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©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 1
Information TechnologyNew Product Introduction Process
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 2© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
2
Page 2
Outcome/AgendaObjective
Communicate and deploy the IT NPI process
AgendaKick 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
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 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.
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 4© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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IT NPI: Problem/Value StatementProblem 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.
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 5© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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IT NPI: Process Requirements
Define a ‘lightweight’framework Identify project management & governance requirementsIdentify the key phasesEstablish ownership for each phaseDefine clear entry and exit criteriaEstablish templates for each phase of the processEstablish communication framework
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 6© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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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.
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 7
IT NPI Process Metrics
NPI Process Metrics Metric Definition/Calculation Area addressedData 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 TrackIt Dev Team
Total ticket volume # tickets submitted each week after release
Quality of solution and user training TrackIt
Support Team
# of P1 tickets post release
# of P1 tickets daily for 1 month after release. Goal is zero.
Solution readiness for deployment TrackIt
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 TrackIt
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
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 8
Demand Categorization & PrioritizationLevel Category Demand Source Ownership Remarks
L0 Production Support
HelpdeskReview with IT BSA
Bus Apps & SupportTeams
Failures, Minor Enhancements & Admin Requests: L0 Helpdesk Tickets• Failures: P1-Critical, P2-Urgent, P3-High• Minor Enhancements < 80 hours effort• Data/User Administration Issues
L1Strategic Projects IT Steering Committee
Bus Apps& BI
TEAMS
Enterprise wide initiatives: L1 Projects Cost > $250K Time to implement > 2QTRs
L2Business OptimizationProjects
IT Steering Committee or Quarterly Business Reviews
Business Unit initiatives: L2 Projects Cost > $100K & < $250K Time to implement > 1QTR
L3BusinessPrioritizedEnhancements
Business/IT PartnersBI-Monthly/Monthly Reviews of IT Tickets
Bus Apps, BI& Support
Teams
Functionality Enhancements Cost < $100K • Time to implement <=2 months +P4 Low Defects
Priority-1 Priority-2 Priority-3DEMAND PRIORITIZATION:
8
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 9
Review RequestAssign to
Bus App Queue
Assess Request
(Review with
Submitter)
Review/Prioritize
Requests
For Maintenance
Release
IT TICKETSUBMITTED BY
BUSINESS/IT USER
Close Helpdesk Ticket with resolution
Major Enhancement
L3 ?
Review/Assess
Request
IT BSA
/IT Manager
YES
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)
NO
Review/Prioritize
Projects
Semi-Annual
IT Steering
Committee
IT Steering CommitteeApproved ?
Follow IT-NPI Process
For MajorProjects
(L1, L2 Requests)
YES
Maintenance Release
Quarterly Release
FailureOr Minor
Enhancement ?
YESNO
Assess Request
NO
Schedule for
Implementation
Schedule for implementation
Monthly Release
Bus
ines
s A
pplic
atio
ns S
uppo
rt T
eam
Bus
ines
s A
pplic
atio
n Te
am
L3 Enhancement ?
