dxc merger it integration journey · extract& go • transfer required non-sensitive data only...

DXC Proprietary and Confidential

November 29, 2017

DXC merger IT integration journeyCAB client spotlight | Erich Windmuller, CIO, DXC

November 29, 2017 2DXC Proprietary and Confidential

10 month journey to both disentangle and integrate

10 Months Value Capture Requirements

Hewlett Packard Enterprise

Computer Sciences Corporation

626 Offices

2,300 Applications 4 Data Centers

60 New Legal Entities200,000 People

Entangled Network

308 Offices

431 Applications

38 Data Centers

66,000 People

53,000 Servers

70+ Countries

3,500 Servers

60+ Countries

Began May 2016

CSRA(PublicSector)

CSC$7B

2015

Completed April 2017

DXCTechnology

$26B

HPE ES$19B2016Hewlett

PackardEnterprise

$30B

DXC Proprietary and Confidential November 29, 2017

Journey to an integrated DXC: pathway to future state

Architecture driven future state

The challenge

Divestiture Approach

(Spin)

Integration Approach(Merge)

Day 1mobilization

November 29, 2017 4DXC Proprietary and Confidential November 29, 2017 4DXC Proprietary and Confidential

April 1“And that, in simple terms, is how we’ll

do the split by April 1


HPE IT guiding principles for the divestiture heavily influenced DXC Day 1 IT landscape

Minimize impact to HPE business processes during separation

Minimize clone as much as possible to reduce one-time costs and maximize logical separation

For shared applications, provide logical access to application data through contingent user access for buyer

Host shared applications (TSA applications) in the shared HPE network zone

Host ES business dedicated applications in new separate network compartments

DXC Implications• Shared infrastructure for Day 1

(shared space)

• Shared cyber security risk and responsibilities

• Reliance on shared apps used by multiple companies

• Transition Service Agreements (TSA) for shared support requiring future investment to untangle


31% of the portfolio was shared by ES and HPE with only 8% were targeted for physical separation for Day 1

Verify inventory of apps for scope within respective work-streams

Validate app BU usage and other details within app inventory

Validate app disposition and rationale and provide confirmation

Step 1 – Verify Application Scope Step 2 – Validate BU Usage Step 3 – Finalize Disposition

Disposition Type Description Criteria % of PortfolioRetain • Minimal work needed to prep for separation • Apps exclusively used by HPE

• No shared data• Shared apps that are planned to be sunset for HPE ES

58%

Give & Go • Move app into HPE ES network compartment • Dedicated HPE ES apps that will be transferred• Scope of work may include branding changes, Re-IP, access and interface changes

11%

Clone & Go • Clone application and/or data • Shared application• Application can be cloned without a data cleansing requirement• TSA cannot be done due to technical considerations

2%

Extract & Go • Transfer required non-sensitive data only • Shared application• Has sensitive data that cannot be transferred due to legal/regulatory/business requirements• Extract data relevant to HPE ES and provide to Buyer for integration (One Time)

1%

TSA • Logical separation by configuration without physical separation

• One shared instance on Day 1 • Logical separation and configuration data

update for differentiated access

• Any shared app that does not have technical considerations warrants a clone• Finance apps, including apps that are critical to financial close – financial data extracted and data feed is

loaded on necessary apps for financial reporting • All Infrastructure/ITIO apps will be shared and hosted in the dirty network, with the exception of Tidal

Scheduler and related apps

23%

Clone, Cleanse & Go

• Clone complete application and cleanse data that should not be transferred

• Shared application• Losing data integrity is a key risk• Apps developed in-house have high complexity and could not be TSA’d for prior transaction

5%




The challenge


(Spin)


Day 1mobilization


DXC integration approach drives business interlocks and ‘pressure tests’ the plan

Aug April 1stJuly Sept FebNov/Dec

Day 1

Take your workplans to thenext level of granularity in planning for Day1/100

Kick off the integration andstep into themindset ofworkstreamplanning and synergies

Map a clear path to Day 1/100, resolve outstanding issues and define contingency plans

Deliver your value capture plans

• Collaborate with other teams toidentify dependencies; define theway the new team will operate

• Open the aperture for synergiesand value-capture; set top-downtargets and priorities

1 2 3a 3b 4 5Workstream Day 1/100 Interdependencies Value Value Day 1/100

launch Vision & operating model Capture 1 capture 2 pressure-testing


IT integration program structure governs the design and manages execution risk of two IT organizations

