Post on 08-Jan-2016
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ArchitectureGeneral Discussion & Examples
Distributed Architecture and Infrastructure
2
• Review of some of the points from last week– Benefits– Solution Stack– Migration Alternatives– Trends– Business Drivers
• Client #1• Client #2• Open Discussion and Questions
Agenda
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Review of some of the points from last week– Benefits– Solution Stack– Migration Alternatives– Trends– Business Drivers
Agenda
12
Client # 1– Business Drivers /Architecture– Architecture Strategies (Examples)– Infrastructure Strategies– IT Organization Direction
Agenda
13
Top XXXXX Business Issues
1Increasing
Expense Levels
As business volumes have grown, expense levels have increased. Expectations were that an economy of scale would produce level expense growth. Expenses from new business acquisition are not being recovered as a result of low business retention levels. New hire training to accommodate growth is costly in time and manpower.
2Training Requirements- Long, Intense, Costly
In an effort to maintain adequate service levels to accommodate growth, hiring has increased. System complexity and complex business activities require intensive employee training to develop a satisfactory productivity level. This is an expensive process which takes place over a full year for a new employee.
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Achieving and Maintaining
Service Levels
With an increase in growth and hiring, it is difficult to maintain adequate service levels. Achieving new employee productivity and quality levels is a prolonged effort and subject to low new employee retention levels due to system and process complexity.
4Business Retention
Levels Too LowThis has an impact on the recovery of new business acquisition side expenses.
5Technical Solutions
Technical solutions required to address growth and efficiency have not been identified or implemented to handle higher volumes of processing. This causes backlogs and delays.
6Excessive
Handoffs and Rerouting
A number of client service requests cannot be completed at the point of first contact and require handoffs between departments to follow the request through to completion.
Business Architecture ObservationsBusiness Architecture Observations
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Top XXXXX Business Issues (continued)
7 Backlogs and Delays Rerouting handoffs increases backlogs and delays, which leads to difficulty in achieving adequate service levels.
8Manual Tasks and
ComputationsIncreasing numbers of client service requests and business transaction complexity require specialists to perform complex manual computations that are prone to error.
9Redundant Entry and
EffortsBusiness transactions requiring entry of information multiple times in multiple systems.
10Data Accessibility and
Accuracy
Current data processing systems’ archaic architectures do not provide for simple common access or interfaces, do not allow “real-time” query or transaction access to vital data stores affecting clients, do not support 24/7 uptime, do not provide “client-centric” views of supporting client relationships, do not support business complexity without introducing inefficiency and are difficult to update with new functionality or to simply maintain.
11Poor Documentation, Lack of Procedures
and Processes
Business processes, business rules, data processing systems procedures and policies and management tracking activities are not maintained and kept easily accessible in an electronic form like the intranet.
12Legacy
EnhancementsImplementing legacy enhancements is time consuming and requires excessive manual testing.
13 Processing Lag Time As transaction complexity increases, specialists must manage some types of transactions over several business days.
