PHASE 1 – INITIATE &

CONFIRM
DEPLOYMENT WORKSHOP
#1
 01 02 03 04 05 06
Introductions & Workshop Context & Rollout Order – Proposed Pilot Recap & Next
Objectives Etiquette Project Plan Decision Making Discussion Steps
Factors
5 mins 5 mins 10 mins 90 mins 10 mins
10 mins
Introductions
Objectives of this Workshop:
- Recap of the deployment approach and project plan.
- Provide an overview of rollout order decision-making
framework.
- Alignment on pilot site.

Objectives of the Next Deployment Workshop:

- Cover off any open points from previous workshop.
- Alignment on subsequent site rollout order

- The outcomes of these workshops will form the basis of the

Deployment Strategy.
• During FTS workshops you will be part of discussions that pertain to potential changes or impacts to functions, roles and responsibilities across the
business
• It is important to avoid creating confusion in your teams by discussing sensitive project information that may impact some business areas
• To ensure this doesn’t occur, we ask that you maintain confidentiality throughout the Program design phase workshops
• In addition, you as BPRs need to manage this closely with your SME network
Our Program Principles keep us on track

Business-led Getting our The user Fact-based

transformation people & experience is decision
across Australia partners ‘change critical to our making
& New Zealand ready’ is top success
priority

Both the run We set our Adoption of

(BAU) & people up for standardised
Change agenda success, as One processes &
informs our Team systems
delivery 
 Begin and end on time

Follow the agenda. Track time

Be engaged and speak up with your knowledge and experience

Speak one at a time and listen when others are talking

Silence all digital devices

6
 Context &
Project Plan
Project Plan on a Page
Hybrid approach:
Phased Roll-Out

Hybrid approach that will deploy The Phased Roll-

mature functionality first whilst Out approach
building a template that will
deploy to the core product forms the basis of
groups or geographies in a our project plan
phased manner. Each template
will use a representative pilot to
deploy to first.

+ Lower risk
+ Less business disruption
+ Higher roll-out flexibility
+ Faster speed to benefit
- Longer roll out length
- Higher overall cost
- High regret integration / interim
procedures

• Two S/4HANA releases:

• R1: Foundation S/4HANA (Common and Core Elements)
• R2: Foundation Enrichment
• Two SuccessFactors Releases:
• Early release: Employee Central (EC), Recruitment (RCM), Recruitment Marketing (RMK), Onboarding (ONB), and Learning (LMS)
• Subsequent release: Performance (PMGM), Succession (SUCC/CDP) and Compensation (COMP)
• Deployments will be managed as “Waves”. A Wave consists of one or more sites and supporting functions that will be managed and implemented together.

8
Rollout Sequence –
Decision Making
Framework
Influencing Factors
The rollout order will be determined based on several considerations. The final order should aim to sequence sites in order to balance
maximizing business impact and minimizing risks.

• Having a representative E2E pilot Site

• Number of and type of operations at a site (feedmills, primary processing, further processing, warehouse/ coldstore, head office)
• Impact of the pilot site to overall business (risk vs benefits)
• User impact and scale of impact at a site
• Maturity of site operations & organisational preparedness
• Blackout periods
• Seasonality / Business Cycles / Fiscal Year
• Parallel business initiatives (e.g. Building a new DC) / Organisational dependencies
• Interdependencies between sites
• Geographic spread
• Spacing out of complexity
Rollout Order – Decision Making Framework
The rollout order will be determined based on several considerations. The final order should aim to sequence sites in order to balance
maximizing business impact and minimizing risks.
Representative Pilot Site
Impact of a site to overall business Interdependencies between sites
Number of and type of operations at a site Supply Chain Relationships
Relative contribution (e.g. Revenue, Volumes,
SKUs)
Solution process coverage at a site Interim Solutions
Business benefits

Disruption and risk to business

operations

Rollout Sequence

New openings / closures Organisational

readiness Geographic Spread &
Degree of organisational change Timezones
Seasonality / Business Cycles / Fiscal
Year Spacing out complexity
Ability of IT / Sites to prepare
Blackout periods

Concurrent business and IT

initiatives
Change Management
Parallel business activities
Pilot Site Assessment
Based on the information at hand…
Count of Count of Count of Count of Count of
Primary Further Count of DC Count of 3PL Initial Assessment
Feedmill Feedmill 3PL Processing Processing Offsite
 
