Saving A Project

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A consulting firm failed to make any progress on converting a company's legacy data to a relational database over six months. Two months before launch, the company fired the firm and hired one of its competent subcontractors. The author then worked 7 days a week for two months, creating documentation to ensure the programmer had what was needed to complete the conversion on time. Through identifying and addressing the problem, devising a solution, and executing it with quality as the priority, the conversion was successful.

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At Cigna, it was the Rio deJaneiro project. We had hired a nationally known consulting firm to convert our
data from legacy flat files to a relational database modeled with the new data structures. They had assigned
five people to the project and six months to complete it. Two months before go-live, we realized that the
consulting firm had made zero progress. One of the lynch pins to a successful conversion was the accurate
identification of a single patient based on multiple cases for that patient. Without this, no other data
conversion (ICD9 codes, procedure codes, etc.) would be meaningful. When we came to the realization
that no progress had been made, we fired the consulting firm and showed them the door that same
afternoon. I requested that they give me one of their programmers who happened to be a subcontractor
(not an employee of theirs) who I knew was competent. This was a Friday, and that next Monday morning
I sat this programmer down to explain our predicament, stressing the dour implications of not meeting the
go-live date. I then asked him to tell me what he needed from me to make this conversion happen in the
next 2 months. He told me in detail what he needed from a documentation standpoint in order to write the
software that would result in an accurate conversion. So I spent the next 2 months working 7 day weeks,
14 hour days, creating the documentation that the programmer needed to accomplish this task. I was
literally giving him the final documentation for the remaining tables as I boarded the plane for the trip to Rio.
The conversion went without a hitch because I:
1) Quickly identified and sized up the problem
2) Devised an approach to solving the problem
3) Executed that solution with the mindset that accuracy and quality were paramount, and above all
else, failure was not an option.

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Page | 1 Bigfoot Financial Bank (BFFD) Online Banking SWE410-1401B-01 Software Processes 11 March 2014 Table of Contents Project Outline and requirements and function 4-7 Section 2: Project Management Process 8-10 Section 3: Requirements Management (REQM) 11 Section 4 12 Section 5 13-16 Section 6 17 Reference Page 14 Project Outline and Requirements Big Foot Financial Bank is not a standard financial bank. We run checking and savings account throughout the United States. We have many services and banking needs that can help many customers from the internet banking to the 24 hour ATM design. We can transfer money up 10,000 transactions per day. We will deploy the following online banking to mobile devices and computer laptops and desktops to the homes of people in the United States. Instead of ATM machines we want people to access money markets accounts. Having access to Quicken and or MS Money from application given to them. We have over one hundred employees and with different location from California to New York We have several tech support personnel on-hand along with the security to help combat virus and spams as well. Major function: This project will need security logon, a good running computer, Laptop or mobile device to run with memory and internet needs. Some of the Major function of the bank. Will be to download the Statement Activity. Having Quicken and MS Money application users to use to balance their check books. Also another function will be able to access all the users’ accounts at once. There is also available if a business owner has a business account it can be accessed for that person to see along with their personal accounts. A very well put together will be that the users will be able to pay bills online. All they will have to do is push a button and take a picture of the bill and it will send them to that website according to the picture and pay there bill online from their account. Deposit there checks from their home as well from scanning them somehow. Constraints: we would have several time and scope along with cost in which we will need to see what the project manager can do to help with starting the project. Another issue would be what team we bring in to acquisition the software when making the mission successful. Choosing the right PM as well can be slow the process done. However just doing the proposal we need to make every requirement count. Communication can be time costly along with cost will go up if we don’t communicate what we want. Users have the ability to download their statements from a mobile device. Requirement one: system shall have the ability to download and view. Requirement two: system shall have the ability to have the function of a button to push. Users or have the ability to check their balances of any account on any device. Requirement one: system shall be able to check their balances and to show on a user interface for any account. Requirement two: system shall be able to have a f.

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Discussion Questions Some organizational factors increase a project’s likelihood of success. Identify these “facilitators” for the Green project. Other organizational factors decrease a project’s likelihood of success. Identify these “barriers” for the Green project. Outline the things that McCann needs to do right away. “We’ve got a real ‘warm puppy’ here,” Brian Smith told Werner McCann. “Make sure you make the most of it. We could use a winner.” Smith was MM’s CIO, and McCann was his top project manager. The puppy in question was MM’s new venture into direct-to-customer marketing of its green meters, a product designed to help better manage electrical consumption, and the term referred to the project’s wide appeal. The strategy had been a hit with analysts ever since it had been revealed to the financial community, and the company’s stock was doing extremely well as a result. “At last,” one had written in his popular newsletter, “we have a company that is willing to put power literally and figuratively in consumers’ hands. If MM can deliver on its promises, we fully expect this company to reap the rewards.” Needless to say, the Green project was popular internally, too. “I’m giving it to you because you have the most project-management experience we’ve got,” Smith had said. “There’s a lot riding on this one.” As he walked away from Smith’s office, McCann wasn’t sure whether to feel complimented or terrified. He had certainly managed some successful projects for the company (previously known as ModMeters) over the past five years but never anything like this one. That’s the problem with project management, he thought. In IT almost every project is completely different. Experience only takes you part of the way. And Green was different. It was the first truly enterprisewide project the company had ever done, and McCann was having conniptions as he thought about telling Fred Tompkins, the powerful head of manufacturing, that he might not be able to have everything his own way. McCann knew that, to be successful, this project had to take an outside-in approach—that is, to take the end customers’ point of view on the company. That meant integrating marketing, ordering, manufacturing, shipping, and service into one seamless process that wouldn’t bounce the customer from one department to another in the company. MM had always had separate systems for each of its “silos,” and this project would work against the company’s traditional culture and processes. The Green project was also going to have to integrate with IT’s information management renewal (IMR) project. Separate silos had always meant separate databases, and the IMR project was supposed to resolve inconsistencies among them and provide accurate and integrated information to different parts of the company. This was a huge political challenge, but, unless it worked, McCann couldn’t deliver on his mandate. Then there was the issue of resources. McCann groan.

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1. At Cigna, it was the Rio deJaneiro project. We had hired a nationally known consulting firm to convert our data from legacy flat files to a relational database modeled with the new data structures. They had assigned five people to the project and six months to complete it. Two months before go-live, we realized that the consulting firm had made zero progress. One of the lynch pins to a successful conversion was the accurate identification of a single patient based on multiple cases for that patient. Without this, no other data conversion (ICD9 codes, procedure codes, etc.) would be meaningful. When we came to the realization that no progress had been made, we fired the consulting firm and showed them the door that same afternoon. I requested that they give me one of their programmers who happened to be a subcontractor (not an employee of theirs) who I knew was competent. This was a Friday, and that next Monday morning I sat this programmer down to explain our predicament, stressing the dour implications of not meeting the go-live date. I then asked him to tell me what he needed from me to make this conversion happen in the next 2 months. He told me in detail what he needed from a documentation standpoint in order to write the software that would result in an accurate conversion. So I spent the next 2 months working 7 day weeks, 14 hour days, creating the documentation that the programmer needed to accomplish this task. I was literally giving him the final documentation for the remaining tables as I boarded the plane for the trip to Rio. The conversion went without a hitch because I: 1) Quickly identified and sized up the problem 2) Devised an approach to solving the problem 3) Executed that solution with the mindset that accuracy and quality were paramount, and above all else, failure was not an option.

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