14 Multiple Systems Transactions requiring entry of information partially into multiple systems.
Business Architecture ObservationsBusiness Architecture Observations
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Many of the Issues Originate From the Current “Business Architecture”
• Current business organization structures are forced by the current design of the systems
• Silo’d operations
• Limited access and interaction paths across silos
• Independent, non-shared processes
• Business process duplication across silos
• Batch processing environment, not real-time
• Complex system development and • release management environment
• Prolonged user training cycles
• Limited workflow and decision automation
The current business architecture, represented on the next page, is constrained by the application systems environment with the following consequences:
Adjudicate Flex Claims
Billing and Collection
of Flex Fees
Customer Support CS5
Associates Support AS5
Accounts Support AT5
Client Validation CV5
Customer Information C5
Request Interpretation RI5
Document Management DM4
(Index and Scan)
Load Levels and Metrics LM4
Duplicated Processes
Unique Processes
Key to‘Silo’ Structure
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Current Business Architecture
AccessWeb
WebFax
FaxMail
MailWalk-in
Walk-inEDI
EDI
BrokerPolicyholder/ Insured Payroll Account AssociateBank
Application AuditUnderwriting
New Business
Client Validation CV1Customer Information CI1Request Interpretation RI1
Direct/Bank DraftBilling and Collection
Policy Maintenance PM1Customer Support CS1
Associates Support AS1Accounts Support AT1
Workflow Management WM1
Claims
Adjudicate ClaimsPayroll Reconciliation
Payroll Billing
Payroll Accounts Services
IVRIVR
PhonePhone
Call Center
Adjudicate Flex Claims
PolicyContract
Direct Notice
PolicyApplication
ClaimFlexStatementList Bill
Bank DraftQueries
Flex
$
$
Claim Payment
Billing and Collection of Flex Fees
$
$
Receipts
FlexClaim
Document Management DM1(Index and Scan)
Load Levels and Metrics LM1
Customer Support CS5Associates Support AS5Accounts Support AT5
Policy Maintenance PM5Customer Support CS6
Associates Support AS6Accounts Support AT6
Client Validation CV6Customer Information CI6Request Interpretation RI6
Mailroom Routing/Scanning-Indexing Call Routing and Service Direction
Interdepartmental Handoffs
$
$
Receipts
Client Validation CV2Customer Information CI2Request Interpretation RI2
Policy Maintenance PM2Customer Support CS2
Associates Support AS2Accounts Support AT2
Client Validation CV3Customer Information C3Request Interpretation RI3
Policy Maintenance PM3Customer Support CS3
Associates Support AS3Accounts Support AT3
Client Validation CV4Customer Information C4Request Interpretation RI4
Policy Maintenance PM4Customer Support CS4
Associates Support AS4Accounts Support AT4
Client Validation CV5Customer Information C5Request Interpretation RI5
Document Management DM2(Index and Scan)
Load Levels and Metrics LM2
Document Management DM3(Index and Scan)
Load Levels and Metrics LM3
Load Levels and Metrics LM4
Document Management DM4(Index and Scan)
Document Management DM4(Index and Scan)
Load Levels and Metrics LM4 Load Levels and Metrics LM6
Document Management DM6(Index and Scan)
Workflow Management WM2
Customer Services
E-mailE-mail
Silo’s obstruct effective
processing!
Common processes are
duplicated, multiplied
Handoffs are manually intensive with minimal workflow automation
Unique processes are minimal, but silos are structured around them
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xxxxx is Designing a Series of Business Shifts
Corporate Goals
People
Market
Product
Services
E-Commerce
Technology
Goals
Customer Service
Today
Aggressive Growth
Small Business Payroll Accounts
Market Leader in Supplemental Health
Services Linked to Products
Inconsistent and Expensive Service
Communication and Internet Billing
Stove-piped Technology
Tomorrow
Consistently Aggressive Growth
Business Rules are Shared
Penetrate Untapped Small Payroll Account Market
More Diversified Product Portfolio
Offer More Value-Added Services
Consistent and Cost-Effective Service
Self Service Transactions / Hubs
Technology Aligned to the Business
Business Rules Reside with the Individual
New Business Focus MarketNew Business Retention
(Persistence) Focus
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The Future Business Architecture Must Provide the Solutions to Future and Existing Challenges…
Sharing of common business processes and information
Maximized automated workflows and decision making
Range of access paths or entry points for any internal or external user (associate, insured, payroll account)
Interactive (real-time) processing
Business organization structure flexibility
Shorter training/cross training cycles
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Future Business Architecture Vision
Access ModesWEB Phone E-Mail FAX Mail Walk In EDI/XML
Level 1 Processing (80 of 80/20 Rule process requests)
Level 2 Processing (20 of 80/20 Rule process requests)
Straight Through Processing
Level 3 Processing (Rare Exception Handling)
Disbursements
Common Services
Client Validation
Common Processes
Remittance
Application Entry Change / Inquiry
Confirmation
CPn…
Section 125 AcctSetup
Product Specific Processing
Adj. for LOB
P1 P2 P3 Pn….
