Level-funded Product Implementation
- A national health insurance payers’ implementation of a level-funded product was complex and required delicate cross-functional engagement elapsing over three years to bring to market within an ever-changing Affordability of Care Act (ACA) landscape.
- Delivering new product capabilities and operational system enhancements was necessary to retain existing business and grow new accounts within their highly competitive small group / middle market segment.
- Facing challenges with implementation on legacy platforms and navigating many senior leaders across a transformational enterprise, the health insurance payer needed strong leadership within their project management office (PMO) to define a plan and manage stakeholder expectations.
Strive Consulting was hired to gain a handle on schedule, scope, costs, and manage the ebb and flow of delivery risks and issues, while helping the insurance payer’s PMO to elevate their respective peers, design and tailor templates, and implement organizational process improvements.
- Strive leveraged industry PMO best practices to compartmentalize multiple work streams and subprojects to enable the client to quickly see and drive a critical path leading up to the new product go-live (‘plan effective date’ in the insurance world).
- Seeing a gap in collaboration, Strive instituted an executive level steering committee meeting to effectively bring necessary decision points, escalate roadblocks, and bring awareness for both tactical and strategic management decisions to reduce project delivery disturbances.
- Having such high visibility and expanse across the enterprise, the program became a model example for various financial forecasting exercises, cost/benefit analysis decisions, critical path management, and executive level status reporting to be leveraged with other PMO leaders across the department.