The document outlines best practices for successfully rolling out a modernized application, focusing on key project phases like identification, discovery, design, development, and rollout. It emphasizes the importance of client communication and management, training, and ongoing feedback throughout the project lifecycle. The methodology includes understanding client needs, managing application transformation, and ensuring project adoption to enhance overall project performance.

2. Finish Strong - Successfully
Rolling Out Your Killer App
John Head - Director of Enterprise Collaboration
Ken Lamey – Engagement Manager
PSC Group, LLC

3. #EMPOWER2015
① About Us
② Overview
③ Key Project Phases
④ Polish
⑤ Customer Feedback
⑥ Wrap-up

4. 1 About Us

5. #EMPOWER2015© 2013 IBM Corporation
John Head
jhead@psclistens.com
1051 Perimeter Drive
Suite 500
Schaumburg, IL 60173
(847) 517-7200
(847) 517-7600 fax
Facebook.com/PSCGroup
Twitter.com/PSCGroup
Linkedin.com/company/psc-group-llc
Slideshare.com/PSCGroup
Youtube.com/PSCGroup
Facebook.com/johndhead
Twitter.com/johnhead
LinkedIN.com/in/johndhead
Slideshare.com/johnhead
Youtube.com/johnhead
www.johndavidhead.com
www.pscgroup.com

6. #EMPOWER2015
Kenneth L. Lamey
klamey@psclistens.com
1051 Perimeter Drive
Suite 500
Schaumburg, IL 60173
(847) 517-7200
(847) 517-7600 fax
(224) 659-3054 cell
Facebook.com/PSCGroup
Twitter.com/PSCGroup
Linkedin.com/company/psc-group-llc
Twitter.com/KLLamey
Linkedin.com/in/kenlamey
Kenneth L. Lamey
www.pscgroup.com
Engagement Manager

8. #EMPOWER2015
It’s all in the way we listen

9. Our Methodology
Application Modernization, Not Migration
Inventory
Existing
Application
Portfolio
Categorize and
Prioritize
Estimate
Modernization
Costs
Determine
Landing Platform
Network Impact
Analysis
Data Center
Impact Analysis
Define Security
Model on
Landing Platform
Establish
Tools &
Standards
Application
Transformation
Data
Transformation
Sunset
Legacy
Environment
Develop Support
and Staffing Plan
Application
Modernized!
Reduce Licensing
of Legacy
Environment
Define
Governance
Model
Modify
Infrastructure
Establish
Development
Environment
Specify and
Procure
Production
Hardware and
Software
Analysis & Design
Prepare for a more data driven,
mobile, social and dynamic future
Identify opportunities to enhance
processes, workflow and security
Technical
Analysis
Business Value
Analysis
Cultural Change
Analysis
Develop Training
Plan and
Materials
Train End Users
on Modernized
Application
ANALYZE
MODERNIZE

10. Overview
2

11. #EMPOWER2015
• This session is for anyone building
applications with Intel Quickbase,
customer or QSP
• Best Practices from the field
• Learn from our mistakes and our success
• To get to the areas of polish to finish
strong, we need to make sure we start
strong and steady
Why Finish Strong?

12. Key Project Phases
3

13. #EMPOWER2015
① Project Identification
② Discovery
③ Design
④ Development
⑤ Testing / UAT
⑥ Rollout
⑦ Knowledge Transfer and Client Turnover
Key Project Phases

14. #EMPOWER2015
 Listen to the client
 Document everything
 Have clear understanding of how client does business
 Billing procedures clearly understood
 Client/Company sponsor vs. Project sponsor vs. Project Figurehead
 Setting Expectations
1. Project Identification

15. #EMPOWER2015
• One of the world's largest and highest valued semiconductor chip makers, based on
revenue
• Initial Client Engagement
• Non-technical Client Project Team
• Diverse Geographic Locations and Time Zones
• All Client Contact Is Remote
• Manage Scope
Client Overview

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• Process Efficiency Gains
• Improved Visibility Into
• Coach request status
• Coach/Client relationship
• Coach/Client metrics
Overall Project Goals

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 Deep dive into current state
 Deep dive into desired state at end of project
 Client interviews
2. Discovery

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• Scout/Coach Source
• Previous CMS Did Not Work
• User Interface Was Not Easy To Use
• Supplemented Spreadsheets With CMS
• Email did not often go out
• Emailed without their knowledge
• Dashboards Limitations - What it had did not give them data they
needed
• Dashboards Limitations - Dashboard functionality mostly did not
work
• Multiple Drill Downs To Get To Data
• No Workflow Capabilities
• Lack of Custom Reporting
• Limited Portfolio Analysis Capabilities
Prior CMS Solution Deficiencies

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• Coaching Management System
• Allows for multiple roles
• Workflow
• Automated email notifications
• Replace Existing Spreadsheets
• Portfolio Analysis Capabilities
Project Scope

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• All Tasks for the Project
• Created Before the Project “Really” Begins
• Includes Ramp Up Tasks too
• Not Just Development Activities
• Test Plan Creation and Execution
• Roll Out Activities
• Project Closure
Project Plan

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Project Plan

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 Complete application architecture
 Design Document
 Wireframes / Mock-ups
 Workflow (Visio)
 Prototype Dashboard / Reporting
 Project Sponsor Signature / Buy-in
3. Design

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New Workflow

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 Waterfall vs. Agile
 Constant interaction with client
 User Stories
 Daily Stand-up
 Weekly Status Meetings
 Weekly Demo with Entire Team
 Max two week sprints
 Client testing each sprint
4. Development

