Transcript FICO Corporate Template

FICO™ Forum: Debt Manager™ 9 User Group
Fairfax, VA | June 4–5, 1014
Debt Manager 9 Implementations
Approach and Best Practices
Jeremy Russell
Director
C&R Professional Services
FICO
Ben Shupe
Senior Manager
PMO Professional Services
FICO
Robert Holczman
Senior Manager
C&R Professional Services
FICO
© 2014 Fair Isaac Corporation. Confidential.
This presentation is provided for the recipient only and cannot be reproduced or shared without Fair Isaac Corporation's express consent.
Agenda
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►
Debt Manager 9 Professional
Services Integration
►
Implementation Best Practices
►
Continuous Improvement Initiatives
►
Client Satisfaction Survey Results
►
Q&A
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Professional Services Integration
Debt Manager 9
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© 2014 Fair Isaac Corporation. Confidential.
Integration of Delivery Methodologies
Focused on consistency, scalability and satisfying client needs
► CRS/FICO
Professional Service teams and implementation
approaches are integrated
► Standard
DM9 training provided by FICO Learning Organization
► Clear role definition (e.g. PMO)
► Leveraging consultant offerings - Fair Isaac Advisors
► Multiple service and delivery offerings influence
► On Premise, Cloud
► DM9 combined with other FICO Product offerings
► Preconfigured components for quicker implementations
► On demand consulting services
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delivery approach
FROM CRS’s services organizational structure…
Implementation
Professional Services
Product Support
PTO
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• Project Managers
• Functional and Data Conversion Consultants
• ETL Development
• Report Development
• Support transitions and ongoing issue
tracking/resolution
• Adhoc training
• Product Roadmap
• Installs and additional technical consulting
…TO FICO’s services organizational structure
PMO
Fair Isaac Advisors
Learning Organization
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• Centralized Project Management team
• Manage projects throughout lifecycle
• Operational Readiness Review, Strategy consulting
• Post implementation consulting
• Standard DM9 functional training
• Train the trainer
Solution Consultants
• DM9 Application SMEs
• Functional and Data Conversion Consultants
Shared Services Org
• Installs and integration efforts
• ETL and Report development, Testing/QA efforts
Partners
• Augmented support primarily to Shared Services
• Globally and regionally based
Production Support
• Help to manage transitions from implementation to Product Support
• Ongoing support/tracking of production issues
PTO
• Product Roadmap, development activities and release management
• Hosting services
© 2014 Fair Isaac Corporation. Confidential.
Who are Fair Isaac Advisors?
We are the strategic consulting arm of FICO who can help Clients
solve critical problems and drive improved results
Data
Scientists
Analytics
Experts
Subject-matter
Experts
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Empirical
insights
We can bring extra insight to you!
Business
expertise
Managing and
merging independent
business lines into
one solution and
reporting structure
Strategic
direction
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Solving business
problems and the
introduction of best
in class strategies
Manage complex
regulatory issues
with our clients to
challenge the status
quo
Operations
Technology
Fair Isaac Advisors Collections and Recovery
• Customer engagement
Fair Isaac Advisors complete an engagement
• Operational infrastructure
which……
• Operational and collection strategies
• Technology deployment &
► Assess current state
infrastructure
► Consider business defined “hot buttons”
Collections
• MIS
► Review results and reports for agent, strategy,
• Customer and resource management
and
agencies and portfolio performance
• Analytic and strategy management
Recovery
• External recovery management
Concise, actionable feedback and
• Other recovery tools
recommendations
(litigation and Bankruptcy)
► Comprehensive report and roadmap to best
• Asset repossession and
practice
disposal
► Recommendations to improve use of existing
Client 1
assets
Client 2
7% Bad Debt Savings
► Estimated financial benefits of key
10% Bad Debt Savings
37% increase in
recommendations
Promises Taken
5% Increase in
► Presentation of findings
Employee Engagement
3% Reduction in operating
► Transitional support and recommendation
cost
implementation
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SSO – Shared Services Offering
Shared Services Offering
Optional
Services
Standard Services
Integration
Services
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UI & Web
Development
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Data
Management
Middleware
Support
Performance
Tuning
Disaster
Recovery
SSO – Services Definition
► Standard
Services - Common services required across all
practices
► Integration
Services: package preconfigured components with FICO products
to deliver a solution (SaaS & on premise)
► UI/Web Development Services: Configuration/customization of UI components
to improve user experience
► Data Management: Data Governance related activities shared across delivery
practices (e.g., Data Mapping, ETL, Reporting)
► Middleware Support Services: Installation and configuration of FICO and 3rd
party software to support solution delivery (SaaS & on premise)
►
Optional Services - Services that are client specific and not required for
each solution delivery
► Performance
Tuning: On premise service
► Disaster Recovery: On premise service
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Implementation Best Practices
Debt Manager 9
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© 2014 Fair Isaac Corporation. Confidential.
