business transformation – turn aspiration into reality · technology and science disruption...

Technology and Science

Market and Customers

Risk and Regulations

Shareholders

Customers

Employees

Community

Valu

e

Dis

rupt

ion

BusinessTransformation

Convergence

MarketOpportunity

Target Operating Model Implementation RoadmapStabilization

8. Asset Upgrade

4. AufbauIT

6. Ausschrei-bungen

9. Data Quality

Treasury USA

Treasury Derivate Upgrade

PMO

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5. Aufbau Operations

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7. Change of Control Prep.

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1.5 Entwicklung Servicing Konzept synth. Assets

2012 2013Jan. Febr. März Apr. Mai Juni Juli Aug. Sept. Okt. Nov. Dez. Jan. Febr. März Apr. Mai Juni Juli Aug. Sept. Okt.

Transitionsphase

01.10.2013 Day 1Ende BANK Servicing

01. 02.2013 Abgegrenzter Teilbetrieb

Service Einheiten

15.06.2012 IT Scoping

abgeschlossen

15.07.2013 Go-Live BBANK IT-AWL

Planning TransitionPreparation

1.3 Konzeption DL-Steuerung

1.1.1 Externe Vorstudie US & JP

1.1.2 Interne Analyse ES, FR & IT

31.05.2012 DL-Steuerung definiert

3.2 Vorbereitung Anpassungs-maßnahmen SE Zielorgan.

3.12 Konzept MA Ansprache & Transfer

3.9.2 WS-Frist BÜ

3.9.1 Stabilitätsfrist

2.1 Ausgestaltung Zielbild für die BBANK

2.6 Feinkonzeption Retained Orga

2.2 SSL/Endproduktanalyse

2.3. Analyse Prozesspotenziale 2.4 Konzeption Prozess-optimierungen

2.12 BCM Notfallplan BBANK2.11 BCM Anforderungen

3.15 Vorbereitung Gründung SG

3.13 / 3.14 Konzeption und Aufbau Innenbetrieb

15.03.2012 MA Mgmt. Plan

3.9 Vorbereitung & Kommunikation BÜ

3.16 Geschäftsbesorgungsvertrag & Leistungsbeschreibungen

3.17 Konzept Transfer-Pricing /Gewinnmarge

6.1 Vorbereitung 6.3 Ausschreibung6.2 Teilnahme-wettbewerb

EU-Ausschreibung IT & Operations

Portfolio Management Japan

6.10 Vergabeverfahren Innenbetriebsleistungen SG(Lohnbuchhaltung; Buchhaltung, Steuerberatung)

6.11 Vergabeverfahren Scan- und Archivierungsleistungen

Scan- und Achivierungsleistungen

7.1 PlanungAkten Management 7.5 Prüfung und Übergabe Akten Prio 1 7.6 Validierung und ggfs. Nachdokumentation

7.14 CoC Planung

7.7 Übergabe Akten Prio 2

7.4 Anfo. für Ausschreibung

7.8 Validierung und ggfs. Nachdokumentation

7.11 „Proof of Concept“ SE

7.17 CoC Prep.7.16 Umzug & Facilities Shakedown

16.03.2012BANK Inventar geliefert

7.20 Change Management Retention

7.21 Onboarding und Workshadowing (Dienstleister Onboarding: Jahresabschluss) 7.22 Stabilisierung und Handover

7.23 Onboarding und Workshadowing (Dienstleister Onboarding: Meldewesen) 7.24 Stabilisierung und Handover

27.04.2012 Gründung SG

31.10.2012 Vertrag unterzeichnet


15.07.2012 Genehmigung AN -Überlassung

3.8 UmsetzungAbgegrenzter Teilbetrieb

3.5 Konzeption Orga-Aufbau SG

7.10 Überführung individuelle Datenverarbeitung7.9 Inventarisierung indiv. DV (Excel etc.)