Request Interpretation
Document Management/Imaging Invoice Reconciliation
Claim Adjudication
Account Setup
EnrollmentAcct. Specific Enrollment
Transaction Workflow Management
Request Status Tracking and Reporting – Q/A Reconciliation
Workforce Optimization (scheduling, load leveling and overflow management
Operational Management and Performance Metrics
Production Reporting and Decision Support
IVR
Security Validation
Prep (In and Out)
Customer Information
Rate Development Product Development
Application Interfaces
Nat’l Acct Enrollee Payroll Account Broker Agent Policyholder
Nat’l Accounts Ins Carrier BrokersBanksVendors
Multiple contact paths/entry points
regardless of source or media
Workflow and
decision automation can reduce processing time/cost
Shared services and business processes
allow for flexible business operations
Unique business processes are
minimized, componentized
External business rules and shared services reduces
training and improves quality
Business org structure not
forced by systems
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Application Services
Architecture Strategy
Infrastructure Strategy
Data Management
StrategyOrganization
IT Strategies
Delivery Strategies Transformation Strategies
IT Strategies Chart
The five major IT strategies identified can be categorized as Delivery and Transformation Strategies
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Architecture Strategies
Architecture Strategy
Implement Enterprise Application Architecture
Develop architectural model and standards
Initiate training Select vendor
support frame work
Develop migration plan
Implement Enterprise Data Architecture
Develop architectural data model and standards
Initiate training Select vendor
support frame work
Develop data dictionary
Develop master plan
Implement Enterprise Business Architecture
Provide value proposition to business community
Establish business community working group
Align long-term business strategies with IT dependencies
Develop integrated IT / business architecture
Implement Enterprise Security Architecture
Assess compliance with internal and external standards on privacy, security, and business continuity
Develop and implement standards compliance
Assure hardened assets and perimeter
Develop intrusion response program
Implement Enterprise Infrastructure Architecture
Implement network and systems management framework
Create network operations center
Update technology infrastructure components to support application services strategies, data management strategies, and other architecture and infrastructure strategies
Application Services
Architecture Strategy
Infrastructure Strategy
Data Management
StrategyOrganization
IT Strategies
Delivery Strategies Transformation Strategies
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– Enterprise Technology Architecture is the integration of the components of information systems, including hardware, software, and data across multiple business units, functions, processes and/or geographical areas
Refine Business Drivers and Requirements
DevelopDevelopMigration Migration
PlanPlan
Articulate Articulate ArchitectureArchitecturePrinciplesPrinciples
Define Define ArchitectureArchitectureStandardsStandards
Design Design Conceptual, Conceptual, Logical and Logical and
Physical Physical ArchitectureArchitecture
Enterprise Technology Architecture Methodology
InitiativeInitiative
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Architecture Development Process
To obtain a robust Conceptual Architecture, we apply business scenarios, and principles, and
develop some logical and some physical models.
The Logical and Physical models are expanded in later phases and ultimately drive
standards/guidelines and a master plan.
