Gen-Mth-111 Customer Journey - External

Insure the Possible
Customer Journey
1
Agenda
Customer Journey
 01 Executive Summary
 02 Our Iterative Approach
 03 Customer Journey
 04 Committed to Success
© 2021 DUCK CREEK TECHNOLOGIES. ALL RIGHTS RESERVED. CONFIDENTIAL AND PROPRIETARY INFORMATION. 2
01
Executive
Summary
3
What is Customer Journey?
5 Key Stages
PARTNERSHIP
► Partnership establishes the relationships with our Customers,
System Integrator Partners (SI Partners) and other partners to
offer and deliver services. Duck Creek Subject Matter Experts
(SMEs) determine if Duck Creek products and services are a fit.
SERVICE
SERVICE INTRODUCTION IMPLEMENTATION
INTRODUCTION
► Service Introduction is the initial engagement from the Duck
Creek OnDemand team with the Customer and SI Partner.
Emphasis is placed on the planning required to hit key
milestones and accomplish overall Program objectives.
IMPLEMENTATION
► Implementation is the core of the Duck Creek project. Through PARTNERSHIP
planning, analyze, design, build, and test Duck Creek delivers
the solution for a successful Go-Live.
PROGRAM AND PROJECT MANAGEMENT
► Program and Project Management encompasses the activities
required to ensure that a project’s objectives are met
according to Customer expectations. PROGRAM AND SUPPORT
SUPPORT PROJECT MANAGEMENT
► The health and stability of Duck Creek Technologies
applications is imperative to success. Duck Creek OnDemand
provides monitoring services and facilitates product updates.
Customer Journey
Delivering Future-Ready Solutions
 Demonstrates value earlier and provides a predictable outcome DIGITAL ENGAGEMENT
 Dramatically improves speed to market
REINSURANCE MANAGEMENT
Obtains early feedback from sponsoring organization(s); engaging
DISTRIBUTION MANAGEMENT

throughout the process
POLICY
 Clarifies requirements as iterations progress; uncovering hidden

requirements
BILLING RATING
 Minimizes customizations and maximizes out of box capabilities

CLAIMS
 Improves ability to adapt to changing requirements
 Establishes a robust architecture earlier and proves it works

INSIGHTS
 Provides earlier hands-on experience for the development team
 Learns from early iterations; develops a more robust product DUCK CREEK PLATFORM
Duck Creek’s Approach to Iterative Development
 250+ packages in Content Exchange
 End to end Requirements Management Plan (RMP)
 Full lifecycle requirement management and traceability

Plan
 Visio diagramming business workflows
Delivery
 Streamline full product change (Product Studio)
 Extend test case support through automation (TAC)
 Upload quotes/policies, rich text editing and add/replace

Analyze
forms (Forms Editing & Processing)
 Compare product definitions and identify deviations Test

(Manuscript Analysis Tool)
 Easy upload process and queues for user assignment and

quoting (Agency Upload/Download)
 Accept or reject circulars and override adoption dates (ISO Design

Circular Adoption Tool) Build
 Capture project actuals, count actual efforts and improve

future estimates (Harvesting Template Tool)
Customer Experience
Ensuring a World-Class Experience Across the Customer Journey
 Establishment of clear communications

channels
 Clear set of expectations and responsibilities
 Orients all processes so that all parties are

aligned
 Clear points of escalation
 Manage accountabilities for the Customer
Accelerating Delivery
 Create Standardization
Standardize the requirements collection and development
approach using pre-filled requirement templates and wizards
 Increase Speed to Market