2.5 (1) Prozessopti-mierungen

3.20 Durchführung Wissenstransfer & Arbeitsübergabe SE/SG3.19 Planung WT & Arbeitsübergabe SE/SG

30.11.2012 Wissenstransfer -Plan

2.14 Mitarbeiteraufbau

2.10 Wissenstransfer (WT)

2.13 BCM Notfallplan SG

3.18 Backfilling


31.05.2012Strategisches

Zielbild finalisiert

31.12.2012 SG Geschätsbesorgungsvertrag

29.02.2012Standortentscheidung

31.05.2012 Entscheidung über Servicing Konzept (Zielbild)

2.15 Service Level Definition

7.25 UnterstützungAusschreibung

5.1 Definition Operations-Einheit

5.5 Abgegrenzter Teilbetrieb (Stabi.fr.)

5.5.2 WS-Frist BÜ5.3 Vorbereitung Abgegrenzter Teilbetrieb

5.10 Entwicklung Konzept zu Wissenstransfer


5.2 Verhandlung mit Betriebsrat

5.12 Reverse Shadowing & Stabilisierung

30.09.2013CoC / BÜ

Ops Dienstleister

5.13 Regelbetrieb

15.07.2013Go Live IT

Lead Ops Einheit

5.5.3 Betrieb mit parallelem Backfilling aus Widersprüchen

29.02.2012Veröffentlichung/Bekanntmachung

24.04.2012 Downselect 0

27.04.2012 Aufforderung Angebotsabgabe

31.07.2012 Interviewergebnisse ausgewertet & dokumentiert, Folgetermine durchgeführt, Prozesslandkarte vervollständigt

7.26 Mitwirkungsleistungen mit BANK für Transition

15.05.2012 Konzept Beschäf-tigungsbedingungen

7.13 PoC Anbindung DL

01.02.2013 Abgegrenzter Teilbetrieb SE 1 abgeschlossen

29.05.2012 Abschluss Vorstudie / Präsentation in GL Sitzung

2.2.1 Entwicklung VermeidungsstrategieVertreterbetriebsstätte der BBANK

3.15.1 Prüfung Machbarkeit Steuerliche Organschaft

6.7 Vergabeverfahren Meldewesen (Planung in Abstimmung)

6.9 Vergabeverfahren Beschaffung Softwarelizenzen31.12.2012 Verträge unterzeichnet

9.1 Datenabgleich Daten Tape (voraussichtlich bis Juni) vs. DWH Daten (month end)31.03.2012 Technische Abnahme DWH

9.5 Abstimmung Umfang, Notwendigkeit, Datennacherfassung

9.6 Berücksichtigung Ergebnisse aus fachlichen DWH Tests

29.04.2012 Zugriff DWH über Business Object

15.07.2012 Prüfung Legal Requirements abgeschlossen

7.19 Kommunikations- und Change Maßnahmen7.18 Planung Kommunikation

1.6 Entwicklung ZS für SG V2.0

31.05.2012 Entscheidung Zielszenario

3.5.1 Aufbau Retained Orga SG

7.11.1 „Proof of Concept“ zukünftige SG

Novation Key Kontrahenten

Transfer Marginaler Portfolien

Aufteilung und Übergabe der Leistungen von OTHER NY an neue VerantwortlicheAuswahl Administrative AgentErstellung Projektplan

Aufbau weiterer FTE für BBANK Liquidity Management

Auswahl Service Modell

Frozen ZoneFrozen Zone Frozen Zone

01.02.2013 Commitment Wechselbereitschaft BANK MA

31.03.2013 Vorbereitung & Kommunikation BÜ

30.04.2013 Widerspruchsfrist abgelaufen

31.07.2012 Feinkonzept

30.04.2013 Widerspruchsfristabgelaufen

31.03.2013 Abgegrenzter Teilbetrieb

5.1.2 Recruiting Widersprüche (*ggf. AN Überlassung als Fall Back)

5.11 Umsetzung Wissenstransfer und operative Mitarbeiter (ggf. AN-Überlassung zum Backfilling) 15.07.2012 Know-how Transfer abgeschlossen

6.6 Vergabeverfahren Buchhaltung & Jahresabschlussprozesse 30.11.2012 Vertrag unterzeichnet


1.4.2 Marktstudie Marktdatenversorg.

24.07.2012 Entscheidung über Sourcing Modell

5.2.1 Mitarbeiteransprache, Vorbereitung & Kommunikation BÜ

01.02.2013 Abgegrenzter SE 3 (Ops) Teilbetrieb abgeschlossen

5.1.1 Vorbereitung Backfillng/Recruiting

7.15 Vorbereitung „Colocation“ / Umzugs-planung (Gebäude, Zugänge, Infrastruktur, IT)

30.04.2012 Konzept Synth. Assets Servicing (rechtlich)

1.1 Erstellung Standortkonzept und Umsetzungsplanung je Lokation

01.12.2012 Start Einarbeitung neuer DL

30.06.2012 Projektvertrag

1.4.1 Detaillierung Prozessvarianten (Wert-schöpfungsbreite)

1.7 Ausgestaltung Zielbild V2.0 für SG 30.09.2012 Ausgestaltung Zielbild SG1.4 Verfeinerung Wertschöpfungstiefe

2.7 Aufbau Retained Orga

3.24 Umsetzungspl. Standortkonzept

7.2 Bestandsaufnahme & Anforderungen

5.6 Monitoring / Steuerung Transition und Recruiting Status

7.3.1 Konzeption Übergabe im Rahmen Asset Upgrade: Prio 1



3.1 Definition Aufbau-Organisation & Sizing SE & SG

3.7 Verhandlung Interessenausgleich mit Betriebsrat

6.4 Verhandlung

29.06.2012 Downselect 1 13.08.2012 Downselect 2 Finalisten17.09.2012 Freigabe

28.09.2012 Dienstleisterverträge unterzeichnet (inkl. SLAs)

31.05.2012 Prozesslandkarte um Interviewergebnisse erweitert

8.7 Klärung Rechtsposition TRS Assets 31.10.2012 Entscheidung weiteres Vorgehen TRS Assets

8.6 Teilverkäufe 31.12.2012 Entscheidung weiteres Vorgehen Japan

8.1 Fortlaufendes Upgrade upgrade-fähiger Assets

8.2 Verhandlung mit Aufsichtsbehörden

31.05.2012 Zugriff Oracle Datenbank DWH

9.2 FeldmappingBBANK

9.4 Durchführung der Datenanalyse zur Prüfung an Fachbereiche/Datenabgleiche 9.4.1 Übernahme der Datenprüfung und Analyse in Data Governance (Einheit in der Service Gesellschaft)

1.2 Vorstel-lung BANK 15.06.2012 Vorstellung Standortstrategie bei der BANK

3.6 Konzept Beschäftigungsbedingungen

11.06.2012 Finale abgestimmte Neuplanung Start

9.4 Aufbau Datenbank und Ermittlung Kerngrößen

31.10.2012 Entscheidung überweiteres Vorgehen/Datenqualiät

6.12 Vorbereitung 6.12.1 Vergabeverfahren Portfolio ManagementFrankreich und Italien

15.08.2012 Bekanntmachung PM Frankreich und Italien (Point of no Return)


1.3.1 Ausgestaltung DL-Steuerung

01.10.2012 Dienstleister beauftragt

3.21 Weiterarbeit in integrierten Teams

3.22.1 Stabilitätsfrist (und operative Arbeit)


01.04.2013 Abgegrenzter Teilbetrieb SE 2 (Finance/Risk) abgeschlossen

3.23 WS-Frist BÜ 31.07.2013 Widerspruchsfrist abgelaufen

Non-CRE (OTHER)

