Resource Utilization

We have following

1. Resource Utilization
• Invoiceable - A Utilization Type (Fixed + Time and Material Credit Hours) applied to a project where
customer is paying
• Productive - Resources to log time for activities like Playbook updates, Collateral, Skills/Product
Knowledge, Training/Mentoring, All-Hands meeting, Department meetings
• PTO
• Bench
2. Ramp Speed - Ramp speed measures the time it takes for a team member to reach their desired resource
utilization rate. If ramp speed is too slow, the team member might require additional training or support. It
could also signal a need to improve your onboarding process for future new hires.
3. Forecast from Gantt for next 5 weeks to see if resource is under or over utilized

Analyzed Time Tracking Data

Action - Got a looker studio developed dashboard developed by product team to Identify gaps. It was observed that
15% of time was spent in inter department communication for meetings which was entered as productive but was
non billable. It was also observed that there were inefficiencies in internal communication channels, leading to
redundant meetings and wasted time clarifying tasks. A lot of these meetings were info update where no decision
was being taken

• Enforced right communication channels, and meeting framework where all info update meetings were
killed by an email
• Set clear agenda of the meeting so that the other party can come prepared for the meeting and there is no
need for another meeting.
• Non-Billable improved from 15% to 10%

Digital Transformation
Legacy Simulation process – Prepare was 3 weeks. All payments and remittances were created manually and
then uploaded manually. Worked with product team to create parser for payments and remittance files which can
be uploaded. Saved 2 weeks in prepare phase. 66% cost reduction

Cloning Tool – Legacy cutover processes where all configurations were moved to production manually. Typically, a
cutover took 2-3 weeks, after the cloning tool this was brought down to 1 week. 50% savings in cutover.

Client Self Service – Self- service in UAT instance for

• Download the ERP connector package / ERP setup instructions based on the ERP in scope, view all the
supporting documentation which would enable the client’s IT team to install in client’s ERP system
• able to create the SFTP and install the public key provided by the bank
• raise the request for whitelisting IP addresses provided by the bank

Gold Account - Product should maintain a separate Gold Account for each of the versions which will be used to
Clone only contracted features as per the edition when creating the accounts. This is to avoid overlap of additional
features/additional configuration during implementation. Consultants will disable buttons/fields using ‘Manage
Security Actions’ if there is a need to remove any feature.

Analytics – DAAS pitched, currently a work in progress. 3 options, OOB, Data extract and Power BI/Tableau
connector
Churn
• Sales Mis Sales – Contact Review done by team to ensure that no false commitment made to client
• Value Alignment – Success Criteria to identify project as success. Gather project objectives from client as
early as possible. Stage gates to ensure that the agreed metrics are being met in later phases
• Delivery Timelines – Phase wise deployment rather than big bang approach

Governance
Client
• MBRs/QBRs
o Ticket Analysis
o Automation Metrics Achievements with RCA
▪ HighRadius accountability – Capture issues
▪ Client Accountability – Remittance not received
o SLA Details
o System Availability
o New Scope addition, additional work (New bank addition, new portal integration, new region
addition)
o Alignment with strategic goals with path to green
▪ CAA - Path to green - detailed analysis of top 10 customers has been performed. Need to
align on action items for each between HighRadius and Spin Master.
▪ CLS - Path to green - enable auto correspondence in draft mode. This will allow users to
review an automated system generated email before sending to the end customer.
▪ DMS - Path to green - Ensure portal credentials are updated, check reason for missing
claims (some not available on the portals themselves), and review additional merge rules
suggested by HighRadius product team.
▪ CRD - Path to green - we could improve the percentage of blocked orders that are auto-
released (22% currently vs 40% typical). This would be a business decision.

Internal
• Two Reviews in a week, one on Tuesday for last week data. Another on Friday for current week data
• KPIs Tracked
• Speed
o Track red and Amber projects. If red and Amber what’s the way forward for path to green
▪ Contracted Vs Planned
▪ Planned vs Actual
▪ Contracted Vs Actual
o On Hold Projects and their start date falling in next 2 weeks
o Yet to start projects with their start date falling in next 2 weeks
• Value
o Success Criteria signed off
o Value attainment of in-flight projects and completed projects
• Value Enhancement projects
o On Hold Projects and their start date falling in next 2 weeks
o Yet to start projects with their start date falling in next 2 weeks
• CCR (Customer change requests)
o Trend
o Ageing
• Tickets analysis
o Trend
o Ageing and SLA
Initiatives
NPS
• Tickets - Projects in Flight – Improved NPS by 6%
• Introduction of CVM in flight rather than after transition. Helping in better NPS and churn
• Moved from 7 detractors to 3 detractors with Governance. Current NPS score is 28% a 6% movement from
previous scores
• Contract review team, check deals, feasibility and the order value. Ensures that there are no mis selling

Speed
• Transformed Legacy Simulation process with help from TC team
o Introduction of Cloning Tool to reduce cutover timeline and eradicate manual cloning. Data
migration and configuration replication. Manual validation was changed with automated validation
o Worked with product team to create parser for payments and remittance files which can be
uploaded. Saved 2 weeks in prepare phase. 66% cost reduction
• New processes introduced
o Client Self Service while they are onboarded.
o Early access to systems to get them familiarized, User demos made a part of design and build. end
user adoption is an afterthought. Behavioral change management is not planned. Customers go
through a long design and implementation process, at the end of which there is a UAT stage, which
is when they first access the HighRadius tool.
• Alignment on testing and training strategy for smoother UAT

Value
• Data driven approach for operational KPIs
• Set up a simulation team to ensure that incorrect automation numbers are not being promised to customer
• Rigorous design inspections, and design inspection failure lead to RCA
• Realignment of KPIs if needed
• Analytics dashboard with product team to ensure that customer can track their progress
• DAAS pitched, currently in development with product team

Profitability
• Reduced delivery timelines
• Change orders, internal or external
• Change orders linked to budget and milestones. Budget doesn’t increase unless client signs change order

Story
• Legacy process – Delivery time was too much – 26 weeks dropped down to 16 weeks. 35% reduction from
previous timeline
• Data Gathering and simulation. Lead time reduced from 4 weeks to 2 weeks
• Design signs off and success criteria were not defined – Increase in UAT and Hypercare
• Build – No Quality inspections
• UAT – Design gaps, extended UAT, Operational KPIs not measured leading to hypercare extension
• Cutover – Manual Activity