing revenues with

• • • • Revenue Growth Increase 9% Reduced operational costs by as much as 25% Reduced IT costs by 20-35% • • •

Revenue Growth Increase 7% Reduced operational costs by as much as 15% Reduced IT costs by 20-35% Maximizing Live Support. revenues with

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Live Support.

• •

Increase productivity 13% Increased

employee

• •

Increase employee productivity 10% Increased policyholder

• •

Increase employee productivity 8% Increased policyholder

policyholder

satisfaction rates from 76% to 96% Other Benefits of Each solution • • • • • • Reduced average call • • • • •

satisfaction rates from 76% to 93% Reduced average call handling time by 11% Increase sales conversion by brokers 22% Enabled components Easy integration with current information system Reduced training time by 2030% • Inherits the features of Solution 3 (CRM, CSM) • • 70% reuse of • • •

satisfaction rates from 76% to 83% Reduced average call handling time by 11% Increase sales conversion by brokers 22% Enabled components Easy integration with current information system Reduced training time by 2030% 70% reuse of

handling time by 11% Increase sales conversion by brokers 22% Enabled 70% reuse of

components Easy integration with

current information system Reduced training time by 20-30% Assessment of the Inherits the features of

Solution 3 (CRM, CSM)

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value each solution

of

MobChan allows brokers to access and update customer relationship through databases mobile

Field

Service

mobile

client

CRM helps you to understand, anticipate and respond to your customers' needs in a consistent way, right across your

enables technicians with access to the full desktop computing solution on a laptop or notebook computer. • AutoUpdate automatically •

handheld

device such as TabletPC on the run.

organization. CSM increases your sales, providing technical assistance and increasing your customer satisfaction by delivering Live help Customer Service.

updates policy brochures stored in computing devices. • Multi region support designed for global deployments.

Analysis of 3 solutions (Figure 3.3)

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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 Phase 1 A. Initial fact finding Define & document Company’s workflow To provide the project team with a thorough understanding of the processes and workflow in the Company Documented report and flowcharts of the business processes and workflow in the Company. Objectives Deliverables

Define & document current IT infrastructure

To provide both management as well as the project team with an understanding of the current IT infrastructure in the Company

Documented report and flowcharts of the current IT infrastructure in the Company.

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Tasks

Objectives

Deliverables

Define & document user’s requirement for To map out the complete business requirement Documented report of the User each functional areas, especially the components in the existing Information System: To provide a basis and term of reference in • • • • Accounting & Finance Operations & Admin Sales & Customer Relationship Legal ensuring a comprehensive utilization of the adopted systems of the Company in relation to the automation project Requirement Specification

Identify & document of development and implementation issues & resolutions

To identify and pre-empt possible factors that may inhibit the achievement of the project goals and schedule (e.g. staff technical and brokers’ competency level, peak periods, etc….)

Documented reports on the development and implementation issues & resolution

Analysis and brainstorm a suitable solutions for the Company

To identify a suitable solutions for the Company to adopt.

Document the solutions draw to suit the project.

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Tasks B. Project Preparation & Planning Initial project scheduling

Objectives

Deliverables

To ensure proper scheduling and allocation of resources to meet the project objectives

Documented project development and 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 resources, man powers, etc.

Document every single cost spend during the development and implementation

To draw out the costing for every aspects of the project. Ordering related software and hardware required to built the LIFEXPRESS system (server, operating system, etc) Ordering of handheld device (BlackBerry) To be used in the LIFEXPRESS MobChan To be used in the LIFEXPRESS system Quotes to be made, document and sent out.

Quotes to be made, document and sent

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Tasks from Research In Motion Limited

Objectives Solution.

Deliverables out.

Phase 2 A. The Development Building the LIFEXPRESS Customer Relationship Management (CRM) Building the LIFEXPRESS Live Support Management (LSM) Building the LIFEXPRESS Mobility Channel (MobChan) Development of the LIFEXPRESS Customer Relationship Management (CRM) Development of the LIFEXPRESS Live Support Management (LSM) Development of the LIFEXPRESS Mobility Channel (MobChan) Documented project development and implementation

Documented project development and implementation

Documented project development and implementation

Integration and Beta testing in-house on

Best testing to ensure the whole LIFEXPRESS Documented project development and System implementation

LIFEXPRESS System
Phase 3

A. Project Management & Implementation

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Tasks Review & recommend new business process (LIFEXPRESS System)

Objectives To ensure that the LIFEXPRESS System setup is properly structured to optimize the system utilization

Deliverables Reviewed and updated LIFEXPRESS System

System integration testing (Client side)

To ensure that the systems are installed and run smoothly in the Company’s premises and that all components (both software & hardware) are properly interfaced

Smooth running systems installed in Company’s premise

User Acceptance Testing (UAT) 1 on the following software •

To determine the level of system acceptability in meeting business and user specification as identified earlier

Documented UAT Test Scripts & Results for the following software: •

LIFEXPRESS Customer
Relationship Management (CRM)

LIFEXPRESS Customer
Relationship Management (CRM)

LIFEXPRESS Live Support
Management (LSM)

To highlight any deviation and/or discrepancies discovered during the test.