Shorten the implementation roadmap using Duck Creek tools STANDARDIZATION SPEED TO
that automate unit testing, common configurations and code MARKET
reviews
 Improve Quality
Monitor quality with the Health Dashboard to delivery quality
solutions SUBJECT
MATTER
EXPERTS
 Improve Efficiency
Use a consistent disciplined process framework to provide
early access results in a working product that is progressively
more complete with each iteration
QUALITY EFFICIENCY
 Grow Subject Matter Experts
Powering people to shape the future of insurance
02
Our Iterative
Approach
10
Iterative Development (Overview)
Iterative Development is Duck Creek’s chosen process

framework designed to mitigate risks earlier and provides
our clients a more predictable outcome.
Requirements and configuration activities are grouped

based on the specific product being implemented.
Each iteration encompasses a series of development

activities that results in a working product that is
progressively more complete.
The end of each cycle allows:

– sponsors to confirm direction;
– future users to verify scope;
– the entire team to benefit from lessons learned
Iterative Development (Lifecycle)
Create the delivery plan in Plan by identifying the scope of each iteration, the number of iterations to cover the scope of the project,
incorporate constraints in the release plan and develop exit criteria for each iteration to validate whether the iteration scope has been
satisfied.
03
Customer
Journey
13
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Customer Journey
PARTNERSHIP
Sales
The Sales team leads prospects in considering Duck
Creek’s end-to-end P&C insurance capabilities and
positions Duck Creek as the preferred
solution provider.
CONF IRM
Conduct Create Transition
Conduct
Discovery Proof of Sales
Workshop
Meeting Concept Deliverables
CONSIDERATIONS KEY OUTPUTS

► Scope, assumptions, expectations, value drivers, complexities, and any solution risks/issues should be clearly ► Proof of Concept (POC)
defined.
► Ensure Duck Creek fully explains widget definitions, counts, complexities, and the Customer’s role in the
implementation.
► Proof of Concepts (POCs) are not built with inheritance and are not intended to be a production ready
solution.
► SI Partners that partner with Duck Creek to deliver a solution for the Customer should understand their
role, phase gate criteria, and the importance of Duck Creek Subject Matter Expert (SME) support and
interaction.
PARTNERSHIP
Solution
The purpose of solution planning is to define the
solution and delivery approach that Duck Creek and
our SI Partners will provide to Customers. This
includes confirming scope, assessing capabilities
and constraints, creating a set of assumptions,
defining the solution strategy, and defining the Confirm Scope
delivery approach within the Solution Plan.
CONF IRM
Estimate Perform
Identify Implementation Create Deliver
Proposed Solution
Strategy Solution Plan Proposal
Solution Review
Identify Risks
and Assumptions

► The Solution team can produce a high-level (shirt-size) estimate or detailed estimate of the solution based ► Solution Plan/Solution Package
on the output from the Sales activity and timeline of delivering a solution.
► The Solution activity can vary based on who the Customer chooses as their SI Partner of Duck Creek’s P&C
insurance software. SI Partners will likely have their own method for defining and estimating the solution
and reach out to Duck Creek for subject matter expertise.
► The Solution Plan can be iterated through during this activity but is usually not updated once a Statement
of Work has been established for subsequent delivery activities.
PARTNERSHIP
Contracting
The Contract activity creates the legal contracts
under which all Services work must be performed.
This activity creates the official legal documentation
between the Customer, Duck Creek, and SI Partners
based on the services being provided.

► Always ensure the Master Services Agreement (MSA) is in place prior to the development of the SoW. ► Master Services Agreement
► Typically separate SoWs are created for Professional Services, Delivery Assurance Conformance Reviews ► Statement of Work
and SaaS Services.
PARTNERSHIP
Performance Engineering as a Service

Performance Engineering as a Service (PEaaS)
establishes a perpetual program for Duck Creek, SI
Partners and Customers to monitor and improve
Duck Creek performance. PEaaS mitigates risks by
ensuring adequate attention is paid to them at
every stage of the software lifecycle, while
improving the capacity of systems, improving their
response times, ensuring their scalability, and
increasing user productivity.