ConceptualStandards/ Guidelines
validates validates
Transition Sequence
Transition Sequence
Cost Cost
Master Plan
Logical
Business
Scenarios
This Phase
Principles
Planning Objective
Intermediate Architecture Activities
Physical
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To-Be xxxxx Conceptual ArchitectureOverview
WORKFLOW
CONTROL
LEGACY
APPS
REFACTORED
LEGACY
TH
IN LA
YE
RT
HIN
LAY
ER
PROCESS CONTROLLOGICLAYER
MODERNBUSINESS
LOGICLAYER
INPUT/OUTPUT and DATALAYER
ACTIVITY
CONTROL
SYSTEM USER
PRESENTATIONLAYER
EXTERNALINTERFACEGUI, EDI,
PRINTERS
To-Be xxxxx Conceptual ArchitectureSnapshot at December, 2003
CICS LEGACY PROCESSING
DA
TA
RE
QU
ES
TS
PR
OC
ES
S
RE
QU
ES
TS
Application Communications Infrastructure
SQL
Applicationfor Designand Build
BUSINESSANALYST
modern
legacy
re-built legacy
MODERNDATA
STORE
LEGACY DATA
STORE
EXTERNALINTERFACEGUI, EDI,
PRINTERS
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To-Be xxxxx Conceptual ArchitectureSnapshot at December, 2003
WORKFLOW
CONTROL
EXTERNALINTERFACEGUI, EDI,
PRINTERS
COMPONENTS(Common and
Unique)
BUSINESS OBJECTCOMPONENTS
(Data Abstraction)
LEGACY ON-LINE
NATIVELEGACYBATCH
REFACTORED
LEGACY
TH
IN LA
YE
R(S
YM
BO
LICA
CC
ES
S)
TH
IN LA
YE
R(S
YS
BO
LICA
CC
ES
S)
PROCESS CONTROLLOGICLAYER
MODERNBUSINESS
LOGICLAYER
INPUT/OUTPUT and DATALAYER
ACTIVITY
CONTROL
SYSTEM USER
PRESENTATIONLAYER
LEGACY DATA STORE
RDBMS DATA STORE
LEGACY BUSINESS LOGIC
NATIVE SQL, VSAM,ADABASE
1
2
3
4
5.1
6To-Be xxxxx Conceptual ArchitectureSnapshot at December, 2003
CICS LEGACY PROCESSING
DA
TA
RE
QU
ES
TS
PR
OC
ES
S
RE
QU
ES
TS
Application Communications Infrastructure
SQL
InterfaceManager
4.3
4.2
4.1
Applicationfor Designand Build
BUSINESSANALYST
EXTERNALINTERFACEGUI, EDI,
PRINTERS 7
5.2
modern
legacy
re-built legacy
Workflow Control
data
Activity Control
DB
MODERN DB
LEGACY DATA
Circled numbers refer to text slides
which follow
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Work Flow Rules- Role Assignment
To-Be xxxxx Conceptual ArchitectureClarification of Workflow and Activity Layers
Workflow (Process)Controller
Stage 1 - Role Assignment
Activity Manager
Workflow (Process)Controller
Stage 2 - Load Balance
role1
role2
Workflow (Process)Controller
Stage 2 - Load Balance
Work Item
Activity Complete -
move to next step in Workflow
ActivitySequence
RulesActivity
ActivityActivity
Activity
Process (Workflow) Control Logic and Business Logic
Workflow Control
Business Logic is in the the activity application and in the Activity Manager
rule base
Work Flow Rules - Load
Assignment
Refer to item 4 in the text slides which follow
Sequence Activities
(interactively)
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Conceptual Architecture Description
1. Actors are users inside the xxxxx perimeter, including end users, business analysts, primary systems administrators. Secondary systems administrators may have more direct access to the system bypassing some of the layers. Users external to the xxxxx perimeter - such as business partners and policy holders are not explicitly addressed in the architecture, but can be accommodated by additional layers on the front end so that thin clients - e.g., web browsers, telephone tones - can be used for access.
2. The external user interfaces are expected to be medium-thin -- with a smaller footprint than a full-logic client/server interface, but a more sophisticated interface than an HTML-only or green screen. Logic which would be included in the interface will likely include screen navigation, some personalization logic, and user-friendly display controls.
3. The process control layer conceptually exists in all applications but may not be manifested as software. Increasingly in the future, process control will become a software automated component - such as a workflow manager. However, human intervention is likely in some applications. If applications are purchased, they may have a process control layer or may need to be interfaced to xxxxx's process control layer. The process controls supported by process control data - which is shown explicitly. Application architectures which do not separate the process control data should be reviewed with caution.