LIFEXPRESS Live Support
Management (LSM)

LIFEXPRESS Mobility Channel
(MobChan)

LIFEXPRESS Mobility Channel
(MobChan)

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Tasks Recommendation for retrofitting 1 on the following software •

Objectives To recommend system modification & retrofitting to meet business and user requirement as identified earlier

Deliverables Documented recommendation for system modification & retrofitting

LIFEXPRESS Customer
Relationship Management (CRM)

Meetings & liaison with software development team

LIFEXPRESS Live Support
Management (LSM)

LIFEXPRESS Mobility Channel
(MobChan)

Meetings & liaison with hardware development team (if necessary)

User Acceptance Testing (UAT) 2 on the following software •

To determine the level of acceptability of the

Documented UAT Test Scripts & •

modifications made to the system (as specified Results for the following software: in Recommendation for retrofitting 1) in meeting business and user specification • To highlight any deviation and/or discrepancies discovered during the test. •

LIFEXPRESS Customer
Relationship Management (CRM)

LIFEXPRESS Customer
Relationship Management (CRM)

LIFEXPRESS Live Support
Management (LSM)

LIFEXPRESS Live Support
Management (LSM)

LIFEXPRESS Mobility Channel
(MobChan)

LIFEXPRESS Mobility Channel
(MobChan)

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Tasks Recommendation for retrofitting 2 on the following software •

Objectives To recommend system modification & retrofitting to meet business and user requirement as identified earlier

Deliverables Documented recommendation for system modification & retrofitting

LIFEXPRESS Customer
Relationship Management (CRM)

Meetings & liaison with software development team

LIFEXPRESS Live Support
Management (LSM)

LIFEXPRESS Mobility Channel
(MobChan)

Meetings & liaison with hardware development team (if necessary)

User Acceptance Testing (UAT) 3 – All systems

To determine the level of acceptability of the

Documented UAT Test Scripts & •

modifications made to the system (as specified Results for the following software: in Recommendation for retrofitting 1& 2) in meeting business and user specification • To highlight any deviation and/or discrepancies discovered during the test. •

LIFEXPRESS Customer
Relationship Management (CRM)

LIFEXPRESS Live Support
Management (LSM)

LIFEXPRESS Mobility Channel
(MobChan)

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Tasks Identification of workaround solutions

Objectives To identify areas that cannot be automated (due to complexity and/or cost reasons)

Deliverables Documented report on workaround solutions

To map out the workaround solutions for these areas either through semi-automation and/or manual procedures Define & document data migration plan (if necessary) To present the options for data uploading, migration and/or conversion plan and recommend the best course of action Documented Data Migration Plan

Data migration, uploading & conversation To supervise the data uploading and migration (if necessary) effort

Assistance in data uploading & migration

Parallel run

To provide assistance and advice during the parallel run

Assistance during parallel run

System training for key personnel

To train key personnel on the features and use of the systems

Documented training plan

Training for key personnel

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Tasks

Objectives

Deliverables

Procedure streamlining & formalization

To streamline and formalize procedures after the adoption of the systems

Documented Standard Operating Procedures

Procedure training for key staff (brokers, policy analyst and technical support)

To train key personnel on the streamlined procedures

Documented training plan Training for key staffs

Project Approach List Table (Figure 4.1)

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4.3 Project Schedule
This is the project schedule layout. Project Schedule (Table 4.2)
Tasks Project Kick-Off • • • • • • • • • • Prepare Project Plan 0.5 Estimated Man-Day Elapse Time (Week) Week 1

Define & map business processes & workflows Interview key appointment holder Review existing processes & workflow Map business process & workflow 0.5 0.5 0.5

Review existing IT infrastructure Check, test & confirm IT infrastructure adequacy Recommend IT infrastructure 1 0.5 Week 2 1 1

Define User Requirement Interview key appointment holders Document user & system requirement

Identify Implementation Issues & Resolutions Interview key appointment holders Document Implementation Issues & Resolutions 1 1 Week 3 & 4

System Design & Modification

LIFEXPRESS Customer Relationship Management

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Tasks

Estimated Man-Day

Elapse Time (Week)

(CRM)
• • • • Establish data flow diagram Design screen flow & user interface format Design data access & system security features Establish report requirements 1 1 1 0.5

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

LIFEXPRESS Mobility Channel (Mob Chan)
• • • • Establish data flow diagram Design screen flow & user interface format Design data access & system security features Establish report requirements 1 1 1 0.5

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

LIFEXPRESS Customer Relationship Management

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Tasks

Estimated Man-Day

Elapse Time (Week)

(CRM)
• • • • Prepare Test plan for CRM Set-up test environment for CRM Review Test Result for CRM Document Test Result for CRM 1 0.5 0.5 0.5

LIFEXPRESS Live Support Management (LSM)
• • • • Prepare Test plan for LMS Set-up test environment for LMS Review Test Result for LMS Document Test Result for LMS 1 0.5 0.5 0.5

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

System Integration Testing (LIFEXPRESS SYSTEM) • • • • Integration & interface testing Review interface test results Documentation for Integration testing Identify modification requirement 1.0 1 0.5 1

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Tasks • • • • • • • • • • • • Recommend workaround solutions

Estimated Man-Day 1

Elapse Time (Week)

Implementation Project Monitoring and control Streamline & formalize procedure Conduct training for key personnel 2 3 3

Week 10

Data Migration (If necessary) Identify migration options & strategies Identify scope of data conversion Co-ordinate end balance check 1 1 2

Week 11

Parallel Run Assistance Assist in parallel run Compare results from old and new system Identify & rectify errors & bugs 2 2 1

Week 12

Post Implementation Supervision Ensure stability, effectiveness & performance Ensure system meets specified objectives 1 1 44

Week 13

Sub-Total:

13 weeks

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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 Upon commencement of project 30% Amount $ 12,540.00 $ 8,360.00

Upon completion of user requirement & implementation 20% plan Upon completion of implementation (on completion of 50% parallel run) Total

$20,900.00

$41,800.00

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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)
Organisational Readiness, 15,000.00, 5% Host of Site Infrastructure, 143,000.00, 47% Access for Agency Staff and Other Users, 11,700.00, 4% End-user Support, 11,400.00, 4%

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

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Access for Agency Staff and Other Users Hardware for End-user Software for End-user Network and Internet Access for Enduser Other Vendor Services Human Resource Start-up process for Equipment 7 8 500.00 1,200.00 0.00 0.00 5 6 0.00 10,000.00 0.00 0.00 3 4 0.00 0.00 0.00 0.00

Procurement Establish and Manage ISP Contracts

End-user Support Vendor Services Human Resources Establish and Manage Vendor 10 0.00 500.00 9 1,900.00 1,000.00

Contracts (if line 9 >0) Development and Delivery of User Training User Time in Training Help Desk for Users

11 12 13

3,800.00 3,800.00 1,900.00

0.00 0.00 0.00

Content Development and Maintenance Hardware for Content Developers Software for Content Developers Network and Internet Access for Content Developers 16 0.00 0.00 14 15 0.00 1,500.00 0.00 100.00

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Other Vendor Services Human Resources Start-up Process for Equipment

17

0.00

Procurement Establish and Manage Vendor

18

Contracts (if line 17 > 0) Development and Delivery of Staff Training Staff Time in Training Webmaster Editorial Review Content Creation and Coordination Web Site Design and Development Staff Support for Service Programming Support (Web-services enhancements) DB Admin./ Design (mid-ware, ESRI, Zip code etc.) Other Management Support Other Clerical Support

19

0.00

0.00

20 21 22 23 24 25 26 12,000.00 9,000.00 18,000.00 6,000.00 32,000.00 1,200.00 900.00 1,800.00 600.00 3,200.00

27

27,000.00

2,700.00

28 29 30

15,000.00 0.00 1,500.00

1,500.00 0.00 150.00

Host of Site-Infrastructure Hardware (BlackBerry, 3 Servers) Software Network and Internet Access 31 32 33 100,000.00 20,000.00 0.00 5,000.00 2,000.00 0.00

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Other Vendor Services Human Resources Front-end Research and Technical Evaluation Start-up Process for Equipment

34

0.00

35

6,000.00

0.00

Procurement Establish and Manage Vendor

36

6,000.00

0.00

Contracts (if line 34 > 0) Development and Delivery of Staff Training Staff Time in Training Network and Systems Administration Web Server Management Operations Support Clerical Support INFRASTRUCTURE AND OTHER SUBTOTAL HUMAN RESOURCES SUBTOTAL TOTAL COSTS

37

0.00

0.00

38 39 40 41 42 43

5,000.00

0.00 0.00

0.00 3,000.00 3,000.00 0.00

0.00 300.00 0.00 0.00

$

148,400.00

8,100.00

$ $

154,700.00 303,100.00

12,850.00 20,950.00

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

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5.5 Net Present Value & Return on Investment Calculations
FINANCIAL ANALYSIS FOR PROJECT LIFEXPRESS

Discount rate

10%

Model
0 1 2 3 4 5

Year Costs :

Total

Training for technology awareness Planning for Internet/Mobile presence Hardware for End-user Software for End-user Network and Internet Acces for End-user Other Vendor Services Start-up process for Equipment Procurement Establish and Manage ISP $500.00 $1,200.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $10,000.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$5,000.00

$0.00

$0.00

$0.00

$0.00

$0.00

$10,000.00
$0.00 $0.00

$0.00
$0.00 $0.00

$0.00 $0.00 $0.00

$0.00 $0.00 $0.00

$0.00 $0.00 $0.00

$0.00 $0.00 $0.00

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Contracts Vendor Services Establish and Manage Vendor Contracts (if line 9 >0) Development and Delivery of User Training User Time in Training Help Desk for Users $3,800.00
$20,000.00

$1,900.00

$1,000.00

$1,000.00

$1,000.00

$1,000.00

$1,000.00

$0.00

$500.00

$500.00

$500.00

$500.00

$500.00

$0.00 $3,800.00 $0.00
$0.00

$0.00

$0.00

$0.00

$0.00

$3,800.00 $0.00
$0.00

$3,800.00
$0.00 $0.00

$3,800.00
$0.00 $0.00

$3,800.00
$0.00 $0.00

$1,900.00

Hardware for System Developers $0.00 Software for System Developers Network and Internet Access for Content Developers Other Vendor Services Start-up Process for Equipment Procurement Establish and Manage Vendor Contracts (if line 17 > 0) Development and Delivery of Staff Training Staff Time in Training
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00

$1,500.00

$100.00

$100.00

$100.00

$100.00

$100.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

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Webmaster Editorial Review System Creation and Coordination