Italien

15.08.2012 Entscheidung Vorgehen/Veröffentlichung Ausschreibung als Back up

8.3 Asset Upgrade

8.4 Verhandlung mit AufsichtsbehördenFrankreich

15.08.2012 Entscheidung Vorgehen/Veröffentlichung Ausschreibung als Back up

8.5 Asset Upgrade

8.8 Klärung restlicher Sonderportfoliofragen

8.9 Asset Upgrade

8.10 Due Diligence Prio A Akten (50%) 8.11 Asset UpgradeCRE (BANK)

8.12 Due Diligence Prio A Akten (komplett) 8.13 Asset Upgrade23.06.2012 Prio A Akten bereitgestellt

Prio A Akten (komplett) bereitgestellt

7.3.1.1 Bereitstellung bereits verfügbarer Akten für DD

7.3.1.2 Bereitstellung aus-stehender Akten für DD

23.06.2012 Beginn DD Prio A CRE-Portfolio

3.25 Initial alignmentwith BANK

New York 3.26 Transition Planning 3.27 Refinement of Business Case

3.28 Project execution and controlling

3.29 Prep./exec of CoC3.30 OpModel design

3.31 Define and implement day-to-day processes

3.32 Concept. target IT definition 3.33 Equipment of facility 3.34 Prep. and testing 3.35 Onboarding on infrastr.

3.36 Sizing of organization and definition of org chart

3.37 Define approach knowledge trans.

3.38 Employee commitment on moving to branch. 3.39 Recruit new staff

3.40 Provide offerings to OTHER employees (“Betriebsübergang”).

3.41 Site Selection & Facilities

3.42 Analysis reg,. founding new branch 3.43 Registrations and reporting 3.45 Develop and align service contract for branch

office US

3.44 Perform communication to government bodies

22.06.2012 Aligned Sourcing Strategy

31.10.2012 Foundation of Branch

31.12.2012 Contract Signed

30.04.2013 End-User Infra. setup 15.07.2013 Teams working on BBANK IT

30.09.2013Change of Control

6.5.1 RfI/RfP process

6.5.2 Due Diligence

6.5.3 Contract 01.03.2013 Contract Signed

08.02.2013 Letter of Intent10.12.2012 Vendor Selection

17.09.2012 Short List

01.02.2013 Ret. Orga operativ

15.11.2012 Verkündigung Organisationsstrukturender Service Einheiten

30.09.2013 Betriebsübergangauf SG

7.3 Konzept. Übergabe

6.5 Analysis and design

30.07.2012 Test/Recon/Signoff-Strategie

15.08.2012 Spezifikation strukturell komplett

31.12.2012 Ende Entwicklung N4b (BANK)

31.12.2012 Testplan und Testfälle isolierter Test erstellt

28.02.2013 Abschluss isolierter Test auf BANK Umgebung (BANK)

30.06.2013 Abschluss integrierter Test und Dry-Runs

07.07.2013 GoLiveSchattenbetrieb N4b Cutover

15.07.2012 GoLive

22.06.2012 Staffingprozessangestoßen

17.08.2012 Zusammenarbeitsmodell

30.09.2012 Steuerungsstrukturen und Reporting definiert

23.12.2012 IT RO interne Kapazität bei 60%

30.07.2012 Grobkonzept Clone-Verfahren, Transition RZ und EUI aus Angebot II

07.09.2012 Grobkonzept Clone-Verfahren, Transition RZ, EUI, Applikationsentwickl./Support aus finalem Angebot

14.09.2012 Transitions.vereinbarung

04.07.2012 GoLive Entscheidung –CutOver Readiness

15.07.2012 EntscheidungEinigungsstellenverfahren BR

06.07.2012 BekanntmachungAusschreibung

06.08.2012 EingangsfristTeilnahmeanträge

4.1 IT Transitions / Transformationsrahmenplanung

24.08.2012 Versand Aufforderung zur Angebotsabgabe

24.09.2012 Eingangsfrist Angebot

10.07.2012 Entscheidung Umsetzung/Ausschreibung

4.9 Aufbau Rechenzentrum

4.2 Vorbereitung Transition und Onboarding AN

4.3 Scoping

4.11 Detailkonzeption Clone-Verfahren 4.15 Regelbetrieb BBANK Anwendungslandschaft

4.10 Aufbau / Stabilisierung Anwendungslandschaft (AWL)

4.13 Regelbetrieb End User-Infrastrastruktur/ITSM 4.7 Vorbereitung End User-Infrastruktur (z.B. Clients, Voice, Network) und IT Service Management 4.12 Betrieb End User-Infrastrastruktur/ITSM –

Zugriff auf Produktion

4.17 Scope IT Anford. Teil II 4.8 Vorbereitung Übernahme Applikationsentwicklung und Applikationssupport 4.14 Regelbetrieb Applikations-entwicklung/Applikationssupport

4.18 ScopeFinal Teil II 4.19 Spezifikation Teil II

4.3.1 Spezifikation

4.16 Post Go-Live Betreuung

4.5 IT Programm Teil I

4.4 IT Programm Teil II 4.6 Test

4.11.1 Test & Abnahme Clone-Verfahren und Cut-Over

15.03.2013 Abnahmeprotokoll ITSM 08.05.2013

Freigabe ITSM Produktivbetrieb

27.05.2013 Testprotokoll gesamte Infrastruktur

27.05.2013 Betriebshandbücher aller Applikationen

15.07.2012 Service CommencementApplikationsinstallationen

15.07.2012 Freigabe für Service CommencementAnwendungsentwicklung

30.09.2013Abschlussbericht Transition und vollständige Doku aller Services

19.07.2012 Umstellung RZ und AW-Infrastruktur

30.09.2012Spek abgenommen

31.08.2013 Ende PostGoLive Support

13.07.2012 Scoping

abgeschlossen

23.08.2012 Beginn UpgradeProzess Prio A-1 Portfolio

4. AufbauIT

6. Ausschrei-bungen

P &

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3.2 Vorbereitung Anpassungs-maßnahmen SE Zielorgan.

