Implementation risks fall into two categories: the project just doesn't get done - some critical function fails to go into production; or the project is "done" according to specifications but isn't "right." At worst, what looked like best practices on paper translate into a system that actually gets in the way of users trying to do their jobs. At best, the system doesn't deliver the highest business value it could - for example, it largely recreates legacy processes. The answer for both risks is the use of agile development, also called iterative development, during implementation.
To make an agile implementation work, there are some prerequisites: You have chosen a high-quality, modern claims solution with comprehensive rules, workflow and document management capabilities that integrate tightly; and you have a talented group of claims business experts within your company committed to transformation over legacy replication. The selected system's capabilities must be sophisticated enough to enable the claims organization to transform to a quality-consistent, customer service team focus versus an individual mentality. The system must be highly and quickly configurable to support an agile process of configure, try, improve and try again in order to drive the system to "right."
The vendor's technical staff ideally speak the claims business language. They know what their technology can do and, with agile methods, have the opportunity to show you new ideas and possibilities that will occur during development. Here, the real genius of transformation arises: Agile development enables you to see working business processes within the system midproject and make informed changes to priorities to gain the most business value yet stay within your budget and timeline.