GOOD NPI

©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 1

Information TechnologyNew Product Introduction Process

©2012 Good Technology, Inc. All Rights Reserved. Company Confidential 2© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL

2

Page 2

Outcome/AgendaObjective

Communicate and deploy the IT NPI process

AgendaKick Off/Introduction (What, Why, Who & How)

Problem and Value Statement

Process Requirements

Critical Success Factors

Framework and Process Phases

Project Roles and Responsibilities

Documentation

Change Control

Q&A


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.


4

IT NPI: Problem/Value StatementProblem Statement:

Projects are implemented at a very rapid pace with increasing demand for new capabilities. However:

Business requirements are light and change requests keep flowing up to go live.

Gaps in the IT solution delivered are realized post deployment, resulting in significant sustaining effort to stabilize the solution.

Cost of rework and ongoing support is very high.

This approach negatively impacts customer satisfaction, resulting in low morale and poor IT image

Value Statement:Establishing and adopting the IT NPI process will greatly improve the consistency, quality and reliability of new projects. A collaborative approach will help in delivering optimal products and services with:

Greater clarity of ownership of key deliverables at each phase.

Aligned business and IT expectations early in the implementation process.

Corrective action taken upfront verses at the end.


5

IT NPI: Process Requirements

Define a ‘lightweight’framework Identify project management & governance requirementsIdentify the key phasesEstablish ownership for each phaseDefine clear entry and exit criteriaEstablish templates for each phase of the processEstablish communication framework


6

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 addressedData Source Owner

Project delivery timeliness

# of schedule resets, driven by IT, for the project

IT Project scoping and planning Manual

Project Mgr

Financial $ actually spent vs. $ budgeted Project budget estimation and management Manual

Project Mgr

# of tickets in tracking system

# tickets logged post IT certification; during UAT

Test coverage completeness up to IT certification TrackIt Dev Team

Total ticket volume # tickets submitted each week after release

Quality of solution and user training TrackIt

Support Team

# of P1 tickets post release

# of P1 tickets daily for 1 month after release. Goal is zero.

Solution readiness for deployment TrackIt

Project Mgr

# of Enhancement requests

# of Enhancement tickets submitted at project close & weekly for 1 month after release.

Quality of business requirements gathering and documentation TrackIt

Support Team

NPI Process adherence% of “mandatory” documents completed Use of NPI process Manual

Project Mgr

# Escalations (by business, vendors)

# of escalations to CIO or above during the project

IT/Business and Vendor/IT interlock strength and effectiveness of project communication Manual

Project Mgr


Demand Categorization & PrioritizationLevel Category Demand Source Ownership Remarks

L0 Production Support

HelpdeskReview with IT BSA

Bus Apps & SupportTeams

Failures, Minor Enhancements & Admin Requests: L0 Helpdesk Tickets• Failures: P1-Critical, P2-Urgent, P3-High• Minor Enhancements < 80 hours effort• Data/User Administration Issues

L1Strategic Projects IT Steering Committee

Bus Apps& BI

TEAMS

Enterprise wide initiatives: L1 Projects Cost > $250K Time to implement > 2QTRs

L2Business OptimizationProjects

IT Steering Committee or Quarterly Business Reviews

Business Unit initiatives: L2 Projects Cost > $100K & < $250K Time to implement > 1QTR

L3BusinessPrioritizedEnhancements

Business/IT PartnersBI-Monthly/Monthly Reviews of IT Tickets

Bus Apps, BI& Support

Teams

Functionality Enhancements Cost < $100K • Time to implement <=2 months +P4 Low Defects

Priority-1 Priority-2 Priority-3DEMAND PRIORITIZATION:

8


Review RequestAssign to

Bus App Queue

Assess Request

(Review with

Submitter)

Review/Prioritize

Requests

For Maintenance

Release

IT TICKETSUBMITTED BY

BUSINESS/IT USER

Close Helpdesk Ticket with resolution

Major Enhancement

L3 ?

Review/Assess

Request

IT BSA

/IT Manager

YES

Immediate action

required ?

Review/Prioritize Requests

IT MGR-BSA & Business SME

Follow

IT-NPI Process

For

L3 Enhancements

Assess Project

Request

(8 Step Process,

Preliminary BRD

& ROI)

NO

Review/Prioritize

Projects

Semi-Annual

IT Steering

Committee

IT Steering CommitteeApproved ?

