it npi process

New Product Introduction Process

August 16, 2016

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• Objective– Communicate and deploy the IT&BS NPI process

• Agenda

– Kick 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

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.

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IT NPI: Problem/Value Statement

Problem 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.

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IT NPI: Process Requirements

• Define a ‘lightweight’framework • Identify project management & governance requirements• Identify the key phases• Establish ownership for each phase• Define clear entry and exit criteria• Establish templates for each phase of the process• Establish communication framework

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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.

IT NPI Process Metrics

NPI Process Metrics Metric Definition/Calculation Area addressed Data 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 Track It Dev Team

Total ticket volume # tickets submitted each week after release

Quality of solution and user training Track It

Support Team

# of PA tickets post release

# of PA tickets daily for 1 month after release. Goal is zero.

Solution readiness for deployment Track It

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 Track It

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

Review RequestAssign to

Bus App Queue

Assess Request

(Review with

Submitter)

Review/Prioritize

Requests

For Maintenance

Release

IT TICKET

SUBMITTED BY

BUSINESS/IT USER

Close Helpdesk Ticket with resolution

Major

Enhancement L3 ?

Review/Assess

Request

IT BSA

/IT Manager

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)

Review/Prioritize

Projects

Semi-Annual

IT Steering

Committee

IT Steering

Committee

Approved ?

Follow

IT-NPI Process

For Major

Projects

(L1, L2 Requests)

Maintenance Release

Quarterly Release

Failure

Or Minor

Enhancement ?

Assess Request

Schedule for

Implementation

Schedule for implementation

Monthly Release

IT &

Bus

ines

s Ser

vice

s Sup

port

Team

IT &

Bus

ines

s Ser

vice

s

L3 Enhancement ?

Review/Assess

Request

IT Manager/DIR &

Business

SME/Director

Review RequestAssign to Bus App

Support SME

Follow

IT-NPI Process

For Failures &

Minor Enhancements

(L0 Incidents)

L3 ENHANCEMENTS (< 2 Months)

L0 FAILURES & MINOR ENHANCEMENTS (<80 Hours)

L1/L2 PROJECTS

Change Management Process

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 Transfer

X 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

X = Mandatory O = Optional

IT NPI: 1- Discovery Phase10

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’

IT NPI: 2 - Analysis Phase11

5-Test3-Design 4-Develop1-Discovery 6-Deploy7-Support

&Sustain


Analysis Phase: Owner: IT-BSADetailed feature set is defined based on completed business reqts. A detailed project plan, ROI, resources, and schedule is developed.


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

IT NPI: 3 - Design Phase12

5-Test2-Analysis 4-Develop1-Discovery 6-Deploy7-Support

&Sustain

3-Design


Design Phase: Owner: IT-BSAComplete solution design with clearly documented specifications and schematics. Prototyping, POC occurs to confirm design meets requirements.


1. Final, detailed project plan, ROI, budget

2. Signed off BRD3. 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


Development Phase – Owner: IT Technical Analyst Solution coding, design reviews, and unit testing occurs. System, integration, regression, UAT test plans developed.


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

IT NPI: 4 - Development Phase13

5-Test2-Analysis 3-Design1-Discovery 6-Deploy7-Support

&Sustain

4-Develop

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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 simulation

2. 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

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 final

6. 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 Test

3. All training complete4. Capture deployment

incidents5. Support team ready

IT NPI: 6 - Deployment Phase15

5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy7-Support

&Sustain

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 complete

4. Capture deployment incidents

5. 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 Phase16

5-Test2-Analysis 3-Design1-Discovery 4-Develop 6-Deploy7-Support

&8-Sustain

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 making– no 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

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Project Team Level Description % Commitment

ExecutiveSenior management project sponsors who have the authority to approve and fund the project and commit resources. <5%

Management

Senior to mid-level managers responsible for a business area, technical aspect or post production support operations being impacted by the project. 5 - 10%

Core Team

Key IT and Business project leads responsible for planning, designing, executing and delivering the project to meet the business needs. Core team consists of Project Manager, Business Lead, Systems Lead, at a minimum. Additionally, it consists of functional resources. >25%

Extended Team

Extend team are those members who have a specific, smaller role in the project or who are acting as advisors or subject matter experts (SME) for the project. Examples include: Training Lead, SOX Compliance Specialist, Business Process Specialist. <5%

Project Team Levels and Time Commitments

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 OwnersApprovers 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.

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 Lead Owner of defining infrastructure impact, requirements, and plans. Responsible for ensuring infrastructure is ready.

DBA Owner of database planning and implementation.

Technical Lead Owner of technical solution design, build, unit test and support through testing and deployment.

Compliance and Standards Owner(s)Architectural Owner, Security and Risk

Mgmt. 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 TeamSubject 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.

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 commitment– Strengthens Business/IT interlock

• Documents are currently stored on the network drive– Each 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)

Discovery Phase Documentation

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, success factors, - scope, deliverables, schedule, costs, - project structure, team members and roles, - high level solution overview and approach, - communication plan, risk mgmt. plan, change mgmt.

plan

IT Project Mgr

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

Analysis Phase Documentation

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 Mgr

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

Design and Develop Phases Documentation

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.

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

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

Test and Deploy Phases Documentation

Production Cutover Plan Detailed 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 PlanDetailed 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 Log Captures all issues encountered during testing, level of severity, owner, mitigation plan. Log is maintained throughout testing and reviewed daily.

Project Manager

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 Readiness Phase sign off by business users, committing that they are ready for the deployment to production.

Project Manager

Support Phase Documentation

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

27Change Control: Executive Sponsor approval is required for changes after functional design is complete

Change Request Instructions

1. 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 IT queue.

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.

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© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIALPage : 28

Change Request Form Ref Nbr: 001 Project: HRIS – SS Implementation Date: 08/12/16

Description: Additional time is required to re-engineer and gather requirements for providing Absence Management, including accrual tracking, within the 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: 08/15/165.Project Sponsor : Date: 08/15/166.Cross Functional Business/IT PMs :Date: 08/15/16

Comments:

Sample

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 Q216• IT Infrastructure readiness• Restrict new Oracle project implementation in 1Q17

Risks: • Changes to OOD during transition period.• Availability of business QA resource in Q216

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: - 2H16: Discovery- 1H17: Implementation & rollout

Cost: $ 900K (Estimate) Status: To be prioritized

Thank you