Kathleen McNulty, Senior VP/CIO, TSFC Lisa Harmening, Senior Director, PMO, TSFC Norm Schultz, TASC...

Kathleen McNulty, Senior VP/CIO, TSFCLisa Harmening, Senior Director, PMO, TSFCNorm Schultz, TASC Management Consulting, LLCSara Lykken, Learning Resource Group, LLC

Ready, Set, Grow!

“Building the engine for future performance.”

A large scale change success story!

©2006 TSFC, LRG, & TASC

Agenda

1. Project Overview1. Project Overview

2. Challenges 2. Challenges

3. Key Success Factors 3. Key Success Factors

4. Questions and Responses 4. Questions and Responses


"Ready, Set, Grow!“One Slide Presentation


Who is The Schwan Food Company?

The Schwan Food Company


What is Ready, Set, Grow ! ?

- A Schwan initiative to migrate our core business systems from Legacy mainframe environment to a more agile information systems platform

- Transaction systems to a Microsoft .Net Platform- Reporting systems to a Cognos ReportNet Platform

- 7 million lines of legacy code replaced with 1.5 million lines of code.- Critical business functions mapped across 31 Application groups (Inventory,

Sales, Warehouse Management, Commissions, etc…) touching Schwan’s core business

- Involves migrating 900 GB of data from DB2 to SQL Server, over 900 tables- Re-writing Interfaces with internal and external systems such as SAP, Cognos,

WMS and FedChex

Building the Engine for Future Performance!


Partners

Onshore and Offshore technology team (300+) Cognizant Technology Systems 30-40 Onsite – Marshall, Minnesota 250 + Offshore developers- India

Schwan Executive Team

Schwan IS Department & PMO (100+) Business Analysts Project Managers Development & Operations

Learning Resource Group, LLC (Sara & Norm) (2+) Schwan Corporate Communications Schwan Print Shop Schwan University


Key Business Drivers

Retirement of mainframe platform reduces complexity and operational costs

One set of standards anchored by .Net

Enables flexibility Loosely coupled architecture Less code to maintain Single development tool

Improved ease of use Tool box (dashboard) concept provides one stop information location for all

users

Provide greater flexibility and agility to meetchanging business needs!


ChangeControlManagement

TechnicalComplexity

ComplexProgramManagement

Organization Change Leadership

Risk to Business

“One of the largest technology change projects of its kind in the world.”

Project Challenges


Technical Complexity

Phased Delivery Multiple large releases executed in parallel A total of 5 releases consisting of 82 websites, 308 reports, 913

database tables, etc… Complex application and data level dependencies between releases

Gradual Rollout Co-existence of applications in both platforms Data to be in synch in both platforms at all times Provide ability to back out with least disruption to business


Technical Complexity

Technical Complexity Meet or beat Mainframe performance Slow roll and co-existence of old and new applications Handling data and application dependencies Batch processing – Handling high volume of data with stringent

time window constraints Long running real time reports

Archiving data to tape cartridges

More than 100 interfaces with external systems such as SAP, WMS – Complex data formats

400+ Client server applications accessing legacy data

Insufficient documentation on current state systems


Change Control Management

Change Control Management Longer duration (2.5 yr program) Keep the business running with less impact to the

program Manage dependencies with other projects Insufficient systems documentation on current

applications Approve only change requests within scope of

project


Complex Program Management

Complex Program Management Resource Management - Ties up critical resources for

a long time Longer duration and tight timeline - Keeping the

resource morale high at all times Issue and risk management Keeping the stakeholders informed and excited at all

times


Risk to Business

Risk to Business

First of its kind

Impacts the critical sales and compensation systems

Serious outage could disrupt the business thereby creating financial loss


Organization Change Leadership

Organizational Change Leadership

Fear of change – Make the end users buy in to the change

Training and rollout – Impacts more than 10,000 end users

Managing expectations Poor past performance on a smaller project to same

audience, with large scale business impact project The “What’s In It For Me” was not clear to stakeholders


OCL Success Factors

BusinessChampions

BusinessChampions

WIIFM

One of the largest technology change projects of its kind in the world.

Document Change Strategy

Executive Alignment

Training/Communication


Organization Change Leadership Model

PreparePrepare DesignDesign BuildBuild ImplementImplement SustainSustain

Complete design & project plan

Establish context and build leadership alignment

Map processes, define rolls, develop system changes

Supportdeployment of system changes

Consistent use of new systems


RSG! Program Scorecard

Stakeholder Metric Description Target

Business Units Project Completion (Hard)

Project completed on time per project plan and BU agreement

Business Units Project Budget (Hard)

Total Ready Set Grow asset charges & expenses

Business Units Stakeholder Satisfaction (Soft)

Stakeholders agree that they were informed, prepared, and trained for the change

IS & Business Units Infrastructure Cost Eliminated (Hard)

Monitor mainframe hardware and software expense codes

Business Units Systems Availability (Hard)

Service Levels met (IS Score Card Outages measurement)

Business Units Overall Quality of RSG! Project (Hard)

Stakeholders agree that the re-plat-formed applications they use are high quality

Business Units Systems Performance (Both Soft & Hard)

Applications running in the new environment should equal or exceed the performance of the current mainframe

IS & Business Units Post Project Support (Hard)

Effort required to support technologies

IS & Business Units Building engine for future performance (Hard)

Code reduction results in the ability to make future enhancements more efficiently and less costly