Follow IT-NPI Process

For MajorProjects

(L1, L2 Requests)

YES

Maintenance Release

Quarterly Release

FailureOr Minor

Enhancement ?

YESNO

Assess Request

NO

Schedule for

Implementation

Schedule for implementation

Monthly Release

Bus

ines

s A

pplic

atio

ns S

uppo

rt T

eam

Bus

ines

s A

pplic

atio

n Te

am

L3 Enhancement ?

Review/Assess

Request

IT Manager/DIR &

Business

SME/Director

NO

Review RequestAssign to Bus App

Support SME

YES

Follow

IT-NPI Process

For Failures &

Minor Enhancements

(L0 Incidents)

L3 ENHANCEMENTS (< 2 Months)

L0 FAILURES & MINOR ENHANCEMENTS (<80 Hours)

NO

L1/L2 PROJECTS

YES

Change Management Process


Approved L1, L2 Projects

L0 Failures & Enhancements< 80 HoursWeekly Release

L1, L2 & L3 Service Requests

L1 or L2Projects

L3 Enhancements> 80 & < 230 HrsMonthly Release

REJECTED L1, L2 Projects

IT TICKET SUBMITTED BY BUSINESS/IT USER

IT BIS UpdatesWeekly

Exec Team/ BUs

Published ByIT Manager or BSA ToBusiness SMEs

2 QTRApplication Demand

Outlook

Published By IT BIS DirectorsBU VPs/SMEs

IT Unit TestedSolution

1PRODUCTION

SUPPORT

2Bi-MONTHLY

DEPARTMENTREVIEWS

5IT NEW PRODUCT INTRODUCTION

PROCESS

4IT STEERING COMMITTEE

UPDATE

Quarterly Business Reviews

6IT SQA

CERTIFICATIONBUSINESS UAT

7CHANGE

MANAGEMENTPROCESS

IT Certified &Business UAT

IT STEERING COMMITTEE OUTCOME

Published By IT CIOTo Exec Team

Deploy

IT Bus Apps Changes Released to Production

Published

by IT

Customer Support

L1/L2 ProjectUpdates

BI-Monthly

PRODUCTION ENVIRONMENT

Published byIT Bus App Mgmt to Business SMEs (W)

L1,L2 Projects Demand Management Process


IT New Product Introduction Process (IT-NPI)Phase Step Input Process Output (Deliverables) L0 L1 L2 L3

Investigate&

Plan(Preliminary Stage)

(EXPENSE)

1 Service Request Discovery 4 Square, Project Plan, Cost Sheet & ROI Project Kick-Off (Charter) Preliminary BRD (Inventory of ASK)

O X X O

2 Preliminary BRD Analyze Detailed BRD Support, Risk/Compliance requirements SQA, DR & Security requirements Production support requirements

O X X O

ExecuteControl

&Track

(Implementation Stage)

(CAPITAL)

3 Detailed BRD Design Functional Specifications Business use cases Sox Controls and DR Assessment Testing and Production Support Plans

O X X X

4 Functional Specifications Develop

Unit Tested System Unit Test Cases SOX, DR Production Support Updates

X X X X

5A Unit Tested IT Certification IT Certification results QA, SOX and DR test results O X X X

5B IT Certification Business UAT

Business Acceptance (GO/NO-GO) E-Mail QA and DR Certified System Systems Documentation Train the Trainer (Expense task) Cutover Plan, Application Delivery Signoff IT Customer Support Plan

O X X X

6 Cutover Plan Deployment

Production Support Documentation Post Production Smoke Test User Training (Expense task), Production Support Transition/Knowledge

TransferX X X X

Close &Sustain

(Post Implementation)

(EXPENSE)

7 Production Solution Support & Sustain Production Solution User Training Joint Application Support

X X X X

8 EOL Assessment End Of Live EOL Schedule O O

11

X = Mandatory O = Optional


IT NPI: 1- Discovery Phase

© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL

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5-Test3-Design1-Discovery 4-Develop2-Analysis 6-Deploy7-Support

&Sustain

Entry Criteria:- Key Inputs

Discovery Phase: Owner: Business SMEAssessment of business requirements for financial and technical viability.

