Claims Management Company Successfully Completes Massive M&A Initiative Using Best-Practice Project and Program Management
The company grew dramatically by successfully integrating more than 10,000 new customers, opening two additional call centers, and doubling the number of claims serviced — while meeting program deadlines, contractual obligations, and increasing revenues by over 30%.
Members
Company
A leading North American provider for claims and productivity management solutions, the client delivers claims, productivity, managed care, risk consulting, and other services to clients located in the United States and Canada. The company specializes in workers’ compensation; disability, FMLA, and other employee absence; managed care; general, automobile, and professional liability; warranty and credit card claims services; fraud and investigation; structured settlements; and Medicare-compliance solutions.
Challenge
The company was in the midst of significant business expansion that included acquisition of five organizations simultaneously. One acquisition, which required integration of 26 separate client companies and a software development effort designed to migrate these companies to the client’s corporate standards and best practices, was in need of a mid-course correction. The project was behind schedule and over budget at the mid-point of the implementation. Remaining on this track would have resulted in the loss of critical clients and associated revenue, along with a significantly reduced return on investment for the acquisition and development program. At the same time, the company had taken on a new implementation of disability and leave solutions for a leading global retailer. The addition of this client was projected to double this business unit’s annual volume for the company and required bringing two new call centers online to support the added volume. In the midst of this transformative growth, senior management wanted to improve overall project management through better monitoring, control, and reporting while ensuring critical deliverables and targets were met.
Solution
The company partnered with PM Solutions to provide project management and consulting. After assessing the health of the various programs, PM Solutions made several key recommendations and supported the delivery of these initiatives on several fronts:
For the major acquisition, the project team consolidated all decision making responsibility with the project sponsor, appointed a technology champion, and improved the understanding of roles and responsibilities by developing a formal responsibility matrix. These actions clarified accountability and responsibility throughout all levels of the project, improving decision making as well as the delivery effectiveness of the project team.
Results
The company partnered with PM Solutions to provide project management and consulting. After assessing the health of the various programs, PM Solutions made several key recommendations and supported the delivery of these initiatives on several fronts:
