Washington State Office of Insurance Commissioner

1. Washington State Office of Insurance Commissioner State Insurance Management & Business Application Project Recap November 2007

2. Washington State Office of Insurance Commissioner What Worked? • Early preparation of project resources • A different approach to vendor relationships • A consistent and meaningful scope definition • Go slow to go fast

3. Washington State Office of Insurance Commissioner Project Setup …before starting procurement phase • Established clear and attainable project objectives • Consistently adhered to project guiding principles • Provided early opportunities for business leads to experience “project life” • Established early confidence in the project leadership • Increased team confidence by successfully achieving small milestones

4. Washington State Office of Insurance Commissioner Verify Investment Strategy …before releasing RFP • Confirmed what was available from the vendor market place • Profiled vendors and solutions to determine responsive pool • Asked vendors what they needed to produce a meaningful RFP response • Established an implementation strategy and communicated it through RFP document • Tested and assessed the capability of agency team and resourced accordingly

5. Washington State Office of Insurance Commissioner Support the Relationship …before undertaking complex work • Provided an early opportunity for vendor to learn – Vendor Discovery • Did not let vendor or state over commit – achieved small milestones first • Eased into agile/iterative development to determine project velocity • Executed work via multiple Statements of Work • Incorporated early “lessons learned” into subsequent development phases

6. Washington State Office of Insurance Commissioner = Go Live Implementation Module Implementation Timeline Note: Each module represents one statement of work

7. Washington State Office of Insurance Commissioner End of Presentation Questions

8. Washington State Office of Insurance Commissioner Supplemental Slides

9. Washington State Office of Insurance Commissioner External QA Observations • OIC found the right mix of skill, process, people, attitude, and timing • Executive management focused direction, set priorities, and made tough decisions timely • OIC business team leads were committed to success, available, motivated, prepared and supported • The level of project risk matched organizational capacity • The project didn’t try to do too much too fast, so it had sufficient budget and time to follow a repeatable process, learn, become efficient, and deal with surprises

10. Washington State Office of Insurance Commissioner External QA Observations • Iterative development, thorough requirements and design documentation, and careful testing resulted in high quality and minimized rework • Outstanding vendor fits – technical skills, specific business knowledge, cost, capacity, and project management • Balanced the demands of distributed development with high productivity and quality, fast turnaround, and controlled cost • Outstanding project managers – leadership, courage, respect, dedication, patience, vendor/client and cost management, business knowledge, technical experience and expertise, and consistent credible communications

11. Washington State Office of Insurance Commissioner Problem Statement Problem • Hewlett-Packard discontinues support for HP3000 computer • Speedware technical support is scarce • HP system did not integrate well with other newer systems • 20 years of development = rigid systems and redundant data Solution Strategy • Move all applications off the HP3000 and onto a supportable and scalable Wintel platform • Implement a system that can be enhanced over time by OIC staff • Integrate databases and functionality across OIC business areas • Minimize the impact on business processes

12. Washington State Office of Insurance Commissioner Project Guiding Principles • Replace the HP system by the end of next biennium • Maintain existing “go live” NAIC and NIPR interfaces • Consolidate the various silo HP databases into a single integrated database. • Provide consistent user screens that can be accessed by multiple staff across the agency • Maintain at least the same level of access to critical business data that is available now • Create little downtime or disruption of service to internal and external customers • Maintain access to historical business information and improve search capability for data collected • Implement a replacement system that can be built upon and enhanced over time • Maintain agency control of the new system after implementation for determining future system enhancements and modifications to meet changing business needs • Business process reengineering is not the primary driver of the HP migration project - business process change is a secondary consideration