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IT NPI Process

The document outlines New Product Introduction Process (NPI) for IT projects. It describes the objective to communicate and deploy the NPI process. The process has 8 phases - Discovery, Analysis, Design, Development, Testing, Deployment, Support and Sustain. Each phase has defined entry/exit criteria and deliverables. Key aspects include problem/value statement, process requirements, success factors, roles and responsibilities. The process aims to deliver predictable, high quality IT solutions on time and on budget through a collaborative approach between business and IT.

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New Product Introduction Process August 16, 2016
2 • Objective – Communicate and deploy the IT&BS NPI process • Agenda – Kick Off/Introduction (What, Why, Who & How) – Problem and Value Statement – Process Requirements – Critical Success Factors – Framework and Process Phases – Project Roles and Responsibilities – Documentation – Change Control – Q&A
IT NPI: What, Why, Who & How What it is: A structured process for delivering IT solutions Why is it required: To deliver predictable high quality results on time and on budget, resulting in high customer satisfaction. Who’s involved: Both Business and IT (includes external Customer, Partners and Suppliers where applicable) How does it work It is an eight Phase Process with defined phase gates and both “Entry” and “Exit” criteria with clear boundaries of ownership.
4 IT NPI: Problem/Value Statement Problem Statement: – Projects are implemented at a very rapid pace with increasing demand for new capabilities. However: • Business requirements are light and change requests keep flowing up to go live. • Gaps in the IT solution delivered are realized post deployment, resulting in significant sustaining effort to stabilize the solution. • Cost of rework and ongoing support is very high. – This approach negatively impacts customer satisfaction, resulting in low morale and poor IT image Value Statement: – Establishing and adopting the IT NPI process will greatly improve the consistency, quality and reliability of new projects. A collaborative approach will help in delivering optimal products and services with: • Greater clarity of ownership of key deliverables at each phase. • Aligned business and IT expectations early in the implementation process. • Corrective action taken upfront verses at the end.
5 IT NPI: Process Requirements • Define a ‘lightweight’framework • Identify project management & governance requirements • Identify the key phases • Establish ownership for each phase • Define clear entry and exit criteria • Establish templates for each phase of the process • Establish communication framework
6 IT NPI: Critical Success Factors • Executive management commitment and support for adopting and using an NPI process – it is a cultural shift. • Commitment to process training to facilitate adoption. • Commitment to holding teams accountable for using the NPI process. • Commitment to continuous process inspection and improvement.
IT NPI Process Metrics NPI Process Metrics Metric Definition/Calculation Area addressed Data Source Owner Project delivery timeliness # of schedule resets, driven by IT, for the project IT Project scoping and planning Manual Project Mgr Financial $ actually spent vs. $ budgeted Project budget estimation and management Manual Project Mgr # of tickets in tracking system # tickets logged post IT certification; during UAT Test coverage completeness up to IT certification Track It Dev Team Total ticket volume # tickets submitted each week after release Quality of solution and user training Track It Support Team # of PA tickets post release # of PA tickets daily for 1 month after release. Goal is zero. Solution readiness for deployment Track It Project Mgr # of Enhancement requests # of Enhancement tickets submitted at project close & weekly for 1 month after release. Quality of business requirements gathering and documentation Track It Support Team NPI Process adherence % of “mandatory” documents completed Use of NPI process Manual Project Mgr # Escalations (by business, vendors) # of escalations to CIO or above during the project IT/Business and Vendor/IT interlock strength and effectiveness of project communication Manual Project Mgr
Review Request Assign to Bus App Queue Assess Request (Review with Submitter) Review/Prioritize Requests For Maintenance Release IT TICKET SUBMITTED BY BUSINESS/IT USER Close Helpdesk Ticket with resolution Major Enhancement L3 ? Review/Assess Request IT BSA /IT Manager Immediate action required ? Review/Prioritize Requests IT MGR-BSA & Business SME Follow IT-NPI Process For L3 Enhancements Assess Project Request (8 Step Process, Preliminary BRD & ROI) Review/Prioritize Projects Semi-Annual IT Steering Committee IT Steering Committee Approved ? Follow IT-NPI Process For Major Projects (L1, L2 Requests) Maintenance Release Quarterly Release Failure Or Minor Enhancement ? Assess Request Schedule for Implementation Schedule for implementation Monthly Release IT&BusinessServicesSupportTeamIT&BusinessServices L3 Enhancement ? Review/Assess Request IT Manager/DIR & Business SME/Director Review Request Assign to Bus App Support SME Follow IT-NPI Process For Failures & Minor Enhancements (L0 Incidents) L3 ENHANCEMENTS (< 2 Months) L0 FAILURES & MINOR ENHANCEMENTS (<80 Hours) L1/L2 PROJECTS Change Management Process
