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.
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