Developed a detailed rules-based design for personal financial lines that implemented all IRS rules for personal accounts, plus corporate operations policy and workflow.

AMEX utilized Management Strategies’ services in a large-scale systems reengineering project to revise all Travel Related Business systems. Management Strategies supported the GENESIS project to develop a flexible architecture complete with fully reusable software components to revamp all of Travel Related Services financial applications.

Management Strategies analyzed and developed systems for foreign exchange currency operations using the Information Engineering Facility.

Fidelity is the largest mutual funds company in the industry, with more than $1 trillion in assets under management. Management Strategies developed the business rules framework for supporting an extensive rewrite of all Fidelity financial systems.

Mass Mutual is one of the largest life insurers in the country. Management Strategies performed several projects for Mass Mutual, including the Horizon project, a major effort to implement a software application supporting Mass Mutual’s business process for handling new insurance policies.

Working closely with business and IT users, Management Strategies helped Provident Mutual develop a rules-based order-entry solution for its fixed and variable annuity product lines.

This powerful framework enabled Provident Mutual to capture and implement many different kinds of business rules stemming from pricing, legislative, and regulatory requirements.

Management Strategies developed an object-oriented Policy Writing System that removed the complexity of developing new and innovative insurance policies.

This application utilized an advanced rules-based design to allow great flexibility in coverages, rating operations, and administrative service requirements.

Aetna is one of the largest players in the healthcare insurance market, covering almost 34 million individuals. Management Strategies worked with Aetna to streamline processes for front-end Plan Setup including all operations required to establish a Plan, and move it into the normal stream of administrative processing.

Management Strategies also developed process engineering methods, and worked closely with Aetna managers and operating personnel to diagnose and resolve problems in achieving the automatic setup of plan benefits and features.

Minneapolis – Management Strategies developed a comprehensive Business Rules Management formalism and applied it to the development of an advanced Claims Processing Engine prototype (fully capable of supporting a wide range of e-business applications). Also we developed a Super Examiner Workstation (SEW) which dramatically improved productivity of manual operations for claims that could not be automatically adjudicated. Initial indications are that the Super Examiner Workstation (SEW) achieves significant increases in productivity in workflow alone, as well as increased accuracy, correctness, and completeness of the claims adjudication process.

Management Strategies provided software design and software engineering in conjunction with KPMG Peat Marwick to the HighBAR Billing and Accounts Receivable project. This project consolidated seven legacy systems and outsourced customer billing operations into a single Java-based billing engine. Our consultants helped KPMG and Highmark BCBS project participants surmount the skills acquisition barrier for object-oriented analysis and design. Our team led the first two releases of the HighBAR application, and then helped KPMG consultants move into a lead role on the project. HighBAR is approximately a $50 million dollar project.

Manufacturing &Telecommunications

General Motors

Information Hub
We developed the strategy and architectural framework for the Information Hub, an advanced data warehouse to support a full range of business and operational planning.

Process Engineering
Management Strategies developed the process engineering framework for GM’s “greenfields” approach to new plant construction, turn-up and operation. In a very short period, our team worked with GM’s process engineering staff to develop a comprehensive process mapping approach for all new plant operations. This approach evolved into the Global Process Repository strategy that became a de facto standard.

Requirements Management
We built a framework to fully support capture of requirements, business rules, and design constraints. The major feature of the framework is a collection of automated tools that seamlessly track, change, and execute business rules throughout the entire systems development and process engineering life cycle. This work was coordinated with SDP-21, the GM systems delivery group, and the IS&S Process Engineering team.

Verizon Laboratories
Management Strategies developed an application architecture to support cost-cutting operations throughout the Network Operations organization of approximately 12,000 people. We also developed the rules formalism for the Verizon Operations Architecture and collaborated closely with Verizon scientists on process mapping tools, methods, and techniques.

GTE Government Systems Corporation
Management Strategies developed the process reengineering framework with business rules infrastructure to support GTE’s efforts with the U.S. Department of Justice.

GTE Telephone Operations
Management Strategies developed a complete rules management framework (administration, architecture, application components) to enable the enterprise-wide Market Convergence Program to combine business units, streamline product offerings, and simplify a system portfolio containing more than 700 systems.

GTE Internetworking
Management Strategies supported operational process management for several initiatives. Among them:

  • Global Network Infrastructure
    Management Strategies led the effort to develop detailed process and operations specifications for one of the largest long-haul fiber-optic networks in the industry.
    Our team developed process definitions, process maps, metrics, and operations procedures for order management, billing, capacity planning, infrastructure turn-up, change and event management, and other network operations.
  • IP Telecom Unit
    Management Strategies assisted product managers, operations managers, and executives in defining the voice-over-IP (VOIP) business model. This model was used to launch the business, including both domestic and international operations, starting with Tiscali in Italy.

Xerox’s Chief Information Officer retained Management Strategies to support a critical BPR project, the Market-to-Collection (MTC) project. We developed the first rules-based analysis and design approach for the Market-to-Collection reengineering project and programmed a prototype software implementation (the Business Rules Navigator) to demonstrate how to make it work. Market-to-Collection (MTC) had the objective of streamlining the “prospect-to-cash” cycle, incorporating improved mechanisms for:
   • Identifying prospects
   • Quoting
   • Ordering and Servicing
   • Billing and Collections
Management Strategies diagnosed the problems, and developed a rules-based solution for the most important areas of the project, order management and pricing. This solution was developed in record time, and covered all Xerox market segments, commercial accounts (small, mid-market, national, international), educational, and government.