$12,000.00 $9,000.00

$1,200.00 $900.00

$1,200.00 $900.00

$1,200.00 $900.00

$1,200.00 $900.00

$1,200.00 $900.00

$18,000.00

$1,800.00 $600.00 $3,200.00

$1,800.00 $600.00 $3,200.00

$1,800.00 $600.00 $3,200.00

$1,800.00 $600.00 $3,200.00

$1,800.00 $600.00 $3,200.00

System Design and Development $6,000.00 Staff Support for Service Programming Support (Webservices enhancements) DB Admin./ Design (mid-ware, ESRI, Zip code etc.) Other Management Support Other Clerical Support Hardware (BlackBerry, 3 Servers) Software Network and Internet Access Other Vendor Services Front-end Research and Technical Evaluation Start-up Process for Equipment $6,000.00 $6,000.00 $100,000.00 $20,000.00 $0.00 $0.00 $15,000.00 $0.00 $1,500.00 $27,000.00 $32,000.00

$2,700.00

$2,700.00

$2,700.00

$2,700.00

$2,700.00

$1,500.00 $0.00 $150.00

$1,500.00 $0.00 $150.00

$1,500.00 $0.00 $150.00

$1,500.00 $0.00 $150.00

$1,500.00 $0.00 $150.00

$5,000.00 $2,000.00 $0.00 $0.00

$5,000.00 $2,000.00 $0.00 $0.00

$5,000.00 $2,000.00 $0.00 $0.00

$5,000.00 $2,000.00 $0.00 $0.00

$5,000.00 $2,000.00 $0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

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Procurement Establish and Manage Vendor Contracts (if line 34 > 0) Development and Delivery of Staff Training Staff Time in Training Network and Systems Administration Web Server Management Operations Support Clerical Support
Total Cost Discount Factor Discounted Costs

$0.00

$0.00

$0.00

$0.00

$0.00

$0.00

$5,000.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $0.00

$0.00 $3,000.00 $3,000.00 $0.00
$319,300.00 1 $319,300.00

$0.00 $300.00 $0.00 $0.00
$24,750.00 0.909090909 $22,500.00

$0.00 $300.00 $0.00 $0.00
$24,750.00 0.826446281 $20,454.55

$0.00 $300.00 $0.00 $0.00
$24,750.00 0.751314801 $18,595.04

$0.00 $300.00 $0.00 $0.00
$24,750.00 0.683013455 $16,904.58

$0.00 $300.00 $0.00 $0.00
$24,750.00 0.620921323 $15,367.80 $413,121.97

Benefits Discount Factor Discounted Benefits

$0.00 1 $0.00

$250,000.00 0.909090909 $227,272.73

$250,000.00 0.826446281 $206,611.57

$250,000.00 0.751314801 $187,828.70

$250,000.00 0.683013455 $170,753.36

$250,000.00 0.620921323 $155,230.33 $947,696.69

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Discounted Benefits - Costs Cumulative Benefits - Costs

($319,300.00) ($319,300.00)

$204,772.73 -$114,527.27

$186,157.02 $71,629.75

$169,233.66 $240,863.41

$153,848.78 $394,712.19

$139,862.53 $534,574.72

$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.

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Discounted Costs vs Cumulative Benefits
$1,400,000.00 $1,200,000.00 $1,000,000.00 Cost(s) $800,000.00 $600,000.00 $400,000.00 $200,000.00 $0.00 0 1 2 3 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.
$710,229.75 $319,300.00 $524,072.73 $879,463.41 $1,173,174.72 $1,033,312.19

Cumulative Benefits Discounted Costs

$319,300.00 $22,500.00 $20,454.55 $18,595.04 $16,904.58 $15,367.80

4

5

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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

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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 1. Identify

Tasks 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

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University of Wollongong plan as

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.

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

Report Risk Status

Roles & Responsibilities (Table 6.2)

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6.3 Risk Analysis
Business Priority Risk Category Occurrence Risk Analysis Strategy Solutions P b bilit Exposure Status/Remarks (R k) Trigger Condition Date Tasks do 7/04/05 not work as planned 2 Inadequate inputs R/S 3 3 9 Communi cation failed between members 3 Poor definition of S scope 3 2 6 Scope creeping 7/04/05 Holding meetings clarify scope to On-going Discussing with team members Schedule Revising project plan Activities Impact 3

No

Risk/Threat

1

Inadequate planning

S

3

9

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Business Priority Risk Category Occurrence

Risk Analysis Strategy Solutions

P b bilit Exposure

No

Risk/Threat

Status/Remarks (R k) Trigger Condition Date Additiona On-going l costs Schedule Revising estimates cost Activities

4

Poor estimates

cost R

2

Impact

2

4

incurred 5 Inadequate feedback R 2 2 4 Poor response from internal staff members. 6 Poor estimate time R 3 2 6 Fall behind Schedule Revising schedule estimates On-going Consulting top management

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Business Priority Risk Category Occurrence

Risk Analysis Strategy Solutions

P b bilit Exposure

No

Risk/Threat

Status/Remarks (R k) Trigger Condition Date On-going Schedule Discussing with outsourced team members Activities

7

Poor inputs

outsourced R

2

Impact

1

2

No communi cation and feedback from outsource d staff.

8

Poor motivation

work R

3

1

3

Staff too On-going pressured with workload

Holding buildings trips

team and

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Business Priority Risk Category Occurrence

Risk Analysis Strategy Solutions

P b bilit Exposure

No

Risk/Threat

Status/Remarks (R k) Trigger Condition Date Budget not enough to sustain on-going project costs On-going Schedule Re-negotiating budget with the Sponsor Activities

9

Inadequate budget

R

3

Impact

1

3

10

Inadequate promotional activities

R

2

1

2

Poor response from brokers and staff members

15/07/05

Holding meeting the with

marketing

department

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Business Priority Risk Category Occurrence

Risk Analysis Strategy Solutions

P b bilit Exposure

No

Risk/Threat

Status/Remarks (R k) Trigger Condition Date On-going Schedule Find replacement Activities

11

Resources leaving R project

2

Impact

1

2

Staff leaves project

Risk Analysis (Table 6.3)

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

1 week to 1 month delay in Unlikely: implementation probability

Schedule

High

3

Greater than 3 month delay of Very likely greater 70% schedule

Med Low

2 1

1-3 month delay in implementation

Proable:30-70% probability Less than 30%

1 week to 1 month delay in Unlikely: implementation probability

Legend (Table 6.4)

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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 unentered data. The Brokers

The Company

Current business process identified in the Company (Figure 7.1)

The Client

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

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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.

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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 Entry Information System Office System Policy Analyst

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.

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With LIFEXPRESS System Implemented (Figure 7.3)

Client

Broker

LIFEXPRESS
Mobility Channel (MobChan) Client During Sales Policy Process Broker

LIFEXPRESS
Customer Relationship Management

Policy Analyst

LIFEXPRESS
Live Support Management

LIFEXPRESS
Client Mobility Channel (MobChan) Closing the Policy Sales/Deal

Existing Information 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.

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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

Follow up Presentation Develop a strategy

Quote Quote Review

Follow Up Review Stage 2 Stage 1

Identify the competition

Order received Stage 3

Identify decision makers Understand the products

Fulfillment

Start

Send Approval

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,

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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.

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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.

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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.

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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.

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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.

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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.

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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

Traditional X

Internet Advertising Lifexpress

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

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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.

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9. IT Acquisition & Modification

Existing Information Servers

Blackberry Compatible Device Lifexpress CRM Blackberry Server (Lifexpress Mobchan)

Internet
Firewall

Lifexpress LSM Database Server

Blackberry Device

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
Lifexpress CRM Blackberry Server (Lifexpress Mobchan)

CRM,

LIFEXPRESS

LSM

and

LIFEXPRESS MobChan. LIFEXPRESS CRM will sit
on top of the existing Information System and the data input will be pushed in to the database server, making the LIFEXPRESS CRM as one of the application server.

Lifexpress LSM

While the LIFEXPRESS MobChan sits behind the firewall, its job is to push the data between the system

Lifexpress System

and the mobile gadgets. At the initial stage, the load on

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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 Device

devices. These devices are accessed through an ISP 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

Laptop with Mobility 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.

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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.

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10. Consultancies

Blackberry Compatible Device

Lifexpress CRM Blackberry Server Firewall

Internet

Livexpress LSM

Telstra Consultancy Blackberry Consultancy

Blackberry Device

Laptop with Mobility 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.

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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.

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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

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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.

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12. On-going Services
While the system is being implemented from start to its final stages, there are some ongoing 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.

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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.

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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

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14. Appendix

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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.

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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.

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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.

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Appendix B – Analysis of the three solutions
Solution Title

Solution 1:

Solution 2:

Solution 3:

• Solution Strategy •

Offering

the

complete

Offering an all-round system with additional features that promises better sales mobility and efficiency for field brokers. • Offering the most basic and cost effective systems for

system for XYZ Insurance sales & support operations. Inherits the features of •

today’s competitive market.

Solution 3.

Inherits the features of Solution 3.

• Potential Financial Benefits • • •

Revenue Growth Increase 10% Reduced operational costs by as much as 30% Reduced IT costs by 2035% Maximizing revenues with

• • • • Revenue Growth Increase 9% Reduced operational costs by as much as 25% Reduced IT costs by 20-35% • • •

Revenue Growth Increase 7% Reduced operational costs by as much as 15% Reduced IT costs by 20-35% Maximizing Live Support. revenues with

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Live Support.

• •

Increase productivity 13% Increased

employee

• •

Increase employee productivity 10% Increased policyholder

• •

Increase employee productivity 8% Increased policyholder

policyholder

satisfaction rates from 76% to 96% Other Benefits of Each solution • • • • • • Reduced average call • • • • •

satisfaction rates from 76% to 93% Reduced average call handling time by 11% Increase sales conversion by brokers 22% Enabled components Easy integration with current information system Reduced training time by 2030% • Inherits the features of Solution 3 (CRM, CSM) • • 70% reuse of • • •

satisfaction rates from 76% to 83% Reduced average call handling time by 11% Increase sales conversion by brokers 22% Enabled components Easy integration with current information system Reduced training time by 2030% 70% reuse of

handling time by 11% Increase sales conversion by brokers 22% Enabled 70% reuse of

components Easy integration with

current information system Reduced training time by 20-30% Assessment of the Inherits the features of

Solution 3 (CRM, CSM)

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value each solution

of

MobChan allows brokers to access and update customer relationship through databases mobile

Field

Service

mobile

client

CRM helps you to understand, anticipate and respond to your customers' needs in a consistent way, right across your

enables technicians with access to the full desktop computing solution on a laptop or notebook computer. • AutoUpdate automatically •

handheld

device such as TabletPC on the run.

organization. CSM increases your sales, providing technical assistance and increasing your customer satisfaction by delivering Live help Customer Service.

updates policy brochures stored in computing devices. • Multi region support designed for global deployments.