3.12 Konzept MA Ansprache & Transfer

3.9.2 WSFrist BÜ

3.9.1 Stabilitätsfrist

2.6 Feinkonzeption Retained Orga

2.2 SSL/Endproduktanalyse

2.3. Analyse Prozesspotenziale

2.12 BCM Notfallplan BBANK2.11 BCM Anforderungen

3.15 Vorbereitung Gründung SG

3.13 / 3.14 Konzeption und Aufbau Innenbetrieb

15.03.2012 MA Mgmt. Plan


3.16 Geschäftsbesorgungsvertrag & Leistungsbeschreibungen

3.17 Konzept Transfer-Pricing /Gewinnmarge

6.1 Vorbereitung 6.3 Ausschreibung6.2 Teilnahme-wettbewerb

EU-Ausschreibung IT & Operations

Portfolio Management Japan

6.10 Vergabeverfahren Innenbetriebsleistungen SG(Lohnbuchhaltung; Buchhaltung, Steuerberatung)

6.11 Vergabeverfahren Scan- und Archivierungsleistungen

Scan- und Achivierungsleistungen

7.1 PlanungAkten Management 7.5 Prüfung und Übergabe Akten Prio 1 7.6 Validierung und ggfs. Nachdokumentation

7.14 CoC Planung

7.7 Übergabe Akten Prio 2

7.4 Anfo. für Ausschreibung

7.11 „Proof of Concept“ SE

7.16 Umzug & Facilities Shakedown

16.03.2012BANK Inventar geliefert

7.20 Change Management Retention

7.21 Onboarding und Workshadowing (Dienstleister Onboarding: Jahresabschluss)

7.23 Onboarding und Workshadowing (Dienstleister Onboarding: Meldewesen)

27.04.2012 Gründung SG



15.07.2012 Genehmigung AN-Überlassung


3.5 Konzeption Orga-Aufbau SG

7.10 Überführung individuelle Datenverarbeitung7.9 Inventarisierung indiv. DV (Excel etc.)