► Performance Engineering is not the practice of making improvements to a system. Performance ► Non-functional Requirements
Engineering is the process of collecting performance requirements and then monitoring a system to
ensure it complies with those requirements. ► Monitoring
► The aim of PEaaS is to provide better business value for the organization by discovering potential issues ► Reporting
early in the development cycle. The cost of fixing a bug increases in orders of magnitude as you move down
the line from the design phase to production.
PARTNERSHIP
Delivery Assurance
The Duck Creek Delivery Assurance team performs Inception
Conformance Reviews. The purpose of a
Conformance Review is to identify risks during the Program Increment 1
Conformance
implementation to allow time for mitigation before Kickoff – Focus on Program Increment 2
products move into production. Our goal is to Solution Blueprint
Full DA +
reduce the total cost of ownership of our product to Program
Auto Tools Increment 3
the Customer. Full DA +
(Focus on Sprint
Auto Tools
Scope) Full DA + Go
(Focus on Sprint Live
Auto Tools
Scope)
(Focus on Sprint
Scope)
Go-Live Readiness
Checkpoint

► Conformance is integrated directly into program increments and validates both design and configuration. ► Executive Summary
Each review will have a smaller, full review as well as automated components.
► Quality Health Dashboard
► Reviews provide a level of consistency across all client deliveries regardless of SI Partner.
► Deviation Report
► Reviews connect our Customers to experts with rich Duck Creek experience.
► Technical Debt Worksheet
► Reviews ensure the solution, design, and execution are aligned to successful outcomes by focusing on
speed-to-market, scalability, upgradability and product roadmap.
SERVICE
Getting Started INTRODUCTION
The Getting Started activity will introduce the

Customer to the Duck Creek Service Engagement
model and provide information around Solution
Center, their Customer Support Site, the Content
Exchange, Duck Creek University (DCU), Delivery • Introduce the Service Introduction/Go-Live process.
Assurance, User Community and more. This is • Confirm scope/goals of the Customer’s project.
followed by a high-level look at the Service • Schedule the initial SaaS Ops Operational Model Overview (target 1 hour) which is a
good session for all project leads to attend.
Introduction Team and the four phased approach Getting Started
• Establish meeting cadence for 3.01
next steps to transition to Phase 2 to begin Onboarding.
that takes the Customer from Getting Started
through Onboarding, Operational Readiness and
finally to Cut-Over and Go-Live.
CONSIDERATIONS
► The OnDemand team will engage the Customer within the first month after signed contract.
► The Customer and SI Partner are responsible for setting up Azure DevOps for Dev/QA Domain
environments. The license is part of OnDemand contract, and assistance from the SaaS Technical Architect
is available upon request.
► OnDemand resources are not dedicated to a specific Customer; the operational model is a shared service.
The SI Partner is to stay in sync with the OnDemand team when planning environments, releases, testing,
integrations, error handling, incident management, reporting base defects, monitoring requirements,
conversion best practices, etc.
SERVICE
Onboarding INTRODUCTION
The Service Introduction Team will provide an • Deliver SaaS Onboarding Overview
overview of the SaaS offerings to the Customer and • Provide high level overview of concepts/considerations for each of the areas that
SI Partner in the Onboarding Activity. Multiple will require thoughtful planning (Env Mgt, Incident Mgt, Monitoring, etc.)
sessions are held to provide a high-level overview of Onboarding • Introduce next steps/tasks for the Customer/SI Partner to prepare for
concepts and considerations for each of the areas subsequent deep dive sessions
that require planning. A timeline will be defined, • Map out deep dive sessions to prepare for operational readiness
and an integrated project plan will be reviewed to
• Initial sessions will focus on the key dependencies of the Customer/SI Partner
ensure that all planned activities and dependencies and SaaS team. Best practices include using an integrated project plan to
are outlined to avoid risk and missed expectations. ensure that all planned activities and dependencies are outlined to avoid risk
and missed expectations.
• Engage SME from each of the SaaS Operational areas as needed
• The order of approach for onboarding has been established in a manner that
builds the knowledge base for the client teams at the right time.
• Define optimal timeline for delivery (immediate, just-in-time, etc.)
• Provide Customer with reference documentation on DCOD process
CONSIDERATIONS
► Provides an overview of concepts and considerations for key areas that require thoughtful planning, such
as Environment Management, Incident Management and Monitoring.
► Sets expectations and prerequisites on next steps or tasks for each area so the Customer and SI Partner will
be prepared for deep dive sessions.
► Ensures optimal timelines for delivery and provides Customers with reference documentation outlining
OnDemand processes.
► Initial sessions will focus on the key dependencies of the Customer, SI Partner and OnDemand team as a
way of preparing for Operational Readiness. Best practices include using an integrated project plan to
ensure that all planned activities and dependencies are accounted for.
SERVICE
Operational Readiness INTRODUCTION
Operational Readiness is an incremental process