• A representative pilot site with a full set of operations.
• It is a relatively isolated geography. Not a donor site, no interdependencies with other sites. It is
NZ 1 2 1 2 2 6  
has its own company code(s).
• It would be a “whole of country” deployment though.
• Relatively representative pilot site with Feedmill, Primary Processing, and DC operations.
Missing Further Processing operations.
TAS 1   1   1 3 2 • Only one DC and three 3PLs – mitigates risk through piloting in a small, contained footprint, and
stabilizing the solution before rolling out more broadly.
• Not a donor site like SA?
• Representative pilot site with Feedmill, Primary Processing, Further Processing, and DC
operations.
• Only one DC and one 3PL which is a risk mitigating factor.
SA 1 2 1 1 1 1  
• New DC in Edinburgh Parks being opened.
• However, SA is a donor site to other sites (NSW & Victoria) – therefore not a relatively
“contained” footprint compared to some other sites.
• Representative pilot site with Feedmill, Primary Processing, Further Processing, and DC
operations.
VIC 1 2 1 1 1 4  
• New DC being stood up in Truganina within 2022.
• Is it a donor site?
• Relatively representative site with Feedmill, Primary Processing, and DC operations at the
moment. However, missing Further Processing operations, and the Wanneroo Feedmill is
WA 1   1   1 2   closing in late 2022.
• Only one DC and two 3PLs – mitigates risk through piloting in a small, contained footprint, and
stabilizing the solution before rolling out more broadly.
• DC does not serve other states, which also mitigates risk and interim procedures between sites.
NT 1       1     • Not a representative pilot site with only Feedmill and DC operations.
NSW 1   1 2 1 4   • NSW & QLD tightly integrated. Potentially consider NSW & QLD going live in the same wave.
However, that would consist of a relatively large deployment footprint, arguably not suitable for
QLD 2 1 1   1 5   a pilot / risk mitigation.

Your perspective? Feedback? Other key considerations? Ranking?

13
Update Action Item in Jira/iPC:
https://inghams.atlassian.net/jira/software/c/projects/IBT/boards/81
Deployment Options
Big Bang Wave rollout by Phased rollout by Phased rollout by Hybrid approach
functionality geography / site Product Group Phased Roll-Out

Description
Implementation occurs in one
or two, major events.
All functions are deployed all
at once.
High Level
Pros and Cons + Lower cost
+ Shorter roll out length
+ Less regret integration
- Higher risk
- High business disruption
- Greater change impact
The solution is rolled out by
functional module, starting
with the core functions for
early benefits, or with a less
complex module to decrease
risks to the business and IT
groups.
+ Faster speed to benefit
- Higher interim complexity
- Higher regret integration
- Higher risk
- More business disruption
- Higher overall cost
Involves creating a template
and deploying by geography or
site. Solution rolled out to one
or more geographies at a time.
Template would cover all
functions.
+ Lower risk
+ Less business disruption
+ Increased roll-out flexibility
- Longer roll out length
- Higher regret integration
- Higher overall cost
Involves creating a template
and deploying by Business
Unit. Template would cover all
functions
+ Lower risk
+ Less business disruption
+ Higher roll-out flexibility
- Longer roll out length
- High regret integration
- Higher overall cost
Hybrid approach that will
deploy mature functionality
first whilst building a template
that will deploy to the core
product groups or geographies
in a phased manner. Each
template will use a
representative pilot to deploy to
first.
+ Lower risk
+ Less business disruption
+ Higher roll-out flexibility
+ Faster speed to benefit
- Longer roll out length
- Higher overall cost

What could this

mean for the Option 1 Option 2 Option 3 Option 4 Option 5
Ingham’s SAP ERP Controlled Big Bang End2End Module Geographic Roll-Out Product Group Roll-Out Hybrid – Phased Roll-Out
Transformation Deployment Approach

Second most viable option as it High interim operating model Geographic roll-outs could result Similar to option 5 but less Most viable option at present.
offers a compelling lower cost and significant regret integration in a complex interim operating flexibility and benefits not Lower risk to the business with
and duration alternative complexity model and higher disruption to realised as quick. higher flexibility and speed to
the business benefits.

16
Deployment Options - Illustrative
Roll Out by Process Roll Out by Geography Roll Out by Managed Entity
Corp Life General FS AM
Life General Corporate North Japan China
America
Financial Accounting Financial Accounting Financial Accounting

Business Intelligence Business Intelligence Business Intelligence

Consolidations Consolidations Consolidations

Decision  It is not feasible to deliver the entire  Segment/regional separation  Deployment by SI, Legal Entity, CBE,
Factors solution at once  There is a desire to prove out the or other management structure
 Program scope can cleanly be solution before rolling it out globally  There is a desire to prove out the
broken out into multiple releases  …. solution before rolling it out globally
 ….  …. …
 ….

 Earlier realization of process  Breaks work into manageable,  Enables conversion based on
functionality across the organization targeted components ownership or current consolidation
 .... grouping
Benefits  ….
 ….  …
 ….