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Appendix C – Gantt Chart

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Appendix D – Solution 2

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Appendix E – Solution 3

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Appendix F – Solution 1

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Appendix G – Project Minutes

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IACT 451 IT Project 2005 (Annual) Weekly Minutes
22 March 2005 (Week 5) 1430 – 1630hrs Time: Tim Coltman, Regular Type of Meeting: Facilitator: Peter Hyland UOW/2005/IACT451/WM/001 Ref. No: Attendees: Aidil, Hazman, How Whay, Laurent, Absentees: Sovanna Choosing of group members, role allocation for Project XYZ Insurance Topics: SITACS, University of Wollongong Location: Taken By: Md. Aidil Osman Date: S/No Minutes’ Details Job Allocated All Dateline 29th March 2005 Remarks Choosing of group member

1. The meeting started when the facilitator handed out the Case Study which outlines the three 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 would best suit us according to preferences and strengths. The result of which is listed below:

All

Role allocation

NAME Aidil Hazman How Whay Laurent Sovanna

1ST CHOICE 2ND CHOICE Client Liaison Technology Impact Analyst Technology Impact Analyst Business Case Architect Business Case Architect Technology Impact Analyst Business Case Architect Client Liaison Not present (To Be Confirm Later)

1
IACT 451 IT Project 2005 (Annual)

S/No

Minutes’ Details

2. As there were 5 people present the forming of a group posed an immediate concern. Sovanna was 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.

Job Allocated All

Dateline 29th March 2005

Remarks

2
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IACT 451 IT Project 2005 (Annual) Weekly Minutes
Date: Facilitator: Ref. No: Attendees: Absentees: Topics: Location: Taken By: S/No 30 March 2005 (Week 6) 9.30 – 11.00 am Time: Md Aidil Osman Type of Meeting: Regular UOW/2005/IACT451/WM/002 Nurhazman Abdul Aziz, Md Aidil Osman Nil Weekly Meeting (updates) Through MSN Messenger conversation Md Aidil Osman Minutes’ Details Job Allocated All Dateline Remarks Distribution of roles

1. Hazman and Aidil decided to start on the project while waiting for 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 preference for the TIA (1st Choice) or CL (2nd Choice) role therefore it 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.

All

5 April 2005.

Sovanna confirmed his preference

1
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3. As this period was during the break, the meeting was held online 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 financial profile of customer, identify and explore our company’s most appropriate competitors’ ratings and performance

All

Channel of communication

Project Objective

2. Generate all the necessary paperwork on-site to 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.

Project Objective

2
IACT 451 IT Project 2005 (Annual)

4. Hazman have suggested the following actions to follow up on as the project TIA: 1. Interview some of brokers (friends who work as/in the insurance agent/industry before) on their job aspects and daily lives. All, CL will consolidate all the information Interviewed brokers to find out in details of the industry

• Enquire how the industry project is like • The technology they have been using. From this point, we will able to get notes on their software providers and do detailed researches later on. • Will get feedback from the clients. 2. Once complete, we will search the technology used in the insurance industry 3. Please also learn the concept of Customers Relationship Management (CRM) and also the software used. We have estimated our project will go towards this process.

All

All, TIA will consolidate all the information

TIA

Followed by the technology used

All

Using the concept of Customers Relationship Management

3
IACT 451 IT Project 2005 (Annual)

5. Take taken: Action 1: It was decided both of us make use 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 completion of action 1. Action 3: Everyone in the group will have to 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 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. All Action 3 TIA Action 2 All Action 1

All

Documentation

4
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6. A Yahoo Group was set up for the group to facilitate discussion and 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. 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/

All

Creation of Yahoo Group

CL

5
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University of Wollongong
IACT 451 IT Project 2005 (Annual) Weekly Minutes
Date: Facilitator: Ref. No: Attendees: Absentees: Topics: Location: Taken By: S/No April 5, 2005 1530 – 1600hrs Time: Md Aidil Osman Type of Meeting: Regular UOW/2005/IACT451/WM/003 Nurhazman Abdul Aziz, Md Aidil Osman, How Whay, Peter Hyland (XYZ Client) Nil University of Wollongong Nurhazman Abdul Aziz Minutes’ Details Job Allocated Hazman (TIA) Dateline Remarks Brainstorming and update the progress of project

1. Recapped on the previous meeting, and brief introduce the documentation system which have been done on the net thru Yahoo group. Every team members have to be familiarised, tutor also being brief on the updates and progress. 2. Client’s detail brief on company operations, daily operation of brokers, communication between brokers and company, thru several means of communication. 3. Client’s desire system to aid their operations. The company and 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

Peter (Client)

Brief on company, brokers, communication

Client & Aidil (CL)

Desire System

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IACT 451 IT Project 2005 (Annual)

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 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. 5. 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. 6. We have agreed with the clients to draw out 3 ideal system, based three different approach and budget of the project proposed. Peter (Client) & Aidil (CL) Selling Process for the policy system

Peter (Client)

XYZ’s Pool Of Customers

All

Proposal of 3 ideal system

Prepared by, Nurhazman Abdul Aziz Technology Impact Analyst 2
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Weekly Minutes
Date: Facilitator: Ref. No: Attendees: Absentees: Topics: Location: Taken By: S/No April 12, 2005 1530 – 1600 hrs Time: Md Aidil Osman Type of Meeting: Regular UOW/2005/IACT451/WM/004 Nurhazman Abdul Aziz, Md Aidil Osman, How Whay, Peter Hyland (XYZ Client) Nil University of Wollongong Md Aidil Osman Minutes’ Details Job Allocated Aidil (CL) & How Whay (BCA) Dateline Remarks Examples of companies studied in the SEA market were; Prudential, Great Eastern and AIA, while for the Australian and New Zealand region includes; AAMI, CGU and Illawarra Credit Union.