IT Integration Decision Team

••Allocation of project budget••Approve strategic program

decisions••Manage trade-offs for

budget, timeline, andresources

••Approve integrated plan

Workstream Lead

••Strategic direction andVision

••Overall goals and budget••Approve programs and

timeline across portfolio

Sub-workstreams

••Manage progress throughproject schedule

••Actively identify risks andexecute mitigation plans

••Actively manageinterdependencies

••Update status, risks, issues,dependencies, anddecisions

Architecture Review Board

••Overall engine drivingintegration

••Cross coordinate with IMO functional groups

••Work with IMO functionalareas to manage milestonesand interdependencies across functional areas

IT IMO

••Manage progress throughintegrated project scheduleand key milestones

••Manage risk mitigation andsub-workstreaminterdependencies

••Manage vendor support••Update tracking tool

real-time

Summit 2:• Work plan• Reference Architecture• Joint DMO & Day 1

Projects

Summit 3:• Interdependencies• Integrated Schedule• Day 100 Projects• Plan Roadmap• IT Operating Model

Summit 4:• Value Capture Plans• Day 1 and Day 100 plans

Summit 5:• Day 1 end user scenarios• Cybersecurity response

plan

Summit 1:IT Charter

Key IT Deliverables


IT guiding principles for integration

Area Principle Selection and Basis

Corporate Priority Speed/Value Capture April 1 is the effective date of transaction. Compliance and connectivity are Day 1 priority.

Operating Model On Day 1 continue to use legacy processes

HPE carve out strategy for ES minimizes integration opportunities for Day 1 and impacts synergy capture where automation is required.

Cybersecurity Differentiator Cybersecurity posture for DXC to be better than CSC and HPE ES baseline.

Planning and Execution

Real Options Approach Given uncertainty in ITSA scope, asset assignment, and specific cost elements – Real Options Approach maximizes integration project reuse/reassignment.

Integration Project Prioritization

Cost within Budget Guardrail • DMO Alignment• Day 1 Functional Priorities• System Engineering Dependencies

Resource Utilization

Third Party Maximize use of cloud solutions, existing hardware, and strategic partner labor.

Solutions Customer Zero Align with anticipated catalog. Solutions should be exemplars of commercial offerings where possible.


Key dependencies which impact on IT critical path

Legal Entity Details: Availability of Company Name, Company Code, Tax IDs, Banking Information in Design

OD&S Data Files: Employee/Job level details availability for testing

Real Estate decisions

Software contract assignment and usage rights

Commercial agreement with Hewlett Packard Enterprise

Integrated value capture targets

Infrastructure: Availability of required infrastructure to meet development and cutover timelines

Data Center Network Segregation: Separate logical networks to limit cross business access

Access/Authentication: Limit access to applications and data

Resource availability to work on integration

Data retention requirements

Security strategy for data centers, networks and sites

Business Factors IT Factors


IT integration projectsComprehensive planning and governance – 615 process driven by EA

Develop list of processes across workstreams impacted

Develop Day 1 and Day 100 key design considerations

Schedule workshops with process owners to justify pros/cons

Finalize IT blueprint design by process workstreams

Establish guidelines for initiative prioritization

Prioritize synergy initiatives

Finalize list of pre Day 1, Day 1 and Day 100 projects

Develop Charters impacting design considerations

Develop timeline for execution of Project Charters

Process taxonomy

Design Consideration

Pros/Cons Analysis

List of Projectsasof6/22/2016

HPProjectNames Workstream StartDate CSCEquivalentInitiatives

CPQcorpnetConfigurationforDay1(IDAMandDirectoryServices) Infrastructure 0-30Days GlobalPass/CPQcorpnetIDAMServicesDay1Email Connectivity Infrastructure 0-30Days MyWorkStyleDay1EmployeeSupportCenterNeeds HR/Payroll IT 0-30Days Day1EmployeeSupportCenterNeeds

Day1Payroll/Time&LaborTransitionReadiness HR/Payroll IT 0-30Days Day1Payroll/Time&LaborTransitionReadiness

Day1TalentAcquisitionTransition HR/Payroll IT 0-30Days Day1TalentAcquisitionTransition

DocusignandAdobesign CorpServices 0-30Days Branding/CorpCommunicationsSystemsProjectHR/Payroll IT 0-30Days eFilingDataTransfer(employeesrecords)

HR/Payroll IT 0-30Days Learning&DevelopmentDay1ProjecteFilingDataTransfer(employeesrecords)