25. #EMPOWER2015
Completed Quickbase Application

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 Testing takes place during every phase
 User Story test plans
 Focused Testing phase
 Developer Testing
 Client Testing
 Pilot Phase
 All projects have bugs/fixes during UAT
5. Testing / UAT

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Test Plan

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Test Plan

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Test Plan

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 Training
 Integration / Access
 Staggered Access
6. Rollout

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 Documentation
 Train the Trainer
 Support Agreement / Plan
7. Knowledge Transfer and
Client Turnover

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Application User Documentation

33. Polish
4

34. #EMPOWER2015
① Client Management
② Delivery Excellence
③ Communication
④ Adoption
POLISH

35. #EMPOWER2015
• Organizational Change is hard
• Change Management process must be defined
• Break large projects into phases
• Identify the key workers – not just decision makers : INTERVIEW
• Avoid “analysis paralysis”
• Stakeholder review – constantly
• Manage Scope
1. Client Management

36. #EMPOWER2015
• Daily Stand-ups / Status Meetings with teams
• Project Manager manages scope and tasks, not developer
• All scope changes reviewed by entire team
• Project Peer code review
• Peer Testing
• Company Project Reviews
• Executive Overview
2. Delivery Excellence

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• Project Team Site
• Weekly Status Reports
• Monthly Executive Touch Points
• Scope Changes
3. Communication

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• Complete project tracking
• Starts with signed Statement of Work
• Project Plan
• Weekly Status Reports
• Scope Changes
• Test Plans
• All other documentation
• Accessible by everyone on team
Project Team Site

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• Clearly documented weekly status reporting
• What was done
• What’s next
• Exact Hour/$ Status
Weekly Status Reports
PSC Group – Project Status Update
Intel : P05010 Intel Coaching Management Application
Status Report for Week Ending 03-27-2015
Hours
Resource PSC Project Description
Project
Number
Sat Sun Mon Tue Wed Thu Fri
Week
Total
Project To
Date
Ken Lamey Store Schedule Items -
Support
P0510 1 3 5 3 2 14 263.5
Total 1 3 5 3 2 14 263.5/ 360
Tasks Reconciliation for Last Week
(Tasks started with a ‘*’ were unanticipated or not expected this week)
Item Resource Status Comments
Project Coordination/Onboarding Ken In Process  Daily standups, status reporting and project coordination,
Weekly Standup to review progress with the team on
Friday. Worked with Lorena to coordinate awaiting
testing and new findings.
Testing Ken In Process  Tested the application with both the engagement
manager role and coaches roles
Form Updates Ken In-Progress  Miscellaneous forms updates including removing
availability fields and spelling corrections. Modified the
selection list for coaches to not display the type of coach
twice. Updated the occurrences of interested coach to
potential coach.
Coach Role Ken Complete  Implemented, consolidated and reviewed multiple
requirements list for hidden fields for coaches.
Implemented and tested the coach role for access to all
forms and home page.
Coach Dashboard Ken Complete  Added the filtered reports to coach’s view. Modified fields
to display correctly on reports and access.
Emails Ken Complete  Completed misc. enhancements to the emails including
the creation of another set to be sent to the engagement
managers for phase one to send the CRF attachment
separately. Modified the availability email to reflect reply
to this email since coaches will not have access initially.
Reviewed revised email matrix requirements and verified
emails.
Coach Reports Ken Complete  Enhanced the coaches’ reports to display fields as
designated.
Tasks Outstanding
Task Resource Description
Client Inventory Report Ken Ability to email a coaching inventory report for updates.
Coach request Document
Attachment
Ken Ability to add one link for the Coach request document link for coaches and
have it flow through to the emails.
Engagement tracking report Ken Generate a report to provide engagement tracking data.
Issues Outstanding
Issue Resolution Date
/ Status
Resolution

40. #EMPOWER2015
• Larger projects might required monthly executive touch points
• Include IT if possible
Monthly Executive Touch Points

41. #EMPOWER2015
• All changes in scope should be documented
• Positive
• Negative
• Zero hour/$ impact
• In writing
• Signed by project leader on client and developer
• Shared with entire team in project site
Scope Changes

42. #EMPOWER2015
• Ease of Use
• Single Sign On (SSO)
• Track Usage
• User Feedback
• IT Support and Coordination
– S
4. Adoption

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• Seamless Interface
• Prevents Multiple Application Sign on Prompts
• Improved User Experience
• Requires IT Assistance with Intuit
• Requires QuickBase Platform Plan
SSO (Single Sign-on)

44. #EMPOWER2015
• Know Who is Using the Application
• Know When the Application is Being Used
• Know What in the Application is Being Used
• Account Admin
• Users Menu Option
• Custom Code
Track Usage

45. #EMPOWER2015
• The Best Designed Application Can Be Better
• Issues and Problems
• Request for New Features
• Easily Accessible and Simple to Use
• QuickBase Application
• Email
User Feedback

46. Customer Feedback
5

47. #EMPOWER2015
• Customer Satisfaction Survey
• Review on QSP site
• Internal Newsletter – Sell to co-workers
• Case Study – sell externally
Customer Feedback

48. Wrap-up
6

49. #EMPOWER2015
 Communicate
 Organize
 Solve Problems/Make Decisions
 Build Good Teams
 Its Not Over After Roll Out
Wrap-up