Exit Criteria:- Key Deliverables

1. IT Steering Committee Approval

2. 8 Step Process complete

1. Assign Business & IT Project Champions (Project Mgrs)

2. Develop 4-Square Chart3. Define preliminary business requirements

(BRD)/SOW4. Define high level schedule, resources and budget 5. Develop preliminary project plan, project cost sheet

& ROI6. Build project ‘launch deck’ (ppt)7. Identify core business use cases

1. Project 4-Square Chart2. Preliminary BRD/SOW 3. Preliminary project plan, ROI

& budget, scope, resource plan

4. Project ‘launch deck’


IT NPI: 2 - Analysis Phase


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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 Phase


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

&Sustain


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 detailed BRD

3. Preliminary functional design and AS-IS/TO-BE process flows complete

4. Initial infrastructure assessment

5. Build vs. Buy decision

1. New business process documentation and review

2. Use case/testing strategy3. Fit/Gap analysis4. Functional and technical spec documentation5. Functional and technical design reviews6. Dev environment set up7. SOX controls impact assessment8. IT architecture review

1. Functional & Technical Design Specifications

2. Design review and sign off by business

3. IT architectural approval4. SOX controls approval5. Testing plans/business use

cases6. Infrastructure plan

3-Design


IT NPI: 4 - Development Phase


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

&Sustain

4-Develop


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


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Entry Criteria- Key inputs

Test Phase – Full system and functionality is tested. Final production environment defined and detailed cutover plan developed.

Exit Criteria- Key deliverables

1. Code unit tested2. Test and production

cutover plans3. Test environment

certification4. User training plans 5. Release notes

IT QA – Owner: IT BSA1. Conduct system, integration, regression

tests and production cutover simulation2. Define final production environment 3. Define support plan, training, and

resources4. Issue tracking, fixes, re-testing

1. IT test sign off2. Detailed cutover to

production plan3. All critical issues resolved4. Release notes final

1. Approved UAT plan 2. Approved user

training plan

Bus UAT – Owner: Business SME1. Refine business process flows2. Conduct user training/conference room demo3. Conduct UAT sessions4. Issue tracking, fixes, re-testing

1. Business UAT sign off2. Business process

documentation final3. All critical issues resolved

IT NPI: 5 - Test Phase

4-Develop2-Analysis 3-Design1-Discovery 6-Deploy7-Support

&Sustain

5-Test


Entry Criteria:- Key inputs

Deployment Phase – Owner: IT PM Manage move to production environment. End to end testing to insure stability. Support processes are used.

Exit Criteria:- Key deliverables

1. IT test sign off2. Business UAT

signoff3. All critical issues

resolved4. Detailed cutover to

production plan5. Business process

documentation final6. Release notes final

1. Set up production environment and cutover to production

2. Stabilize solution3. Conduct post go live smoke test 4. Organize support team, conduct

training, and finalize support documentation

5. Conduct additional end user training, as needed

6. Finalize go live communication

1. Send go live communication

2. Production Smoke Test3. All training complete4. Capture deployment

incidents5. Support team ready

IT NPI: 6 - Deployment Phase17

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

&Sustain


Entry Criteria- Key inputs

Support Phase – Owner: IT PM Support organization and processes have primary responsibility. Solution is under production change control and CCB.

Exit Criteria- Key deliverables

1. Send go live communication

2. Production smoke test

3. All training complete4. Capture deployment

incidents5. Support team ready

1. Conduct lessons learned session2. Manage help desk tickets3. Publish operations metrics4. Fully deploy automated system monitoring5. Conduct daily post go live status reviews

1. Production processes in full use

2. Service Level Agreements (SLAs) monitored

3. Code and environment maintained under change control

4. Lessons learned feedback action plan

IT NPI: 7 - Support Phase18

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

&8-Sustain


IT NPI: Process Framework Summary

CLOSE & SUSTAIN- Admin. Closure- Support Plan - Lessons Learned- Finance Closure

Initiation - Business Problem- Project Charter- ROI Proposal- Funding Source- BU/IT Interlock

PRO

JEC

T M

AN

AG

EMEN

T &

CO

NTR

OL

(BIZ

& IT

PM

)

INITIATE - INVESTIGATE - PLAN EXECUTION, CONTROL & TRACK- Manage Schedule (Tasks & Milestones), Resources & Budget- Manage Scope, Change Request, Issues, Risk. Dependencies- Manage Communication (Status Reports, Steering Committee Updates)- Manage Documents (BRD, FS, Use Cases, Cut Over Plan, Compliance Requirements- Manage Quality- Manage Metrics

Investigate & Plan- Analyze Opportunity- Define Work- Build Plans - Build Budgets- Finalzie ROI

