Critical Internal Team Roles to Ensure Policy Administration System (PAS) Modernization Project Success
Critical Roles in PAS Modernization Projects
To ensure success in a PAS modernization project both the vendor and carrier need to commit enough of the right resources to turn business needs into software requirements, effectively manage the different phases of the project and architect the best solution that fits the carrier’s objectives.
The roles within internal teams on a PAS modernization project will typically mirror those found in the vendor/partner teams. This mirroring isn't redundant—rather, it reflects the necessity of continuous translation of ideas, goals, and technical information between the carrier environment and the partner ecosystem. However, the execution of these roles differs between the two sides.
1) Internal Project Manager
A dedicated internal project manager working collaboratively with the vendor's project manager is essential for:
??Facilitating smooth information flow between team members
??Ensuring awareness of task status
??Managing priorities
??Identifying and mitigating potential risks
??Serving as the primary contact for time-sensitive requests
??Resolving documentation gaps needed for requirements completion
?"While clients always assign a project manager, we need one who's truly active to ensure project success is a shared responsibility. As a partner we can do everything possible to deliver solutions, but without proper information flow, reaching the finish line becomes challenging. Strong project management is essential on both sides—at the vendor and with the client."?
— Equisoft Project Director
Project Manager Requirements
Beyond standard project management capabilities, PAS modernization requires managers who excel at priority setting. These projects are highly complex but operate within fixed deadlines and budgets, necessitating strategic trade-offs as the project develops.
The internal project manager must:
??Establish clear priorities from project initiation
??Guide decision-making throughout implementation
??Evaluate whether new requests align with project scope
??Determine if requests should be deferred to later phases
Key Questions to Determine if Internal Project Management is Adequate
??Is your project manager fully dedicated to the project?
??Do they possess sufficient source system experience to resolve roadblocks?
??Do they have the authority to secure necessary information and resources? (Sprint schedules don't accommodate extended delays in information gathering)
??Can they maintain accountability for project deliverables and deadlines?
2) Internal Architects
On the carrier side of the project team, it’s important to have dedicated technical people, like business analysts and solution architects, who can source critical information in a timely, clear and concise manner.
The Role of Internal Architects
Architects are particularly crucial due to:
??Their expertise in PAS integration with carrier and partner systems
??Deep knowledge of internal systems (accounting, commission payment)
??Understanding of external solution connections (Milliman, MIB)
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Strategies for Resource Management
Resource availability issues often manifest as:
??Insufficient staffing
??Mid-project personnel departures
??Staff juggling project and regular duties
??Misaligned resource allocation
??Knowledge gaps at critical junctures
Critical strategies for overcoming these challenges include:
Appropriate Staffing and Timing
Full-time commitment isn't always necessary throughout the project. Instead:
??Staff should be allocated according to sprint requirements
??Resource deployment should follow a gradual ramp-up approach
"We often encounter clients who aren't ready for discovery, lacking available resources. To mitigate this, we provide advance notice of required participants and detailed discovery phase schedules, outlining weekly topics like accounting or issue processes. This helps ensure appropriate resource availability."?
— Natalia Witkowsky, Manager, Business Analysis, Equisoft
?"For a 12-month project requiring five configurators, we don't assign all five in month one—that's inefficient. We typically achieve optimal capacity around Sprint Three."?
— Florence Sabbah, VP, Canada Equisoft
Ensuring Full Commitment
Key considerations:
??Critical resources must be fully available when needed
??Project managers and technical leads require complete dedication
??Support staff should be ready for specific phase requirements
"In many projects we see resources maintaining their regular duties alongside project work, prioritizing operational needs over project contributions. This approach creates bottlenecks when full-time attention was scoped as necessary, particularly in accessing critical client information."?
— Equisoft Project Director?
Essential Questions for Resource Planning
??Has the vendor provided a detailed meeting agenda with participant requirements?
??Have you identified and scheduled resources for specific sprints?
??Are key personnel fully committed with backfill for their regular duties?
??Have you scheduled time-sensitive resources for their required sprints?
Conclusion: Resource Management for Project Success
Successful PAS modernization depends on effectively allocating resources on both the carrier and vendor sides. It requires a thorough evaluation of vendor team size and experience as well as strategic internal SME allocation at the proper times.
When internal and vendor resources effectively merge into a unified project team, you have a greater chance of avoiding delays, preventing budget overruns and achieving your business objectives.