that prepares for the smooth and efficient
deployment, operation and maintenance of a • Plan for items that may require change management for DCOD Operational
system and the related processes. Planning for the Readiness.
migration to a SaaS support model involves process
• Identify and set exit/phase gates as critical success factors in getting a you onto
changes, and the best practice for operational Operational
Readiness the OnDemand platform.
change includes identifying the change early and
planning for the method to implement change. • Review Customer established operational processes for automated release
management, incident management (including triage) and upgrades and
ensure alignment with all SaaS Ops processes.
• Communicate standard operating procedure, when and how to escalate, and
what tools are available for their use.
• Create a client playbook to make the transition to Go-Live a non-event.
CONSIDERATIONS
► Migrating to the OnDemand platform involves a certain level of “transformation” related to a Customer’s
support operations.
► Plans should be put in place for operational processes for automated release management, incident
management (including triage) and upgrades, and these should be aligned with all SaaS Ops processes.
► Staff should be familiar with standard operating procedures, know when and how to escalate, and what
tools are available to facilitate the process.
► Clearly defined entry and exit gates for each phase of the project should be established and met.
► Each step plays a crucial role in ensuring the readiness of the implementation to be released to Production
and ultimately exposed to business users.
SERVICE
Cut-Over INTRODUCTION
A cut-over plan is driven by the Customer and their

SI Partner with support from the SaaS OnDemand
team. A cut-over plan includes all major milestones • Establish a cut-over plan early in the project lifecycle.
and phase gates leading up to the actual cut-over
date and transition to a steady state. Critical success • Best practice is to do one or more dry runs of the cut over plan to mitigate
factors include establishing change control and an unseen risks.
Cut-Over
agreed-to risk mitigation strategy. The cut-over date • Assign resources on all sides for the more complex/multi-day cut-over (e.g.
must be mutually agreed between all involved some cutover plans are multi-day events).
parties.
• Identify day 1 risks along with contingency plans to avoiding business disruption
during Go-Live.
• A cut-over plan includes all major milestones and phase gates leading up to the
actual cut-over date , warranty period and transition to a steady state.
CONSIDERATIONS
► All parties must agree that Operational Readiness has been achieved and all phase gates have been met
prior to the cut-over.
► Ensure that change control procedures are well defined for both planned and unplanned occurrences.
► Check and recheck all the phase gates, verify that all phases have been signed off as successfully
completed, and execute the plan.
IMPLEMENTATION
Knowledge Transition
The Knowledge Transition activity is the first to be
performed in the Plan stage once a partnership has
been established between the Customer, Duck
Creek, SI Partner, and any other involved parties.
The purpose of this activity is to communicate the
results of the initial estimate, any requirements that
were identified as part of a Solution Plan, and
CONF IRM
Transition
ensure the receiving team’s understanding of them. Schedule Review to
After a sale is complete, the Solution Architect will Meetings Documents Solution
assist in transitioning the materials and account Blueprinting
knowledge to the implementing project team.
CONSIDERATIONS
► The Service Manager, Service Introduction Team, Solution Architect, Opportunity Lead, and
Implementation Team leads are required for knowledge transition.
► Implementation Team leads should review documents and demonstrations yielded from initial meetings as
preparation for knowledge transfer.
► Participants from the implementation team should document questions and observations requiring
confirmation.
IMPLEMENTATION
Solution Blueprinting
Solution Blueprinting is the process used to
document the specific components necessary to
estimate, design and build the solution. The
Solution Blueprint defines and organizes the
solution components into logical groups and
identifies the relationships between components. It
addresses the key decision points for the
CONF IRM
Prepare
architecture and provides a "to be" picture of the Conduct Create Obtain Transition to
For
technical architecture. Scoping Blueprint Stakeholder Project
Scoping
Meeting Documentation Approval Planning
Meeting
► Identifies business considerations, technical considerations, inheritance models outlined for products being ► Solution Blueprint
implemented, and the associated complexity for each item.
► Defines the impact of the new application to the business organization and ensures users are adequately
prepared to support new business processes.
► Addresses application maintenance and clarifies the responsibility for providing post-implementation
support.
IMPLEMENTATION
Project Planning
Project Planning sets the foundation for a project by
defining how the project will meet the objectives
laid out in the SoW. This activity includes confirming
project deliverables, setting up the project schedule,
establishing the project governance structure, and
procuring the project resources.
Create Define
CONF IRM
Adequate lead to time is included to ensure Management Plan Confirm Project Conduct
environments are in place before they are needed. Review Go-Live Metrics Project
Artifacts Create Date and Kickoff
Depending on the duration of the project, Platform Project Plan
Upgrades and Template Updates will need to be Deliverables
incorporated into the project timeline.