Review/Assess
Request
IT Manager/DIR &
Business
SME/Director
NO
Review RequestAssign to Bus App
Support SME
YES
Follow
IT-NPI Process
For Failures &
Minor Enhancements
(L0 Incidents)
L3 ENHANCEMENTS (< 2 Months)
L0 FAILURES & MINOR ENHANCEMENTS (<80 Hours)
NO
L1/L2 PROJECTS
YES
Change Management Process
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 10
Approved L1, L2 Projects
L0 Failures & Enhancements< 80 HoursWeekly Release
L1, L2 & L3 Service Requests
L1 or L2Projects
L3 Enhancements> 80 & < 230 HrsMonthly Release
REJECTED L1, L2 Projects
IT TICKET SUBMITTED BY BUSINESS/IT USER
IT BIS UpdatesWeekly
Exec Team/ BUs
Published ByIT Manager or BSA ToBusiness SMEs
2 QTRApplication Demand
Outlook
Published By IT BIS DirectorsBU VPs/SMEs
IT Unit TestedSolution
1PRODUCTION
SUPPORT
2Bi-MONTHLY
DEPARTMENTREVIEWS
5IT NEW PRODUCT INTRODUCTION
PROCESS
4IT STEERING COMMITTEE
UPDATE
Quarterly Business Reviews
6IT SQA
CERTIFICATIONBUSINESS UAT
7CHANGE
MANAGEMENTPROCESS
IT Certified &Business UAT
IT STEERING COMMITTEE OUTCOME
Published By IT CIOTo Exec Team
Deploy
IT Bus Apps Changes Released to Production
Published
by IT
Customer Support
L1/L2 ProjectUpdates
BI-Monthly
PRODUCTION ENVIRONMENT
Published byIT Bus App Mgmt to Business SMEs (W)
L1,L2 Projects Demand Management Process
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 11
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
ExecuteControl
&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
TransferX 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
11
X = Mandatory O = Optional
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 12
IT NPI: 1- Discovery Phase
© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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5-Test3-Design1-Discovery 4-Develop2-Analysis 6-Deploy7-Support
&Sustain
Entry Criteria:- Key Inputs
Discovery Phase: Owner: Business SMEAssessment 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 Chart3. Define preliminary business requirements
(BRD)/SOW4. Define high level schedule, resources and budget 5. Develop preliminary project plan, project cost sheet
& ROI6. Build project ‘launch deck’ (ppt)7. Identify core business use cases
1. Project 4-Square Chart2. Preliminary BRD/SOW 3. Preliminary project plan, ROI
& budget, scope, resource plan
4. Project ‘launch deck’
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 13
IT NPI: 2 - Analysis Phase
© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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5-Test3-Design 4-Develop1-Discovery 6-Deploy7-Support
&Sustain
Entry Criteria:- Key Inputs
Analysis Phase: Owner: IT-BSADetailed 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 meeting3. Conduct requirements gathering workshops4. 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 BRD3. Preliminary functional design
and AS-IS/TO-BE process flows
4. Initial infrastructure assessment
5. Build vs. Buy decision
2-Analysis
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 14
IT NPI: 3 - Design Phase
© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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5-Test2-Analysis 4-Develop1-Discovery 6-Deploy7-Support
&Sustain
Entry Criteria:- Key Inputs
Design Phase: Owner: IT-BSAComplete 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 detailed 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 strategy3. Fit/Gap analysis4. Functional and technical spec documentation5. Functional and technical design reviews6. Dev environment set up7. SOX controls impact assessment8. IT architecture review
1. Functional & Technical Design Specifications
2. Design review and sign off by business
3. IT architectural approval4. SOX controls approval5. Testing plans/business use
cases6. Infrastructure plan
3-Design
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 15
IT NPI: 4 - Development Phase
© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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5-Test2-Analysis 3-Design1-Discovery 6-Deploy7-Support
&Sustain
4-Develop
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 reviews2. Code merges and builds3. Solution configuration 4. Conduct unit testing5. Develop system, integration, regression, UAT test
plans, production cutover plans6. Set up test and training environments7. Develop user training plans and documentation8. Develop release notes
1. Code unit tested2. Test and production
cutover plans 3. Test environment
certification4. User training plans 5. Release notes
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 16© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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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 tested2. Test and production
cutover plans3. Test environment
certification4. User training plans 5. Release notes
IT QA – Owner: IT BSA1. Conduct system, integration, regression
tests and production cutover simulation2. Define final production environment 3. Define support plan, training, and
resources4. Issue tracking, fixes, re-testing
1. IT test sign off2. Detailed cutover to
production plan3. All critical issues resolved4. Release notes final