IT New Product Introduction Process (IT-NPI) Phase Step Input Process Output (Deliverables) L0 L1 L2 L3 Investigate & Plan (Preliminary Stage) (EXPENSE) 1 Service Request Discovery  4 Square,  Project Plan, Cost Sheet & ROI  Project Kick-Off (Charter)  Preliminary BRD (Inventory of ASK) O X X O 2 Preliminary BRD Analyze  Detailed BRD  Support, Risk/Compliance requirements  SQA, DR & Security requirements  Production support requirements O X X O Execute Control & Track (Implementation Stage) (CAPITAL) 3 Detailed BRD Design  Functional Specifications  Business use cases  Sox Controls and DR Assessment  Testing and Production Support Plans O X X X 4 Functional Specifications Develop  Unit Tested System  Unit Test Cases  SOX, DR  Production Support Updates X X X X 5A Unit Tested IT Certification  IT Certification results  QA, SOX and DR test results O X X X 5B IT Certification Business UAT  Business Acceptance (GO/NO-GO) E-Mail  QA and DR Certified System  Systems Documentation  Train the Trainer (Expense task)  Cutover Plan, Application Delivery Signoff  IT Customer Support Plan O X X X 6 Cutover Plan Deployment  Production Support Documentation  Post Production Smoke Test  User Training (Expense task),  Production Support Transition/Knowledge Transfer X X X X Close & Sustain (Post Implementation) (EXPENSE) 7 Production Solution Support & Sustain  Production Solution  User Training  Joint Application Support X X X X 8 EOL Assessment End Of Live EOL Schedule O O X = Mandatory O = Optional
IT NPI: 1- Discovery Phase 10 5-Test3-Design1-Discovery 4-Develop2-Analysis 6-Deploy 7-Support & Sustain Entry Criteria: - Key Inputs Discovery Phase: Owner: Business SME Assessment of business requirements for financial and technical viability. Exit Criteria: - Key Deliverables 1.IT Steering Committee Approval 2.8 Step Process complete 1.Assign Business & IT Project Champions (Project Mgrs.) 2.Develop 4-Square Chart 3.Define preliminary business requirements (BRD)/SOW 4.Define high level schedule, resources and budget 5.Develop preliminary project plan, project cost sheet & ROI 6.Build project ‘launch deck’ (ppt) 7.Identify core business use cases 1. Project 4-Square Chart 2. Preliminary BRD/SOW 3. Preliminary project plan, ROI & budget, scope, resource plan 4. Project ‘launch deck’
IT NPI: 2 - Analysis Phase 11 5-Test3-Design 4-Develop1-Discovery 6-Deploy 7-Support & Sustain Entry Criteria: - Key Inputs Analysis Phase: Owner: IT-BSA Detailed feature set is defined based on completed business reqts. A detailed project plan, ROI, resources, and schedule is developed. Exit Criteria: - Key Deliverables 1. Project 4-Square Chart 2. Preliminary BRD/SOW 3. Preliminary Project Plan, ROI & Budget, Scope, Resource Plan 4. Project launch deck 1. Gain agreement on project charter (resource commit) 2. Conduct project kickoff meeting 3. Conduct requirements gathering workshops 4. Finalize requirements document 5. Initial infrastructure impact assessment, including all environments 6. Build /Buy and AS-IS/TO-BE analyses 1. Final Project Plan, ROI, Budget, Charter 2. Signed off Detailed BRD 3. Preliminary functional design and AS-IS/TO-BE process flows 4. Initial infrastructure assessment 5. Build vs. Buy decision 2-Analysis
IT NPI: 3 - Design Phase 12 5-Test2-Analysis 4-Develop1-Discovery 6-Deploy 7-Support & Sustain 3-Design Entry Criteria: - Key Inputs Design Phase: Owner: IT-BSA Complete solution design with clearly documented specifications and schematics. Prototyping, POC occurs to confirm design meets requirements. Exit Criteria: - Key Deliverables 1. Final, detailed project plan, ROI, budget 2. Signed off BRD 3. Preliminary functional design and AS-IS/TO-BE process flows complete 4. Initial infrastructure assessment 5. Build vs. Buy decision 1.New business process documentation and review 2.Use case/testing strategy 3.Fit/Gap analysis 4.Functional and technical spec documentation 5.Functional and technical design reviews 6.Dev environment set up 7.SOX controls impact assessment 8.IT architecture review 1.Functional & Technical Design Specifications 2.Design review and sign off by business 3.IT architectural approval 4.SOX controls approval 5.Testing plans/business use cases 6.Infrastructure plan
Entry Criteria: - Key Inputs Development Phase – Owner: IT Technical Analyst Solution coding, design reviews, and unit testing occurs. System, integration, regression, UAT test plans developed. Exit Criteria: - Key Deliverables 1. Functional & technical design specifications 2. Design review and sign off by business 3. IT architectural review, approval 4. SOX controls review, approval 5. Testing strategy/business use cases 6. Infrastructure plan 1.Code reviews 2.Code merges and builds 3.Solution configuration 4.Conduct unit testing 5.Develop system, integration, regression, UAT test plans, production cutover plans 6.Set up test and training environments 7.Develop user training plans and documentation 8.Develop release notes 1.Code unit tested 2.Test and production cutover plans 3.Test environment certification 4.User training plans 5.Release notes IT NPI: 4 - Development Phase 13 5-Test2-Analysis 3-Design1-Discovery 6-Deploy 7-Support & Sustain 4-Develop
14 Entry Criteria - Key inputs Test Phase – Full system and functionality is tested. Final production environment defined and detailed cutover plan developed. Exit Criteria - Key deliverables 1. Code unit tested 2. Test and production cutover plans 3. Test environment certification 4. User training plans 5. Release notes IT QA – Owner: IT BSA 1. Conduct system, integration, regression tests and production cutover simulation 2. Define final production environment 3. Define support plan, training, and resources 4. Issue tracking, fixes, re-testing 1. IT test sign off 2. Detailed cutover to production plan 3. All critical issues resolved 4. Release notes final 1. Approved UAT plan 2. Approved user training plan Bus UAT – Owner: Business SME 1. Refine business process flows 2. Conduct user training/conference room demo 3. Conduct UAT sessions 4. Issue tracking, fixes, re-testing 1. Business UAT sign off 2. Business process documentation final 3. All critical issues resolved IT NPI: 5 - Test Phase 4-Develop2-Analysis 3-Design1-Discovery 6-Deploy 7-Support & Sustain 5-Test