► Define deliverables so that everyone on the project team understands their roles, responsibilities, effort, and ► Management Plan
timeline.
► The Management Plan defines the processes and guidelines for measuring and monitoring, and the Project
► Project Plan
Plan defines the tasks. Together they are defined to actively manage time, cost, resources, quality, risk and
issues. The Plan is defined to deliver the project, on time and within budget based on the scope defined in
the SoW.
► The work in this activity assumes that initial planning has been completed with the creation of the Solution
Plan as well as the execution of the Statement of Work during Partnership stage.
► Structure project deliverables in a distinct manner so that “testable” functions are implemented iteratively
in order to progressively measure progress towards the overall project objective.
IMPLEMENTATION
Discovery
Projects and contracts are structured differently. A
Discovery stage may be split out into its own
statement of work (SoW), or similar activities can be
folded into an implementation contract as Solution
Blueprinting deliverables. The Discovery activity
includes the discovery, planning and education
activities needed in order to gather more detailed Create
CONF IRM
Report Status Transition
requirements, determine the scope of work, and Knowledge Project
Solution Blueprint
provide a more detailed estimate. This is an to
Transition Planning Create Analyze
opportunity for the Customer, Duck Creek teams Update Estimates
Proof of Concept
and SI Partner to better understand the overall
project by discussing the underlying drivers for the
desired solution.

► The objectives of this stage are to validate scope, refine initial estimates, complete solution blueprint and ► Solution Blueprint
high-level design of products to be implemented.
► Partial work for the Solution Blueprinting activity is completed during Discovery under a signed contract,
prior to the execution for a Statement of Work (SoW) for an implementation.
► Allows teams to mitigate some risks associated by ensuring an advancement on the full suite of
requirements, program planning deliverables (including scheduling, costing, and resource requirements),
and key gap documentation.
IMPLEMENTATION
Analyze
Define future business processes, identify
application (product) requirements, perform a
fit/gap analysis of the packaged software, and
identify inventories of the reports, interfaces,
conversions, extensions, forms and workflows. Document Business
Create the system’s integration conceptual design, Processes
create the test approaches and start developing
CONF IRM
Conduct Document Transition
test conditions and expected results. Peer Obtain
Requirements Requirements Analyze
Functional and non-functional requirements are Review Sign Off
Meeting Assess Fit Gaps Deliverables
normally defined in an iterative fashion. The order
could be based on team size and capacity. Multiple Confirm
teams could work on multiple functional areas in Technical Requirements
parallel.

