EAEC Tailored Stakeholder Communication Health Care Service Corporation

INFORMATION TECHNOLOGY PRACTICEENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL

Health Care Service CorporationTailored Stakeholder Communication

July 2009

Case Study

Company Snapshot

Health Care Service Corporation, a Mutual Legal Reserve Company (HCSC)

Industry: Health Care

2008 Revenue: $14.3 Billion

Employees: 16,500

Health Care Service Corporation, a Mutual Legal Reserve Company (HCSC) operates through its Divisions: Blue Cross and Blue Shield of Illinois, Blue Cross and Blue Shield of New Mexico, Blue Cross and Blue Shield of Oklahoma, and Blue Cross and Blue Shield of Texas. HCSC is an independent licensee of the Blue Cross and Blue Shield Association.

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ENTERPRISE ARCHITECTURE EXECUTIVE COUNCIL IT PRACTICEwww.eaec.executiveboard.com

2009 The Corporate Executive Board Company. All Rights Reserved.EAEC4315509SYN

ROADMAP

Visual Templates

Tailored Messages

Communication Principles

Results and Implementation

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THE RIGHT INFORMATION IN THE RIGHT WAY Often the right information is presented in the wrong way, leading business and IT partners to suboptimal investment decisions.

Challenges Business and IT partners did not have the information they needed to make timely decisions or understand their enterprise-wide implications.

Approach HCSC creates a library of communication templates tailored to stakeholder preferences to speed and better inform IT investment decisions and educate stakeholders on architecture.

Results HCSC is informing business and IT leaders on decisions that improve strategic spend allocation and consider enterprise cost-bene t.

Health Care Service Corporation,a Mutual Legal Reserve Company

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TAILORED MESSAGES VISUAL TEMPLATES COMMUNICATION PRINCIPLESRESULTS AND

IMPLEMENTATION

Stakeholder-speci c interests and information needs are critical inputs for eff ective messaging.

DO hone the communication means and message to the preferences of the audience.

DONT assume the same message communicated to varying audiences will be understood in the same way.

STAKEHOLDER SEGMENTATION GUIDE

Stakeholder Communication Guidance

Enterprise Senior Executives

Keep message brief and grounded in the big picture Illustrate the interdependencies of IT investments

Subsidiary Senior Executives

Communicate process interfaces across subsidiaries Communicate opportunities to leverage enterprise investments

Functional Managers Demonstrate alignment between enterprise investment and functional strategies

Senior Technical Leaders Need to communicate high-level technical themes, but be aware of detailed architectures and roadmaps underneath

Technical Mid-Level Managers

Keep message centered on the whys Clarify expected roles and action steps

Senior Technologists Focus on the impact of the change on them but keep them grounded in the big picture impact, risks, and bene ts


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IMPLEMENTATION

A LIBRARY OF VISUAL TEMPLATESSpeed decision making through tailored visualizations that highlight the key element behind the decision.

HCSC pulls from a library of visual templates when presenting to key business and IT stakeholders to elicit decisions.

The templates are used individually or in concert with one another to guide a stakeholder to a decision.

Our business and IT partners gravitate to the visual that most clearly

tells them information they need to know. Our ongoing conversations with them move to a decision faster because they get it through these visual tools.Bernadette RasmussenChief Enterprise Architect, Health Care

Service Corporation

Storyboard Pac Man Lucky Charms Line of Sight

What is its purpose?

Achieve buy-in for future capabilities

Demonstrate degree of alignment between planned investment and capabilities enabled

Validate project prioritization based on value of capabilities delivered and timeliness

Communicate the criticality of cross-functional teams to solve a challenge

What does it communicate?

A demonstrated solution to current end-user pain points

The capabilities and value delivered by a project and the number of projects delivering a single capability

Planned timeline for capability delivery and business value realization, funding type, and approximate cost

Interdependencies of a challenge from the strategic vision to process and information ows to the supporting technology

How does it communicate it?

Business scenarios executed against current and future state architectures

Harvey balls indicating value and maturity of capabilities delivered through planned projects

Depiction of the intersection of the project portfolio roadmap, capability delivery dates, and value derived

Visualization of the traceability of a solution along a chain of interdependent processes and technologies

Who is the primary audience?