3.20 Durchführung Wissenstransfer & Arbeitsübergabe 3.19 Planung WT & Arbeitsübergabe SE/SG

30.11.2012 Wissenstransfer-Plan


2.10 Wissenstransfer (WT)


31.12.2012 SG Geschätsbesorgungsvertrag

2.15 Service Level Definition

7.25 UnterstützungAusschreibung

5.1 Definition Operations-Einheit

5.5 Abgegrenzter Teilbetrieb (Stabi.fr.)

5.5.2 WSFrist BÜ5.3 Vorbereitung Abgegrenzter Teilbetrieb

5.10 Entwicklung Konzept zu Wissenstransfer


5.2 Verhandlung mit Betriebsrat

29.02.2012Veröffentlichung/Bekanntmachung

24.04.2012 Downselect 0

27.04.2012 Aufforderung Angebotsabgabe

31.07.2012 Interviewergebnisse ausgewertet & dokumentiert, Folgetermine durchgeführt, Prozesslandkarte vervollständigt

7.26 Mitwirkungsleistungen mit BANK für Transition

15.05.2012 Konzept Beschäf-tigungsbedingungen

01.02.2013 Abgegrenzter Teilbetrieb SE 1 abgeschlossen

2.2.1 Entwicklung VermeidungsstrategieVertreterbetriebsstätte der BBANK

3.15.1 Prüfung Machbarkeit Steuerliche Organschaft

6.7 Vergabeverfahren Meldewesen (Planung in Abstimmung)

6.9 Vergabeverfahren Beschaffung Softwarelizenzen31.12.2012 Verträge unterzeichnet

15.07.2012 Prüfung Legal Requirements abgeschlossen

7.19 Kommunikations- und Change Maßnahmen7.18 Planung Kommunikation

3.5.1 Aufbau Retained Orga SG

01.02.2013 Commitment Wechselbereitschaft BANK MA

31.03.2013 Vorbereitung & Kommunikation BÜ

31.07.2012 Feinkonzept

30.04.2013

31.03.2013

5.1.2 Recruiting Widersprüche (*ggf. AN Überlassung als Fall Back)

5.11 Umsetzung Wissenstransfer und operative Mitarbeiter (ggf. AN

6.6 Vergabeverfahren Buchhaltung & Jahresabschlussprozesse 30.11.2012 Vertrag unterzeichnet


5.2.1 Mitarbeiteransprache, Vorbereitung & Kommunikation BÜ

01.02.2013 Abgegrenzter SE 3 (Ops) Teilbetrieb abgeschlossen

5.1.1 Vorbereitung Backfillng/Recruiting

7.15 Vorbereitung „Colocation“ / Umzugs-planung (Gebäude, Zugänge, Infrastruktur, IT)

01.12.2012 Start Einarbeitung neuer DL

2.7 Aufbau Retained Orga

3.24 Umsetzungspl. Standortkonzept

7.2 Bestandsaufnahme & Anforderungen

5.6 Monitoring / Steuerung Transition und Recruiting Status




3.1 Definition Aufbau-Organisation & Sizing SE & SG

3.7 Verhandlung Interessenausgleich mit Betriebsrat

6.4 Verhandlung

29.06.2012 Downselect 1 13.08.2012 Downselect 2 Finalisten17.09.2012 Freigabe

28.09.2012 Dienstleisterverträge unterzeichnet (inkl. SLAs)

8.1 Fortlaufendes Upgrade upgrade-fähiger Assets

3.6 Konzept Beschäftigungsbedingungen

6.12 Vorbereitung 6.12.1 Vergabeverfahren Portfolio ManagementFrankreich und Italien

15.08.2012 Bekanntmachung PM Frankreich und Italien (Point of no Return)


01.10.2012 Dienstleister beauftragt

3.21 Weiterarbeit in integrierten Teams

3.22.1 Stabilitätsfrist (und operative Arbeit)

3.22

01.04.2013 Abgegrenzter Teilbetrieb SE 2 (Finance/Risk) abgeschlossen

Non-CRE (OTHER)

7.3.1.1 Bereitstellung bereits verfügbarer Akten für DD

7.3.1.2 Bereitstellung aus-stehender Akten für DD

23.06.2012 Beginn DD Prio A CRE-Portfolio

3.25 Initial alignmentwith BANK

New York 3.26 Transition Planning 3.27 Refinement of Business Case

3.28 Project execution and controlling

3.30 OpModel design

3.31 Define and implement day-to-day processes

3.32 Concept. target IT definition 3.33 Equipment of facility

3.36 Sizing of organization and definition of org chart

3.37 Define approach knowledge trans.

3.38 Employee commitment on moving to branch. 3.39 Recruit new

3.40 Provide offerings to OTHER employees (“Betriebsübergang

3.41 Site Selection & Facilities

3.42 Analysis reg,. founding new branch 3.43 Registrations and reporting 3.45 Develop and align service contract for branch

office US

3.44 Perform communication to government bodies

22.06.2012 Aligned Sourcing Strategy

31.10.2012 Foundation of Branch

31.12.2012 Contract Signed

30.04.2013 End

6.5.1 RfI/RfP process

6.5.2 Due Diligence

6.5.3 Contract 01.03.2013 Contract Signed

08.02.2013 Letter of Intent10.12.2012 Vendor Selection

17.09.2012 Short List

01.02.2013 Ret. Orga operativ

15.11.2012 Verkündigung Organisationsstrukturender Service Einheiten

7.3 Konzept. Übergabe

6.5 Analysis and design

30.07.2012 Test/Recon/Signoff-Strategie

15.08.2012 Spezifikation strukturell komplett

31.12.2012 Ende Entwicklung N4b (BANK)

31.12.2012 Testplan und Testfälle isolierter Test erstellt

28.02.2013 Abschluss isolierter Test auf BANK Umgebung (BANK)

22.06.2012 Staffingprozessangestoßen

17.08.2012 Zusammenarbeitsmodell

30.09.2012 Steuerungsstrukturen und Reporting definiert

23.12.2012 IT RO interne Kapazität bei 60%

30.07.2012 Grobkonzept Clone-Verfahren, Transition RZ und EUI aus Angebot II

07.09.2012 Grobkonzept Clone-Verfahren, Transition RZ, EUI, Applikationsentwickl./Support aus finalem Angebot

14.09.2012 Transitions.vereinbarung

04.07.2012 GoLive Entscheidung –CutOver Readiness

15.07.2012 EntscheidungEinigungsstellenverfahren BR

06.07.2012 BekanntmachungAusschreibung

06.08.2012 EingangsfristTeilnahmeanträge

4.1 IT Transitions / Transformationsrahmenplanung

24.08.2012 Versand Aufforderung zur Angebotsabgabe

24.09.2012 Eingangsfrist Angebot

10.07.2012 Entscheidung Umsetzung/Ausschreibung

4.9 Aufbau Rechenzentrum

4.2 Vorbereitung Transition und Onboarding AN

4.3 Scoping

4.11 Detailkonzeption Clone-Verfahren

4.10 Aufbau / Stabilisierung Anwendungslandschaft (AWL)

4.7 Vorbereitung End User-Infrastruktur (z.B. Clients, Voice, Network) und IT Service Management

4.17 Scope IT Anford. Teil II 4.8 Vorbereitung Übernahme Applikationsentwicklung und Applikationssupport4.18 ScopeFinal Teil II 4.19 Spezifikation Teil II

4.3.1 Spezifikation

4.5 IT Programm Teil I

4.4 IT Programm Teil II 4.6 Test

4.11.1 Test & Abnahme Clone-Verfahren und Cut

15.03.2013 Abnahmeprotokoll ITSM

19.07.2012 Umstellung RZ und AW-Infrastruktur

30.09.2012Spek abgenommen 13.07.2012

Scoping abgeschlossen

1. Customers

Key questions to answer: - Customer Segmentation: How should customers be grouped to deliver products and services in the best possible way to fit their needs? - Customer Lifecycle: What is the end to end journey that customers will go through in their relationship with the organization and is the operating model able to support the customer at each stage of the life cycle? - Customer Experience: What is the experience to be delivered to each customer segment across the different stages of the customer life cycle?