► Tasks such as Document Business Processes, Document Requirements, and Assess Fit Gaps can be highly ► Requirements and Traceability
iterative. It is not always realistic to fully complete a task before starting the next task. Prepare to iterate (with Fit Gap Analysis)
through the process design, requirements gathering, and gap analysis tasks.
► Business Process Design
► Other Analyze tasks like Confirm Technical Requirements, Obtain Sign Off, and Transition Deliverables may
also be executed iteratively. ► Technical Architecture
Specification
► Iterative development can go across activity boundaries. You do not have to complete all the analysis
deliverables before starting the design deliverables. ► Application Development
Standards
► Determine environment usage, establish a release management strategy, and confirm monitoring
requirements during this activity.
IMPLEMENTATION
Design
The Design activity begins once a related set of
Analyze activities has been completed. This activity
results in a technical roadmap of how to achieve
the packaged software configuration and how to
Design Application Configuration
create any customizations required. This is driven
by the approved business process design and Design and Validate Prototype
CONF IRM
application requirements that have been officially Design Additional Components Obtain Transition
Peer Review
signed off by the Customer. Create configuration, Design Integration Components Sign Off Design
mapping, and other technical designs to fill the Design Conversion Components
gaps between the packaged software and the
Design Technical Architecture
required functionality.

► Identify gaps and/or process issues with enough time to react. ► Configuration Design
► Propose and present demonstrations of solutions to gaps for acceptance. ► Integration Functional Design
► Engage in “trade off” discussions to separate key requirements from the nice-to-haves to maintain scope. ► Inheritance Diagram
► The Inheritance Diagram (Product Taxonomy) will be informed enough so not to require extensive rework ► Development Environment
in later iterations. Design
► Consider more than just functional requirements, such as performance, and consider alternative solutions ► Execution Environment Design
to minimize customization and to reduce impact of future upgrades.
► Document final decisions affecting requirements and obtain sign off.
IMPLEMENTATION
Build
Configuration of the packaged software in
accordance with requirements and design
documents occurs during the Build activity.
Configured components and integrations are unit
tested as completed.
Prepare Configure
Development Environment Applications
CONF IRM
Build Code Build Code Transition
Configuration Repository Integration Components Review Build
Prepare
Perform Unit Test
Validation Environments

► Application Build will be completed for each iteration as defined in the Project Plan in accordance with the ► Installation and Configuration
Configuration Design. Guides
► Build and Unit Test tasks will be executed as required for each defined build iteration. ► Integration Technical Design
► Application Development Standards and best practices should be followed when configuring the
packaged software.
► Code Reviews of the completed configurations and customizations are performed prior to deploying the
configuration to the validation environment.
IMPLEMENTATION
Test
Testing is an essential part of the software
development life cycle. It is a structured way of
validating that requirements and specifications are Prepare
Prepare Prepare
CONF IRM
CONF IRM
CONF IRM
properly implemented in a solution and proves if a Transition Transition and Transition
and and
solution meets a Customer’s functional, technical, Assembly- Product- Execute Acceptance-
Execute Execute
operational, and maintenance expectations. Tested Tested User Tested
Assembly Product
Testing is a critical means for reducing software Application Application Acceptance Application
Test Test
delivery risks. This stage is a compilation of Test
Assembly Test, Product Test, and User Acceptance
Test (UAT) activities. Each activity has core tasks
that must be completed, and they are Plan Test, Assembly (ITERATIVE): ensure components Performance: ensure the application
Execute Test, and Transition. work correctly when integrated into a complete meets the performance-related metrics
application
UAT: ensure the application meets
Product: ensure each application meets the stakeholder expectations.
product requirements and that all applications
work together

► Assembly Test is iterative and assumes selective regression. Product Test may be iterative or reserved until ► Test Approach
after all iterations are complete. ► Test Scenarios
► Test Scripts, Test Data and the Test Closure Memo will be repeated for each test iteration on the project. ► Test Conditions and Expected
► Implementation teams are responsible for stub testing integrations with the packaged software, and Results
Customers are responsible for testing the full integration with production data and scenarios. ► Test Scripts
► Once Product Test is complete, the Customer executes UAT, which will include Performance Testing, using ► Test Cycle Control Sheet
their own test strategy.
► Test Closure Memo
► Other testing is performed as part of Operational Readiness, such as Penetration testing and Disaster
Recovery testing.
IMPLEMENTATION
Delivery and Go-Live

Preparation for Delivery begins at the beginning of
the project. The Customer needs to prepare for
application rollout to the users and other
stakeholders as part of change enablement.