Entry Criteria: - Key inputs Deployment Phase – Owner: IT PM Manage move to production environment. End to end testing to insure stability. Support processes are used. Exit Criteria: - Key deliverables 1. IT test sign off 2. Business UAT signoff 3. All critical issues resolved 4. Detailed cutover to production plan 5. Business process documentation final 6. Release notes final 1. Set up production environment and cutover to production 2. Stabilize solution 3. Conduct post go live smoke test 4. Organize support team, conduct training, and finalize support documentation 5. Conduct additional end user training, as needed 6. Finalize go live communication 1. Send go live communication 2. Production Smoke Test 3. All training complete 4. Capture deployment incidents 5. Support team ready IT NPI: 6 - Deployment Phase 15 5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy 7-Support & Sustain
Entry Criteria - Key inputs Support Phase – Owner: IT PM Support organization and processes have primary responsibility. Solution is under production change control and CCB. Exit Criteria - Key deliverables 1. Send go live communication 2. Production smoke test 3. All training complete 4. Capture deployment incidents 5. Support team ready 1. Conduct lessons learned session 2. Manage help desk tickets 3. Publish operations metrics 4. Fully deploy automated system monitoring 5. Conduct daily post go live status reviews 1. Production processes in full use 2. Service Level Agreements (SLAs) monitored 3. Code and environment maintained under change control 4. Lessons learned feedback action plan IT NPI: 7 - Support Phase 5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy 7-Support & 8-Sustain
Team Roles and Responsibilities • Estimate time required from project resources and get commitment from management • Have clearly defined roles and responsibilities for team members – efficient decision making – no gaps in project delivery • Involve business stakeholders up front, at Discovery Phase • provide clarity and thoroughness of business requirements • IT BSA and IT Management Sponsor must be involved up front, at Discovery Phase • work closely with the business to understand the problem/opportunity and provide clear functional requirements for the design phase
18 Project Team Level Description % Commitment Executive Senior management project sponsors who have the authority to approve and fund the project and commit resources. <5% Management Senior to mid-level managers responsible for a business area, technical aspect or post production support operations being impacted by the project. 5 - 10% Core Team Key IT and Business project leads responsible for planning, designing, executing and delivering the project to meet the business needs. Core team consists of Project Manager, Business Lead, Systems Lead, at a minimum. Additionally, it consists of functional resources. >25% Extended Team Extend team are those members who have a specific, smaller role in the project or who are acting as advisors or subject matter experts (SME) for the project. Examples include: Training Lead, SOX Compliance Specialist, Business Process Specialist. <5% Project Team Levels and Time Commitments
Management and Lead Roles Executive Team Business Executive Sponsors Ultimate authority over project funding, scope, schedule and resource commitments. Responsible for scope and schedule changes. Technology Executive Sponsor Authority over project direction, technical architecture and system solution. Executive Stakeholder Executive level stakeholders with vested interest in the outcome of the project and who have significant influence or decision making power over the project. Management Team Business Process Owner Decision-maker over business processes, policies and business process changes resulting from the project implementation. Signs off on phases. Systems Owners Approvers of technical system architecture/development solution. Sign off on phases. Core Team Leads Business Champion (Project Manager) Primary business representative responsible for business requirements, processes, communications, deployment and benefits/impacts of the project. IT Champion (Project Manager) Ultimate owner of the project success. Manages scope, schedule and costs. Solution Architect Ultimate owner of the end system to meet business needs. Business Systems Analyst (BSA) Owner of business requirements analysis. Responsible for developing test scripts based on the business use cases, and conducting rigorous QA testing prior to business UAT.
Core and Extended Team Core Team Business Functional Lead Owner of business use cases, business requirements , business process definitions, business training, business user testing, data quality, and end user documentation specific to their business or functional area. Infrastructure Lead Owner of defining infrastructure impact, requirements, and plans. Responsible for ensuring infrastructure is ready. DBA Owner of database planning and implementation. Technical Lead Owner of technical solution design, build, unit test and support through testing and deployment. Compliance and Standards Owner(s) Architectural Owner, Security and Risk Mgmt. Owner, Internal Audit Owner, Legal, Tax, and SOX Owners, Purchasing Owner Specialized team members who are critical to providing guidance, signoff and ownership of ensuring business and technology compliance and standards for the project. Extended Team Subject Matter Experts, Testers, Sys Admins, Developers, Release Engineers, Regional Reps. Team members who provide specific knowledge or support to the project team and have specific tasks, deliverables or reviewer responsibilities.