IT NEW PRODUCT INTRODUCTION (IT NPI) - PROJECT MANAGEMENT & DELIVERY FRAMEWORK

SUPPORT EOL

OWNERS IT BSA IT PM IT SSA

PARTNERS TA, IA, SA, SME BSA, SSA BSA

DESIGNPHASE-3DESIGN

DEVELOP TESTDEFINE DEPLOY PHASE GATES

BSA, IA, SA, SME

PHASE-4DEVELOPMENT

BUSINESS SME (SME) IT BSA IT BSA

IT BSA (TA, IA, SA, CA)

PHASE 8SUSTAIN

EOL

PHASE 6DEPLOYMENT

SME, TA, IA , SA SME, TA, IA, SA, CA

TA SME IT PM

IT BSA, TA, IA, SA, CA BSA, TA, IA, SA

PHASE-1DISCOVERY

PHASE-2ANALYSIS

PHASE 7SUPPORT

PHASE 5-AIT CERTIFICATION

PHASE-5B BUSINESS

CERTIFICATION

System TestingIntegration & Regression

Support Roles &Responsibilities

Issue Tracking Support ORG & Processes

Training Schedule & Documents

& Cutover Plans

Solution Performance

Tracking

Update Documents & IT UAT

POST GO Live Support

Lessons Learned

POST Cut Over Verfication

IT STEERING COMMITTEE APPROVAL

* Final Business Requirements

Document

**Functional Specifications

Analysis: AS-IS/TO-BE, Build/Buy, Fit-GAP

PreliminaryProject Plan & Charter

PreliminaryBRD, ROI, Budgtet Issue Tracking

CCB &Production ReleaseBusiess UATTraining Plans &

Unit Tested Solution

Review Training Materials, Cutover

PlansL1 -

STR

ATE

GIC

, L2

- O

PTIM

IZA

TIO

NPR

OJE

CTS

8 Step/4 Square Solution DesignTechnical Design

Configs, Tech Reviews

Design ReviewsSOX Assessment

Code & Unit TestTest Scripts/Plans

Project Kick-Off

Final ROI, Budget, Project Plan & Charter

Use CasesInfrastructure Plan

Configuration & ISR Documents

SustainingEOL Plan

Core Team TrainingBusiness UAT End User Training

Business Readiness

Training Schedule

Update Documents & IT UAT

SUPPORT Update Documents & IT UAT NA NA

Legend Mandatory Deliverables

Owners/Partners:

* Includes Business Scenarios & for Purchase Packages BRD includes Build/Buy or Vendor Selection Analysis. ** Functional Specs includes SOX Impact AssessmentPM-Project Manager/Champion, BSA-Business Systems Analyst, TA-Technical Analyst, IA-Infrastrstructure Analyst, SA-Sustaining Analyst, CA-Compliance Analyst

RELEASE TRAIN (L3)

Preliminary BRD Final Business Requirements

Document

Solution DesignNA

Business Approval Functional Specs Update Documents Business UAT CCB & Production Release

Production ReadinessNA

Issue Resolution ReviewsCode Unit Tested

Help Desk Ticket is used to log all Business & IT issue resolution interactions & Break/Fix Specs Prior to launch.Help Desk Ticket Business UAT CCB &

Production Release


Team Roles and Responsibilities

Estimate time required from project resources and get commitment from management Have clearly defined roles and responsibilities for team members

efficient decision makingno gaps in project delivery

Involve business stakeholders up front, at Discovery Phase• provide clarity and thoroughness of business requirements

IT BSA and IT Management Sponsor must be involved up front, at Discovery Phase• work closely with the business to understand the problem/opportunity and

provide clear functional requirements for the design phase


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© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL Page : 21

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 Owners Approvers of technical system architecture/development solution. Sign off on phases.

Core Team Leads

Business Champion (Project Manager)

Primary business representative responsible for business requirements, processes, communications, deployment and benefits/impacts of the project.

IT Champion (Project Manager) Ultimate owner of the project success. Manages scope, schedule and costs.

Solution Architect Ultimate owner of the end system to meet business needs.

Business Systems Analyst (BSA) Owner of business requirements analysis. Responsible for developing test scripts based on the business use cases, and conducting rigorous QA testing prior to business UAT.


Core and Extended TeamCore Team

Business Functional Lead Owner of business use cases, business requirements , business process definitions, business training, business user testing, data quality, and end user documentation specific to their business or functional area.

Infrastructure LeadOwner of defining infrastructure impact, requirements, and plans.

Responsible for ensuring infrastructure is ready.

