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Debt Manager 9 Implementations

FICO ™ Forum: Debt Manager ™ 9 User Group. Fairfax, VA | June 4–5, 1014. Debt Manager 9 Implementations . Approach and Best Practices. Jeremy Russell Director C&R Professional Services FICO. Robert Holczman Senior Manager C&R Professional Services FICO. Ben Shupe Senior Manager

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Debt Manager 9 Implementations

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  1. FICO™ Forum: Debt Manager™ 9 User Group Fairfax, VA | June 4–5, 1014 Debt Manager 9 Implementations Approach and Best Practices Jeremy Russell Director C&R Professional ServicesFICO Robert Holczman Senior Manager C&R Professional ServicesFICO Ben Shupe Senior Manager PMO Professional ServicesFICO

  2. Debt Manager 9 Professional Services Integration • Implementation Best Practices • Continuous Improvement Initiatives • Client Satisfaction Survey Results • Q&A

  3. Professional Services Integration Debt Manager 9

  4. Integration of Delivery Methodologies Focused on consistency, scalability and satisfying client needs • CRS/FICO Professional Service teams and implementation approaches are integrated • Standard DM9 training provided by FICO Learning Organization • Clear role definition (e.g. PMO) • Leveraging consultant offerings - Fair Isaac Advisors • Multiple service and delivery offerings influence delivery approach • On Premise, Cloud • DM9 combined with other FICO Product offerings • Preconfigured components for quicker implementations • On demand consulting services

  5. FROM CRS’s services organizational structure…

  6. …TO FICO’s services organizational structure

  7. Who are Fair Isaac Advisors? We are the strategic consulting arm of FICO who can help Clients solve critical problems and drive improved results Data Scientists Empirical insights We can bring extra insight to you! Operations Managing and merging independent business lines into one solution and reporting structure Solving business problems and the introduction of best in class strategies Manage complex regulatory issues with our clients to challenge the status quo Analytics Experts Business expertise Technology Strategic direction Subject-matter Experts

  8. Fair Isaac Advisors Collections and Recovery Collections and Recovery • Customer engagement • Operational infrastructure • Operational and collection strategies • Technology deployment & infrastructure • MIS • Customer and resource management • Analytic and strategy management • External recovery management • Other recovery tools(litigation and Bankruptcy) • Asset repossession and disposal Fair Isaac Advisors complete an engagement which…… • Assess current state • Consider business defined “hot buttons” • Review results and reports for agent, strategy, agencies and portfolio performance Concise, actionable feedback and recommendations • Comprehensive report and roadmap to best practice • Recommendations to improve use of existing assets • Estimated financial benefits of key recommendations • Presentation of findings • Transitional support and recommendation implementation Client 2 10% Bad Debt Savings 5% Increase in Employee Engagement Client 1 7% Bad Debt Savings 37% increase in Promises Taken 3% Reduction in operating cost

  9. SSO – Shared Services Offering

  10. SSO – Services Definition • Standard Services - Common services required across all practices • Integration Services: package preconfigured components with FICO products to deliver a solution (SaaS & on premise) • UI/Web Development Services: Configuration/customization of UI components to improve user experience • Data Management: Data Governance related activities shared across delivery practices (e.g., Data Mapping, ETL, Reporting) • Middleware Support Services: Installation and configuration of FICO and 3rd party software to support solution delivery (SaaS & on premise) • Optional Services - Services that are client specific and not required for each solution delivery • Performance Tuning: On premise service • Disaster Recovery: On premise service

  11. Implementation Best Practices Debt Manager 9

  12. Debt Manager Implementation Approach

  13. Implementation Best Practices Project Initiation and Governance • All levels of the organization need to buy into the project for it to be successful • Clearly communicate goals for the future state of the business/application • The organization as a whole needs to embrace the future changes • Give the end-users a voice early in the project • Agree on an overall Project Management Approach • i.e. Planning, Monitoring, Sharing, Updates, Communication Channels • Create a process for making accurate but efficient decisions • Set realistic timeframes on project tasks • Manage scope and expectations or your timeline will grow

