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Keep calm and carry on – How to run a data migration in the middle of lockdown webinar, 20 October 2020

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Keep calm and carry on – How to run a data migration in the middle of lockdown webinar
Tuesday 20 October 2020

presented by
Andy O'Dell

The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/keep-calm-and-carry-on-how-to-run-a-data-migration-in-the-middle-of-lockdown-webinar/

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Keep calm and carry on – How to run a data migration in the middle of lockdown webinar, 20 October 2020

  1. 1. Andy O’Dell Senior Manager – Portfolio Delivery October 2020 Public Keep Calm and Carry On - How to manage a Data Migration through a Global Pandemic
  2. 2. An introduction to me Joined YBS in 2016 as Programme Manager, promoted to Portfolio Delivery management in 2017. Delivered the integration of the Norwich & Peterborough Building Society and is leading the rollout of Digital services as well as the ongoing development of change talent from within the Society. Change journey began at Halifax in 1998, moving from Project Manager to Programme Manager and working in Stockbroking and Wealth & Investments through HBOS and Lloyds Banking Group Born in London, moved to Bradford for University in 1989 and very happily living in Yorkshire Worked in Financial Services since 1998, always as a Business side change lead, experienced in product and proposition development, software procurement, M&A, data integration and migration, regulatory compliance and organisational simplification. Outside of work, music and trying to balance my love of good food and drink with some control of my waistline are my main pre- occupations
  3. 3. An introduction to YBS and the Project • Currently 3rd in the Top 10 Building Societies • Head Office locations in Bradford, Leeds and Peterborough, although currently approx 25% of the workforce are working remotely • Product offerings include Residential and Commercial Mortgages, Buy to Let, Savings, and Shareplans • Key Communication channels – Digital App, Online and Phone • 249 YBS outlets for face to face help across the UK offering Real Help for Real Lives The work we will be discussing today was a 2+ year programme to outsource the ongoing administration of a part of our Mortgage business. Completing this work required us to oversight the Extract, Transform and Load of Customer, Account and Transactional Data to an appointed 3rd party. The size of the activity fell within the Financial Conduct Authority’s definition of a ‘Material Outsource’, requiring YBS to apply the highest standards of care and due diligence to ensure the protection of customer outcomes. The entity receiving the data and taking responsibility for running the service were not geographically located close to YBS, meaning that the joint project team had operated in an environment where they were travelling regularly to conduct face to face workshops for all key activities from requirements gathering through solution design and definition and into the delivery phase.
  4. 4. Data Migration is a core Project Management skill Organisations will evolve and re- shape themselves: ➢ Mergers & Acquisitions ➢ Buy Outs ➢ Restructuring / Outsourcing ➢ Legacy Modernisation ➢ Technology Upgrade ➢ Data re-modelling Cross Sector Business Drivers Critical Success Factors Tools & Methodologies Common themes that must be addressed: ➢ Clarity on Business Outcomes ➢ Data harmonisation / cleansing ➢ Understanding the ‘To Be’ ➢ Levels of customisation ➢ Adopt or Adapt the environment ➢ Build or Buy the solution Managing requires core change disciplines and specialist skills: ➢ Structured approach to creating work packages ➢ Strong relationships with Analysts ➢ Familiarity with Software build and test processes ➢ Leadership & Communication ➢ Experience of the operating landscape Analysis & Design Data Extract & Build Cleanse Validate Load & Reconcile Implement
  5. 5. Implementation All data migration projects have a ‘big bang’ weekend at which point the formal extract, reconciliation and transfer of data takes place from the host to receiving organisation or platform. This is a hugely time sensitive activity, and traditionally would always be done with the teams being co-located to maximise efficiency. So how do you do that in the middle of lockdown…?
  6. 6. ‘Normal’ challenges This programme of work faced challenges that will be recognised by any change professional: Scope TimeBudget Quality ➢ Adopt not adapt the Supplier solution ➢ Management of internal process changes ➢ Late identification of requirements ➢ Changes to roles and responsibilities ➢ Milestones driven by the need to manage large scale redundancies ➢ An integrated deliverable within a Portfolio of work with multiple dependencies ➢ Supplier teams scheduled to move to other assignments ➢ Critical path slippages ➢ Delivery quality challenges ➢ High levels of demand for domain specialists ➢ Issues with discreet parts of the technical solution ➢ Squeeze of testing durations ➢ Budget construction driven by commercial agreement with supplier ➢ Minimal contingency opportunities ➢ Circa 60 Change Requests ➢ Benefit deliverables baked into corporate plan Delivery subject to material risk driving full re-plan
  7. 7. Our Outcomes LIVE • Completion of all testing • 2 x Dress Rehearsals each with a 4 day end to end span • Revise resource plan • Issue of Customer notifications • Regulatory approval • Daily Management of Delivery Plan • Onsite management of supplier • Less than 10% tolerance available • Governance/ Assurance & Audit approval • Daily Management of Delivery Plan • Onsite management of supplier • Less than 10% tolerance available • Colleague exit dates realigned • Lock in Supplier deliverables • Lock in Internal resource • Commercials restated • Business Case revised & approved • Transparent MI implemented • Control of Change Requests X Cessation of face to face working X Business travel stopped X Quarantine if ill X Schools closed X Minimal access to Teams / web conferencing • Minimal plan tolerance • Completion of test plan • Readiness to enter route to live DEC JAN FEB MAR APR MAY • Delivery Plan reconfigured LIVE 2019 2020
