REGULATORY PROJECT

Use your resources where they are needed

Use case

Company A is a supplier of software that is installed in hospitals across the country. It just got requirements for a new regulatory project that must be completed by January 1. Hospitals will be subject to heavy fines if they don't comply.

The project involves gathering and analyzing a lot of data to generate a monthly report. The report needs to be submitted with the underlying data. As the project is vital to the customers, internal and external resources will be used. Internal resources might be used at the expense of other projects.

The project starts with the business analysts and business going through the regulatory requirements. Hundreds of pages need to be analyzed to find what the company needs to produce and how to deliver the report.

 

The main output of the research is:

  1. Format of the report

  2. List of data feeds required

  3. Frequency of the reporting

  4. Deadlines to provide information to the regulatory body

Traditional approach

After finishing business requirements, they are passed to the architects of the company. Some architects are hired for this project, some are existing resources. The company also involves consultants and consulting companies that have expertise in similar projects. They are hired specifically for this project. The main inputs for them are business requirements, technical limitations, and the desired budget.

Architects produce technical requirements that include data flows, formats, technical stack, etc. Later, together with managers and project managers, they create a plan that is then given to project teams. Technical details are also passed to the teams.


Only at this point do the implementation teams get to see the technical direction and can start their planning. As everything has been decided for them, the teams must hire additional resources and cancel or delay the projects that they planned to do. Changing technical requirements at this point is rarely done, as it requires changing the overall project plan.

 

For example, let's take a high-level design prepared by technical architects.

The design involves the use of microservices and Python data science libraries. Most of the architecture and diagrams were done by consultants, as they have lots of experience in similar projects.

The diagrams with enough information are passed to the three project teams. These teams are responsible for three web services.

Each team needs to find people who know:


1.    Kubernetes
2.    Microservices
3.    Data analysis/Calculations/Reporting
4.    Deployment and management of the above technologies

Verdad Analytics approach

After business requirements are done, the architecture team together with management starts working on technical requirements. They use VA Analytics to get a clear idea of what capabilities implementation teams have. Every technical decision can include the use of resources from any team for the benefit of the company. The example from the traditional approach looks completely different from VA Analytics.


Architecture can see capabilities that are available at the company and if they can be used. The architects see the whole company and individual teams. The technology stack is chosen to better reflect the company’s capabilities. Project managers work with team leads to get necessary resources.


Project teams are built using only the people who are needed. They can come from any department, any team. If people possess the necessary skills and are not engaged in critical projects, they can be used.

CONTACT US:

 

1 King West.

Toronto, ON M5H1A1

inquiries@verdadanalytics.com

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