1. Discussed about the competitors in the insurance industry for the regions of Australia, New Zealand, and South East Asia. Identify and discuss the business process that the industry has adopted.

2. A study was conducted on mobile, CRM and real time communication solutions 3. Case studies on how the industry has implemented similar solutions were brought up and studied. Taking these into consideration would help the project team to learn from previous mistakes.

Hazman (TIA) ALL

1
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Weekly Minutes
Date: Facilitator: Ref. No: Attendees: Absentees: Topics: Location: Taken By: S/No April 19, 2005 1530 – 1600 hrs Time: Md Aidil Osman Type of Meeting: Presentation UOW/2005/IACT451/WM/005 Nurhazman Abdul Aziz, Md Aidil Osman, How Whay, Peter Hyland (XYZ Client) Nil University of Wollongong Md Aidil Osman Minutes’ Details Job Allocated ALL Dateline Remarks

1. As requested by the client, the 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 project progress and requested three types of solutions to be presented at a later date 3. The group allocated the task of creating the three proposals. 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.

ALL

Proposal of 3 solutions

ALL

Allocation of tasks

1
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Weekly Minutes
Date: Facilitator: Ref. No: Attendees: Absentees: Topics: Location: Taken By: S/No May 3, 2005 1530 – 1600 hrs Time: Md Aidil Osman Type of Meeting: Presentation UOW/2005/IACT451/WM/006 Nurhazman Abdul Aziz, Md Aidil Osman, How Whay, Peter Hyland (XYZ Client) Nil University of Wollongong Md Aidil Osman Minutes’ Details Job Allocated ALL Dateline Remarks All solutions proposed meet the main requirements. The difference lie in configurations and specifications

1. Presented the three solutions to the client

2. Client selected solution 1, high end, and told us to start working on it. 3. Break down the task into parts and allocated to project members as per their background

ALL

ALL

As scope of project has been refined the team focused its efforts into the implications of implementing the system.

1
IACT 451 IT Project 2005 (Annual)

IACT 451 IT Project

University of Wollongong

Appendix H – Memo

Confidential

Page 90

8/20/2005

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: 01 April 1, 2005 1636 Time: Nurhazman Abdul Aziz Type of Meeting: Ad-hoc UOW/2005/IACT451/MM/001 Standard in the Paper Filling System Dateline Remarks Filling System

S/No Details 1. Please take note that I have upload a filling 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 1. Weekly Minutes

2. Memo

3. Proposal Paper

System Proposed Reference UOW/2005/IACT451/WM/001 Number Explanation Company/Year/Project Name/Project File/File Detail Reference UOW/2005/IACT451/MM/001 Number Explanation Company/Year/Project Name/Project File/File Detail Reference UOW/2005/IACT451/PP/001 Number Explanation Company/Year/Project Name/Project File/File Detail

1
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: April 05, 2005 1930hrs Time: Md Aidil Osman Type of Meeting: Notes UOW/2005/IACT451/MM/002 Daily Operation of Broker Dateline Remarks

S/No Details 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
IACT 451 IT Project 2005 (Annual)

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
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: April 08, 2005 1000hrs Time: Md Aidil Mosman Type of Meeting: Ad hoc UOW/2005/IACT451/MM/003 Requirement Dateline Remarks

S/No Details 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
IACT 451 IT Project 2005 (Annual)

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
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: April 09, 2005 1000hrs Time: Nurhazman Abdul Aziz Type of Meeting: Ad hoc UOW/2005/IACT451/MM/004 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:

IACT 451 IT Project 2005 (Annual)

• • •

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.
IACT 451 IT Project 2005 (Annual)

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 pointand-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-monthyear and 10:00am.

IACT 451 IT Project 2005 (Annual)

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.

IACT 451 IT Project 2005 (Annual)

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 • Access the System via own means (dial up or broadband) Brokers At Home • Access the System via own means (dial up or broadband) Brokers At Office • Access the System via own means (dial up or broadband)

• •

Internet / Intranet

Lifexpress System • Server will sit in the main HQ • Administrate by staff of organisation Key Staffs • Access the System via own means (dial up or broadband)

Access System of Lifexpress 5
IACT 451 IT Project 2005 (Annual)

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 fullfunction 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
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: April 14, 2005 2018hrs Time: Hoh Whay, LOH Type of Meeting: Ad hoc UOW/2005/IACT451/MM/005 Insurance Policies of Competitors in SEA (Indonesia, Thailand, Malaysia, Singapore)

Country: INDONESIA Company: Allianz Indonesia Retail Insurance Name My House My Car My Life Style My Business My Health My SafetyBox Type Fire insurance. Motor vehicle insurance. Travel insurance. Professional liability. Personal accident insurance. Combination of four individual insurances, Property, Motor Vehicle, Personal Accident, and Personal Liability of which you can choose those which fit your needs. Personal accident insurance package, which is developed specifically for retail customer. Education Fund Program, Savings Plan, Basic Protection, as well as combination of Protection & Investment Plan. Health insurance.