1. Approved UAT plan 2. Approved user
training plan
Bus UAT – Owner: Business SME1. Refine business process flows2. Conduct user training/conference room demo3. Conduct UAT sessions4. Issue tracking, fixes, re-testing
1. Business UAT sign off2. Business process
documentation final3. All critical issues resolved
IT NPI: 5 - Test Phase
4-Develop2-Analysis 3-Design1-Discovery 6-Deploy7-Support
&Sustain
5-Test
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 17© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL
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 off2. Business UAT
signoff3. All critical issues
resolved4. Detailed cutover to
production plan5. Business process
documentation final6. Release notes final
1. Set up production environment and cutover to production
2. Stabilize solution3. 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 Test3. All training complete4. Capture deployment
incidents5. Support team ready
IT NPI: 6 - Deployment Phase17
5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy7-Support
&Sustain
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 18
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 complete4. Capture deployment
incidents5. Support team ready
1. Conduct lessons learned session2. Manage help desk tickets3. Publish operations metrics4. Fully deploy automated system monitoring5. 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 Phase18
5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy7-Support
&8-Sustain
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 19
IT NPI: Process Framework Summary
CLOSE & SUSTAIN- Admin. Closure- Support Plan - Lessons Learned- Finance Closure
Initiation - Business Problem- Project Charter- ROI Proposal- Funding Source- BU/IT Interlock
PRO
JEC
T M
AN
AG
EMEN
T &
CO
NTR
OL
(BIZ
& IT
PM
)
INITIATE - INVESTIGATE - PLAN EXECUTION, CONTROL & TRACK- Manage Schedule (Tasks & Milestones), Resources & Budget- Manage Scope, Change Request, Issues, Risk. Dependencies- Manage Communication (Status Reports, Steering Committee Updates)- Manage Documents (BRD, FS, Use Cases, Cut Over Plan, Compliance Requirements- Manage Quality- Manage Metrics
Investigate & Plan- Analyze Opportunity- Define Work- Build Plans - Build Budgets- Finalzie ROI
IT NEW PRODUCT INTRODUCTION (IT NPI) - PROJECT MANAGEMENT & DELIVERY FRAMEWORK
SUPPORT EOL
OWNERS IT BSA IT PM IT SSA
PARTNERS TA, IA, SA, SME BSA, SSA BSA
DESIGNPHASE-3DESIGN
DEVELOP TESTDEFINE DEPLOY PHASE GATES
BSA, IA, SA, SME
PHASE-4DEVELOPMENT
BUSINESS SME (SME) IT BSA IT BSA
IT BSA (TA, IA, SA, CA)
PHASE 8SUSTAIN
EOL
PHASE 6DEPLOYMENT
SME, TA, IA , SA SME, TA, IA, SA, CA
TA SME IT PM
IT BSA, TA, IA, SA, CA BSA, TA, IA, SA
PHASE-1DISCOVERY
PHASE-2ANALYSIS
PHASE 7SUPPORT
PHASE 5-AIT CERTIFICATION
PHASE-5B BUSINESS
CERTIFICATION
System TestingIntegration & Regression
Support Roles &Responsibilities
Issue Tracking Support ORG & Processes
Training Schedule & Documents
& Cutover Plans
Solution Performance
Tracking
Update Documents & IT UAT
POST GO Live Support
Lessons Learned
POST Cut Over Verfication
IT STEERING COMMITTEE APPROVAL
* Final Business Requirements
Document
**Functional Specifications
Analysis: AS-IS/TO-BE, Build/Buy, Fit-GAP
PreliminaryProject Plan & Charter
PreliminaryBRD, ROI, Budgtet Issue Tracking
CCB &Production ReleaseBusiess UATTraining Plans &
Unit Tested Solution
Review Training Materials, Cutover
PlansL1 -
STR
ATE
GIC
, L2
- O
PTIM
IZA
TIO
NPR
OJE
CTS
8 Step/4 Square Solution DesignTechnical Design
Configs, Tech Reviews
Design ReviewsSOX Assessment
Code & Unit TestTest Scripts/Plans
Project Kick-Off
Final ROI, Budget, Project Plan & Charter
Use CasesInfrastructure Plan
Configuration & ISR Documents
SustainingEOL Plan
Core Team TrainingBusiness UAT End User Training
Business Readiness
Training Schedule
Update Documents & IT UAT
SUPPORT Update Documents & IT UAT NA NA
Legend Mandatory Deliverables
Owners/Partners:
* Includes Business Scenarios & for Purchase Packages BRD includes Build/Buy or Vendor Selection Analysis. ** Functional Specs includes SOX Impact AssessmentPM-Project Manager/Champion, BSA-Business Systems Analyst, TA-Technical Analyst, IA-Infrastrstructure Analyst, SA-Sustaining Analyst, CA-Compliance Analyst
RELEASE TRAIN (L3)
Preliminary BRD Final Business Requirements
Document
Solution DesignNA
Business Approval Functional Specs Update Documents Business UAT CCB & Production Release
Production ReadinessNA
Issue Resolution ReviewsCode Unit Tested
Help Desk Ticket is used to log all Business & IT issue resolution interactions & Break/Fix Specs Prior to launch.Help Desk Ticket Business UAT CCB &
Production Release
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 20
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 makingno 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
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 21
21
© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL Page : 21
Project Team Levels and Time Commitments
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 22
Management and Lead RolesExecutive 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 OwnerDecision-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.