NPI Process Documentation • Use the phase process templates to capture and communicate project information – Clarity of information across a multi-functional team – ‘1 source of information’ – Gets people on ‘the same page’ – Facilitates phase sign offs and commitment – Strengthens Business/IT interlock • Documents are currently stored on the network drive – Each project should set up folders on the share drive to store project documents and project correspondence – Templates and/or examples are provided for each phase NPI Process (link to all NPI Process material)
Discovery Phase Documentation 4 Square Executive level project summary; including: - problem statement, - value proposition, - scope, costs, schedule, - dependencies, risks, assumptions - business and IT sponsors. Business Lead 8 Step Summary of key project milestones Business Lead Project Charter Document that formally authorizes project kickoff; including: - project objectives, assumptions, success factors, - scope, deliverables, schedule, costs, - project structure, team members and roles, - high level solution overview and approach, - communication plan, risk mgmt. plan, change mgmt. plan IT Project Mgr Preliminary Business Requirements (BRD) Initial capture of the business problem, business objectives and functional requirements from the business. Business Lead Budget/ROI Budget is a detailed and comprehensive accounting of project costs (capital and expense), including: - hardware, software, - resources (both internal and external) - operational costs. ROI is an analysis of the time it will take to recover the investment (budget), based on expected benefits. Business Lead
Analysis Phase Documentation BRD (Completed) Defines business problem or opportunity, business objectives, business rules, and business requirements/use scenarios. The BRD also includes business situation background and organizational impact. Business Lead Project Plan Microsoft Project Plan with detailed deliverables, owners, and schedule Project Mgr Project Charter (kickoff deck) Use latest version of Charter ppt to conduct formal project launch meeting with project team members Project Mgr Team Roles and Responsibilities Documentation of each team member, their roles and responsibilities for the project Project Mgr RACIS Matrix Project responsibility split between the Business and IT Bus/IT Project Mgr Build vs. Buy Template Detailed analysis of pros and cons of build vs. buy option Project Mgr AS-IS/TO-BE Processes Visio diagrams and/or process steps and roles for each function to be performed of the current processes) and the proposed processes); highlighting the changes. Business Lead Preliminary Design Document Conceptual representation of the solution and how it will work Technical Lead
Design and Develop Phases Documentation Functional Design Specifications Documentation of the details of how the solution will function, including requirements at a granular level, data field mapping, pick list values, concurrent request parameters. BSA Infrastructure Plan Documentation of how, where, when, and who, for the build out of the development, testing, staging, production environments. Shows where the systems are located w/r/t firewalls and other existing infrastructure. Also, documents how systems will be maintained, with owners. Infrastructure Lead Technical Design Specifications Final design document specifying how the solution is going to be designed. Technical Lead Test Plan Explains how unit testing, integration testing, regression testing, and all systems testing will be performed. Includes detailed procedures, test scripts, owners, and daily schedule of testing. Project Manager UAT Plan Plan which has several specific business use cases or scenarios which represent how the business users will actually use the solution. For each of these use cases, process steps are detailed, from the user perspective, and the users who will conduct the testing are identified. UAT will test the usability and suitability of the application in meeting the business needs. Business Lead/BSA Training Plan Outlines the detailed training plan including, the objectives and descriptions of the training sessions with; 1. Who will be trained; 2.Who the trainers will be; 3. Where, when and how training will occur; 4. What environment and staged data will be used for training. Business Lead
Test and Deploy Phases Documentation Production Cutover Plan Detailed step by step, hour by hour, plan for the cutover from staging to production environment. Details what is to be done, who will do it, when it will be done. Project Manager Smoke Test Plan Detailed step by step plan for how production systems, data, and processes will be verified after cutover to production. Escalation contacts should be included. Project Manager Issue Tracking Log Captures all issues encountered during testing, level of severity, owner, mitigation plan. Log is maintained throughout testing and reviewed daily. Project Manager End User Training End user training and processes are provided to users so that they can fulfill their responsibilities using the new system/process Project Manager Business Readiness Phase sign off by business users, committing that they are ready for the deployment to production. Project Manager
Support Phase Documentation Post Deployment Support For the first month after the release to production, IT conducts daily checkpoint meetings with business to monitor the application performance and track/resolve issues. Enhancement requests are captured for consideration in the future releases. Project Mgr Lesson Learned Documentation of the project outcomes of what worked and what didn't work. Includes improvement recommendations. Ultimately, this document is converted to an action plan with owners and timeframes. Project Mgr Change Control Request process and form This process captures change requests from the business after the project has already begun. These requests are reviewed and assessed for inclusion in the current release or a subsequent release. After the Design Phase, all change requests require the signature of an executive. Support Mgr
27Change Control: Executive Sponsor approval is required for changes after functional design is complete Change Request Instructions 1. Provide a succinct explanation to justify this change request. 2. The Change Request must be assessed for scope, schedule and budget impact both to this project and to other L1 and or L2 Products in the IT queue. 3. The project team must make best efforts to accommodate the change request within the published project parameters (Scope, Schedule, and Budget) where possible. 4. Changes having either schedule or budget impact must be approved by both the business and IT project sponsors. 5. If there are external impacts to other projects, approvals must be obtained from the respective business & IT project sponsors and project managers. 6. Approved changes will be prioritized for implementation and tracked as part of the overall project deliverables. 7. The Change Request number is a running sequence number reflecting the number of changes submitted for this project to date.
28 © 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL Page : 28 Change Request Form Ref Nbr: 001 Project: HRIS – SS Implementation Date: 08/12/16 Description: Additional time is required to re-engineer and gather requirements for providing Absence Management, including accrual tracking, within the Self Service functions. Business Benefits: Provide global absence tracking, accruals and reporting from single source system. Impact if not implemented:  No centralized tracking of employee absences. Alternatives:  None Project Impact: 1.Schedule: No Change to Go Live date. 2.Budget: $25,000 increase for T&M. 3.Cross Functional impact: N Approvals: 1.Project Steering Committee: Date: 08/15/16 2.Project Sponsor : Date: 08/15/16 3.Cross Functional Business/IT PMs :Date: 08/15/16 Comments:
Project: Oracle In-House (4-Square Sample) Problem to Solve: The ramp time to on-board new Oracle capabilities using the Oracle On-Demand (OOD) service is cumbersome and will impede plans to scale IT Application infrastructure to support future business growth. Value Proposition: • Reduce cycle time for on-boarding new modules. • Maintain primary control of core financial and manufacturing systems. • Reduce long terms IT infrastructure support costs Business Stake Holders: - Exec. Sponsor: nnnn. - Business Champion: Finance, Sales, Ops, Sales Ops & Support IT Partners: - IT Champion: nnnn - Application: nnnn - Infrastructure nnnn Dependencies: • Business resources to support UAT in Q216 • IT Infrastructure readiness • Restrict new Oracle project implementation in 1Q17 Risks: • Changes to OOD during transition period. • Availability of business QA resource in Q216 Assumptions: • Technical as-is migration from OOD to In-house IT Ops. • Business commitment to reduce new projects impacting OOD and business resource commitment to QA new service Scope: Migrate Oracle (AS-IS functionality) from OOD to RVBD in-house environment. Schedule: - 2H16: Discovery - 1H17: Implementation & rollout Cost: $ 900K (Estimate) Status: To be prioritized
Thank you

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IT NPI Process

  • 1.
    New Product IntroductionProcess August 16, 2016
  • 2.
