New Product Introduction Process

August 16, 2016

 2

• 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: Why is it required:

A structured process for delivering IT To deliver predictable high quality results on

solutions time and on budget, resulting in high
customer satisfaction.

Who’s involved: How does it work

Both Business and IT (includes external It is an eight Phase Process with defined phase
Customer, Partners and Suppliers where gates and both “Entry” and “Exit” criteria
applicable) with clear boundaries of ownership.
 4

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.
 5

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
 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 addressed Data Source Owner

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

Project delivery timeliness project IT Project scoping and planning Manual Mgr

Project budget estimation and Project

Financial $ actually spent vs. $ budgeted management Manual Mgr

# of tickets in tracking # tickets logged post IT certification; Test coverage completeness up

system during UAT to IT certification Track It Dev Team

# tickets submitted each week after Quality of solution and user Support
Total ticket volume release training Track It Team

# of PA tickets post # of PA tickets daily for 1 month after Solution readiness for Project
release release. Goal is zero. deployment Track It Mgr
# of Enhancement tickets submitted at Quality of business
# of Enhancement project close & weekly for 1 month after requirements gathering and Support
requests release. documentation Track It Team
% of “mandatory” documents Project
NPI Process adherence completed Use of NPI process Manual Mgr
IT/Business and Vendor/IT
interlock strength and
# Escalations (by business, # of escalations to CIO or above during effectiveness of project Project
vendors) the project communication Manual Mgr
 Change Management Process
IT TICKET L0 FAILURES & MINOR ENHANCEMENTS (<80 Hours)
IT & Business Services Support Team

Close Helpdesk Ticket

SUBMITTED BY
with resolution
BUSINESS/IT USER

Follow
Review/Prioritize
Review Request Assess Request Failure IT-NPI Process
Review Request Requests Schedule for
Assign to
Assign to (Review with Or Minor For Failures &
Bus App For Maintenance Implementation
Bus App Queue Submitter) Enhancement ? Minor Enhancements
Support SME
Release
(L0 Incidents)

Maintenance
Release

L3 ENHANCEMENTS (< 2 Months)

Review/Assess Follow
Review/Prioritize
Major Request Immediate action Requests Schedule for IT-NPI Process
Assess Request IT MGR-BSA implementation For
Enhancement L3 ? IT BSA required ?
& Business SME
/IT Manager L3 Enhancements
IT & Business Services

Monthly Release

Assess Project Review/Assess Review/Prioritize Follow

Request Request Projects IT Steering IT-NPI Process
(8 Step Process, L3 Enhancement ? IT Manager/DIR & Semi-Annual Committee For Major
Preliminary BRD Business IT Steering Approved ? Projects
& ROI) SME/Director Committee (L1, L2 Requests)

L1/L2 PROJECTS Quarterly Release

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

 4 Square,
 Project Plan, Cost Sheet & ROI
Investigate 1 Service Request Discovery  Project Kick-Off (Charter)
O X X O
&  Preliminary BRD (Inventory of ASK)
Plan
(Preliminary Stage)  Detailed BRD
(EXPENSE)  Support, Risk/Compliance requirements
2 Preliminary BRD Analyze  SQA, DR & Security requirements
O X X O
 Production support requirements

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

 Unit Tested System

Functional  Unit Test Cases
Execute 4 Develop  SOX, DR
X X X X
Specifications
Control  Production Support Updates

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

(Implementation  Business Acceptance (GO/NO-GO) E-Mail

Stage)  QA and DR Certified System
 Systems Documentation
5B IT Certification Business UAT  Train the Trainer (Expense task)
O X X X
(CAPITAL)  Cutover Plan, Application Delivery Signoff
 IT Customer Support Plan

 Production Support Documentation

 Post Production Smoke Test
6 Cutover Plan Deployment  User Training (Expense task), X X X X
 Production Support Transition/Knowledge Transfer

 Production Solution
Close & 7 Production Solution Support & Sustain  User Training X X X X
 Joint Application Support
Sustain
(Post Implementation)
(EXPENSE) 8 EOL Assessment End Of Live EOL Schedule
O O

X = Mandatory O = Optional
 10

IT NPI: 1- Discovery Phase

7-Support
1-Discovery 2-Analysis 3-Design 4-Develop 5-Test 6-Deploy &
Sustain

Entry Criteria: Discovery Phase: Owner: Business SME Exit Criteria:

- Key Inputs Assessment of business requirements for - Key Deliverables
financial and technical viability.
1.IT Steering 1.Assign Business & IT Project Champions 1. Project 4-Square Chart
Committee Approval (Project Mgrs.) 2. Preliminary BRD/SOW
2.8 Step Process 2.Develop 4-Square Chart 3. Preliminary project plan,
complete 3.Define preliminary business requirements ROI & budget, scope,
(BRD)/SOW resource plan
4.Define high level schedule, resources and 4. Project ‘launch deck’
budget
5.Develop preliminary project plan, project cost
sheet & ROI
6.Build project ‘launch deck’ (ppt)
7.Identify core business use cases
 11

IT NPI: 2 - Analysis Phase

7-Support
1-Discovery 2-Analysis 3-Design 4-Develop 5-Test 6-Deploy &
Sustain

Entry Criteria: Analysis Phase: Owner: IT-BSA Exit Criteria:

- Key Inputs Detailed feature set is defined based on - Key Deliverables
completed business reqts. A detailed
project plan, ROI, resources, and schedule is
developed.

1. Project 4-Square 1. Gain agreement on project charter 1. Final Project Plan, ROI,
Chart (resource commit) Budget, Charter
2. Preliminary 2. Conduct project kickoff meeting 2. Signed off Detailed BRD
BRD/SOW 3. Conduct requirements gathering 3. Preliminary functional
3. Preliminary workshops design and AS-IS/TO-BE
Project Plan, ROI 4. Finalize requirements document process flows
& Budget, Scope, 5. Initial infrastructure impact assessment, 4. Initial infrastructure
Resource Plan including all environments assessment
4. Project launch 6. Build /Buy and AS-IS/TO-BE analyses 5. Build vs. Buy decision
deck
 12

IT NPI: 3 - Design Phase

7-Support
1-Discovery 2-Analysis 3-Design 4-Develop 5-Test 6-Deploy &
Sustain

Entry Criteria: Design Phase: Owner: IT-BSA Exit Criteria:

- Key Inputs Complete solution design with clearly - Key Deliverables
documented specifications and schematics.
Prototyping, POC occurs to confirm design
meets requirements.
1. Final, detailed 1.New business process documentation and 1.Functional & Technical
project plan, ROI, review Design Specifications
budget 2.Use case/testing strategy 2.Design review and sign off
2. Signed off BRD 3.Fit/Gap analysis by business
3. Preliminary 4.Functional and technical spec 3.IT architectural approval
functional design documentation 4.SOX controls approval
and AS-IS/TO-BE 5.Functional and technical design reviews 5.Testing plans/business use
process flows cases
complete 6.Dev environment set up
7.SOX controls impact assessment 6.Infrastructure plan
4. Initial infrastructure
assessment 8.IT architecture review
5. Build vs. Buy
decision
 13

IT NPI: 4 - Development Phase

7-Support
1-Discovery 2-Analysis 3-Design 4-Develop 5-Test 6-Deploy &
Sustain

Entry Criteria: Development Phase – Owner: IT Technical Exit Criteria:

- Key Inputs Analyst Solution coding, design reviews, and - Key Deliverables
unit testing occurs. System, integration,
regression, UAT test plans developed.
1. Functional & 1.Code reviews 1.Code unit tested
technical design 2.Code merges and builds 2.Test and production
specifications 3.Solution configuration cutover plans
2. Design review and 4.Conduct unit testing 3.Test environment
sign off by business certification
5.Develop system, integration, regression, UAT
3. IT architectural test plans, production cutover plans 4.User training plans
review, approval 5.Release notes
6.Set up test and training environments
4. SOX controls review,
approval 7.Develop user training plans and
documentation
5. Testing
strategy/business 8.Develop release notes
use cases
6. Infrastructure plan
 14

