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rough-work.pptx
- 1. Preparation and Planning (Month 1) • Report Objects Prioritization • Program prioritization • Hardware install • IT Resource /Professional services staffing • Procure software • Data Modelling ETL (Month 1 • ETL Requirement Analysis • ETL Design • ETL Development • ETL Testing Initial Wave (Month 2-3) • Metadata Framework Configuration • Data Governance setup • Report catalogue reduction – group 1 • Training and Education • Design Cognos Workspace Second Sprint Build (Month 4-10) • Report catalogue reduction – group 2 • Incremental deployments • Data Library build • Workspace deploy: (Dashboards, Alert, Reports, Scorecards) • Head count savings in effect • Training and Education Ongoing Build (Operational) (11 months+) • Target new data sources • Report catalogue reduction – group 3 • New requirements • Head count savings continue • Continue Workspace build and rollouts • Part of regular “operations” process and prioritization Proposed Timelines Implementation Plan 1 Privileged and All Rights Reserved
- 2. 1.Digital Services Enterprise & Mobility Microservices Design Engineering Digital Strategy Intelligent Process Automation 1.Data & Analytics Data Science Enterprise Data Warehouse & Business Reporting Big Data Advanced Analytics Data Engineering Artificial Intelligence & Machine Learning Deep Learning 1.Cloud Cloud Migration CloudDevelopment CloudStrategy CloudOptimization Infrastructure Engineering 1.IT Consulting Agile DevOps Core Modernization System Integration Quality Engineering and Assurance
- 3. Team Structure & Governance Model Onsite Integration architect Developer Business analyst SolutionArchitect Client Partner Program Manager NIB IT Manager Project Lead Business users Solution Architect SMEs Product Owner Monthly Review Weekly Review Daily standups Steering Committee (Strategic) Project Delivery (Operational) PMO (Tactical) Offshore Delivery Director Project/Delivery Manager Tech leads Developers Testers Business analyst Scrum master Communication Offshore / Near-shore Onsite NIB
- 4. BI Data Management In- House, hence full control of data Data Presentation over cloud provides BI on the go Most Cost effective with better TCO Easy Lift & Shift Migration to Azure BI Leverage existing infrastructure - MS SQL server and in-house team Data Management In- House, hence full control of data Data Presentation over cloud provides BI on the go Most Cost effective with better TCO Easy Lift & Shift Migration to Azure BI Leverage existing infrastructure - MS SQL server and in-house team Data Management In- House, hence full control of data Data Presentation over cloud provides BI on the go Most Cost effective with better TCO Easy Lift & Shift Migration to Azure BI Leverage existing infrastructure - MS SQL server and in-house team 1. Self Service BI - Interactivity 2. Data Consolidation in DWH – Single Source of truth 3. Visualization – Enhanced Dashboarding 4. Mobility – BI on the go 5. MS Office Integration – Multi Consumption Mode
- 5. Data Integration Approach For DW/DM & Reporting IDENTIFY DESIGN TRANSFORMAT ION VALIDATION LOAD Reporting Understand the available data sources Data analysis Work on the Entity Relationship between different entities KEY ACTIVITIES Data Normalization across systems. Work on creation and design of Target . Design Dimension models. Identify the Data Mapping and Transformation Rules across different source instances. Extract the data from the source systems Apply the transformation rules identified Import the transformed data into Staging Area Validation of Dataset in Staging/landing Area Validate the data in DM Refine the Dataset Import of data from Staging/landing Area into Data warehouse /Data Mart Instance Validation of Data on Target Instance OUTCOME Ensure completeness and correctness of data Availability of Clean, Business confirmed data in Staging Area Transformed Data available on Staging Data Mapping and Transformation Rules Reconciliation and error handling mechanism Identify data integration needs Prepare Detailed development Plan TEAM RESPONSIBILITIES Providing access to all the Data Sources to capture relevant Data Validate the Data Model Identify the attributes to be captured for a particular entity Provide Business Rule/ Validation Rules Help fix bad data Provide data comparison parameters to eliminate the redundant data Validate the dataset in landing/staging Provide Review comments (if applicable) Validate the dataset in DataMart Build agreed dashboard and individual report Dashboard and Reports Validate the report during UAT and provide sign off.