    2 • Objective – Communicateand deploy the IT&BS NPI process • Agenda – Kick Off/Introduction (What, Why, Who & How) – Problem and Value Statement – Process Requirements – Critical Success Factors – Framework and Process Phases – Project Roles and Responsibilities – Documentation – Change Control – Q&A
  • 3.
    IT NPI: What,Why, Who & How What it is: A structured process for delivering IT solutions Why is it required: To deliver predictable high quality results on time and on budget, resulting in high customer satisfaction. Who’s involved: Both Business and IT (includes external Customer, Partners and Suppliers where applicable) How does it work It is an eight Phase Process with defined phase gates and both “Entry” and “Exit” criteria with clear boundaries of ownership.
  • 4.
    4 IT NPI: Problem/ValueStatement Problem Statement: – Projects are implemented at a very rapid pace with increasing demand for new capabilities. However: • Business requirements are light and change requests keep flowing up to go live. • Gaps in the IT solution delivered are realized post deployment, resulting in significant sustaining effort to stabilize the solution. • Cost of rework and ongoing support is very high. – This approach negatively impacts customer satisfaction, resulting in low morale and poor IT image Value Statement: – Establishing and adopting the IT NPI process will greatly improve the consistency, quality and reliability of new projects. A collaborative approach will help in delivering optimal products and services with: • Greater clarity of ownership of key deliverables at each phase. • Aligned business and IT expectations early in the implementation process. • Corrective action taken upfront verses at the end.
  • 5.
    5 IT NPI: ProcessRequirements • Define a ‘lightweight’framework • Identify project management & governance requirements • Identify the key phases • Establish ownership for each phase • Define clear entry and exit criteria • Establish templates for each phase of the process • Establish communication framework
  • 6.
    6 IT NPI: CriticalSuccess Factors • Executive management commitment and support for adopting and using an NPI process – it is a cultural shift. • Commitment to process training to facilitate adoption. • Commitment to holding teams accountable for using the NPI process. • Commitment to continuous process inspection and improvement.
  • 7.
    IT NPI ProcessMetrics NPI Process Metrics Metric Definition/Calculation Area addressed Data Source Owner Project delivery timeliness # of schedule resets, driven by IT, for the project IT Project scoping and planning Manual Project Mgr Financial $ actually spent vs. $ budgeted Project budget estimation and management Manual Project Mgr # of tickets in tracking system # tickets logged post IT certification; during UAT Test coverage completeness up to IT certification Track It Dev Team Total ticket volume # tickets submitted each week after release Quality of solution and user training Track It Support Team # of PA tickets post release # of PA tickets daily for 1 month after release. Goal is zero. Solution readiness for deployment Track It Project Mgr # of Enhancement requests # of Enhancement tickets submitted at project close & weekly for 1 month after release. Quality of business requirements gathering and documentation Track It Support Team NPI Process adherence % of “mandatory” documents completed Use of NPI process Manual Project Mgr # Escalations (by business, vendors) # of escalations to CIO or above during the project IT/Business and Vendor/IT interlock strength and effectiveness of project communication Manual Project Mgr
  • 8.
    Review Request Assign to BusApp Queue Assess Request (Review with Submitter) Review/Prioritize Requests For Maintenance Release IT TICKET SUBMITTED BY BUSINESS/IT USER Close Helpdesk Ticket with resolution Major Enhancement L3 ? Review/Assess Request IT BSA /IT Manager Immediate action required ? Review/Prioritize Requests IT MGR-BSA & Business SME Follow IT-NPI Process For L3 Enhancements Assess Project Request (8 Step Process, Preliminary BRD & ROI) Review/Prioritize Projects Semi-Annual IT Steering Committee IT Steering Committee Approved ? Follow IT-NPI Process For Major Projects (L1, L2 Requests) Maintenance Release Quarterly Release Failure Or Minor Enhancement ? Assess Request Schedule for Implementation Schedule for implementation Monthly Release IT&BusinessServicesSupportTeamIT&BusinessServices L3 Enhancement ? Review/Assess Request IT Manager/DIR & Business SME/Director Review Request Assign to Bus App Support SME Follow IT-NPI Process For Failures & Minor Enhancements (L0 Incidents) L3 ENHANCEMENTS (< 2 Months) L0 FAILURES & MINOR ENHANCEMENTS (<80 Hours) L1/L2 PROJECTS Change Management Process
  • 9.
    IT New ProductIntroduction Process (IT-NPI) Phase Step Input Process Output (Deliverables) L0 L1 L2 L3 Investigate & Plan (Preliminary Stage) (EXPENSE) 1 Service Request Discovery  4 Square,  Project Plan, Cost Sheet & ROI  Project Kick-Off (Charter)  Preliminary BRD (Inventory of ASK) O X X O 2 Preliminary BRD Analyze  Detailed BRD  Support, Risk/Compliance requirements  SQA, DR & Security requirements  Production support requirements O X X O Execute Control & Track (Implementation Stage) (CAPITAL) 3 Detailed BRD Design  Functional Specifications  Business use cases  Sox Controls and DR Assessment  Testing and Production Support Plans O X X X 4 Functional Specifications Develop  Unit Tested System  Unit Test Cases  SOX, DR  Production Support Updates X X X X 5A Unit Tested IT Certification  IT Certification results  QA, SOX and DR test results O X X X 5B IT Certification Business UAT  Business Acceptance (GO/NO-GO) E-Mail  QA and DR Certified System  Systems Documentation  Train the Trainer (Expense task)  Cutover Plan, Application Delivery Signoff  IT Customer Support Plan O X X X 6 Cutover Plan Deployment  Production Support Documentation  Post Production Smoke Test  User Training (Expense task),  Production Support Transition/Knowledge Transfer X X X X Close & Sustain (Post Implementation) (EXPENSE) 7 Production Solution Support & Sustain  Production Solution  User Training  Joint Application Support X X X X 8 EOL Assessment End Of Live EOL Schedule O O X = Mandatory O = Optional
  • 10.