ProteksiKu My Life Insurance My Healthcare

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IACT 451 IT Project 2005 (Annual)

Corporate Insurance Name Property Marine Engineering Casualties Liability Type Business Interruption, Consequential Loss Insurance, Householder, Industrial All Risks, Loss of Profit Marine Cargo, Inland Transit, Marine Hull Erection All Risks, Constructor's All Risks, Machinery Breakdown, Electronic Equipment Motor, Money Insurance, Fidelity Guarantee Director's and Officer's Liability, Employer's Liability, Product Liability, Professional Indemnity, Public Liability, Workmen's Compensation Health coverage, life coverage for employee, Pension Fund program, reserve fund for severance payment and other future savings needs.

Employee Benefits

SME Insurance Name UsahaKu Type 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 Personal Care Platinum Care Worldwide Travel Insurance Type Personal health coverage. For individuals and their families who want access to the very best medical facilities. Worldwide travel insurance for employees and families.

Corporate Insurance 2
IACT 451 IT Project 2005 (Annual)

Name Corporate Care Small Company Care

Type Protecting employees' health and company's financial health (Companies of any size). Specially designed packaged solution for companies with 100 employees or less.

Country: MALAYSIA Company: Great Eastern Life Personal Insurance Name Protection Health Education Retirement Investmentlinked Supplementary Riders Type Lifetime protection, against unexpected events and hardships. Medical coverage. Coverage for children’s education. Maintain financial independence well into retirement years. Life insurance plan where the value of benefits are, wholly or partly linked to investment performance of a separate investment-link fund(s). Enhanced benefits on the basic whole life, term or endowment policies.

Corporate Insurance Name Employee Benefits Retirement Benefits Property Reward Scheme Type Employee health coverage.

To provide as an additional protection against the loss or reduction in the earnings as a result of retirement, premature death or total and permanent disability. The Developer gives a free insurance protection and investment to eligible purchasers.

Country: SINGAPORE 3
IACT 451 IT Project 2005 (Annual)

Company: Allianz Singapore Personal Insurance Name Domestic Servants Family HealthCare HomeSafe LadyAutoSafe MobileSafe Motor Personal Accident TravelSafe Type For families with foreign domestic help. Personal accident, repatriation expenses, hospital expenses, etc. Healthcare program designed for individuals and their family. Home coverage. Car insurance tailored for ladies. Coverage for electronic Mobile Equipment that is solely for personal use. Motor coverage. Personal coverage. Travel coverage.

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IACT 451 IT Project 2005 (Annual)

Corporate Insurance Name All Risks Business Interruption Contractors Directors & Officers Electronic Equipment Extended Warranty Fidelity Guarantee Fire Insurance Garage Safe Group Healthcare Group Personal Marine Cargo Money Plate Glass Product Liability Professional Indemnity Public Liability Type Property coverage. Coverage for business interruption. Covers risks within the Construction Industry. Indemnify the company and its directors or officers against loss arising from claims made against them by shareholders in respect of breach of fiduciary duty or other dereliction of duty. Coverage for electronic equipment such as computers. Offers the Distributors or Manufacturers a protection that covers risks from products, such as repair cost and replacement of products/components. Coverage for employees who are likely to cause pecuniary loss because of their constant exposure to cash, stocks or other assets. Fire & lightning coverage. Garage coverage. Employees’ health coverage (lump sum hospital and surgical plan). Employees’ health coverage. Marine cargo coverage. Coverage for loss of money. Coverage for accidental breakage of glass Product liability coverage. Coverage for the Insured's legal liability for financial loss incurred by a Third Party arising out of the advice given in a professional capacity. 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. Combination of Property on an "All Risks" basis, Business Interruption, Money and Workmen's Compensation. Coverage for employer’s ‘workmen’.

Small Business Workmen's Compensation

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IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: May 10, 2005 1500 hrs Time: Hazman Type of Meeting: Ad-hoc UOW/2005/IACT451/MM/006 Solution Overview

Graphical representation of Lifexpress

Lifexpress CRM Existing Information Servers

Blackberry Compatible Device

Internet
Blackberry Server (Lifexpress Mobchan) Lifexpress LSM Firewall

Blackberry Device

Database Server

Lifexpress System
Laptop with Mobility 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
IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: May 2, 2005 1700 hrs Time: Aidil Type of Meeting: Ad-hoc UOW/2005/IACT451/MM/007 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
IACT 451 IT Project 2005 (Annual)

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.

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IACT 451 IT Project 2005 (Annual)

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 P

External 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
IACT 451 IT Project 2005 (Annual)

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

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IACT 451 IT Project 2005 (Annual)

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.

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IACT 451 IT Project 2005 (Annual)

University of Wollongong
IACT 451 IT Project 2005 (Annual) Memo
Date: Done By: Ref. No: Topics: May 11, 2005 Time: How Whay Type of Meeting: UOW/2005/IACT451/MM/008 Interim Report Remarks BCA in charge and finalize the report. TIA to provide information on technology aspects. CL to provide details regarding the organizational aspect.

S/No Details Dateline 1. An interim report has to be drawn out to demonstrate the project plan. The format of the plan will vary according to the size and nature of the project. In the plan will compromise • Executive Summary • Introduction • Project Objective • Scope Statement • Task • Costing • Risk Analysis • Process Map • Marketing • 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.

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IACT 451 IT Project 2005 (Annual)

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.

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IACT 451 IT Project 2005 (Annual)

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