Clearer decision rules
•More clarity around decision authority. In production, we
had a fairly high incidence of decisions being revisited and overturned.
•Recommendation: Build RACI chart and establish
clearer project milestones and accompanying review sessions
Wing to wing process flows
•Better understand pre and post
workflows
across Agent, Employee and Customer, no matter who submits the loss.
•Recommendation: Establish clearer ownership of employee workflow
More effective feedback loop post release
•Multiple avenues for feedback (SVP’s, DSM’s,
claims employees, agent portal team, etc. cause confusion)
•Recommendation: Fully centralized feedback resource for
all questions and commentary, e.g. IT
Service Desk; also clear talking points on continuous rapid improvement
•
Alignment of minimum viable product and continuous improvement
•Initial application design was
based on releasing and regularly improving. there was
confusion at times around appropriate scope
•Recommendation: Broader
discussion around creating a culture where minimum viable is allowable
with rapid enhancements based on user feedback? Or do
we want to have a larger test audience and longer development cycle to make
sure we capture every
possible scenario?
•
Lack of alignment of UAT cycles
•Front and Back End were not on the same UAT test
cycles, thereby causing some redundancy and confusion.
•Recommendation: Aligned UAT cycles
Shared priorities
•Lack of clear owner for establishing
shared priorities; e.g. front end enhancement needs unavailable backend
resources
•Recommendation: Align work efforts and availability between front
end and backend
through regular sponsor checkpoint
•
Minimal feedback received after initial release (during pilot rollout)
•Small agent population during
pilot rollout made it difficult to know where improvements could be made.
Recommendation: More robust group of Agents in higher
volume areas for the initial pilot