  14. Implementation Best Practices • Identify and allocate the right project resources • i.e. Project Manager, Application Admin, Technical, Business, etc. • Each team must assign a project manager that is responsible and accountable for their respective tasks/deliverables • Resource management, accountability, and turn-around time suffers without a driving force on the customer’s side • Document requirements as early as possible and ensure they reflect the desired future state • E.g. Workflows, Letters, ETL/Integrations, Data Conversion, Reports

  15. Implementation Best Practices Design • Installation Planning, Acquiring hardware and Performing the Installation sooner in the project contributes to a more successful installation • ETL/Integrations are generally critical path so have requirements ready and start early in the project • Workflow design will be significantly longer if requirements have not been documented and approved prior to the project kick off • Letters/notices are time intensive so allocate the proper time and resources • Upgrading with proper planning and testing prior to deployment will help reduce frustration and delays

  16. Implementation Best Practices Development and Transition • Develop a DM9 configuration/user’s field manual • Take a lead role in setting up and defining the DM9 system • Identify and assign appropriate application administrators • Train staff early, rather than later • Customize internal training to tailor fit roles • Test early and often • Backup and restore, base configuration and workflows, conversion volumes, ETL and integrations, reports • Define deployment implementation plan to outline go live activities

  17. Continuous Improvement Initiatives Debt Manager 9

  18. Improvement Initiatives • Implementation Approach “Blueprint” • Productized and scaled implementation plan • Standardized input and output documents • Internal DM9 Accreditation Training bootcamps • Conducted by Learning Organization in combination with SMEs • Two tracks: Functional and Technical • Focused on ensuring our SMEs and implementation Partners have consistent knowledge of the DM9 application and supporting technologies

  19. Improvement Initiatives • Data management improvements • Focus on improving capability of Initial Data Conversion (Full Cycle) and Daily Batch Update (Full Cycle Update) ETLs • Additional automation of multiple ETLs • Updates to layouts to accommodate new DM9 release functionality • Architectural changes for many ETLs to improve performance on large volumes • Pilots are seeing improvements for certain steps ranging between 150 – 1000% • Building out additional capabilities to support testing activities • Standard approach for SIT, UAT, and Performance test planning and execution • Provide enhanced services for comprehensive and hosted engagements • E.g., Performance and Load testing

  20. Client Satisfaction Survey Results

  21. Client Satisfaction Survey Overview 1 = Requires immediate corrective action 2 = Requires improvement 3 = Acceptable 4 = Good 5 = Excellent • North America PS Client Satisfaction survey launched April, 2014: • Quarterly surveys to assess FICO performance using 10 questions • In Q2, targeted 45 clients, 100 contacts. • 16 Clients responded (36%) and 21 individual responses (21%) • 4 DM9 clients responded • Next survey phase is Q3, July 2014

  22. What you told us… 1 = Requires immediate corrective action 2 = Requires improvement 3 = Acceptable 4 = Good 5 = Excellent “…improve risk management and be proactive to manage the delivery dates” “FICO's responsiveness in obtaining the necessary signatures and approval seems to take longer than expected” “Client has been challenged to engage true domain experts on technical issues on a timely basis.” “PM hasn't been as proactive as needed. “Several times basic tests failed that should have been caught before UAT”

  23. Actions we’re taking… • Improve performance delivery dates • Improve SME Quality and availability • Improve Project Management • Improve Testing / UAT process

  24. Questions and Answers

  25. FICO™ Forum: Debt Manager™ 9 User Group Fairfax, VA | June 4–5, 1014 Thank You Robert Holczman703-980-8117robertholczman@fico.com Ben Shupe571-420-2985benshupe@fico.com Jeremy Russell720-939-7501jeremyrussell@fico.com

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