Learning&DevelopmentDay1Needs

SkypeforBusinessforDay1

TransferdatatoChicagosystemstosupportTaxprovisioningandT

Transfersummarizedfinancial datapostmonthendcloseandconsWANNetworkConnectivityBetweenEverettAndChicagoDC's

WorkdayClone(Everett)

IT Integration RoadmapInfrastructure 0-30Days MyWorkStyleaxfiling FinanceIT 0-30Days TaxSystemsProjectolidationtoChicago FinanceIT 0-30Days Financial ConsolidationProject

Infrastructure 0-30Days WANNetworkConnectivityBetweenEverettAnd

HR/Payroll IT 0-30Days WorkdayProjectHR/Payroll IT 0-30Days PositionManagementMappingProject

All 0-30Days PublicSector-ITDueDiligenceandPlanningInfrastructure 30-60DaysInfrastructure 30-60DaysCompliance&Legal 30-60DaysR&DPDELabsIT 30-60DaysR&DPDELabsIT 30-60Days

IT Integration Roadmap


IT Portfolio ProcessThe IT Portfolio Management Task force leveraged the existing 615 IT Gating Process to develop a streamlined process to govern the volume, velocity, and characteristics of IT Integration projects.

Project Stand Up

Design, Build and

TestConcept, Business Case, and Plan

Deploy and

TransferIMO

BudgetARB

Approval

Objective

Business ProblemOpportunityCommitment to Move Forward

Validate project aligns with objectivesVia IT/Business Peer Review

Define the what, how, when, and who and validate via Peer Review

ARB Approval to proceed w/ Funding and Design

If funding Required, secure from IMO Budget Committee

Assign PMs, WBS/PO, Acquire Team

Plans and designs are executedTesting confirms requirements met

Cut-over to solution in productionTransfer Solution support to Run & Maintain

Outputs

•Project Request Form

•Bus Case•ARB Exemption approval

•IT IMO Leadership and Peer Approval

•Project Budget and Schedule

•ProjectScorecard

•ARB Approval of Concept, BusCase, Plan

•Finance Approval and AllocatedBudget

•CSC Design WBS

•HPE Project Approval to Start

•CSC and HPE POs

•DesignApproval Test Results

•Cutover/Backout Plan

•Biz Readiness Approval

•SolutionCutover

•Sign off from Service Mgmt

Next Steps

•Create Business Case

•Schedule Peer Review

•Proceed to Planning

•Request ARBReview

•Initiate Funding Request (if required)

•Design WBS Request

•Secure PM (CSC & HPE)

•Proceed to Design, Build, and Test

•Deploy and transfer Solution

•Close Project and Procurements

A. Projects or groups of projects are presented to the Architecture Review Board (ARB) to evaluate and validate the solution concept, business case and plan. B. Upon ARB solution approval, teams proceed w/ with funding request from the IMO Budget Committee (if required).C. Upon ARB and Funding Approval, a PM is assigned, WBS and POs created, team acquired, and project work executed on schedule to meet Day 1 / Day 100 readiness.


46 IT projects focused on critical IT changes needed to enable Day 1

Workstream Existing on Day 1 Changes for Day 1

Desktop and Mobility Utilize Current Devices No Change

Finance Consolidation DXC Financial Consolidation System

Sales Account Planning, Opportunity Management Single Sales Platform (SFDC), Account Planning (Anaplan)Commission Planning and Execution (Xactly)

HR Recruiting DXC “Front End” to Recruiting (TALEO)

HR/Finance Payroll Systems No Change

Collaboration Email and Skype DXC email routing solution for external communication; Federated Skype

Legal Matters and Contracts New suite of legal and contract management tools and processes

Supply Chain Travel DXC Instance of Concur Travel

Marketing Lead Management Designate single lead management system (Eloqua)

Network System Access May require additional logon; DXC Connectivity between Data Center and Aggregation Site

Delivery Service Desk Interactive Voice Recognition Systems Updated


For many months, 4 separate legal entities will operate with shared applications, infrastructure and security environments

• TSA’s were created for Cyber and application services due to lack of cloned systems

• A shared asset agreement was created to manage all the applications still used by both companies on day 1

• Majority of the infrastructure and applications are managed by DXC under a commercial agreement

• TSA Management is overhead that depletes time and energy from end state deliverables

TSA’s are easy to enter but hard to exit

Shared Business

Applications

Shared Security Apps &

Services

Shared Network Space


HPE created a multi-tenant environment ‘Shared Space’ to enable its corporate transactions

• HPQ Net network access not limited to HPE and DXC (Legacy ES)

