JWTechInc

1. Jayson & Williams Technologies Incorporation Presentation to http://www.JWTechInc.com

2. AGENDA Corporate Overview Flexible Delivery Models Strategy Case Studies

3. Corporate Overview

4. The collective wisdom of a global network of intellectuals and experienced professionals, driven by passion for quality, created a nascent concept: Jayson & Williams, offering superlative information technology services. At Jayson & Williams, qualitative innovation has been a perennial obsession. Being meticulous in every score has always enabled us to transform one-shot transactions into powerful partnerships with best- of-breed companies. Jayson & Williams Technologies is a Strategic Technology Partner of Microsoft, IBM and FileNET. An Introduction

5. Our core strengths Professional and committed management Excellent Project Management Skills Young and talented pool of resources Quick ramp-ups Transparent model ensuring quality & timely deliverables

6. Jayson & Williams’s strategic alliance based business model contours its suite of information technology services. While we savor our indigenous talent pool capable of preempting any computing calamity, we believe in partnering with top notch companies to deliver cost effective solutions that add tangible value to businesses, all under one roof. Protocol

7. Jayson & Williams provide world-class business consulting and cutting-edge information technology services to a wide-spectrum of industries, namely: Banking, Finance & Insurance Transport Healthcare Education Legal Manufacturing, Sales & Distribution Our vertical focus

8. Here is a small sampling of fortune class companies as well as some of America's fastest growing companies that we are proud to have served: • American Family Insurance • Exelon • ConEd , New York • M&T Bank • AON • First USA Bank • Public Service Electric & Gas Co • BearingPoint • FileNET Corporation • Prime Therapeutics • Scottsdale Insurance (Nation Wide Company) Our selected clients

9. Flexible Delivery Model

10. Delivery Models • Staffing • Project Based • Managed Resource • Outsourcing Delivery Model We deploy flexible dual shore and teaming models to balance costs with effective delivery and risk mitigation • JW US • Program Management • Project management and functional/ architectural expertise near the client to ensure quality • Commodity skills at low cost locations • Re-usable development model, and objects, to maximize quality and reduce risk • Closed loop, on-shore QA both before and after off-shore activities • Business Analysis • Technology Architecture • Quality Assurance Testing • Application Design • JW • Dual Shore • Build • Unit Testing • Conversion & Implementation Support

11. Maintenance As part of the Transition Phase, JW will utilize our Maintenance, Enhancement & Support Model to ensure continuous quality results and reduce TCO of your maintenance program. • Standardized, repeatable processes • Robust S/W development methodology • Scheduled releases • Software quality assurance & testing • Formalized software promotion • Project management

12. Maintenance & Enhancement Managing and prioritizing “change” is an important component of JW’s approach. Corrective Maintenance • Likely that the change will be implemented outside of the scope of the release • Quickly move to technical analysis and design • Formality of test plans and test cases will be less for the initial implementation • Once implemented, further testing will be documented • Test plans for the next release will be updated Adaptive Maintenance • Normally included in a scheduled release • If the timeframe for the next release does not meet the business needs (regulatory changes, etc.) then the change will be implemented independently • All phases of the lifecycle will be applied New Application Functionality (Enhancement) • Included in a scheduled release • Typically requires all phases of the lifecycle • Functional changes must be designed prior to the technical design • Most likely will require updated user documentation and/or training prior to implementation • Linkage to change control process

13. Communication Good communication is essential to effective management and client satisfaction. Tracking, monitoring, reporting and communicating progress is achieved via management status meetings to review: • Accomplishments and changes implemented • Status of work in progress • Outstanding tasks and issues • Request prioritization • Review of methods and procedures (refinement) • Estimates vs. actual time required to complete work efforts • Quality goals and progress

14. Deliverables On a monthly basis, JW will produce various reports and associated metrics that will be used in monitoring the performance of the team and the application. Project Management Reporting • Project plans, resource allocation plans • Status reports • Corrective Action Plan reports, as needed Maintenance/Operations Reporting • Production release schedule • Load testing results • Software defects tracking log, change request log • Status reports • Error, usage, performance reports • All required documentation as described in the Statement of Understanding Software Quality Assurance Reporting • These metrics will be defined in conjunction with TFL needs. • Metrics typically include productivity defect tracking and various other software quality measures

15. How do we engage ? • Collaborate with TFL to review reporting platform and inventory number of reports • Gain understanding of reporting Siebel Analytics reports • Inventory Reports by customer and by frequency and gain understanding of the application architecture • Understand the Q A of enhancements targeted for 2007 • Incorporate TFL methodology, RUP and other capabilities incorporated into JW best practices where and if gaps are identified • Deploy a JW remote team based upon the service level of activities listed above

16. Strategy

17. Technology Assessment – Gap Analysis Framework components required to close the functionality gap between the client’s As-Is and To-Be content management and portal frameworks are identified As-Is To-Be

18. JW’s Proposed Approach To meet scalability requirements and operational processing targets, JW proposes Business Process Optimization Approach. Key components include: • Fast-track review of processing and application components to ensure overall integration and architectural components are deployed to meet projected volumes • SWAT team approach to address specific FileNet architectural and integration points • Quick Hit identification of processing, vendor or integration components to be immediately deployed to the existing implementation and configuration • Look ahead assessment regarding additional components that may further enable business process optimization such as JW eApp and data exchange frameworks proven in other financial services STP implementations • Road mapped implementation steps that are integrated into TFL’s overall plan and are targeted against key project milestones and implementation dates.

