2. 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
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/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. 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. 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.
7. 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
8. 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
9. 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
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:
- 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. 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
15. 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
16. 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
17. 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. 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
19. 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.
20. 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.
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
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
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 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
25. 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
26. 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
27. 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.
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