IT NPI: 5 - Test Phase

7-Support
1-Discovery 2-Analysis 3-Design 4-Develop 5-Test 6-Deploy &
Sustain

Entry Criteria Test Phase – Full system and functionality Exit Criteria
- Key inputs is tested. Final production environment - Key deliverables
defined and detailed cutover plan
developed.
1. Code unit tested IT QA – Owner: IT BSA 1. IT test sign off
2. Test and production 1. Conduct system, integration, 2. Detailed cutover to
cutover plans regression tests and production production plan
3. Test environment cutover simulation 3. All critical issues
certification 2. Define final production environment resolved
4. User training plans 3. Define support plan, training, and 4. Release notes final
resources
5. Release notes
4. Issue tracking, fixes, re-testing
Bus UAT – Owner: Business SME
1. Approved UAT plan 1. Refine business process flows 1. Business UAT sign off
2. Conduct user training/conference room 2. Business process
2. Approved user demo documentation final
training plan 3. Conduct UAT sessions 3. All critical issues
4. Issue tracking, fixes, re-testing resolved
 15

IT NPI: 6 - Deployment Phase

7-Support
1-Discovery 2-Analysis 3-Design 4-Develop 5-Test 6-Deploy &
Sustain

Entry Criteria: Deployment Phase – Owner: IT PM Exit Criteria:

- Key inputs Manage move to production - Key deliverables
environment. End to end testing to
insure stability. Support processes are
used.
1. IT test sign off 1. Set up production environment 1. Send go live
2. Business UAT and cutover to production communication
signoff 2. Stabilize solution 2. Production Smoke
3. All critical issues 3. Conduct post go live smoke test Test
resolved 4. Organize support team, conduct 3. All training complete
4. Detailed cutover training, and finalize support 4. Capture deployment
to production plan documentation incidents
5. Business process 5. Conduct additional end user 5. Support team ready
documentation training, as needed
final 6. Finalize go live communication
6. Release notes final
 IT NPI: 7 - Support Phase
7-Support
1-Discovery 2-Analysis 3-Design 4-Develop 5-Test 6-Deploy &
8-Sustain

Entry Criteria Support Phase – Owner: IT PM Exit Criteria

- Key inputs Support organization and processes have - Key deliverables
primary responsibility. Solution is under
production change control and CCB.
1. Send go live 1. Conduct lessons learned session 1. Production
communication 2. Manage help desk tickets processes in full use
2. Production smoke 3. Publish operations metrics 2. Service Level
test 4. Fully deploy automated system Agreements (SLAs)
3. All training monitoring monitored
complete 5. Conduct daily post go live status 3. Code and
4. Capture reviews environment
deployment maintained under
incidents change control
5. Support team 4. Lessons learned
ready feedback action plan
 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
 Project Team Levels and Time Commitments 18

Project Team Level Description % Commitment

Senior management project sponsors who have the authority to approve

Executive and fund the project and commit resources. <5%

Senior to mid-level managers responsible for a business area, technical

aspect or post production support operations being impacted by the
Management project. 5 - 10%

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
Core Team minimum. Additionally, it consists of functional resources. >25%

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,
Extended Team Business Process Specialist. <5%
 Management and Lead Roles
Business Executive Sponsors
Technology Executive Sponsor
Executive Stakeholder
Business Process Owner
Systems Owners
Business Champion
(Project Manager)
IT Champion (Project Manager)
Solution Architect
Business Systems Analyst (BSA)
Executive Team
Ultimate authority over project funding, scope, schedule and resource
commitments. Responsible for scope and schedule changes.
Authority over project direction, technical architecture and system solution.
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
Decision-maker over business processes, policies and business process changes
resulting from the project implementation. Signs off on phases.
Approvers of technical system architecture/development solution. Sign off on
phases.
Core Team Leads
Primary business representative responsible for business requirements, processes,
communications, deployment and benefits/impacts of the project.
Ultimate owner of the project success. Manages scope, schedule and costs.
Ultimate owner of the end system to meet business needs.
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 Team
Core 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 Specialized team members who are critical to providing guidance, signoff
Mgmt. Owner, Internal Audit and ownership of ensuring business and technology compliance and
Owner, Legal, Tax, and SOX Owners, standards for the project.
Purchasing Owner

Extended Team
Subject Matter Experts, Testers, Sys Team members who provide specific knowledge or support to the project
Admins, Developers, Release team and have specific tasks, deliverables or reviewer responsibilities.
Engineers, Regional Reps.
 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: Business Lead