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Conceptual Architecture Description4. The Business Logic Layer contains most of the detailed business rules.
Conceptual interaction of the Process Control (workflow) layer and the Business Logic (activity) layer is shown on the figure "Workflow and Activity Logic". The Business Logic Layer has three subparts: Activity Control (4.1); Processing Components (4.2); and data access objects (4.3).
4.1. The Activity Control is a layer which controls the flow of logic and navigation within each activity - for example, ordering the tasks needed to execute the activity. It is supported by a rules database. In an ideal application, the layer is explicit (xxxxx, however, may deploy non ideal applications in which this layer is not explicit).
4.2. Process Components contain software logic which executes individual tasks and are launched by the activity controller. Some may be common components shared by multiple applications, while some may be unique to the application (or activity) in which they are invoked.
4.3. Data is accessed primarily through a data abstraction layer which separates the logical name and structure of the data from the physical storage in the data stores.
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Conceptual Architecture Description
5. Communications to the data stores are primarily through call or file transfer interfaces. The communications is primarily native to the data store.
5.1. For legacy data stores it is often necessary to run legacy logic to access the data due to absence modern logic/data separation architecture.
5.2. In modern systems, there may be an additional thin abstraction layer to de-couple the database physical structure. from the application.
5.3During the extended architecture transition period, some modern front and middle layer applications may interface to more than one type of back end data store.
6. During the extended transition period, data will exist in both legacy and modern data structures. Increasingly over time, modern data structures will dominate. During the transition, detail attention is required to synchronize data which may be logically similar but different in format, syntax and subtle semantics. Temporary processes and operating procedures may be necessary to keep data stores synchronized.
7. A goal of the architecture is to enable use of innovative techniques for making the business logic more accessible to non-programmers. While, the techniques and software for achieving this goal are not fully mature, some may advantageous to xxxxx.
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Validation using Logical and Physical Models
An architecturally significant business scenario (we used Claims Processing) is used to derive a logical component model *
The logical model is overlaid on the conceptual layered model to see how the concept would work in practice
The layered logical model is overlaid on hardware/system software to see how it would deploy
--------------------------* NOTE: The model does not have to be refined to level of
specification; a approximate/preliminary model is sufficient to validate concept
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Policy Holder Mail Room ClaimAdjustment
CorrespondenceGeneration
CashDisbursement Finance
Claims Scenario - Hypothetical
claim stuff
disbursement request
reconciliation
book entry
noticerequest
claim
check payment
check payment (mail)
notice
book entry
adjudication
Part 1 -Adjudication
Part 2 -Disbursement
Claims Processing – Hypothetical High Level Business Scenario
sequence view
(numbering maps to Logical Architecture slide which follows)
12
3
11
9
13
12
10
4 - 8notice (mail)
12
12
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Claims Processing Part 1 (Adjudication) –
Layered Logical Architecture
MAILROOMŸ ScanŸ Route
US PostOffice
AdjudicatorApplication
DatabaseAccess
LEGACY ON-LINE
NATIVE LEGACYBATCH
REFACTOREDLEGACY
LEGACYDATA
PolicyDatabase
TH
IN LA
YE
R(S
YM
BO
LICA
CC
ES
S)
TH
IN LA
YE
R(S
YS
BO
LICA
CC
ES
S)
CONTROLLOGICLAYER
MODERNBUSINESS
LOGIC
INPUT/OUTPUT and DATALAYER
Adjudication
Activities
Manager
CALL
FILETRANSFER
CALLE.G.,
SCREENSCRAPING
CALLPolicy Holder
PRESENTATIONLAYER
CALL
NATIVEDATA I/O(avoid ifpossible)
CALL
claim paper
LEGACY DATA STORE
RDBMS DATA STORE
LEGACY BUSINESS LOGIC
NATIVE SQL, VSAM,
ADABASE1
2
3
4
56
7