- 6. Copyright Birlasoft 2019 6 12/12/2022 Project Manager Solution Architect T24Leads Sr. Technical Consultants(Eficaz) Technical consultants Developers Sr. Technical Consultants (DWH) Technical consultants Developers Sr. Technical Consultant(ETL) Technical Consultant Developers Sr. TechnicalConsultants (BusinessIntelligence) Technical Consultant Developers
- 7. Sprint Development Plan Go-Live Starting N Months High Level Plan Project Initiation Requirement Analysis Design and Build Track 1 Date Date Date Date Date Date Date Date Testing Go Live Training & Support ETL UAT Test & Deploy Go-LIVE! Reporting / Dashboard UAT Test & Deploy Go-LIVE! Training & Support Delta Migration Sprint 8 Sprint 7 Sprint 6 Sprint 5 Sprint 4 Sprint 3 Sprint 1 Sprint 2 Track 2 Track 3 Track 4 Track 5 Track 6 Date Sprint 9 ==> ==> DW/ETL/Reporting & Analytics Testing
- 8. Data Analytics Assessment & Recommendations - Program Roadmap Requirement Analysis, Design & Pilot T24/Loan/BMC UAT/Production Phase 1: Month 1 to Month 3 Phase 2: Month 4 to Month 6 Phase 3: Month 7 to Month 10 • Detail Requirement Gathering • Analysis & Design • Prepare BP and Specification document • Platform Piloting • Documentation • Data Integration Build & Unit Testing • Data Model Build and Unit Testing • Reports, KPIs, & Dashboard • Data ETL • UAT • Deployment • Data Integration Build & Unit Testing • Data Model Build and Unit Testing • Reports, KPIs, & Dashboard • SIP • Data Migration • UAT • Deployment BI Solution Architect – Business Analysts BI Developer Core Team Key Activities * Timelines are indicative ** This is for the Core Team and Flex Team will be determined on a need basis Development Team Testers Implementation Team BI Project Manager Business Users & IT Analysts NIB Team * Timelines are indicative 8 ** Post Phase 1, scope for phase 2 and phase 3 will be finalized
Editor's Notes
- The Governance model depicts the standard communication plan and escalation channels that the project team will adhere to in order to steer the team in the right direction on a timely basis. The Agile ceremonies like Sprint backlog grooming, daily standups, Show and Tell, Retrospectives will ensure that the team works in unison under the direction of the BMW Project lead and Atos Program Manager In addition to the agile ceremonies, we also recommend weekly reviews for the PMO and Monthly review for the Steering committee to ensure that the project is tracking correctly. Standard reports like the Burn down chart, Sprint Velocity, Risks and Open Issues will be brought to management attention during the weekly and monthly reviews.
- So here is a high-level indicative development plan. Based on our experience of executing large projects such as the Canada Dealer Track integration where we had multiple stakeholders, 3rd parties and dependencies to manage, it is prudent to execute the project iteratively and have multiple tracks or streams to ensure that certain mutually exclusive components can be developed ahead of time, integrated and tested iteratively towards the end of each sprint. The greenfield nature of the project and the proposed model provides flexibility to adjust the requirements and also do early testing with short iterations. We see an opportunity to define an MVP (Minimum Viable Product) that would enable certain functionalities for piloting the solution with a limited set of users e.g. As given to understand that Canada has a smaller customer base and a recovery team which might qualify Canada Recovery team to have certain functions to be UAT tested and piloted in production environment ahead of the Big Bang or final cut over. There are a few other options that the team was exploring, for example: We could build the SF first version which would be w/o AI/ML integration And in subsequent sprints the BETA versions of the predictive model could be integrated and piloted with a limited audience to obtain early feedback. There are a myriad of possibilities and the team will certainly brainstorm these options with the larger team during the exploration phase. For Testing, we recommend a shift left approach, wherein we start early in the Sprints and automate unit functional components as part of the implementation process. Our testing team will ensure that System Integration Testing and Regression testing are performed to ensure a quality product increment at the end of the sprint. Reusable Automated test scripts will also be built for UI and regression testing. Our test lead with a dedicated team will drive and support through the entire UAT phase and keep the team frequently updated on the progress with a detailed test report. Finally, Training will be an integral track of the project where-in we will be using automation tools like process recorder to capture the agent experience and process workflows to keep the training content self-paced and interactive. The training content will be created in an incremental fashion as each Sprint completes. Once the project is in E2E UAT, a formal classroom training and workshop like sessions will be conducted to train the in-house Recovery Team and Collection agencies on the new platform and processes. So, while this plan is indicative and is highly dependent upon the outcome of the exploration phase, it does give a high-level view of how the large team will be spread across different tracks and remain fully utilized and functional through the length of the project. The Track leads will be sufficiently staffed with developers possessing the required skillset to complete the activities within the sprint. The Track lead’s responsibility will also be to tightly integrate with the components developed by other tracks and strive to deliver a coherent shippable product increment. To keeping the team agile, we have accounted the flexibility factor in our estimates to flex in and out resources based on the progress of the project. My role in this project is going to crucial and pivotal, I will bring in the project management experience and wear the scrum master hat to bring in synergies from each of these tracks to ensure that the defined sprint goal is met. I will pause here to take any questions before we move into the governance of the project