Debt Manager Implementation Approach
Month(s): 1
Initiation
• Internal Project
Planning
• Customer
Preparation
• C&R
Operational
Readiness
Review (FICO
Business
Consulting)
• Joint Project
Kickoff
• Hardware Sizing
Analysis /
Requirements
• High Level
Workshops /
BDS
• Letters
• Data Mapping
• ETL Integration
Points
• Data Migration
• Reports
• Dialer and Other
Integration
• Functional/Tech
nical “Superuser” Training
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2–5
5–9
9 – 12
Elaboration
Construction
Transition
Installation
Design
Configuration /
Development
Testing
• Hardware
Acquisition
• Low Level
Design / BDS
• Base
Configuration
• Performance /
Tuning
• Production
• Base
Configuration
• Workflow /
Rules
Configuration
• Data Migration
• Development
• Testing
• Other Lower
Environments
• Technical
Documentation
• Workflow
Processes /
Rules
• Letter Creation
• Letters
• ETL / Interface
Development
• ETL / Interface
• Data Migration
• Data Migration
• Dialer and Other
Integration and
Development
• Reports
• Dialer and Other
Integration
• Systems
Integration
End User
Testing
• End User
• System Admin
• User
Acceptance
Implementation
• Implementation
Plan
• Data Migration
• System
Performance
Tuning
• Go – No Go
• Go Live
• Transition to
Support
Implementation Best Practices
Project Initiation and Governance
►
All levels of the organization need to buy into the project for it to be
successful
► Clearly
communicate goals for the future state of the business/application
► The organization as a whole needs to embrace the future changes
► Give the end-users a voice early in the project
►
Agree on an overall Project Management Approach
► i.e.
Planning, Monitoring, Sharing, Updates, Communication Channels
► Create a process for making accurate but efficient decisions
►
Set realistic timeframes on project tasks
► Manage
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scope and expectations or your timeline will grow
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Implementation Best Practices
►
Identify and allocate the right project resources
► i.e.
►
Project Manager, Application Admin, Technical, Business, etc.
Each team must assign a project manager that is responsible and
accountable for their respective tasks/deliverables
► Resource
management, accountability, and turn-around time suffers without a
driving force on the customer’s side
►
Document requirements as early as possible and ensure they reflect the
desired future state
► E.g.
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Workflows, Letters, ETL/Integrations, Data Conversion, Reports
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Implementation Best Practices
Design
►
Installation Planning, Acquiring hardware and Performing the Installation
sooner in the project contributes to a more successful installation
►
ETL/Integrations are generally critical path so have requirements ready
and start early in the project
►
Workflow design will be significantly longer if requirements have not
been documented and approved prior to the project kick off
►
Letters/notices are time intensive so allocate the proper time and
resources
►
Upgrading with proper planning and testing prior to deployment will help
reduce frustration and delays
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Implementation Best Practices
Development and Transition
►
Develop a DM9 configuration/user’s field manual
►
Take a lead role in setting up and defining the DM9 system
► Identify
►
and assign appropriate application administrators
Train staff early, rather than later
► Customize
►
internal training to tailor fit roles
Test early and often
► Backup
and restore, base configuration and workflows, conversion volumes,
ETL and integrations, reports
►
Define deployment implementation plan to outline go live activities
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Continuous Improvement Initiatives
Debt Manager 9
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© 2014 Fair Isaac Corporation. Confidential.
