What was the client’s business need?
Since there is already one central unit of the NFZ, steps should’ve been taken to centralize the system for managing the contact information data of stakeholders from all over Poland. This system will process and store huge amounts of data of all NFZ stakeholders from all over Poland. The NFZ will manage all data from one central location.
The BTA system is used by branches, consultants, and the NFZ phone line. It makes creating, editing, improving, and deleting unit data possible. In addition, the system allows the import and export of data with other databases through integration via incremental daily files.
What was the challenge?
Designing, manufacturing, and implementing the system while handling 28 GB of data volume and synchronized daily import of incremental data files. In addition, the project included the preparation of training courses for more than 300 system users from various units around the country, including training for system administrators at the National Health Fund that support the maintenance of the system with the contractor.
What was the solution?
From designing and developing the system’s architecture to commissioning, we were involved in all stages. From processing initial data in production to loading daily incremental data from various sources. User management is carried out using an established privilege matrix for over 1,000 users.
An important aspect was meeting legal data protection, processing, and storage security requirements. NFZ employees and consultants can access a consistent and secure mechanism for verifying and identifying individuals who change their contact information.
The authorization process meets the requirements of RODO and ensures a high level of security.
Project process and workflow:
The project was implemented according to the Scrum methodology, which consisted of 7 sprints with a due date of 2 weeks. With the launch of the team and sprints, an additional Sprint 0 was conducted. In this stage, a work schedule was created and requirements were broken down into epics and stories, along with subtasks placed in the basic Scrum backlog.
In addition, tasks were broken down into backlogs for each of the 7 sprints, using INVEST and MoSCoW management methods.
