The interim manager was appointed by a German insurance company as a business process analyst for an international software migration project. The task was to model the current and future cross-departmental, international insurance processes and process maps in Adonis. Due to the countless interfaces of the software programs used, the initial situation was already complex. Stakeholder management and international workshops were further requirements. It was also necessary to achieve a uniform understanding of the actual and target processes as well as the subsequent comprehensive process modeling.
Creating the basis for modeling in international workshops
In preparation for the process modeling, the interim manager organized numerous international workshops to gather information and coordinate the actual and target processes across departments. The biggest challenge was that the stakeholders repeatedly provided contradictory information on the actual and target processes. This also made it difficult to model requirements such as key figures, responsibilities or prerequisites for process handling as well as interface management or the software programs. This is where the interim manager's agile approach proved to be an advantage: the iterative planning and review of interim results enabled an efficient process with the stakeholders.
In addition, agile project planning was also consistently practiced in project management. Open questions were marked on the process map or in the model and recorded in an Excel list for later clarification. This ensured that the process map and the models reflect the compromise of all stakeholders.
Models and process maps created with all relevant information
As a result of the project, the company has models and process maps of the current and target status of the international, cross-departmental insurance processes. The models and processes contain key figures and other data. These include duration, deadlines, software programs involved and international regulations as well as responsibilities, requirements and decision-making options. Variants, interfaces to departments, countries or stakeholders are also clearly defined. The results make it easier for the project stakeholders to reach agreements and coordination. They were also used to create the IT requirements list.
Now the functionalities and requirements of the software to be programmed could be defined.
Visualization of business processes creates clarity and transparency
In addition to the technical and practical benefits, the models and process maps bring another important advantage: the visualization of business processes creates clarity and transparency about the current and future way of working, including key figures and framework conditions. With her mandate, the interim manager not only made the very high complexity of the processes understandable, but also the high project and budget expenditure.