• Legacy ES systems tied to HPE.com, IP addresses, IDAM and Active Directory

• 252 DXC dedicated applications outside of DXC Dedicated Container

Shared space

• 304 shared applications governed by HPE security policies• HPE and legacy ES business apps have equal rights to use

under the Shared Assets Agreement

Shared applications

Shared space

HPI Compartment*

HPE Dedicated Applications

DXC Dedicated Container

(110)

Shared Applications (304)

HPE, HPI, HPS, DXC

DXC Dedicated Applications

(252 stranded)


• Everyone has IT “dependencies” during a large merger and IT integration effort and important to set expectations early and often

• Defined end state architecture guides integration decisions –critical important to have a strong portfolio planning process with Architecture Review Board to drive standards and compatibility

• Systems sharing data/process approvals require master data governance

• Identity and Access Management strategy must be clear for all application owners and users

• Tight interlock in areas such as Workday/Salesforce/Ariba/ SAP as complex interdependencies exist

• Rebranding/readdressing of domains/IP’s is just hard work• Lack of physical separation during spin increases day 1

project activity• Rigorous cadence of planning and project reviews is a must

Mid point learnings



Pressure tested Day 1 IT services scenarios Defined to aid in business and end user readiness

End user expectations for Day 1

Key user scenarios defined and socializedwith technology and business leaders

Day 1 communication campaigns to explain IT changes to each set of legacy end users

IT readiness training for the help desk

# Scenario topic1 IT Support2 Send Email as DXC3 Authentication4 Use Collaboration Tools5 Request New IT Project6 Report Cyber Incidents7 PC Repair & Ordering8 Social Engineering Risks9 Remote Connectivity10 Connect to Office Network11 Cross-Company Contact12 Antivirus & Encryption13 Install/Uninstall Software14 Book Conference Rooms


Pressure test #2. Send and receive email as DXC

ES and CSC employees will use their pre-Day 1 mailboxes to send and receive email

Mail delivered from external recipients to @dxc address will be routed to the appropriate @hpe or @csc mailboxes

Over time, mailboxes and email processes will integrate under DXC

Mail delivered to external recipients will have headers updated so it will appear to come from @dxc

DXC integratedExchange instance and

mail processes

CSC Exchange and Outlook

Legacy ESemployee

Legacy CSCemployee

External recipient / sender

ES Exchange and Outlook

HPEGlobal address book

@hpe

@dxc

@csc

@dxc

@csc

@dxc

@hpeSend and receive

email same as before Day 1

Send and receive email same as before Day 1


DXC IT operating model leverages DXC offerings and delivery capabilities

Offerings

OCIOIT Enablement and Governance

Strategy Governance BRMs PMO Asset Management

Finance & Reporting

Vendor Management

Enterprise Architecture and Technology

Architecture Information Assurance(Cyber, ITGC & Risk) Master Data & Data Governance

Service ManagementInternal Service Catalog Service Assurance Service Brokering

Delivery

Infrastructure Services Security Services Application Services




The challenge


(Spin)


Day 1mobilization


IMO control tower coordinated Day 1 activities to drive issue resolution and escalation

Situation Room

Escalation pathways

Accelerated governance cadence

DXC Runbook

• 24x7 support for issue resolution and escalation• Combined Plano/Tysons set up: Executive extension based in Tysons, with seamless interface back to Plano• DXC employees were made aware of the Situation Room on Thursday, March 30, and it will run through April 14,

with potential extension

• Issue resolution begins with traditional Help Desk paths, which employees will be familiar with on Day 1• Escalation pathways exist to identify and resolve most important issues for each function and region/industry

• Increased interaction frequency between DXC ELT, 1MO leadership, and Situation Room function leads to create greater bandwidth to resolve issues

• Coordinated by Situation Room Lead

• Day-by-day calendar through end of April• Hour-by-hour view of activities during Week -1 (March 27) to Week 2 (April14)• Overview of major system cut-overs around Day 1 (March 29 to April 5)


Situation room structured to identify most critical issues at each level

Executive leadershipDXC ELT

Day 1 virtual war rooms / Region Day 1 Leaders

Sell

Legal MarCom

IT

Facilities

HR Finance

RegionLeaders

Region Day 1 Leads and Function Day 1 Rooms aid in resolving functional and region specific issues, escalating issues to Situation Room

Remote Situation Room Function Leads are L3/L4s on call to help resolve issues

On-site Situation Room Function Leads are L3/L4s coordinating with their respective Day 1 rooms and Help Desk(s), reporting most critical issues to Situation Room (in Tysons for Weeks -1 to +2)

