SGIs Auto Fund Redevelopment Project

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• SGIs Auto Fund Redevelopment Project

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Who we are

• SGI was created in 1945 and has evolved into two
  distinct operations.
• The Saskatchewan Auto Fund is the provinces
  compulsory auto insurance program, operating the
  drivers licensing and vehicle registration
  system. The Auto Fund is financially
  self-sustaining, operating on a break-even basis
  over time. It does not receive money from, nor
  pay dividends to, the government.
• SGI CANADA is fully competitive, selling property
  and casualty insurance products such as home,
  farm, business and extension auto. SGI CANADA
  currently operates in Saskatchewan, Alberta,
  Manitoba, Ontario, Prince Edward Island, Nova
  Scotia and New Brunswick.

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Auto Fund

• Responsible for Driver Licensing, Motor Vehicle
  Registration, Highway Permits, Traffic Safety
  services

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The Project

• Replace the legacy Systems for the Auto Fund
  Division of SGI

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Vision

• Develop a system that makes it easy to do
  business with SGI.

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Agenda

• Background on SGI
• Auto Fund Redevelopment
• Project Objectives
• Current System
• RFP Process
• Pre-work to an RFP
• RFP Approach
• RFP Evaluation
• Conceptual Design
• Release Strategy
• Complete Budget and Time Line

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Agenda - Contd

• Project Organization
• Managing Risks
• Top Ten reasons Projects Fail
• Staff Involvement at all levels
• Release 1 - Permit System
• Lessons Learned
• Adjustments Made

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Legacy Systems

• Vehicle Registration System
• Driver Licensing
• Driver Programs
• SAM
• Highway Permits
• International Registration Program
• Driver test Scheduling System
• Driver Written Test System

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Analysis Phase

• What we wanted to accomplish
• How we wanted to do it
• What we knew needed to be done
• What we did not know

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Analysis Phase

• Selecting business partner
• RFP for a business partner
• How we selected the partner

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Conceptual Design

• What was delivered
• Decisions made
• The next Phase

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SGI Auto Fund Redevelopment

• Redevelopment will
• Retain the best of the existing system
• Create a new system that responds faster to the
  changing demands of business
• Ensure the system is maintainable over the long
  term
• Make it easy for Customers to do business with
  SGI

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Customer Centric Design
Customer Centric View
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Auto Fund Redevelopment
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New System
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The Project Structure
BusinessAnalysts
ApplicationDevelopers
Acceptance Manager
Delivery Manager
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One Integrated System
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Existing System
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After Release 1
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After Release 2
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After Release 4
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Release 2 Co-existence
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Internet Strategy

• Strengthen the Relationship between the Licence
  Issuer and the end-customer by offering a new
  delivery channel
• Provide choices for the Customer for all SGI
  Products and services

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Targeted User InterfaceCommon Business
Functionality
S e c u r i t y
Vehicle Registration
Monthly Renewals
Driver License
Customer Data Driver Data Vehicle Data Financial
Data Product Data Common Data
Apply for PAC
Point of Sale Issuers
Calculate Fees
Permit Admin
Safety Rating Factor
Driver Admin
Payment Process
Internet Customers
User Interface
Business Logic
Data Base
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Highlights-Product Management

• Business areas will be able to modify
• Product Lines
• Product Names
• Business Features
• Prices, Rates
• Fees
• Business Rules
• The system will not be the barrier to business
  change

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Large Software Development Projects

• 9 per cent on time and on budget
• 73 per cent never finish
• 94 Restarts for every 100 starts
• Major financial losses are common
• Few survivors (Project Managers) Standish
  Group

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Top Ten Reasons Why Projects Fail

• Entertaining Tips Designed to Help!

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10 - Changing Technology

• Your shop is very familiar with a certain
  development environment, set of languages,
  methodologies etc.
• A more exotic technology is making the
  headlines
• Developers tell you the estimates can be reduced
  with this new technology

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10 Changing Technology

• Only Change if there is a Compelling Business
  Reason to do so

• If you still insist...
• Secure TIME and MONEY to account for the
  increased risk including learning time for the
  developers

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Number NineFailure to Stick to the Plan

• Must use formal change requests
• Non adversarial
• Based on change in intent
• Dont try your first CR without establishing a
  good relationship first
• Formal decision requests
• Failure to respond means acceptance

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9 Sticking to the Plan

• Dont combine
• The Plan used for communications
• With the logistic plans used to help out your own
  personal planning (i.e. Project Planning tool)

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Number EightGold Plating

• Idealistic developers
• Design for total flexibility??
• Add really amazing features!!