Enterprise Sr Executives

Subsidiary Sr Executives

Functional Managers Sr Technical Leaders Technical Mid-Level Managers

Sr Technologists



Functional Managers Sr Technical Leaders



Functional Managers Sr Technical Leaders



Functional Managers Sr Technical Leaders Technical Mid-Level Managers


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IMPLEMENTATION

Employ key communication principles when engaging stakeholders to positively in ect critical decisions

PRINCIPLES OF EFFECTIVE STAKEHOLDER COMMUNICATION

Communication Checklist

Brand your visuals to enhance their marketing value

Maintain a living library of visual templates that evolve over time

Loosely align visual templates to stakeholder groups but tailor as required for speci c individuals

Present the right level of detail based on stakeholder preference

Omit non-relevant elements to reduce complexity and increase consumability

Vet information to be presented with business partners/SMEs to ensure accuracy and build credibility

Use diff erent visuals in concert but not all at the same time to avoid confusing the message

Present visuals in a series to build understanding and better inform conclusions

Keep the visuals funtechnical messages are heavy in the absence of creative communication

DO be creative when communicating technical messages to varying audience types.

DONT be constrained by a one-size- ts-all approach when trying to in uence stakeholder decisions


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IMPLEMENTATION

HCSCs communication templates are delivering the right information at the right level to business and IT partners for better decisions.

RESULTS

Enterprise Foundational Investment Approval Rate

Improved funding approval for foundational, enterprise capability investments (e.g., enterprise service bus, operational data store)

Increased consideration of enterprise impact in project spend and design decisions

Improved cross-functional collaboration in solution de nition and design

Accelerated movement toward the target state architecture

Before After

For the rst time I understood the broader impact of my planned

investments. These visuals helped me recognize an opportunity to better allocate my spend.Business Partner, Health Care

Service Corporation

20%

100%


100%1

1 Only includes investments with a de ned business case.

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IMPLEMENTATION

Stakeholder-speci c interest and information needs are critical inputs for eff ective messaging.

IMPLEMENTATION GUIDE: STAKEHOLDER GUIDELINES

Stakeholder Communication Guidance

Enterprise Senior Executives

1. Keep message brief and grounded in the big picture 2. Highlight the costs and bene ts of decision scenarios 3. Illustrate the interdependencies of IT investments 4. Use metrics to demonstrate impact

Subsidiary Senior Executives

1. Message can contain detail 2. Communicate process interfaces across subsidiaries 3. Communicate opportunities to leverage enterprise investments

Functional Managers

1. Use metrics to demonstrate impact 2. Message can contain detail 3. Highlight the costs and bene ts of decision scenarios 4. Demonstrate alignment between enterprise investment and functional strategies

Senior Technical Leaders 1. Highlight the costs and bene ts of decision scenarios 2. Need to communicate high-level technical themes, but be aware

of detailed architectures and roadmaps underneath

Technical Mid-Level Managers

1. Highlight potential operational disruption risks of investment options 2. Focus on driving to judicious project prioritization 3. Keep message grounded in the whys 4. Clarify expected roles and action steps

Senior Technologists 1. Focus on the impact of the change on them 2. but keep them grounded in the big picture impact, risks, and bene ts 3. Communicate the details of the mechanics of a solution


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IMPLEMENTATION

Applications/Services

Applications

Other Applications

The Storyboard view runs business scenarios against current and future state architectures to demonstrate value and gain buy-in for future capabilities.

Arrows from user to systems and systems to data sources indicate complexity of current architecture. The solution depicts less complexity in user-to-systems-to-data source interactions.

Complexity is best demonstrated through a series of these screens that displays the arrows sequentially and builds into a complete view of the interactions.

IMPLEMENTATION GUIDE: STORYBOARD

EligibilityBene ts/270 Inquiry

ETL

eIVRProvider

Portal

Presentation

HCSC Users External Users Training Partner Systems

Provider Availability or BCA

Business Services

Other Services

Enterprise Data

ODS

HCSC Portal Server

ESB Gateway

Oper-Marts Data-MartsEDW

ESB

Information Inquiry: Member, Provider, Claim, Product, etc.