Situation Room Lead is accountable for Day 1 execution and drives issues resolution among DXC ELT and SR Function Leads

Situation Room

Situation Room Lead + IMO PMO support (Tysons)

IMOCommand

Center

Sell IT HRMarcom

CybersecuritySCMDeliver

India/iWFM

SOCLegalFinance

FacilitiesBuildUSPS


We established Day 1 approach to manage transition (for e.g. command centers, DEFCON model)

Geo 1 - AMS Geo 2 - EMEA Geo 3 - APJ

ITCCHouston

ITCCGalway

ITCCBangalore

Situation RoomTysons Corner

DEFCON ONEHIGHEST LEVEL OF CRITICALITY

All Hands On Deck

DEFCON TWOHIGH LEVEL OF CRITICALITY

All Hands On Deck

DEFCON THREEMEDIUM LEVEL OF CRITICALITY

Critical Resources Only

DEFCON FOURLOW LEVEL OF CRITICALITY

Normal Resources

Mar 27 – Mar 28

Mar 29– April 7

Mar 22 – Mar 26

DEFCON Timeline

April 18 – May 10

April 8 – April 17

DEFCON Model• All resources and leaders on-site and fully activated• Two executive updates per day – 4hr updates

• All resources and leaders on-site and fully activated• One executive update per day – 4hr updates

• Center leaders and required resources on-site and fully activated• Executive progress report delivered weekly – 8hr updates

• Operations are running on US time zones only• Normal staffing operations and normal status and reporting

DEFCON levels were adjusted

real time based on critical issues or business need

Command centers set up to ‘follow the

sun’

Command Centers


Day 1 – IT War Room

Day 1 DXC

CSS Help Desk

GIS Help Desk

Common Service

Desk

Legacy CSC Users

Bus

ines

s A

s U

sual

Sup

port

Mod

el

Legacy ES Users

Collaboration Incident war room and process to work cross company issues in day 1Scope:

• All types of cross entity Incident

logging/Incident transfer

• Incident status update request

• Incident escalation request

• Reporting on all cross entity

Incident status & Escalations

• One stop shop for engaging all

Cross entity support teams

Virtual War Room

CA-AS Support

OMC

Cross Entity Issue

24/7

GBS L3 Support

Resolvers

Internal Transition/ Migration Team

Vendor / PWC Project team

Vendor Support

CSS L1/L2

GIS Infra / AD Support

Resolvers

Vendor / Deloitte Project teamVendor Support

Infra Support

Apps Support

Customer Care (Help Desk / Service Desk)

Access Management

Engineering Team

Business Support(HR / Finance)


We implemented real-time dashboards to facilitate cutover tracking and monitoring of issuesCutover Tasks Tracker

Defect Tracker

Change Execution Tracker

Major Incident Tracker

• Ability to track sub-projects on real-time basis; same view between CEO and line, with clear prioritization, owners, timelines etc.

• Tools to identify fundamental dependencies (e.g. offering structure) that drive core programs such as Sales Training

• Weekly review of workstream health leading to agile way of resolving interdependencies.

Takeaways


Successful IT Day 1 cutover: Flawless execution!No business or financial close impact

50,000 deployment hours spent leading

to Day 1

71 incidentsresolved – just 4 escalations

24 successfulapplicationcut overs

(17 in progress)

2,500 changes deployed to production IT systems

over 10 months

Command Centers in Houston, Galway, and Bangalore with

checkpoint calls every 4 hours

46 critical IT projects to enable business for Day 1

Orchestrated Day 1 Readiness

Communications

Created 4 Day 1 Readiness Videos, with 13,502 views

24x7 global IT “War Room”

operation

Deployed new DXC branded wallpaper and set intranet

home page for 85% of desktops by Day 4

Email enabled as dxc.com

Salesforce live, enabling our sales organization on Day 1

Business and IT system stability

during Day1




The challenge


(Spin)


Day 1mobilization


Apps Rationalization programs must account for Enterprise Architecture and drive ….