19. JW’s Enterprise Program Approach Program Management Program Strategy Program Governance • Architectural Governance (Business and Technology) • Risk Management • PMO • Governed Roadmap Alignment • Adoption of governance framework • Program performance reporting • Strategy Roadmap • Business Case • Risk Management • Governance Framework • Program Budgeting Planning Implementation Iteration 1..N Phase 1: Elaboration Phase 2: Construction Phase 3: Transition • Prioritized Business Needs • Competitive Analysis • Conceptual user experience • High-Level Business Architecture reengineering • Detailed Business Architecture and Requirements • User experience design • Business Process reengineering • User Acceptance Test Case development • Detailed Business Process change planning • End-User Systems Training • New Business Process Rollout and Training Business • Baseline Systems Architecture • Systems Gap Analysis • Envisioned Systems Architecture • Package selection support • Detailed System Requirements • Detailed information architecture modeling (object, data, security) • Detailed Technology Architecture (physical) • System package configuration • System component development • UAT • Migration planning • New Systems rollout • Systems Migration • SA Documentation and Training Technology

20. Channel Methodology Engagement Approach • 1. Develop vision for online channel and identify gaps • Identify “As Is” online channel capabilities by insurance product area • Identify “To Be” business services and enabling technologies • Develop “To Be” strategic prioritization criteria 2. Identify and prioritize business services required to close gaps • 3. Identify and evaluate required enabling technologies • Assess need for enabling technologies • Develop initial package assessment 4. Document online channel strategy and roadmap for path forward Work Products / Deliverables • Rationalization and prioritization of business services by strategic theme • High-level roadmap showing recommended evolution of technology framework and business services provided through the online channel • “As Is” online channel capabilities (i.e., baseline) • “To Be” business and technical framework • Strategic themes for the online channel • Internal and external survey results • Prioritization of “To Be” business services • Spreadsheet that maps business services to enabling technologies • List of recommended software package(s) and point solutions to provide enabling technology

21. Business Strategy To define and prioritize the business services and themes that will ensure the success of the online channel Determine Strategic Vision Identify Current State Define Future State Create Business Justification and Prioritization Develop Implementation Roadmap

22. Technical Strategy To architect a flexible, scalable framework that supports and leverages existing infrastructures Identify Technology Requirements Develop Information Architecture Architect the Application Framework Determine the Platform Tools Develop Transition Plan

23. The three stages are summarized as follows: • Crawl – During the Crawl stage, business services categorized as basic for the online channel are enabled and the most urgent competitive gaps are addressed • Walk – In the Walk stage, business services with high/medium priority but demanding more sophisticated framework elements are enabled to help Honeywell reach competitive parity • Run – The Run stage begins after all key framework services have been implemented and continues beyond the strategic roadmap horizon. Adoption of business services enabled in this stage can confer competitive advantage Strategic Roadmap The strategic roadmap shows the plan for enabling high and medium priority online functionality elements called “business services” across three stages over 18 months based on the rollout of framework elements or “framework services.”

24. Case Studies

25. Case Study New Business Underwriting Electronic Application

26. Case Study Self-directed Brokerage for Retirement Accounts

27. High Level Architecture of EAPP Solution for Life Insurance UW EAPP Layer Presentation Layer Content Provider Team Collaboration Manager Records Manager Forms Manager Portal Integration Workplace Web Applications Browser Office, Outlook Business Logic Layer CollaborationServices Records ManagerServices Forms ManagerServices Client Applications Admin Application Content & Process COM and Java APIs Capture Application Reports Services Layer XML Web Services XML Web Services Content Engine Process Engine Rendition Engine ProcessAnalyzer ProcessSimulator Rules Engine BusinessIntegration Data Layer DirectoryServices OLAP Legacy Systems Database EMC Centera DatabaseWarehouse EAPP Database External Vendors File System Image Services MVR MIB Repository

28. New PER’s Clinical Review Process - Architecture FileNET P8 Content Manager Pharmacy Fax Index Launch Workflow User Interface RxClaims(As/400) CRT Users CRA Users CRP Users

29. Thank you We truly look forward to offer our superior value added solutions to win the trust and delight of our customers … "Wheretechnology does notoverwhelm businesses, powerful partnerships transpire."