► In preparation for the project’s deployment into production, the Deployment Plan will be reviewed and ► Deployment Plan
updated as part of each Iteration.
PROGRAM
Project Monitoring AND PROJECT

MANAGEMENT
Project Monitoring oversees the execution of the

tasks agreed to in the signed Statement of Work in
order to deliver the products and/or services to our
Customers or internal stakeholders. Project
Monitoring also refers to keeping track of all project-
related metrics including team performance and
task duration, identifying potential problems and
CONF IRM
taking corrective actions necessary to ensure that Communicate
Implement Monitor
the project is within scope, on budget and meets To
The Plan Project
the specified deadlines. Project Monitoring is an Stakeholders
activity that is performed throughout all project
stages.

► Executing tasks laid out in the Project Plan and managing project resources while executing the project ► Change Order or Request
plan are key components to implementing the Project Plan.
► Review Checklist and
► The Project Manager does not implement each task but is responsible for overseeing that the tasks are Documentation
completed based on the process and procedures laid out in the management plan.
► Sign-Off Sheet
► Project schedule variance, progress of milestones, test execution, and key decisions are key project areas to
monitor.
SUPPOR
Monitoring T
Duck Creek services various types of carriers and

some may have internal requirements to perform Business
additional, or even duplicate, monitoring. Duck Process
Monitoring
Creek’s SaaS Operations team is expected to
perform all necessary monitoring of products and
services implemented as a cloud service. Solution Component
Monitoring
Platform Monitoring
Infrastructure Monitoring

► Customers typically do not have direct access to the Duck Creek OnDemand monitoring tools, logs, or ► Monitoring Dashboards or
reports. They may request a report at any time by logging a request in the Duck Creek OnDemand Reports
ticketing system. The Customer may also request to receive alerts via email to a Customer email
distribution list, although these alerts will be limited to certain custom monitoring scenarios.
► OnDemand Monitoring encompasses Infrastructure, Application, Synthetic, Custom, and Service Level
Agreement monitoring .
► Security logs are monitored by an external Security Information and Event Monitoring (SIEM) vendor.
SUPPORT
Platform Upgrades
Duck Creek Engineering produces new versions of
the products that can be delivered as a solution to
Customers. Products are required to be upgraded
to newer versions on a defined schedule as a part of
the Software as a Service (SaaS) offering. It is likely Analysis Test
that new product versions will be released during
project implementation, so project schedules Duck Creek Carrier
should include dates and tasks for upgrade Execute
Align Teams Confirm Scope Upgrade Acceptance
preparation and execution. Once the system is in Upgrade
Validation Testing
production, the Duck Creek OnDemand Upgrade
team, which may include a SI Partner, will lead the Planning Carrier
upgrade effort with the support of the Customer’s & Upgrade Certificatio
upgrade team. Initiation n Testing

► Each post production upgrade will start with providing an overview of the Duck Creek Platform Upgrade ► Upgrade Analysis
process to the Customer in order to present a consistent and structured approach to conducting an
upgrade. ► Project Plan
► The Upgrade team will execute initial testing of the platform upgrade after it has been implemented, but ► Test Plan
the Customer and Customer’s upgrade team are also responsible for regression testing configurations and
customizations as a prerequisite for production deployment.
SUPPORT
Templates Updates
Duck Creek Engineering produces new versions of
the insurance product templates used as the basis
for many commercial lines products. Customers are
expected to evaluate the release notes for each
template version from a functional and regulatory
perspective to determine if updating to the new
templates version is needed for the current
insurance products in production. Client Customizations Preserved
Circulars Updated

