This document summarizes Katy Slater's experience and expertise in areas such as system integration, project management methodology, risk management, lessons learned, and emotional intelligence. It provides details on accelerated SAP implementations, product integrity management systems, finance architecture, and the importance of a single source of truth, change control, and dependencies in project management. It also outlines the project lifecycle including data analysis, testing, validation, and hypercare phases. Risks, issues, and lessons learned are discussed.

1. PMIWIC – Katy Slater, PMP
12-2015
*

2. *
*System Integration
*PM Methodology
*Risk Management
*Lessons Learned
*Emotional Intelligence

3. *
System Integration
*It is likely that the project delivery and its problems have not been
solved before.
*The process of linking together different computing systems and
software applications physically or functionally to act as a
coordinated whole.
*Requires a broad range of skills likely to include software & hardware
problem solving, architecture, interface protocols, business process,
many others.

4. *Context

5. *
*Waterfall – Accelerated SAP
* As Soon As Possible
*A structure for re-usable content – repeatable
processes
*Stage gates for Quality Assurance
*Elimination of unnecessary work steps within the
implementation life cycle
*Getting it right the first time, eliminating the need for
rework and associated delays
*Achieved through compression techniques such as
parallelization of activities and work shop approaches

6. *

7. *

8. *

9. *
*Product Integrity Management System (PIMS)
*Workflow system that monitors the workflow for
testing approval of over 65K products the TWDC
sells or gives away annually

10. *

11. *
Finance Architecture Technology
Operations Support Analytics & Reporting Technology Infrastructure
Process Controls Data Centers of Excellence
Organizational Readiness BI Technology Security & IT Controls
Training Portal Deployment
The Client/PMO Relationship

12. *
*Funding
*Blueprinting or Scope/Gap Analysis/Validation
*Customer Acceptance
*Test - Center of Excellence
*Integration Testing Scripts
*User Acceptance Testing
*Go/No-Go Decision
*Hypercare Release to Operations

13. *

14. *
*Single Source of Truth
*Baseline to Roadmap (on-going)
*Strict change control
*Critical Path from Start to Finish
*Dependencies within and between Teams
*RICEFW
*Deliverables based by Phase
*Filters

15. *
Repeatable Process
RICEFW DATA
Functional Specification Internal Design Review
Technical Specification Data Analysis
Code Data Clean Up Plan
Unit Test / String Test Data Validation and Reconciliation
Pre Go-Live
Functional Integration Test Cases &
Results
Integration Test Cycle 1 – 2 – 3
Data Validation and Reconciliation Post Go-Live

16. *
WBS ID Deliverable Name
Deliver
able
Code
Accountable
Resource
Status Team
Planned
Start
Date
Planned
Finish
Date
Baseline
Start
Date
Baseline
Finish
Date
Approvi
ng
Team
In
Doclib
4.08.12 Data Analysis Document - CN_1607 Conversion of functional location from Relay DBCN_1607 DR Data 08/14/09 08/28/09 07/20/09 08/14/09 Data Yes
4.08.13 Data Analysis Document - CN_1608 Conversion of functional location from DPICN_1608 DR Data 07/15/09 08/21/09 07/15/09 08/14/09 Data Yes
4.08.14 Data Analysis Document - CN_6324 Joint Pole Data to Custom TableCN_6324 IP Data 04/20/09 05/15/09 04/20/09 05/21/09 Data Yes
4.08.15 Data Analysis Document - CN_6338 Windloading Data from DPI Legacy System to SAP Measuring DocumentCN_6338 AP Data 08/19/09 08/28/09 07/23/09 08/19/09 Data Yes
3.5.1 Master Data Approach MD AP Data 05/04/09 07/31/09 05/04/09 05/29/09 Data No
4.03.01 Functional Unit Test Cases - RP_6320 TDBU Data Validation - Extraction Data AscentialRP_6320 AP Data 05/11/09 05/15/09 05/11/09 05/15/09 Data No
4.03.02 Functional Unit Test Cases - RP_6321 TDBU Data Validation - Transformed Data AscentialRP_6321 AP Data 05/07/09 05/13/09 05/07/09 05/13/09 Data No
4.03.03 Functional Unit Test Cases - RP_6322 TDBU Data Validation - Load Data LSMWRP_6322 AP Data 05/11/09 05/15/09 05/11/09 05/15/09 Data No
 Teams status against the baseline routinely
 Weekly Team Meeting Agenda
 Late deliverables & Roadblocks
 Deliverables due in 1 – 2 & 3 weeks out
 Issues & Risks

17. *

18. *
*Identify
*Prioritize (Likelihood – Impact)
*Trigger
*Mitigation
*Issue

19. *
*Ownership & AOR
*Change
*Request based on hear say
*PM judgment
*Testing
*Data
*Business involvement
*Planning & adequate time
*Global planning
*Browser compatibility
*Country culture

20. *
Identify, use, understand and manage emotions in
positive ways to remove drama
Relieve Stress Communicate
Empathize Overcome challenges
Defuse conflict Build & Engage Teams
Lead Motivate
Performance Efficiencies

21. *
*Practician of PM Best Practices
*Recognize Lessons Learned
*Proactive in Risk Management
*Effectively Manage Emotions

22. *
“The spiral stands for imagination,
the power of an idea.
The hand holds the gifts of skill,
discipline, and craftsmanship.
The wand and the star represent
magic: the spark that is ignited when
imagination and skill combine to
create a new dream.”

23. *
*The Walt Disney Company
*Photos from the Walt Disney Studios
*SAP
*The new ASAP Methodology, Jan Musil
*Southern California Edison
*Team position on the 2010 ERP Implementation
*www.wikipedia.org