Communications

Set Expectations,Provide Timely Information,

Set Stage for Learning

Executives

IS OPS/Help Desk

Corporate Users

Middle/UpperTier Managers

Field Users

Identify Key Stakeholders


Communications

Set Expectations,Provide Timely Information,

Set Stage for Learning

BUILDBRANDIMAGE

CREATE & RECREATE WIIFM

BUILD COMSCHEDULE

DELIVERPRODUCT


Ready, Set Grow! Release 4 Field Communication At-A-Glance

Ph

as

e 2

- S

low

Ro

ll Learning Materials Toolbox & Website

Learning Materials Toolbox & Website

ScheduleWebinar Events

ScheduleWebinar Events

Materials mailed/ received

Materials mailed/ received

Webinars ConductedWebinars

Conducted

January 25Thursday

before install

General Announce Slow Roll Schedule

General Announce Slow Roll Schedule

Pit Crew & Help Desk Webinar

Pit Crew & Help Desk Webinar

Outbound Call

Contact Center

Outbound Call

Contact Center

TIME

Email Reminder

Email Reminder

January 19 January 19

Pit Crew Post

Install QA

Pit Crew Post

Install QA

January 9-13

Newsletter Announce

ments

Newsletter Announce

ments

January 4 -11Arrival in depots P

ha

se

1-

Fir

st I

ns

tall

Email Webinar Schedule

Invites


Invites

Webinars conductedWebinars conducted

December 5-8 Dec 12-16 January 3-11

Email reminders

Email reminders

January 12-13

Materials in weekly packets


Dec 7

PrelimGo/ No Go

Implementation

Jan 15

Field Prep

Jan 3-13



General Announce

ments-Bulletins

General Announce

ments-Bulletins

Dec 12-16

3 weeks prior to install

Implement



2 week window

Friday afterinstall

One week prior

to install

Ph

as

e 3

- F

inal


Invites


Invites

Email Reminder

Email Reminder

Newsletter Announce

ments

Newsletter Announce

ments

April 3 April 3-6 April 17-21



April 17-21

General Announce

ments Bulletins

General Announce

ments Bulletins



Webinars ConductedWebinars

Conducted

April 3 April 5-12 April 20April 5 -12

Go/No Go

??

Implement

April 23

Support Docs

Reviewed

CertificateProcess

Prog Eval

May 8


Ready, Set, Grow! Website


Ready, Set, Grow! Pit Crew


RSG! Pit Crew Online Forum


Blended Learning Solutions

Blended Learning Delivery

PrintedQuickStarts Webinars

SoftwareSimulations

HelpButtons

Peer Mentors Traditional Manuals


Quick Start Job Aides


Ready, Set Grow! Field Certification

OC

M L

og

isti

cs

Tra

inin

g A

ud

ien

ce

Pit

Cre

w

Send Change & Training

Tools

Send Change & Training

Tools

Attend Gen.

Webinar

Attend Gen.

Webinar

Participate in Pit

Crew conf. call

Participate in Pit

Crew conf. call

Post materials and make available

Post materials and make available

Answer questions

depots may have

Answer questions

depots may have

Send email

follow-up

Send email

follow-up

STUDY!LEARN!STUDY!LEARN!

On-line AssessOn-line Assess

Track who has taken

assessment

Track who has taken

assessment

Letters of Congrats

by roll

Letters of Congrats

by roll

Participate in post roll conf. call

Participate in post roll conf. call

Complete evaluationComplete evaluation

Coord. evaluation

Coord. evaluation

Continued field

support

Continued field

support

TIME

DONE!.DONE!.

Attendance is by roll/region

Materials sent In weekly packets

Supportwhat was

presented inwebinar

Explain theirroll and

expectations

Pit Crew reacts to depot needs

Utilize all Training materials

Triggers appreciation

reward

Answer questions

depots may have

Answer questions

depots may have


From exec. levelCollect post-roll

Feedback & buildQA doc.


Keep training

materials in tact

Keep training

materials in tact

Sunset what isno longer used

Schedule PIT

CREW conf. call

Schedule PIT

CREW conf. call

FacilitatePIT

CREW conf. call

FacilitatePIT

CREW conf. call


Organizational Change Leadership

Change strategy High-level roadmap for the change process Release 1.5 Toolbox – A bridge between the old and the

new

Communication strategy Aid in managing stakeholders’ expectations Identify how to build awareness and acceptance of changes Build and send consistently themed communications

Training strategy Identify goals and key results Creation and delivery of training materials

Meaningful metrics to measure project success


Fruits of our labor….

A quote from the Director of Operations for Schwan Home Service…

“….we understand that these implementations are extremely complex and require extensive coordination. Although the expectations of delivery success and system performance were already high, your RSG project appears to have reset the bar!

….the level of planning that went into the project is obvious by the extreme minimal impact to the business. The documentation and job aids were tremendous and the support that was (and is) available has been outstanding. The webinars, communication pieces, and command center staffing demonstrated an amazing commitment to the business!”


Questions and Responses

Kathleen McNulty, Senior VP/CIO, TSFCLisa Harmening, Senior Director, PMO, TSFCNorm Schultz, TASC Management Consulting, LLCSara Lykken, Learning Resource Group, LLC

Thank you!

Sara [email protected] 952.913.8300

Norm [email protected] 612.581.1980

Kathleen McNulty, Senior VP/CIO, TSFC Lisa Harmening, Senior Director, PMO, TSFC Norm Schultz, TASC...

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Transcript of Kathleen McNulty, Senior VP/CIO, TSFC Lisa Harmening, Senior Director, PMO, TSFC Norm Schultz, TASC...