To-Be xxxxx Conceptual ArchitectureSnapshot at December, 2003
Claims Processing Example - Part 1
CICS LEGACY PROCESSING
PR
OC
ES
S R
EQ
UE
ST
S
WorkflowRules
ActivityControl DB
Application Communications Infrastructure
SQL
Mailexceptions
invoke(arguments)
legacyprocessing
(option)
ManualProcessing
exceptionprocessing policy audit
benefits lookupadjudication rules lookup
Adjudication Rules
Database
BenefitsDatabase
8
7
6ClaimsHistory
sequence mapped to conceptual architecture
(numbering corresponds to Sequence Diagram)
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Infrastructure Strategies
Formalize Capacity Planning and Management
Establish capacity planning authority
Select and implement capacity planning standards, reviews and impact analysis
Evaluate and select vendors tools; capacity and analysis monitoring tools
Incorporate impact analysis in SDLC and release management
Develop Complete Operations Strategy
Conduct operation best practice review
Determine enhancement opportunities and implementation plan
Implement review plan and metrics
Infrastructure Strategy Application
ServicesArchitecture
StrategyInfrastructure
Strategy
Data Management
StrategyOrganization
IT Strategies
Delivery Strategies Transformation Strategies
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ITOrganization
Implement CMM Level 2 IT
Organization
Implement release management structure
Implement software configuration management
Implement System Development Life Cycle methodology
Establish metrics and measurement processes
Establish quality assurance group related processes
Enhance overall IT governance process
Implement CMM Level 2 IT
Organization
Implement release management structure
Implement software configuration management
Implement System Development Life Cycle methodology
Establish metrics and measurement processes
Establish quality assurance group related processes
Enhance overall IT governance process
Implement IT Vendor Management Office
Define sourcing options and decision criteria
Develop initial preferred sourcing relationships
Roll out IT Sourcing strategy
Implement IT Vendor Management Office
Define sourcing options and decision criteria
Develop initial preferred sourcing relationships
Roll out IT Sourcing strategy
Formalize IT Resource
Management
Implement a skills management program to define skills, roles, job titles, and job families and formalize for IT
Determine process for resource management
Implement Professional Development Program
Formalize IT Resource
Management
Implement a skills management program to define skills, roles, job titles, and job families and formalize for IT
Determine process for resource management
Implement Professional Development Program
Establish System
Development Group
Formalize system architecture and system analyst roles and groups
Formalize a development team structure to minimize silo structures
Integrate all testing (except QA) into System Development
Establish System
Development Group
Formalize system architecture and system analyst roles and groups
Formalize a development team structure to minimize silo structures
Integrate all testing (except QA) into System Development
Establish Enterprise Program
Office
TBD
Establish Enterprise Program
Office
TBD
IT Organization StrategiesIT Organization Strategies
IT StrategiesIT Strategies
Establish IT QA Group
Define Roles and Responsibilities
Define the Structure and Governance
Define IT QA processes and linkages to other IT processes
Establish IT QA Group
Define Roles and Responsibilities
Define the Structure and Governance
Define IT QA processes and linkages to other IT processes
Establish IT Planning
Group
Formalize IT Planning Group Structure
Define Governance and Process for IT Planning Group
Establish IT Planning
Group
Formalize IT Planning Group Structure
Define Governance and Process for IT Planning Group
Formalize IT Project Office
Define Structure, Roles and Responsibilities
Define Process and Governance
Formalize IT Project Office
Define Structure, Roles and Responsibilities
Define Process and Governance
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Client # 2– Future State Need– Future State Description– Future State Diagram– How do we get there?– Impact on current state
Agenda
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Future state descriptionTHE “system of record” for decision support in P&C Sales & Marketing.