    IT NPI: 1-Discovery Phase 10 5-Test3-Design1-Discovery 4-Develop2-Analysis 6-Deploy 7-Support & Sustain Entry Criteria: - Key Inputs Discovery Phase: Owner: Business SME Assessment of business requirements for financial and technical viability. Exit Criteria: - Key Deliverables 1.IT Steering Committee Approval 2.8 Step Process complete 1.Assign Business & IT Project Champions (Project Mgrs.) 2.Develop 4-Square Chart 3.Define preliminary business requirements (BRD)/SOW 4.Define high level schedule, resources and budget 5.Develop preliminary project plan, project cost sheet & ROI 6.Build project ‘launch deck’ (ppt) 7.Identify core business use cases 1. Project 4-Square Chart 2. Preliminary BRD/SOW 3. Preliminary project plan, ROI & budget, scope, resource plan 4. Project ‘launch deck’
  • 11.
    IT NPI: 2- Analysis Phase 11 5-Test3-Design 4-Develop1-Discovery 6-Deploy 7-Support & Sustain Entry Criteria: - Key Inputs Analysis Phase: Owner: IT-BSA Detailed feature set is defined based on completed business reqts. A detailed project plan, ROI, resources, and schedule is developed. Exit Criteria: - Key Deliverables 1. Project 4-Square Chart 2. Preliminary BRD/SOW 3. Preliminary Project Plan, ROI & Budget, Scope, Resource Plan 4. Project launch deck 1. Gain agreement on project charter (resource commit) 2. Conduct project kickoff meeting 3. Conduct requirements gathering workshops 4. Finalize requirements document 5. Initial infrastructure impact assessment, including all environments 6. Build /Buy and AS-IS/TO-BE analyses 1. Final Project Plan, ROI, Budget, Charter 2. Signed off Detailed BRD 3. Preliminary functional design and AS-IS/TO-BE process flows 4. Initial infrastructure assessment 5. Build vs. Buy decision 2-Analysis
  • 12.
    IT NPI: 3- Design Phase 12 5-Test2-Analysis 4-Develop1-Discovery 6-Deploy 7-Support & Sustain 3-Design Entry Criteria: - Key Inputs Design Phase: Owner: IT-BSA Complete solution design with clearly documented specifications and schematics. Prototyping, POC occurs to confirm design meets requirements. Exit Criteria: - Key Deliverables 1. Final, detailed project plan, ROI, budget 2. Signed off BRD 3. Preliminary functional design and AS-IS/TO-BE process flows complete 4. Initial infrastructure assessment 5. Build vs. Buy decision 1.New business process documentation and review 2.Use case/testing strategy 3.Fit/Gap analysis 4.Functional and technical spec documentation 5.Functional and technical design reviews 6.Dev environment set up 7.SOX controls impact assessment 8.IT architecture review 1.Functional & Technical Design Specifications 2.Design review and sign off by business 3.IT architectural approval 4.SOX controls approval 5.Testing plans/business use cases 6.Infrastructure plan
  • 13.
    Entry Criteria: - KeyInputs Development Phase – Owner: IT Technical Analyst Solution coding, design reviews, and unit testing occurs. System, integration, regression, UAT test plans developed. Exit Criteria: - Key Deliverables 1. Functional & technical design specifications 2. Design review and sign off by business 3. IT architectural review, approval 4. SOX controls review, approval 5. Testing strategy/business use cases 6. Infrastructure plan 1.Code reviews 2.Code merges and builds 3.Solution configuration 4.Conduct unit testing 5.Develop system, integration, regression, UAT test plans, production cutover plans 6.Set up test and training environments 7.Develop user training plans and documentation 8.Develop release notes 1.Code unit tested 2.Test and production cutover plans 3.Test environment certification 4.User training plans 5.Release notes IT NPI: 4 - Development Phase 13 5-Test2-Analysis 3-Design1-Discovery 6-Deploy 7-Support & Sustain 4-Develop
  • 14.
    14 Entry Criteria - Keyinputs Test Phase – Full system and functionality is tested. Final production environment defined and detailed cutover plan developed. Exit Criteria - Key deliverables 1. Code unit tested 2. Test and production cutover plans 3. Test environment certification 4. User training plans 5. Release notes IT QA – Owner: IT BSA 1. Conduct system, integration, regression tests and production cutover simulation 2. Define final production environment 3. Define support plan, training, and resources 4. Issue tracking, fixes, re-testing 1. IT test sign off 2. Detailed cutover to production plan 3. All critical issues resolved 4. Release notes final 1. Approved UAT plan 2. Approved user training plan Bus UAT – Owner: Business SME 1. Refine business process flows 2. Conduct user training/conference room demo 3. Conduct UAT sessions 4. Issue tracking, fixes, re-testing 1. Business UAT sign off 2. Business process documentation final 3. All critical issues resolved IT NPI: 5 - Test Phase 4-Develop2-Analysis 3-Design1-Discovery 6-Deploy 7-Support & Sustain 5-Test
  • 15.
    Entry Criteria: - Keyinputs Deployment Phase – Owner: IT PM Manage move to production environment. End to end testing to insure stability. Support processes are used. Exit Criteria: - Key deliverables 1. IT test sign off 2. Business UAT signoff 3. All critical issues resolved 4. Detailed cutover to production plan 5. Business process documentation final 6. Release notes final 1. Set up production environment and cutover to production 2. Stabilize solution 3. Conduct post go live smoke test 4. Organize support team, conduct training, and finalize support documentation 5. Conduct additional end user training, as needed 6. Finalize go live communication 1. Send go live communication 2. Production Smoke Test 3. All training complete 4. Capture deployment incidents 5. Support team ready IT NPI: 6 - Deployment Phase 15 5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy 7-Support & Sustain
  • 16.