1.1 Day 1 Preparation Develop and track Day-1-Readiness Checklist Constantly monitor, track and adjust where necessary, close coordination with involved key staff Identify best practices, give regular updates (see communication)

1.2 Communication CoC Identify all contracts, licenses and bodies to notify Launch transition marketing campaign & announce news to all relevant stakeholders Identify best practices, give regular updates (see communication)

1.3 Communication to Key Stakeholders Perform key customer stakeholder meetings Host Top 20 customer visits & conduct “Top 200” customer calls Perform regular communication and give updates to customers, partners & user groups

2. Channels

Key questions to answer: - Channel Requirements: What channels are needed within the organization to provide the products and services that are delivered? - Channel Mix: What products and services should be available via which channel, and to which customer segments?

2.1 Sales and Marketing Review customer relationship channels (identify potential for new ways to communicate products and services, identify competition, gather initial customer / group data) Launch identified channel adaption and constantly track effects Continue and expand successful sales & marketing approaches, perform trainings

2.2 Communication to Key Stakeholders Communicate to media, analysts & investors (train spokespersons, monitor market reaction) Communicate to media, analysts & investors (host briefings and media tours, disseminate press

release) Communicate to media, analysts & investors (continued press, analyst briefings on progress )

3. Products & Services

Key questions to answer: - Primary Products: Which primary products or services should be offered? (Primary products are those bought or used by the customer that form the primary reason for the interaction between the customer and the organization) - Secondary Products: What secondary products can be offered? (Secondary services that are provided to the customer in support of the primary product/service) - Product Mix: Which range of products should be made available to each customer group?

3.1 Product Analysis Perform analysis of product range and potential overlaps, define KPIs Adjust product mix based on product analysis, collaboration with e.g. marketing to discuss strategies Build and develop sustained products & services know-how

3.2 Lifecycle Analysis Conduct product lifecycle analysis and review with customer segments (changing needs) Match customer lifecycle needs to product range, conduct interviews, communicate to peer groups React to changing market demands through new generation's needs

3.3 Pricing Gather all pricing relevant indicators, perform competitor analysis Align pricing with product range and competitor offerings, work out clear USPs Constantly monitor market offerings and conduct regular competitor analyses

4. Processes

Key questions to answer: - Processes within the organization: Are the processes, required to support any new products, channels or customer groups at hand? Are there any processes that need to be differentiated within a specific segment to deliver the required customer experience? - Rules and Success Metrics: Are current processes fit for purpose and are there opportunities to reduce process complexity or to leverage current processes in a different way in order to reduce costs? Are the correct KPIs being monitored and how are relevant peers benchmarked? - Value Chain Alignment: Are company culture and capabilities within the organization in line to execute the processes as required? Are there overlaps of process activities across the organization?

4.1 Transition phase Prepare high level project plan for all process within scope, prepare and define business case Analyze processes for: degree of standardization, level of processing complexity, stability of IT env. Coordinate completion of all defined activities and sign-off deliverables

4.2 SLAs Carry out SLA analysis and identify potential areas of improvement (e.g. lead times) Draft, sign and implement new/revised SLAs Conduct regular performance reviews, constantly check defined KPIs (review process)

4.3 Business Process Management

Develop process vision and process scope statement, document functional/non-functional requirements Develop business process procedures for each in-scope task/transaction Train employees onto the new processes, install support function to address queries

4.4 Business Process Controls Develop Business Process Controls Framework that captures the business process controls objectives and the business process controls techniques that will be used to meet specified controls effectiveness targets and mitigate risks

Assess segregation to confirm that the segregation of duties defined have been properly implemented within the design for business end-user access Conduct regular reviews and adjust accordingly in case necessary

4.5 Development Controls Develop Interface and Data Conversion Control Strategy that describes how interface and data conversion controls will be defined, built, and tested Develop and design Interface and Data Conversion Control Framework Sign off and communicate framework to necessary stakeholders

4.6 Readiness Testing Define test strategy incl. deliverables and necessary to involve departments Develop integration test approach to define the scenarios for integration testing Perform test approach and close identified gaps

4.7 Set up of Integration Program Develop a blue print for the integration program that includes e.g. the strategic/operational rationale Coordinate and adjust blue print with relevant stakeholders Constantly monitor and track blue print and adjust in case necessary

4.8 Finance & Reporting Identify and align all project related process that will influence the course of the project/involved stakeholders Obtain control over the finance and reporting systems Continue to establish new disciplined and standardized procedures that drive efficient spending

5. Information Management

Key questions to answer: - Process flow: What data do we need to execute our processes? - Data source: From where will it be sourced? - Data governance: How will the data be governed?

5.1 Transition documentation Prepare all pre-kick off documentation such as: business case, project plan, process descriptions Coordinate completion of all documentation by team: application requirements, hardware requirements etc.

Discuss documentation with relevant parties and provide sign off from both sending and receiving business

5.2 Information Governance Define Data Governance Approach to govern data within the scope of the project, establish data governance organizational model

Develop Information Governance Policies, design the policies, standards, and patterns that will support the overall information governance organization Conduct regular reviews whether policies are still up to date

5.3 Information Strategy Develop Business Information Model to support the translation of business requirements Configure Business Intelligence Data Architecture Sign off and communicate to relevant stakeholders

5.4 Data Protection and Privacy Identify Privacy Requirement Sources based on client-identified and prioritized laws, regulations, standards, client policies, client contracts, and client strategy Handle data according to identified requirements Constantly monitor if data protection and privacy topics need to be addressed or escalated

5.5 Master Data Management Define Master Data Management Approach (establish strategy & design, policies & procedures, roles & responsibilities, and scope of tracking and maintaining single versions of master data)

Build Enterprise Master Data Solution that conforms to the technical specifications and development standards and guidelines Sign off and communicate to relevant stakeholders, perform regular reviews

5.6 Information Quality Perform data analysis of the profiling results to understand data anomalies and assess the quality of the data sources for each to the data subject areas in scope