DBA Owner of database planning and implementation.

Technical LeadOwner of technical solution design, build, unit test and support through

testing and deployment.

Compliance and Standards Owner(s)

Architectural Owner, Security and Risk Mgt Owner, Internal Audit Owner, Legal, Tax, and SOX Owners, Purchasing Owner

Specialized team members who are critical to providing guidance, signoff and ownership of ensuring business and technology compliance and standards for the project.

Extended Team

Subject Matter Experts, Testers, Sys Admins, Developers, Release Engineers, Regional Reps.

Team members who provide specific knowledge or support to the project team and have specific tasks, deliverables or reviewer responsibilities.


NPI Process Documentation

Use the phase process templates to capture and communicate project information

Clarity of information across a multi-functional team – ‘1 source of information’Gets people on ‘the same page’Facilitates phase sign offs and commitmentStrengthens Business/IT interlock

Documents are currently stored on the network driveEach project should set up folders on the share drive to store project documents and project correspondence Templates and/or examples are provided for each phase

NPI Process (link to all NPI Process material)


Discovery Phase DocumentationDiscovery Link

4 Square

Executive level project summary; including: - problem statement, - value proposition, - scope, costs, schedule, - dependencies, risks, assumptions - business and IT sponsors.

Business Lead

8 Step Summary of key project milestones

Business Lead

Project Charter

Document that formally authorizes project kickoff; including: - project objectives, assumptions, critical success factors, - scope, deliverables, schedule, costs, - project structure, team members and roles, - high level solution overview and approach, - communication plan, risk mgt plan, org change mgt plan

IT Project Manager

Preliminary Business Requirements (BRD)

Initial capture of the business problem, business objectives and functional requirements from the business. Business Lead

Budget/ROI

Budget is a detailed and comprehensive accounting of project costs (capital and expense), including:

- hardware, software, - resources (both internal and external) - operational costs. ROI is an analysis of the time it will take to recover the

investment (budget), based on expected benefits.Business Lead


Analysis Phase DocumentationAnalysis Link

BRD (Completed) Defines business problem or opportunity, business objectives,

business rules, and business requirements/use scenarios. The BRD also includes business situation background and organizational impact.

Business Lead

Project Plan Microsoft Project Plan with detailed deliverables, owners, and schedule

Project Mgr

Project Charter(kickoff deck)

Use latest version of Charter ppt to conduct formal project launch meeting with project team members Project Mgr

Team Roles and Responsibilities

Documentation of each team member, their roles and responsibilities for the project

Project Mgr

RACIS Matrix Project responsibility split between the Business and IT Bus/IT Project Managers

Build vs. Buy Template Detailed analysis of pros and cons of build vs. buy option Project Mgr

AS-IS/TO-BE Processes Visio diagrams and/or process steps and roles for each function to

be performed of the current processes) and the proposed processes); highlighting the changes.

Business Lead

Preliminary Design Document Conceptual representation of the solution and how it will work Technical Lead


Design and Develop Phases DocumentationDesign Link

Functional Design Specifications

Documentation of the details of how the solution will function, including requirements at a granular level, data field mapping, pick list values, concurrent request parameters.

Business Systems Analyst (BSA)

Infrastructure Plan

Documentation of how, where, when, and who, for the build out of the development, testing, staging, production environments. Shows where the systems are located w/r/t firewalls and other existing infrastructure. Also, documents how systems will be maintained, with owners.

Infrastructure Lead

Develop Link

Technical Design Specifications

Final design document specifying how the solution is going to be designed. Technical Lead

Test Plan Explains how unit testing, integration testing, regression testing, and all systems testing will be performed. Includes detailed procedures, test scripts, owners, and daily schedule of testing.

Project Manager

UAT Plan

Plan which has several specific business use cases or scenarios which represent how the business users will actually use the solution. For each of these use cases, process steps are detailed, from the user perspective, and the users who will conduct the testing are identified. UAT will test the usability and suitability of the application in meeting the business needs.

Business Lead/BSA

Training Plan

Outlines the detailed training plan including, the objectives and descriptions of the training sessions with; 1. Who will be trained; 2.Who the trainers will be; 3. Where, when and how training will occur; 4. What environment and staged data will be used for training.

Business Lead


Test and Deploy Phases Documentation

Test – IT and Test – UAT Links

Production Cutover PlanDetailed step by step, hour by hour, plan for the cutover from staging to production environment. Details what is to be done, who will do it, when it will be done.