    Entry Criteria - Keyinputs Support Phase – Owner: IT PM Support organization and processes have primary responsibility. Solution is under production change control and CCB. Exit Criteria - Key deliverables 1. Send go live communication 2. Production smoke test 3. All training complete 4. Capture deployment incidents 5. Support team ready 1. Conduct lessons learned session 2. Manage help desk tickets 3. Publish operations metrics 4. Fully deploy automated system monitoring 5. Conduct daily post go live status reviews 1. Production processes in full use 2. Service Level Agreements (SLAs) monitored 3. Code and environment maintained under change control 4. Lessons learned feedback action plan IT NPI: 7 - Support Phase 5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy 7-Support & 8-Sustain
  • 17.
    Team Roles andResponsibilities • Estimate time required from project resources and get commitment from management • Have clearly defined roles and responsibilities for team members – efficient decision making – no gaps in project delivery • Involve business stakeholders up front, at Discovery Phase • provide clarity and thoroughness of business requirements • IT BSA and IT Management Sponsor must be involved up front, at Discovery Phase • work closely with the business to understand the problem/opportunity and provide clear functional requirements for the design phase
  • 18.
    18 Project Team LevelDescription % Commitment Executive Senior management project sponsors who have the authority to approve and fund the project and commit resources. <5% Management Senior to mid-level managers responsible for a business area, technical aspect or post production support operations being impacted by the project. 5 - 10% Core Team Key IT and Business project leads responsible for planning, designing, executing and delivering the project to meet the business needs. Core team consists of Project Manager, Business Lead, Systems Lead, at a minimum. Additionally, it consists of functional resources. >25% Extended Team Extend team are those members who have a specific, smaller role in the project or who are acting as advisors or subject matter experts (SME) for the project. Examples include: Training Lead, SOX Compliance Specialist, Business Process Specialist. <5% Project Team Levels and Time Commitments
  • 19.
    Management and LeadRoles Executive Team Business Executive Sponsors Ultimate authority over project funding, scope, schedule and resource commitments. Responsible for scope and schedule changes. Technology Executive Sponsor Authority over project direction, technical architecture and system solution. Executive Stakeholder Executive level stakeholders with vested interest in the outcome of the project and who have significant influence or decision making power over the project. Management Team Business Process Owner Decision-maker over business processes, policies and business process changes resulting from the project implementation. Signs off on phases. Systems Owners Approvers of technical system architecture/development solution. Sign off on phases. Core Team Leads Business Champion (Project Manager) Primary business representative responsible for business requirements, processes, communications, deployment and benefits/impacts of the project. IT Champion (Project Manager) Ultimate owner of the project success. Manages scope, schedule and costs. Solution Architect Ultimate owner of the end system to meet business needs. Business Systems Analyst (BSA) Owner of business requirements analysis. Responsible for developing test scripts based on the business use cases, and conducting rigorous QA testing prior to business UAT.
  • 20.
    Core and ExtendedTeam Core Team Business Functional Lead Owner of business use cases, business requirements , business process definitions, business training, business user testing, data quality, and end user documentation specific to their business or functional area. Infrastructure Lead Owner of defining infrastructure impact, requirements, and plans. Responsible for ensuring infrastructure is ready. DBA Owner of database planning and implementation. Technical Lead Owner of technical solution design, build, unit test and support through testing and deployment. Compliance and Standards Owner(s) Architectural Owner, Security and Risk Mgmt. Owner, Internal Audit Owner, Legal, Tax, and SOX Owners, Purchasing Owner Specialized team members who are critical to providing guidance, signoff and ownership of ensuring business and technology compliance and standards for the project. Extended Team Subject Matter Experts, Testers, Sys Admins, Developers, Release Engineers, Regional Reps. Team members who provide specific knowledge or support to the project team and have specific tasks, deliverables or reviewer responsibilities.
  • 21.
    NPI Process Documentation •Use the phase process templates to capture and communicate project information – Clarity of information across a multi-functional team – ‘1 source of information’ – Gets people on ‘the same page’ – Facilitates phase sign offs and commitment – Strengthens Business/IT interlock • Documents are currently stored on the network drive – Each project should set up folders on the share drive to store project documents and project correspondence – Templates and/or examples are provided for each phase NPI Process (link to all NPI Process material)
  • 22.
    Discovery Phase Documentation 4Square Executive level project summary; including: - problem statement, - value proposition, - scope, costs, schedule, - dependencies, risks, assumptions - business and IT sponsors. Business Lead 8 Step Summary of key project milestones Business Lead Project Charter Document that formally authorizes project kickoff; including: - project objectives, assumptions, success factors, - scope, deliverables, schedule, costs, - project structure, team members and roles, - high level solution overview and approach, - communication plan, risk mgmt. plan, change mgmt. plan IT Project Mgr Preliminary Business Requirements (BRD) Initial capture of the business problem, business objectives and functional requirements from the business. Business Lead Budget/ROI Budget is a detailed and comprehensive accounting of project costs (capital and expense), including: - hardware, software, - resources (both internal and external) - operational costs. ROI is an analysis of the time it will take to recover the investment (budget), based on expected benefits. Business Lead
  • 23.