Improvement Initiatives
►
Implementation Approach “Blueprint”
► Productized
and scaled implementation plan
► Standardized input and output documents
►
Internal DM9 Accreditation Training bootcamps
► Conducted
by Learning Organization in combination with SMEs
► Two tracks: Functional and Technical
► Focused on ensuring our SMEs and implementation Partners have consistent
knowledge of the DM9 application and supporting technologies
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Improvement Initiatives
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Data management improvements
► Focus
on improving capability of Initial Data Conversion (Full Cycle) and Daily
Batch Update (Full Cycle Update) ETLs
►
Additional automation of multiple ETLs
► Updates to layouts to accommodate new DM9 release functionality
► Architectural changes for many ETLs to improve performance on large volumes
► Pilots are seeing improvements for certain steps ranging between 150 – 1000%
►
Building out additional capabilities to support testing activities
► Standard
approach for SIT, UAT, and Performance test planning and
execution
► Provide enhanced services for comprehensive and hosted engagements
►
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E.g., Performance and Load testing
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Client Satisfaction Survey Results
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Client Satisfaction Survey Overview
1 = Requires immediate corrective action
2 = Requires improvement
3 = Acceptable
4 = Good
5 = Excellent
Client may change weight of each measure
Measure
•
North America PS Client
Satisfaction survey launched April,
2014:
•
Quarterly surveys to assess FICO
performance using 10 questions
•
In Q2, targeted 45 clients, 100
contacts.
•
16 Clients responded (36%) and 21
individual responses (21%)
Weight
1. Delivery: How well does FICO perform regarding deliverable dates?
10%
2. Reporting: How effective were the weekly project reports in providing project status
and progress?
10%
3. Personnel: How well does the FICO project team demonstrate technical expertise
and domain knowledge?
10%
4. Budget: How well does FICO manage to approved budget?
10%
5. Quality: How satisfied were you with test planning, defect tracking and resolution,
readiness for User Acceptance Testing?
10%
6. Contract Execution: Were the SOW and any other project initiation document
delivered with the right content and speed to meet your needs? Please rate the quality
and speed of the contract approval process.
10%
10%
•
4 DM9 clients responded
7. Change Management: Were any changes encountered in project delivery, scope,
dates, or costs? Please rate the quality and speed of the change management
process.
•
Next survey phase is Q3, July
2014
8. Executive engagement: How effective was the FICO executive team’s engagement
in your project?
10%
9. Company and Products: Please rate the overall competitive offering of FICO and its
products.
10%
10. How effective was the FICO project manager in leading and executing the project?
10%
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© 2014 Fair Isaac Corporation. Confidential.
Rating
(1 – 5,
NA)
What you told us…
1 = Requires immediate corrective action
2 = Requires improvement
Debt Manager
(DM9)
Average
Score (All)
1. Delivery: How well does FICO perform regarding deliverable dates?
3.8
3.2
2. Reporting: How effective were the weekly project reports in providing project
status and progress?
3.8
3.5
3. Personnel: How well does the FICO project team demonstrate technical expertise
and domain knowledge?
4.0
3.7
4. Budget: How well does FICO manage to approved budget?
4.3
3.8
5. Quality: How satisfied were you with test planning, defect tracking and resolution,
readiness for User Acceptance Testing?
3.5
2.9
6. Contract Execution: Were the SOW and any other project initiation document
delivered with the right content and speed to meet your needs? Please rate the
quality and speed of the contract approval process.
3.3
3.4
7. Change Management: Were any changes encountered in project delivery, scope,
dates, or costs? Please rate the quality and speed of the change management
process.
3.0
3.6
8. Executive engagement: How effective was the FICO executive team’s
engagement in your project?
4.0
3.7
9. Company and Products: Please rate the overall competitive offering of FICO and
its products.
4.3
3.9
10. How effective was the FICO project manager in leading and executing the
project?
3.3
3.3
3.7
3.5
Measurable
AVERAGE
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3 = Acceptable
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4 = Good
5 = Excellent
“…improve risk management and be
proactive to manage the delivery dates”
“FICO's responsiveness in obtaining the
necessary signatures and approval
seems to take longer than expected”
“Client has been challenged to engage
true domain experts on technical issues
on a timely basis.”
“PM hasn't been as proactive as needed.
“Several times basic tests failed that
should have been caught before UAT”
Actions we’re taking…
►
Improve performance delivery dates
►
Improve SME Quality and availability
►
Improve Project Management
►
Improve Testing / UAT process
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Questions and Answers
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© 2014 Fair Isaac Corporation. Confidential.
FICO™ Forum: Debt Manager™ 9 User Group
Fairfax, VA | June 4–5, 1014
Thank You
Jeremy Russell
720-939-7501
[email protected]
Ben Shupe
571-420-2985
[email protected]
Robert Holczman
703-980-8117
[email protected]
© 2014 Fair Isaac Corporation. Confidential.
This presentation is provided for the recipient only and cannot be reproduced or shared without Fair Isaac Corporation's express consent.