External Portal Server

Member Eligibility Bene t Inquiry

Bus Logic Bus Logic

Rules Engine


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IMPLEMENTATION

The Pac Man view demonstrates the degree of alignment between planned investment and capabilities enabled.

IMPLEMENTATION GUIDE: PAC MAN

Mapping of a Divisions Initiatives to Future State Architecture Capabilities and Relative Value Add

Information and Data Integration

Project

Mas

ter

Dat

a M

anag

emen

t (M

DM

)

Op

erat

ion

al D

ata

Sto

re (

OD

S)

Dat

a xx

x

Op

erM

arts

ED

W

Man

aged

Met

adat

a E

nv. (

MM

E)

En

terp

rise

Co

nte

nt

Man

agem

ent

(EC

M)

Rep

ort

ing

Ser

vice

Acc

ess

Ser

vice

Reg

istr

y

ES

B/S

erv

and

A

pp

Int.

ES

B/R

ou

tin

g

ES

B/

Tran

sfo

rmat

ion

Orc

hes

trat

ion

xxx

Gat

eway

Use

r In

terf

ace

Inte

g. (

Po

rtal

)

Dat

a M

ove

men

t (E

TL

)

Un

stru

ctu

red

C

on

ten

t In

teg

rati

on

Project A

Project B

Project C

Project D

Project E

Project F

Project G

Project H

Project I

Project J

Project K

Project L

Project M

LegendCapability Level

Value Added

Level One

Level Two

Level Three

Level Four

High

Medium

Low


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IMPLEMENTATION

Key: Vertical (Enabler) Projects

Vertical projects create the necessary foundational technological capabilities.

Key: Possible Implementations

Matching Availability

Flexible Availability

Late Availability

High Value

Med. Value

Low Value

Key: Horizontal (Business) Projects

Horizontal projects must be scoped to contain funding for implementations.

The Lucky Charms view is used to validate project prioritization based on the value of capabilities delivered, timeliness, cost, and funding status.

IMPLEMENTATION GUIDE: LUCKY CHARMS

Project 1

Project 2

Project 4

Project 3

Project 5

Project 6

Project 7

Project 8

Project 9

Project 10

Project 12

Project 13

Project 14

Project 15

Project 16

Project 11

Cap

abili

ty 1

Cap

abili

ty 2

Cap

abili

ty 3

Cap

abili

ty 4

Cap

abili

ty 5

Cap

abili

ty 6

Cap

abili

ty 7

Cap

abili

ty 8

Cap

abili

ty 9

Cap

abili

ty 1

0

Cap

abili

ty 1

1

Cap

abili

ty 1

2

Op

erat

iona

l dat

a st

ore

(O

DS

)

Fun

ded

Pro

ject

s

Business-Funded Projects

Tent

ativ

ely

Fun

ded

Business Unit Initiative

Wo

uld

Req

uire

Fun

din

g

Likely Follow-On Initiative

Q4 Q1 Q2 Q3 Q4

2008 20092010

?

?


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IMPLEMENTATION

The Line of Sight view demonstrates the criticality of cross-functional teams to solve a challenge, bringing previously non-engaged stakeholders on board.

IMPLEMENTATION GUIDE: LINE OF SIGHT

Vision and Metrics

Strategies and Tactics

Business Function and

Processes

Business Rules

Information Data Services IT Systems/Applications

IT Platform/Technologies

Strategy Council Business IT

Security

Vision Points

Strategies

Business Functions

Tactics Super Process

Metrics

Point 1Strategy 1 Provider Mgmt.

Tactic 1Metric 1

Point 2Strategy 2 Function 1

Tactic 2

Service

Components

Comp 1

Comp 2

MMCDMetric 2

Point 3Strategy 3 Function 2

BIM

Domain 2

Provider

Domain 3

Services

Service 2

Service 1

Service 3

Tactic 3

Technology Platform

Tech 1

Tech 2

Tech 3

STMMetric 3

Point 4Function 3

Rule 1

Rule 2

Logical Data

Entity 2

Entity 1

Entity 3

Entity 4 Service 4

Tactic 4

SystemsSystem 1

System 2

System 3

System 4Metric 4

Line

of

Sig

ht


EAEC Tailored Stakeholder Communication Health Care Service Corporation

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Transcript of EAEC Tailored Stakeholder Communication Health Care Service Corporation