Project Manager

Smoke Test Plan Detailed step by step plan for how production systems, data, and processes will be verified after cutover to production. Escalation contacts should be included.

Project Manager

Issue Tracking LogCaptures all issues encountered during testing, level of severity, owner, mitigation plan. Log is maintained throughout testing and reviewed daily.

Project Manager

Deploy Link

End User Training

End user training and processes are provided to users so that they can fulfill their responsibilities using the new system/process

Project Manager

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

Project Manager


Support Phase Documentation

Support Link

Post Deployment Support For the first month after the release to production, IT conducts

daily checkpoint meetings with business to monitor the application performance and track/resolve issues. Enhancement requests are captured for consideration in the future releases.

Project Mgr

Lesson Learned

Documentation of the project outcomes of what worked and what didn't work. Includes improvement recommendations. Ultimately, this document is converted to an action plan with owners and timeframes.

Project Mgr

Change Control Request process and form

This process captures change requests from the business after the project has already begun. These requests are reviewed and assessed for inclusion in the current release or a subsequent release. After the Design Phase, all change requests require the signature of an executive.

Support Mgr


30Change Control: Executive Sponsor approval is required for changes after functional design is complete

Change Request Instructions1. Provide a succinct explanation to justify this change request.

2. The Change Request must be assessed for scope, schedule and budget impact both to this project and to other L1 and or L2 Products in the ITqueue.

3. The project team must make best efforts to accommodate the change request within the published project parameters (Scope, Schedule, and Budget) where possible.

4. Changes having either schedule or budget impact must be approved by both the business and IT project sponsors.

5. If there are external impacts to other projects, approvals must be obtained from the respective business & IT project sponsors and project managers.

6. Approved changes will be prioritized for implementation and tracked as part of the overall project deliverables.

7. The Change Request number is a running sequence number reflecting the number of changes submitted for this project to date.



31


Description: <Describe the material change in scope.>

Business Benefits: < Quantify the benefits to be realized.>

Impact if not implemented: List potential impacts if this change is not implemented

Alternatives: List alternatives available

Project Impact:1.Schedule: <Go Live rescheduled to dd/mm/yyyy>2.Budget: <$9999.00> 3.Cross Functional impact: Y/N (If Y provide additional information in a supporting slide)

Approvals:4.Project Steering Committee: Date:5.Project Sponsor Date:6.Cross Functional Business/IT PMs : Date

Comments:

Change Request Form Ref Nbr: 999 Project: <Project Name> Date: mm/dd/yy


32

© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIALPage : 32

Change Request Form Ref Nbr: 001 Project: HRIS – SSHR Implementation Date: 10/21/08

Description: Additional time is required to re-engineer and gather requirements for providing Absence Management, including accrual tracking, within the Oracle Self Service functions.

Business Benefits: Provide global absence tracking, accruals and reporting from single source system.

Impact if not implemented: No centralized tracking of employee absences.

Alternatives: None

Project Impact:1.Schedule: No Change to Go Live date.2.Budget: $25,000 increase for T&M. 3.Cross Functional impact: N

Approvals:4.Project Steering Committee: Date: 10/28/085.Project Sponsor : Date: 10/28/086.Cross Functional Business/IT PMs :Date: 10/29/08

Comments:

Sample


Q & A


Project: Oracle In-House (4-Square Sample) Problem to Solve: The ramp time to on-board new Oracle capabilities using the Oracle On-Demand (OOD) service is cumbersome and will impede plans to scale IT Application infrastructure to support future business growth.

Value Proposition: • Reduce cycle time for on-boarding new modules.• Maintain primary control of core financial and manufacturing systems.• Reduce long terms IT infrastructure support costs

Business Stake Holders:- Exec. Sponsor: nnnn. - Business Champion: Finance, Sales, Ops, Sales Ops & Support

IT Partners:- IT Champion: nnnn - Application: nnnn - Infrastructure nnnn

Dependencies: • Business resources to support UAT in Q209• IT Infrastructure readiness• Restrict new Oracle project implementation in 1H09

Risks: • Changes to OOD during transition period.• Availability of business QA resource in Q209

Assumptions: • Technical as-is migration from OOD to In-house IT Ops.• Business commitment to reduce new projects impacting OOD and business resource commitment to QA new service

Scope: Migrate Oracle (AS-IS functionality) from OOD to RVBD in-house environment.

Schedule: - 2H08: Discovery- 1H09: Implementation & rollout

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


Thank you