    Analysis Phase Documentation BRD(Completed) Defines business problem or opportunity, business objectives, business rules, and business requirements/use scenarios. The BRD also includes business situation background and organizational impact. Business Lead Project Plan Microsoft Project Plan with detailed deliverables, owners, and schedule Project Mgr Project Charter (kickoff deck) Use latest version of Charter ppt to conduct formal project launch meeting with project team members Project Mgr Team Roles and Responsibilities Documentation of each team member, their roles and responsibilities for the project Project Mgr RACIS Matrix Project responsibility split between the Business and IT Bus/IT Project Mgr Build vs. Buy Template Detailed analysis of pros and cons of build vs. buy option Project Mgr AS-IS/TO-BE Processes Visio diagrams and/or process steps and roles for each function to be performed of the current processes) and the proposed processes); highlighting the changes. Business Lead Preliminary Design Document Conceptual representation of the solution and how it will work Technical Lead
  • 24.
    Design and DevelopPhases Documentation Functional Design Specifications Documentation of the details of how the solution will function, including requirements at a granular level, data field mapping, pick list values, concurrent request parameters. BSA Infrastructure Plan Documentation of how, where, when, and who, for the build out of the development, testing, staging, production environments. Shows where the systems are located w/r/t firewalls and other existing infrastructure. Also, documents how systems will be maintained, with owners. Infrastructure Lead Technical Design Specifications Final design document specifying how the solution is going to be designed. Technical Lead Test Plan Explains how unit testing, integration testing, regression testing, and all systems testing will be performed. Includes detailed procedures, test scripts, owners, and daily schedule of testing. Project Manager UAT Plan Plan which has several specific business use cases or scenarios which represent how the business users will actually use the solution. For each of these use cases, process steps are detailed, from the user perspective, and the users who will conduct the testing are identified. UAT will test the usability and suitability of the application in meeting the business needs. Business Lead/BSA Training Plan Outlines the detailed training plan including, the objectives and descriptions of the training sessions with; 1. Who will be trained; 2.Who the trainers will be; 3. Where, when and how training will occur; 4. What environment and staged data will be used for training. Business Lead
  • 25.
    Test and DeployPhases Documentation Production Cutover Plan Detailed step by step, hour by hour, plan for the cutover from staging to production environment. Details what is to be done, who will do it, when it will be done. Project Manager Smoke Test Plan Detailed step by step plan for how production systems, data, and processes will be verified after cutover to production. Escalation contacts should be included. Project Manager Issue Tracking Log Captures all issues encountered during testing, level of severity, owner, mitigation plan. Log is maintained throughout testing and reviewed daily. Project Manager End User Training End user training and processes are provided to users so that they can fulfill their responsibilities using the new system/process Project Manager Business Readiness Phase sign off by business users, committing that they are ready for the deployment to production. Project Manager
  • 26.
    Support Phase Documentation PostDeployment Support For the first month after the release to production, IT conducts daily checkpoint meetings with business to monitor the application performance and track/resolve issues. Enhancement requests are captured for consideration in the future releases. Project Mgr Lesson Learned Documentation of the project outcomes of what worked and what didn't work. Includes improvement recommendations. Ultimately, this document is converted to an action plan with owners and timeframes. Project Mgr Change Control Request process and form This process captures change requests from the business after the project has already begun. These requests are reviewed and assessed for inclusion in the current release or a subsequent release. After the Design Phase, all change requests require the signature of an executive. Support Mgr
  • 27.
    27Change Control: ExecutiveSponsor approval is required for changes after functional design is complete Change Request Instructions 1. Provide a succinct explanation to justify this change request. 2. The Change Request must be assessed for scope, schedule and budget impact both to this project and to other L1 and or L2 Products in the IT queue. 3. The project team must make best efforts to accommodate the change request within the published project parameters (Scope, Schedule, and Budget) where possible. 4. Changes having either schedule or budget impact must be approved by both the business and IT project sponsors. 5. If there are external impacts to other projects, approvals must be obtained from the respective business & IT project sponsors and project managers. 6. Approved changes will be prioritized for implementation and tracked as part of the overall project deliverables. 7. The Change Request number is a running sequence number reflecting the number of changes submitted for this project to date.
  • 28.
    28 © 2006 RIVERBEDTECHNOLOGY, INC – CONFIDENTIAL Page : 28 Change Request Form Ref Nbr: 001 Project: HRIS – SS Implementation Date: 08/12/16 Description: Additional time is required to re-engineer and gather requirements for providing Absence Management, including accrual tracking, within the Self Service functions. Business Benefits: Provide global absence tracking, accruals and reporting from single source system. Impact if not implemented:  No centralized tracking of employee absences. Alternatives:  None Project Impact: 1.Schedule: No Change to Go Live date. 2.Budget: $25,000 increase for T&M. 3.Cross Functional impact: N Approvals: 1.Project Steering Committee: Date: 08/15/16 2.Project Sponsor : Date: 08/15/16 3.Cross Functional Business/IT PMs :Date: 08/15/16 Comments:
  • 29.
    Project: Oracle In-House(4-Square Sample) Problem to Solve: The ramp time to on-board new Oracle capabilities using the Oracle On-Demand (OOD) service is cumbersome and will impede plans to scale IT Application infrastructure to support future business growth. Value Proposition: • Reduce cycle time for on-boarding new modules. • Maintain primary control of core financial and manufacturing systems. • Reduce long terms IT infrastructure support costs Business Stake Holders: - Exec. Sponsor: nnnn. - Business Champion: Finance, Sales, Ops, Sales Ops & Support IT Partners: - IT Champion: nnnn - Application: nnnn - Infrastructure nnnn Dependencies: • Business resources to support UAT in Q216 • IT Infrastructure readiness • Restrict new Oracle project implementation in 1Q17 Risks: • Changes to OOD during transition period. • Availability of business QA resource in Q216 Assumptions: • Technical as-is migration from OOD to In-house IT Ops. • Business commitment to reduce new projects impacting OOD and business resource commitment to QA new service Scope: Migrate Oracle (AS-IS functionality) from OOD to RVBD in-house environment. Schedule: - 2H16: Discovery - 1H17: Implementation & rollout Cost: $ 900K (Estimate) Status: To be prioritized
  • 30.