A robust analytical & reporting environment that supports standardized, ad hoc and analytical inquires. It provides the mechanisms to report:
– Financial performance & trends– Stakeholder non-financial performance & activities– Stakeholder facts & status
With tools to support:– Reporting and data access– Analytics & modeling capabilities– Intelligence & knowledge development
The environment is designed to satisfy P&C Sales & Marketing requirements, and aligns with L&I requirements where overlaps exist.
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Future state detail
• Answers operational and analytical questions– Who– What– When
• Targets primary user classes at all responsibility levels– P & C Sales Professional– P & C Sales Management– P & C Marketing Management– Distribution Partners/Channels
• Secondary user classes supported at current capability level– Underwriting– Actuaries
• Information delivered at composite and detail levels targeted to different user class requirements
– Where– How– Why (analytical only)
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Future state detail• Integrates multiple data sources to provide complete
information views including:– Financial performance– Agency performance planning & management– Sales professional compensation– Sales activity – Sales effectiveness– Distribution Partner management (facts & status)
• Information can be presented & analyzed by:– Distribution partner at any level– Initiative/campaign– Line of business– Distribution channel– Geographic area– Corporate operational areas (e.g., Marketing Area)
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Future state detail
• Provides standardized reports with ability to tailor to individual needs– Delivered electronically or via paper copy– Reports accommodate navigation between composite
and detail levels
• Provides tools to manipulate data– Analytics– Forecasting, trending and modeling– Data mining
• Support remote workers– Connectivity/bandwidth– Remote desktops & mobile workers– Web enabled capabilities where required
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Future state detail
• Streamlined access to information– Single point of user access
– Internal & external information
– Open architecture assimilates new business needs
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Future State Architectural Diagram: Applications Schematic
PresentationArea
P&CDP MgmtProduct Systems
Corporate
Source Systems
Area
Life &Invest.
Others
Data Integration Area
Tran
slation
& R
ou
ting
Tran
slation
& R
ou
ting
OLAP Engine
Data
DM
DM
Cubes
Metadata Foundation
Reports
Data Mart
Systemof
Record
Data Mining
Data Mart
Non YYYYY
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Future State Architectural Diagram: Applications Schematic
P&CDP MgmtProduct Systems
Corporate
Source Systems
Area
Life &Invest.
Others
Metadata Foundation
Non YYYYY
PresentationArea
Data Integration Area
Tran
slation
& R
ou
ting
Tran
slation
& R
ou
ting
OLAP Engine
Data
DM
DM
Cubes
Reports
Data Mart
Systemof
Record
Data Mining
Data Mart
How Do We Get There?
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Future State How Do We Get There?
Step # 1: Define User Classes
-Operational Users - … - …
- Analytical Users - …
PresentationArea
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Future State How Do We Get There?
Step # 2: List End-Users’ Needs at the appropriate level of detail
-Operational Users - … - …
- Analytical Users - …
Reports
Reports
Reports
PresentationArea
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Impacts of Future State Development on Current State
• If Map goes away, need new solutions for secondary user groups (e.g., underwriting & actuaries)
• If Atlas goes away, need to maintain existing dependencies/integration with other systems, including:– financial reporting system, statistical bureau reporting,
APR, underwriting and actuarial systems, and processing systems such as Home and Auto
• Existing hard-coded, point-to-point interfaces to be replaced/changed
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Current state – issues & limitations
The future solution addresses the following issues:
• Current system that currently supports P&C premium and loss detail data (ATLAS):– Reaching technical limitations – scalability insufficient– High maintenance costs– Timing – length month-end closing currently maxed out– Flexibility to respond to new business needs is limited by
application integration architecture
• Current reporting system that provides detailed performance data (MAP):– Information is not as current as business would like– Lack of data manipulation, analytical, mining tools– Scalability of application platform
• Information needs to be captured at more granular level by source systems
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Open Discussion and Questions
Agenda