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7 Lack of Relevant Measurement

• Requires a lot of detail
• The team must own the measurement!
• Developers must have the freedom to report the
  truth!
• The measurement must focus on end results

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Simple Measurments
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7 Measurement

• Always measure the amount of work left
• Standardize on
• Business Processes - early phases
• Screens, Reports and Functions - later phases
• ONLY measure things in Client Terms
• Dont measure too much!

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6 Scope Control

• Functionality at the expense of
• Performance
• Data Integrity
• Reliability
• Conversion
• Project Deadlines
• Project Costs

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6 Scope ControlPredictable Behaviours
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5 Lack of End User Involvement

• Front line staff
• Those that will be using the system as a
  fundamental part of their job
• Input required from Managers, Business Analysts,
  and End Users
• Dont assume the users all think alike

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5 End User Involvement

• The Busiest are the Best
• Take whatever time you can get
• Dont depend on that business analyst that has
  spare time to give you all the requirements

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Number FourInsufficient detail on requirements

• The amount of detail required is always
  underestimated
• Requirements are a function of what is perceived
  to be possible
• There is no single correct answer

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The Analysis / Design Process

• Listen to the End User
• Dont do anything Just listen
• Understand the business problem
• Think through a workable design
• Review with other designers
• Present / sell the workable solution
• Let the user build more detail around that
  solution

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Minimizing Delivery Risks

• Pro-actively look for delivery stress points
• i.e. Programmer might not make it
• Remember all business solutions dont involve
  total automation
• Explore creative new business solutions
• Semi-Automated or Manual
• Sell back a workable solution to the Customer
• Might be less than ideal

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3 Lack Of Experienced Resources

• Scars are a good thing!
• Its almost impossible to visualize the detail
  required for a successful implementation without
  experiencing it

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3 Experienced Resources?

• Secure your resources before you finalize your
  estimates!!

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2 Unclear Objectives

• Well thought out Project Initiation
• Manage expectations early
• Re-engineering what??
• The Business?
• The Technology?

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1A Breakdown of Trust

• It can happen in, or between, several areas
• End Users
• Developers
• Client Managers
• Delivery Managers

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1 A Breakdown of Trust

• How does it happen?
• You screw up in any one of the other 9 areas!
• You had a bad Contract ...

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Trust and the ContractScenario One

• Clients business is riding on the project
  completion date
• Delivery team is being paid on time and materials

TRUST
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Trust and the ContractScenario Two

• Delivery team has a fixed price and a fixed end
  date
• Client hasnt decided when to implement and/or
  requirements are still floating

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A Good Contract

• Helps to clarify expectations
• What am I going to get for the money?
• Assists in communications
• Assists in creating a WIN WIN environment
• Helps to prevent hidden agendas
• Ensures you have a beginning and an end

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Top Ten Summary

• 10 Changing Technology
• 9 Failure to Stick to the Plan
• 8 Gold Plating
• 7 Lack of Relevant Measurement
• 6 Scope Control

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Top Ten Summary

• 5 Lack of End User Involvement
• 4 Insufficient Detail on Requirements
• 3 Lack of Skilled Resources
• 2 Unclear Objectives
• 1 A Breakdown of Trust

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Summary

• Dont Count on a Quick Shake
• Increase your ability to Influence
• Sales training
• Effective Negotiating
• Behavioural Psychology
• Leadership Skills
• Relationship Building
• Constantly focus on the end result
• Develop a Vision and start working towards it

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Summary

• Focus on the Fundamentals
• Communicating with the end user
• Thinking about the business problem
• Worrying about the end result

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Staff Communications

• Communications strategy
• Ask the Redevelopment team
• staff presentations
• change management
• Lunch and Learn Sessions

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Release 1 Lessons

• What went well
• Where we need to improve
• Actions taken

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Project Milestones

• Release 1 Completed on time
• Release 2 Some components delivered early
• Release 2.1 completed on time
• Project within Budget

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Where are we now
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• Questions