- problem statement,
- value proposition,
- scope, costs, schedule,
- dependencies, risks, assumptions
- business and IT sponsors.
8 Step Summary of key project milestones Business Lead

Project Charter Document that formally authorizes project kickoff; IT Project Mgr
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
Preliminary Business Initial capture of the business problem, business Business Lead
Requirements (BRD) objectives and functional requirements from the
business.
Budget/ROI Budget is a detailed and comprehensive accounting of Business Lead
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.
 Analysis Phase Documentation
BRD (Completed)
Project Plan
Project Charter
(kickoff deck)
Team Roles and
Responsibilities
RACIS Matrix
Build vs. Buy Template
AS-IS/TO-BE Processes
Preliminary Design Document
Defines business problem or opportunity, business Business Lead
objectives, business rules, and business requirements/use
scenarios. The BRD also includes business situation
background and organizational impact.
Microsoft Project Plan with detailed deliverables, owners, Project Mgr
and schedule
Use latest version of Charter ppt to conduct formal project Project Mgr
launch meeting with project team members
Documentation of each team member, their roles and Project Mgr
responsibilities for the project
Project responsibility split between the Business and IT Bus/IT Project
Mgr
Detailed analysis of pros and cons of build vs. buy option Project Mgr
Visio diagrams and/or process steps and roles for each Business Lead
function to be performed of the current processes) and the
proposed processes); highlighting the changes.
Conceptual representation of the solution and how it will Technical Lead
work
 Design and Develop Phases Documentation

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

Infrastructure Plan Documentation of how, where, when, and who, for the build out of the Infrastructure Lead
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.

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

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

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 Business Lead/BSA
the users who will conduct the testing are identified. UAT will test the
usability and suitability of the application in meeting the business needs.

Training Plan Outlines the detailed training plan including, the objectives and descriptions Business Lead
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.
 Test and Deploy Phases Documentation

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

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

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

End User Training End user training and processes are provided to users so that they Project
can fulfill their responsibilities using the new system/process Manager
Business Readiness Phase sign off by business users, committing that they are ready for Project
the deployment to production. Manager
 Support Phase Documentation

Post Deployment Support For the first month after the release to production, IT Project Mgr
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.
Lesson Learned Documentation of the project outcomes of what worked and Project Mgr
what didn't work. Includes improvement recommendations.
Ultimately, this document is converted to an action plan with
owners and timeframes.

Change Control Request This process captures change requests from the business Support Mgr
process and form 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.
Change Control: Executive Sponsor approval is required for 27

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.
Change Request Form Ref Nbr: 001 28

Project: HRIS – SS Implementation Date: 08/12/16

Description: Business Benefits:

Additional time is required to re-engineer and gather Provide global absence tracking, accruals and reporting
requirements for providing Absence Management, from single source system.
including accrual tracking, within the Self Service
functions.

Impact if not implemented: Project Impact:

 No centralized tracking of employee absences. 1.Schedule: No Change to Go Live date.
2.Budget: $25,000 increase for T&M.
3.Cross Functional impact: N
Alternatives:
 None Approvals:
1.Project Steering Committee: Date: 08/15/16
2.Project Sponsor : Date: 08/15/16
3.Cross Functional Business/IT PMs :Date: 08/15/16

Comments:

© 2006 RIVERBED TECHNOLOGY, INC – CONFIDENTIAL

Page : 28
 Project: Oracle In-House (4-Square Sample)
Problem to Solve: The ramp time to on-board new Business Stake Holders:
Oracle capabilities using the Oracle On-Demand - Exec. Sponsor: nnnn.
(OOD) service is cumbersome and will impede plans - Business Champion: Finance, Sales, Ops, Sales Ops &
to scale IT Application infrastructure to support future Support
business growth.

Value Proposition: IT Partners:

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

Dependencies: Scope: Migrate Oracle (AS-IS functionality) from OOD

• Business resources to support UAT in Q216 to RVBD in-house environment.
• IT Infrastructure readiness
• Restrict new Oracle project implementation in 1Q17
Schedule:
Risks: - 2H16: Discovery
• Changes to OOD during transition period. - 1H17: Implementation & rollout
• Availability of business QA resource in Q216

Assumptions: Cost: $ 900K (Estimate)

• 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
Status: To be prioritized
Thank you