December 17, 2015
Information Insight

Taking a Project from Good to Great

I was recently part of an engagement with a new client that, for all intents and purposes, went exceptionally well. The clients expressed their pleasure at the final outcome, communicating the message to both Kenway and their own management. While this is obviously great, the client’s feedback did cause me to take a step back and consider, “What was different about this engagement that our client was inclined to provide a formal declaration of their appreciation?”

In order to define what made this particular engagement noteworthy, we need to dig into its background and how it was delivered. Our client’s business is centered on working with healthcare organizations to create, sustain, and improve the overall health care experience. To accomplish this, our client would analyze survey and medical record data to gauge performance against industry benchmarks, assess employee opinions, and identify patterns in large swaths of data. In order to accomplish this more efficiently, the client needed help to integrate various business units into a single data warehouse and to develop a new benchmarking solution to replace their old, less efficient one.

This is where Kenway came in, leveraging our Business Requirements Analysis and Definition, Business Intelligence (BI), and our new Application Development services, we were able to help design solutions for each of the client’s needs. In regards to the data warehouse, Kenway worked with domain experts to understand the current state of the business unit to be incorporated into the data warehouse—what their business processes were, how they delivered value to their clients, what kind of insights they needed. From there, we worked with technology resources to understand how that line of business’s data was being stored and the structure of the data warehouse. Leveraging what we had learned, we were able to design how the new line of business could integrate into the data warehouse, allowing the client to analyze their data from new perspectives.

For the benchmarking solutions, we had to unravel the original code to understand how the system functioned. To do so, we had to brush up on C++ and working with the business users, I was able to match their system use cases with the code used to accomplish those tasks. This analysis, coupled with additional interviews around the organization to define pain points and future state requirements, will allow us to create the architecture for a future solution that will allow the client to sunset the old application and align the tool with their vision.

Looking at the process that I defined above, I could not see one, specific aspect of this project that drove its overwhelming success—bridging the gap between business and IT teams, bringing the right mix of resource skills, and delivering valuable solutions are things we strive to provide for every engagement—so what made this one different? Then it dawned on me, the answer was client engagement.

Throughout the project, our client provided several valuable components:

  1. The client had clearly defined problems and desired timelines for resolution
  2. The client made necessary resources available
  3. The client team was willing to provide domain knowledge and expertise when needed
  4. The client did not micro manage our work

These complimented the factors that Kenway brought to the table:

  1. We assessed their problem in light of their timeline to create an optimal approach
  2. As we gained more understanding on the issues the client faced, we provided options to the client
  3. We created a timeline in order to make the most of the client resources’ time
  4. We communicated often so that the client had a clear understanding of the project

The combination of these elements created a collaborative environment where the client was able to fully understand and experience the value that was being added. Based upon this, I now know that the more insight we can glean from our clients as to their wisdom, experience and expertise, and the more insight we can provide into the rationale and timeline of an initiative, the more we collaboratively feel like we are a part of the journey.

Would you like to learn more about how Kenway’s collaborative structure and diverse skill sets can help you? Email us at

How Can We Help?