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 23
Core and Extended TeamCore 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 LeadOwner of defining infrastructure impact, requirements, and plans.
Responsible for ensuring infrastructure is ready.
DBA Owner of database planning and implementation.
Technical LeadOwner of technical solution design, build, unit test and support through
testing and deployment.
Compliance and Standards Owner(s)
Architectural Owner, Security and Risk Mgt 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.
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 24
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 commitmentStrengthens Business/IT interlock
Documents are currently stored on the network driveEach 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)
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 25
Discovery Phase DocumentationDiscovery Link
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, critical success factors, - scope, deliverables, schedule, costs, - project structure, team members and roles, - high level solution overview and approach, - communication plan, risk mgt plan, org change mgt plan
IT Project Manager
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
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 26
Analysis Phase DocumentationAnalysis Link
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 Managers
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
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 27
Design and Develop Phases DocumentationDesign Link
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.
Business Systems Analyst (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
Develop Link
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
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 28
Test and Deploy Phases Documentation
Test – IT and Test – UAT Links
Production Cutover PlanDetailed 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 LogCaptures all issues encountered during testing, level of severity, owner, mitigation plan. Log is maintained throughout testing and reviewed daily.
Project Manager
Deploy Link
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 ReadinessPhase sign off by business users, committing that they are ready for the deployment to production.
Project Manager
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 29
Support Phase Documentation
Support Link
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
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 30
30Change Control: Executive Sponsor approval is required for changes after functional design is complete
Change Request Instructions1. 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 ITqueue.
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.
© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL Page : 30
©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 31
31
© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL Page : 31
Description: <Describe the material change in scope.>
Business Benefits: < Quantify the benefits to be realized.>
Impact if not implemented: List potential impacts if this change is not implemented
Alternatives: List alternatives available
Project Impact:1.Schedule: <Go Live rescheduled to dd/mm/yyyy>2.Budget: <$9999.00> 3.Cross Functional impact: Y/N (If Y provide additional information in a supporting slide)
Approvals:4.Project Steering Committee: Date:5.Project Sponsor Date:6.Cross Functional Business/IT PMs : Date
Comments:
Change Request Form Ref Nbr: 999 Project: <Project Name> Date: mm/dd/yy
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© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIALPage : 32
Change Request Form Ref Nbr: 001 Project: HRIS – SSHR Implementation Date: 10/21/08
Description: Additional time is required to re-engineer and gather requirements for providing Absence Management, including accrual tracking, within the Oracle 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:4.Project Steering Committee: Date: 10/28/085.Project Sponsor : Date: 10/28/086.Cross Functional Business/IT PMs :Date: 10/29/08
Comments:
Sample
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Q & A
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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 Q209• IT Infrastructure readiness• Restrict new Oracle project implementation in 1H09
Risks: • Changes to OOD during transition period.• Availability of business QA resource in Q209
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: - 2H08: Discovery- 1H09: Implementation & rollout
Cost: $ 900K (Estimate) Status: To be prioritized
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Thank you