Business

Information

Applications/systems

Infrastructure/software

Transformation view of the enterprise architecture – top down business vs. bottom up technology view• Future business architecture based on the

desired operating model• Information providing the right data to the right

individuals to make decisions• Applications aligned to the business and

enabling business services• Infrastructure providing a secure virtual

foundation supporting the demands of the enterprise architecture


DXC Reference Architecture drives portfolio from 2,700 legacy to less than 750 end state applications

Infra

.Da

taAp

plic

atio

nCl

ient

Integration Service Management

CyberSecurity

Tolerate

Invest

Migrate

Eliminate


Application Rationalization will be fulcrum to reduce the dependency on the shared spaceMethods

1. Retire app (eliminate)

2. Migrate application

3. Develop new application

4. Move to DXC compartment (forklift or clone)

Approach

• Overlay app rationalization disposition and timing

• Prioritize ES assets by risk profile to decommission or move to ES dedicated container where incremental security is available

66

132

16

57

137148

0

20

40

60

80

100

120

140

160

Retire Migrate Invest Tolerate Deliver Business in discovery

Application Rationalization Analysis

• 1 73 applications currently identified as requiring shared space exit• 2 285 applications require exit disposition decision

1

1

2

2


Focus of the Day 100 and Day 270 projects are to complete integration and enable TSA exits

Workstream Day 100 Day 270/End State

Desktop and Mobility

No Change Single Skype, Sharepoint, One Drive

Marketing Rebrand applications to DXC

Finance Foreign Exchange Risk system Payroll TSA ExitAutomation of Intercompany orders across ERPsGlobal Platform to integrate regional SAP systems

Sales No Change Automate SFDC deal & customer functionality

HR No Change Single Source of Global HR Data (Workday),Global Recruiting Solution (Workday Recruiting)

Collaboration No Change Migration to new DXC Messaging and Email, Mobile Device Management, Unified Communication Consolidation, DirectAccess

Legal No Change Single contract repository & integration with SFDC

Supply Chain No Change Global Concur Expense system, Single Source for Contingent Labor Management (Fieldglass), Global Procurement Reporting and Analytics platform, Global instance for Procure to Pay (Ariba)

Cyber Security Implement multifactor authentication into the DXC application access process

DXC security incident detection and reporting, IDS/IPS target state, Detective/Preventive Controls


Value Capture levers are identified and under implementation to achieve desired IT envelopeLever Category Top Strategies % Reduction

Mobility Policy Top talkers campaigns, strict adherence to policy 41%

MyWorkstyle Increased Skype Adoption for Audio Conferencing, optimization of video conferencing endpoints (based on usage) 35%

Applications Application Rationalization 12%

Labor Synergies, span of control, best shore strategy 14%

Software Contract Renegotiation 12%

Infrastructure Decommission servers and drive to cloud adoption 13%

IT Consumption Demand Print consumables reduction and print services optimization (duplex print, black and white, pull print) 9%

Network Realign office network architecture (MPLS vs ISP, circuit redundancy), content filtering 7%

Hardware 3 standard PC models and renegotiate contracts 6%

CyberSecurity 12%

Total 20%

OCIO Cost Profile

Fixed, 70%

Variable, 30%


Integration results at a glance

99.9%Success rate

2,500+Deployments over only

10 months

Global Command Center resolved

all IT issues

1 60,000Person hours spent

Only 7 failed deployments

• Reference architecture planning and deployment throughout the end state portfolio.• All applications within combined portfolio identified with a rationalization disposition.• Recalibration of criticality of new reference architecture and standard understanding

of business process across both companies.


What worked well

Close interlock and collaboration with the business throughout the processDevil is in the details

Collaboration across legacy companies and functions was key to pressure test IT Day 1 scenarios

Strong framework including rehearsals and published runbooks for the Situation Room and IT Command Centers accelerated resolution of cutover issues

Day 1 IT communications and end-user experience campaigns for self-help – help desk volumes for legacy ES users were flat after Day 1, with no spike in incidents


Hindsight is 20/20: key lessons learned

• Many products are not easily manipulated for spin/merge activity. Do not underestimate the amount of planning, engineering and budget required to deal with these assets.

• Complexity will drive a two phase integration approach: Phase One – Get to Day 1, Phase Two – End State. First phase of integration will result in end-user pain and should be as short as possible.

• The decision not to move end state applications out of existing HPE shared network is a multi-million dollar decision.

• Security is foundational and needs to be integral to all IT integration efforts. Joint network planning required early to align on the intercompany points of connectivity and security posture.

• A well-defined process and understanding with the CFO for budget approval of IT integration project, with clarity of cost treatment for one time project costs vs ongoing Run & Maintain costs.

• Do not underestimate the value and need for an externally led Integrated Management Office (IMO) support, nor the associated overhead and impact to day-to-day operations.

• Include and leverage key technology vendors and partners to help offset investment needs and to ensure greater success.

dxc merger it integration journey · extract& go • transfer required non-sensitive data only...

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