Develop Final Data Cleansing Rules: refine the data cleansing rules, improve the data cleansing results based on an analysis of unit testing results Conduct regular reviews and coordinate with relevant departments as adjustments are needed

5.7 Data Integration Define Data Integration Approach by providing a high-level functional description of the data integration solution and creating standards for key data integration development activities

Build Data Integration and Conversion Programs that conform to the technical specifications and development standards and guidelines Sign off and communicate to relevant stakeholders, perform regular reviews

5.8 Reporting and Analytics Develop Business Intelligence Approach by defining: type of BI reports that will be delivered (scorecard & dashboard, operational, management, external, analytic) Develop Business Intelligence Reports as defined in the technical specifications Distribute and share regular reports, include further information in case necessary

5.9 Metadata Management Develop Metadata Glossary in order to document the metadata for data elements that support information requirements Distribute and share Metadata Glossary Adjust and publish in case necessary

5.10 Application Development Define Data Conversion Approach for any data conversion required for a system implementation Coordinate and adjust approach with all relevant stakeholders Sign off and communicate to relevant stakeholders

6. Organization

Key questions to answer: - Organizational Design: What is the best organizational structure to cover the organization's needs? - Organizational Design: Will the Organizational Design also fit to future needs? - Organizational Design: How can a flexible organization be ensured, especially if international alignments have to be considered?

6.1 Organizational Structure Review current organizational set up and aggregate governance needs Implement measures to achieve target organizational structure Validate through regular reviews to ensure successful TOM implementation

Develop roadmap, timelines and milestones to implement target structure Track progress of milestones and key deliverables (process & alignment plan) Perform regular reviews and adjust accordingly in case of deviations

6.2 Roles & Responsibilities Identify current roles and responsibilities Create role descriptions and profiles Perform regular review cycles and feedback loops

Identify key staff Identify staffing requirements and skills set gaps Regularly check staffing needs and requirements

6.3 Facility / IT Compare existing hard- and software to target structure requirements Organize smooth transfer of hard- and software to new organizational setup Validate access rights on regular basis

6.4 Vendor Governance Conduct vendor analysis with focus on current service requirements vs. future service requirements Execute required changes to vendor governance and vendor selection Perform vendor management to ensure compliance to service agreements

6.5 Sourcing Identify processes with outsourcing / offshoring / insourcing potential Perform outsourcing / offshoring / insourcing of agreed processes Track business case in order to achieve previously defined goals

6.6 Regulatory Topics Conduct regulatory stakeholder analysis and communication requirements Implement processes / provide information required to ensure regulatory compliance Install regular reviews to ensure regulatory compliance

Identify regulations that have to be in line with the organizational changes If further topics have been identified, evaluate whether external support is required Ensure know-how transfer, impart & scale knowledge internally

7. People & Talent

Key questions to answer: - Organizational Design: Which people are required within the organization and where are they best deployed? - Capability Analysis: What skills are required within the organization? Are there areas that require additional capabilities? - How can the company retain staff and attract new employees?

7.1 Hiring Prepare job description on the basis of processes, considering potential outsourcing/offshoring possibilities Conduct interviews and hire FTEs, assign FTEs to processes according to expertise and skills Initiate sign Off for Training from Sending and Receiving parties

7.2 Communication to Stakeholders

Prepare presentation for townhall, confirm information with HR and Communication team, development of a communication plan

Communicate as defined in communication plan, conduct townhall and inform team about the transition among other topics Ensure ongoing leadership visibility, giving regular further updates on progress

7.3 Transfer of Employees Prepare Transition: review labor relations, HR policies & procedures, finance payroll, define HR processes

Ensure know how transfer from key personnel, develop new pension- and benefit plans and implement those Recruit additional personnel if needed, optimize HR processes

7.4 Critical Success Factors Prepare HR team early on and ensure it is fully resourced and adequately briefed, identify and recognize people issues and dysfunctional behavior, conduct detailed cultural due diligence if applicable

Implement Change Activities at all levels, identify and handle people issues and dysfunctional behavior

Perform regular communication activities "top down", ensure possibilities for "bottom up" communication

8. Technology

Key questions to answer: - Functional Architecture: What are the core systems that exist in the organization and what functions do they undertake? - System / Process Map: How are systems used across the processes within the organization and who needs access to each system?

8.1 Software/Hardware infrastructure analysis Prepare checklist of software applications and hardware units Implement/shift/install/handle new requirements regarding soft- and hardware, conduct test cases/

scenarios, closely interact with all departments Ensure performance stability, post Go Live support

8.2 IT Separation Conduct IT workshops with all relevant stakeholders, develop test scenarios, gather requirements from other workstreams

Build-up/Stabilize IT landscape, develop and build testing landscape, finalize integrated tests and dry runs, ensure proper error handling, prepare end-user-infrastructure and IT service management

Ensure proper post Go Live support, final report transition and documentation of all services, normal operation of all applications and end-user-infrastructure

8.3 IT Transformation Review business model requirements, design of business and IT strategy, analyze IT Implications on business strategy, assess current IT skills within the company, define critical business requirements

Design, implement and execute IT organizational assessments, develop IT-organization strategies and IT organization reports, monitor organizational transformation, design and implement IT governance models, analyze strategic IT staffing needs

Ensure and optimize cost transparency, choose suitable benchmarks

8.4 Business Process Controls Assess security, privacy, and controls risk: determine the organization’s key risk areas and help define the appropriate focus of business process, interface and IT controls, application security, and technical security infrastructure