 Scope Control in each early release  ….

 …
 ….  ….
 …
 ….  ….
 …
Risks
 Release Plan Options
These 3 options represent some of the release planning concepts we have been discussing for our response

OPTION M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27

2 Release with site based waves wave 1 Wave 2 wave 3 Wave 4 Wave 5
NSW VIC WA +SA TAS +QLD NZ

Hyperc
R1 – 16 months (enterprise wide design) R2 - 8 months are
1
SF Talent & Learning Release 1 contains the foundation scope for all processes and business units,
rollout in geographic waves with a Release 2 delta design and build for Priority
SF EC 2 scope.

wave 1 Wave 2 wave 3 Wave 4 Wave 5

Big Bang with Staggered Business Deployment NSW VIC WA +SA TAS NZ
+QLD

2 R1 – 16 months Hypercare

One global design build and test. rollout in waves.

Back office at speed, Manufacturing in waves

Accelerate back office and cloud solutions that can run faster. Take the time to
build the more complex production and supply functionality and phase releases
R1 – Finance, Procurement, HR – 9 months
Hyper to reduce operational risk
3 care

wave 1 Wave 2 wave 3 Wave 4 Wave 5

R2 – Manufacturing and Supply Chain NSW VIC WA +SA TAS NZ
+QLD

18
  M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 M17 M18 M19 M20 M21 M22 M23 M24 M25 M26 M27 M28

Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

Hybrid: Multi release with site-based waves

Initiate & Confirm Release Go-Live

SAP QA SAP QA SAP QA SAP QA SAP QA

Data

Technology

Process
SAP QA

People
Wave Deployment
Services Services Services Services Services Services
Initiate

Foundation Design

Fit to Standard Workshops

R1: Group Design and Pilot and First Waves Deployment Wave 2 would consider
Pilot: (e.g SA) scope including data,
change management and
Key Design Decisions training.
Foundation S4/HANA (Common and Core elements): Design, Build, Test, Deploy Hyper care
System Demos Wave 2 Site/s Option: Wave 2b Site/s
All sites Release 1 Hyper Hyper
SuccessFactors - Employee Central (EC), Recruitment (RCM) ,  rollout care care
HC
SF  Recruitment Marketing (RMK),
Onboarding (ONB) and Learning (LMS) All sites
Design SuccessFactors – Performance
(PMGM), Succession (SUCC/CDP) HC
and Compensation (COMP)

R1A: Early Value Option

R2: Localisation and Enrichment
SAP SuccessFactors as an early release Foundation Enrichment: Design, Build, Test,
R2 Pilot Site/s
starting with Initiate and Confirm phase Deploy
enables value to be realised across the IBP Distribution Planning 
organisation earlier. This helps to address Hyper care
existing pain points or set up a foundation for SAP Analytics Cloud  Wave 4 Site/s
Release 2 Hyper
the broader Group Design. Enrichment – site specific, country specific practices required to fit rollout care
the end to end business model. Provides the ability for the solution
to flex with the ongoing
Ingham’s business practices (acquisitions, COVID etc. There will
also be the ability to perform upgrades on the SaaS products to
incorporate the latest versions and functionalities available.

19
Workshop Schedule
https://inghams.sharepoint.com/sites/InghamsTransformationProgram/Shared%20Documents/General/02.%20PMO%20and%20Organisation/Solution%2
0Validation%20Workshop%20Schedule.xlsx?web=1
Requirements List V1.5 (Consists of requirements provided during RFP. This is the baseline)

Requirements List V1.6 (Consists of requirements provided after RFP. Please use requirements list to call out items that results in a  reasonable scope
increment  to 1.5)
Part A - Ingham's Requirements Set V1.6.xlsx
Workshop Template
• Seek to understand Ingham’s key • Facilitate the workshop
requirements
Moderator & • Timekeeper to help the group move through the
• Walk through the processes and Note Taker agenda
solution within the context of
Ingham’s businesses
• Ensure that all the participants are heard
Process Guide and • Give business context to the conversation
• Explain the leading practices and Business
Solution
standard processes (MyConcerto) Demonstrator
Process Rep • Summarise and play back at regular intervals to
maintain engagement
• Challenge the participants to adopt
the standard processes • Challenge the status-quo
• Capture key notes from session
• Steer the group for constructive discussion
Change Participants
• Discuss changes / alignment from
current state
• Highlight and capture change impacts
• Ensure that requirements are surfaced
and discussed
• Drive decisions as required
• Prepare for the workshop
• Contribute and share business knowledge and ensure business context is captured in the workshop
• Be open to manage processes differently: focus on the ‘what’ rather than the detailed ‘how’ (which
will inevitably be different) to evaluate the template / standard process fit / gap
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