  8. 8. How did we do it? 1. Customer Outcomes come first It’s easy to say that you put Customer needs and outcomes at the centre of what you are delivering, but often that is a lot harder to do in practice. A few themes that were kept in mind: 1. Be completely clear on what Customers will experience through the transition, and where that may be a problem. Revisit that position on a regular basis 2. As you do so, ensure that your supplier remains clear about how you expect Customers to be treated 3. Know where your milestones are for Customer Communication and be unambiguous on the Quality tolerances that have to be achieved before you will release any information or notice to them Lockdown and furlough created huge levels of uncertainty for Customers, many of whom were suddenly put into a position where they were applying for Mortgage payment holidays. The Programme had to be confident that it understood how changes in the external environment impacted its proposed scheme of work, and could assure the Organisation that there would be no customer detriment. All customer communications were reviewed, re-worded and re-approved via internal governance, and when issued, resulted in lower than forecast levels of customer contact.
  9. 9. How did we do it? 2. Manage the Plan It’s an obvious statement, but a properly managed plan underpins your success. ➢ Understand your plan at the lowest level of detail ➢ Be absolutely clear who owns the plan ➢ Assign unambiguous ownership of tasks and make sure it’s not you! ➢ Walk it through as many times as you need to ensure that everyone knows what is expected of them ➢ What is your contingency plan ➢ Have you thought through the unhappy path scenarios and made allowance for them in your planning ➢ What is your escalation pathway when you hit issues ➢ Rehearse your plan ➢ Make every minute count ➢ Ensure that you know where you have contingency and where your critical path is ➢ Be flexible and creative ➢ Fail fast and fix forward ➢ Use your Dress Rehearsals to remove as much ambiguity as you can
  10. 10. How did we do it? 3. Trust and Empower your team Lockdown imposed a new way of working for us all overnight. When we take on cultural and behavioural change, we generally don’t plan for it to be enacted at such short notice. But when those situations happen, you will rely on the team around you to be their best selves. We adopted some basic principles: ➢ Allow your colleagues to be as flexible as they need to in order to manage their own circumstances ➢ You must ensure that roles and responsibilities are clear and unambiguous, particularly where a supplier is involved ➢ Identify and Protect your key resources – those people who you cannot do without. Give them support and space to operate ➢ Know who is on your Bench – if you lose key resources, who can backfill?
  11. 11. How did we do it? 4. Absolute clarity on your communication ➢ Removing 25% of your capacity to communicate means that you have to increase focus on the other methods Verbal Non Verbal Visual Written We use 4 methods to communicate, but when one of those is removed, what do you do to compensate? ➢ You have to keep a laser focus to ensure that: ➢ all actions are recorded and tracked ➢ All commitments made are followed through ➢ Your plan remains accurate and up to date ➢ Adopt the most appropriate tools that are available and reliable and stick with them – consistency is your friend ➢ Be ready to deal with conflict – take accountability, take ownership and always remember the bigger picture ➢ Be aware of the impact of losing visual clues and ensure your team are thinking in the same way ➢ Move quickly through the change curve – encourage the team to take the lead in adoption
  12. 12. How did we do it? 5. Get your organisation behind you Your single biggest support network should be the organisation you are working for. Any piece of work like this represents a significant financial investment, and should be expected to deliver material benefits. They have a vested interest in making it happen, so get them working for you. 1. We worked closely with internal Audit, first and second line assurance to ensure that they understood the work we were leading, the risks we were managing and the things we needed to enable success 2. Your Executive Sponsor has to be close to the detail. If they are not, it is your job to bring them in. They have a critical role in influencing both within the Organisation and outside. They need to be in tune with you, and you need to be in tune with them, to make them your biggest advocate. 3. Your Executive Committee are accountable to the Board for investment spend and benefit realisation. We ensured that they were aware of the additional pressures that the external environment had created
  13. 13. How did we do it? 6. Work seamlessly with your supplier Any delivery programme where realisation of your outcomes is dependent upon collaboration of a 3rd party supplier (or suppliers) requires you to build a strong ‘one team’ ethos to succeed. This scenario perfectly showcases how we use conflict resolution as a technique within change management. When two different organisations work together there will always be the potential for tensions to be uncovered, which will become much more marked as available time reduces. That was amplified with the imposed changes in working patterns through Lockdown. We consciously increased the focus in this area, with 3 questions and one Red Line in mind: 1. Is your level of trust sufficient to allow them to lead you? If not, what will you do and when will you intervene 2. Who are your trusted partners within their organisation? 3. Are you cheerleading for the standardisation of processes and practices? 4. When it comes to Quality, ‘just about OK’ is not good enough You will always need to apply additional levels of oversight if you are working with Third Parties. Our experience in Lockdown was that the removal of direct contact meant that we needed to insist on a much higher level of oversight and governance control to assure ourselves of the right outcome.
  14. 14. What have we learnt? Your customer is your most important stakeholder What was unthinkable 6 months ago is normal now Change has never been this fast and will never be this slow Stick with your core disciplines – you were taught them for a reason Your people are your strongest asset – trust them
  15. 15. Thanks for listening – any questions?

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