Develop security, privacy, and controls governance approach. After business process controls have been implemented, due diligence around review of additions/changes/deletions to business process controls, changes to controls ownership, changes to security, and processes around the repository of controls have to be handled and documented

Maintain process controls and security after they are implemented and as changes or enhancements are introduced, maintain the security design as per the company’s system landscape and controls procedures as well as the organization’s data restriction security controls by maintaining the authorization structure of the security

8.5 Identity and Access Management

Develop Identity and Access Management Roadmap Document: Roadmap based on meetings and interviews to determine the current state analysis, gap analysis, and target state analysis

Install Identity and Access Management Solution components: install individual identity and access management (IAM) solution components into different environments, often this includes the creation of additional environments for development, configuration, and testing of the system. The primary output is the installed, configured, and operational IAM solution components

Conduct regular review cycles and adjust Identity and Access Management Solution Components accordingly

8.6 End-User Training

Conduct End-User Training Assessments: assess the organization’s training and support infrastructure and identify end-user demographics, characteristics, and training needs. The information gathered is used to prepare the end-user training program. These assessments also uncover important information and requirements that need to be incorporated into the End-User Training Strategy

Develop Training Development Plan: plan the development of key components of training content development for the project. The Training Development Plan is a management tool for planning, tracking, and reporting on the project’s training development activities

Optimize training offerings through regular feedback loops, feedback from departments, development of further trainings in case necessary to ensure proper end-user operations

9. Locations

Key questions to answer: - Location infrastructure: Where is the location placed and why there? What is the characteristic of the location? - Process: Which step of the value chain (process) is the location working on?

9.1 Site Analysis Prepare location strategy and business case, evaluate benefits vs. drawbacks Decision on location strategy: search for new locations, sign hiring contract, development of each single location concept Finalize site analysis and ensure operational stability

9.2 Site Selections Check various vendor location options, create infrastructure checklist for locations: assess space requirements, availability of software and hardware, create cost estimates Ensure transfer of employees, payroll setup for new location Ensure operational stability of daily operations by e.g. temporary secondments

Why now?The exponential rate of change in today’s markets is opening the door to significant opportunity – the opportunity to differentiate, the opportunity to disrupt, the opportunity to capture breakthrough value. How can you turn aspiration into reality? How can you prioritize focus to capture value before the market evolves? You need an end-to-end solution that translates strategy into achievable and sustainable business and operating models.

How Deloitte can help:The Business Transformation Approach provides all assets to architect and execute these complex transformations, from identifying opportunities for change through to successful implementation of the transformation, across all layers of the operating model. Deloitte’s unrivalled depth of transformation expertise helps clients to successfully address their transformational challenges and achieve their value objectives.

Deep Industry Experience and World Class CapabilitiesUn-paralleled global breadth and depth in transformation capabilities across all major industries, sectors and ecosystemsIntegrated Approach and ToolsMarket-proven, end-to-end approach supported by a set of integrated, proprietary tools that drive value seamlesslyAgile TalentA talent base being able to operate across functions, technologies, and industriesDisruption MindsetProviding insight into market and technology changes, allowing clients to anticipate and benefit from disruptionFocus on ValueUnrelenting attention to framing, defining, structuring, sustaining and expanding value throughout a business transformation

Disruptive technologies and significant growth objectives are creating fundamental shifts in companies’ business models across all industries. Companies are unclear how to re-configure their operating model and transform their business.

Disruptive Technologies

• Cognitive analytics

• Industrialized crowdsourcing

• Digital engagement

• Wearables

• Technical debt reversal

• Social activation

• Cloud orchestration

• In-memory revolution

• Real-time development and operations

Science

• Neuroscience

• Genomics

• Artificial intelligence and advanced robotics

• Biotechnology and synthetic biology

• Energy and environmental systems

• Digital manufacturing and nanotechnology

• Computation and networks and sensors

• Digital medicine and bioinformatics

The Deloitte Business Transformation Approach addresses all nine layers of the operating model to define the corresponding, tailored Target Operating Model (TOM) and derive targeted areas for change.

Our assets provide detailed guidance and work packages for every layer of the operating model across all phases of the trans-formation journey, derived from a wealth of project experiences and best practices.

The Deloitte Transformation Roadmap ensures consistent planning and efficient execution. It documents all relevant work packages, dependencies, and milestones and serves as the key management tool.

The Deloitte Business Transformation Approach provides comprehensive guidance to transform your business. It integrates our Consulting services to bring forward solutions that enable our clients to redefine their business and operating models in today’s dynamic environment.

Deloitte Business Transformation Services provide both, the right tools and assets, and experienced teams committed to delivery.

ProgramExample

Why now? – Need for Change What? – Operating Model

Execute with Excellence

1 Customers

2 Channels

3 Products & Services

Changing Technology and Science

Customer and Talent Expectations

Extended Ecosystems Exploitation

Competitor „First-Mover” Advantage

Globalization

Shifting Market and Customer ExpectationsRisk and Regulatory Requirements

Cyber Attacks/Security Threats

Natural Disasters

Risks & Regulations

YOU inc.The Marketplace

The World

4 Processes

5 Information Management

6 Organization

7 People & Talent

8 Technology

9 Locations

How? – The right Questions & Actions

Planning & Preparation Transition & Execution Stabilization

When? – Plan and Execute

Whynow?

Disruptive technologies and significant growth objectives are creating fundamental shifts in companies’ business models across all industries

Companies are unclear how to re-configure their operating model and transform their business

There is significant opportunity to lead that will be eclipsed by others if companies fail to better integrate assets to drive value

© 2015 Deloitte Consulting GmbH08/2015

Business Transformation – turn aspiration into reality

business transformation – turn aspiration into reality · technology and science disruption...

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