► The Templates team releases new templates versions on the first of every month or the prior business day. ► Conflict Report
► The Customer should provide test scripts to be executed as part of pre-regression and post regression tests,
and the Customer is responsible for updating test scripts if needed.
► All issues encountered after the update should have a defect submitted per the normal triage process.
► Customers should review the Release Notes published by the Templates Team every month and provide
Sign Off not only on the changes they want implemented from the new template version, but also Sign Off
on the test results of those changes once they are merged with the software configuration.
SUPPORT
Incident Management
Duck Creek Technologies uses the Salesforce
ticketing system to manage Incidents and Requests
across all customers. Many Customers have their
own internal ticketing system, which they will
continue to use for integration incidents, legacy
system incidents, and other incidents.
Customer Incident Automated Incident
Reporting 24x7 Detection
(Online, Email, Phone) (Continuous Monitoring)

► It is important that all requested information for the Incident or Request be completed, so no delays are ► Sales Force Case (Ticket)
incurred in the support process.
► Incident and request tickets can be manually entered in Salesforce, entered in Salesforce from an API with
the Customer’s ticketing system, automatically logged by Duck Creek’s monitoring tools, and by calling the
Duck Creek Help Desk.
SUPPORT
Service Center
The Service Center team was established to assist
and supplement the Service Managers in being
responsive to the Customer. To keep responsiveness
on the forefront, the Service Center team is always
driving to identify process improvements, create
new and effective workflows, and build automations
to help enable Service Managers and other internal
teams that interact with the Service Managers.
Defect License Requests OnDemand Case Out of Sync Cases Low Volume
Prioritization Maintenance Client Base
Support

► Facilitates defect consolidation, prioritization and coordination between the Service Managers and the ► Dashboard Reports
Engineering teams
► Drives efficiency through the case workflow and provides analysis to internal teams on progress or required
actions
► Performs general case maintenance across multiple ticketing systems to ensure complete accuracy
► Drives all licensing requests, such as the process of creating, updating, or un-registering
► Adds installers or packages to the Customer’s Support Center when requested
04
Committed to
Success
53
The new
standard is here,
Made on Duck Creek.
Low-code Platform
P&C Applications
OnDemand SaaS Solutions
Thank You
55

Gen-Mth-111 Customer Journey - External

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Insure the Possible

Delivering Future-Ready Solutions

 Demonstrates value earlier and provides a predictable outcome DIGITAL ENGAGEMENT

 Dramatically improves speed to market

 Clarifies requirements as iterations progress; uncovering hidden

 Minimizes customizations and maximizes out of box capabilities

 Establishes a robust architecture earlier and proves it works

 End to end Requirements Management Plan (RMP)

 Full lifecycle requirement management and traceability

 Extend test case support through automation (TAC)

 Upload quotes/policies, rich text editing and add/replace

 Compare product definitions and identify deviations Test

 Easy upload process and queues for user assignment and

 Accept or reject circulars and override adoption dates (ISO Design

 Capture project actuals, count actual efforts and improve

 Establishment of clear communications

 Clear set of expectations and responsibilities

 Orients all processes so that all parties are

 Clear points of escalation

 Manage accountabilities for the Customer

 Increase Speed to Market

Iterative Development is Duck Creek’s chosen process

Requirements and configuration activities are grouped

Each iteration encompasses a series of development

The end of each cycle allows:

CONSIDERATIONS KEY OUTPUTS

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Performance Engineering as a Service

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Getting Started INTRODUCTION

The Getting Started activity will introduce the

Operational Readiness INTRODUCTION

Operational Readiness is an incremental process

A cut-over plan is driven by the Customer and their

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Delivery and Go-Live

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Project Monitoring AND PROJECT

Project Monitoring oversees the execution of the

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Duck Creek services various types of carriers and

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OnDemand SaaS Solutions

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