migration programmes using examples from irish migration and sampo migration and other personal...
TRANSCRIPT
Migration ProgrammesUsing examples from Irish Migration
and Sampo Migration
and other personal experiences
13th of March 2013
UnderdirektørErik Andreasen
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What will be covered
Danske Bank Group and IT
• Organisation and plan• The change• Implementation - M(migration)-day• Round up – figures and some lessons
learned• Time for extra questions
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We are a universal bankin our Nordic home marketStrategic Business
UnitsDanicaDanske
Capital NordaniaWe are also
present: Poland Luxembourg Hamburg London New York St.
Petersborg Moskow
4
One Group – One PlatformA Strategy of doing things the same way everywhere
ChannelBranches
Contact
Centre
InternetHomepage
s
Finance Centres
ATMs
Product
Forex
Securities
TreasuryCash
Managemen
t
Cards
Currency
FeesPayments
Customeroutput
Interests
Group Finance
Core
Organisation
Accounts
Customer
Data Warehou
se
Brand
Teller Cheque
CRM
Bookkeeping
Corporate e-
Banking Retail e-
Banking
Loan
MarketsOnline
Telephone
Banking
TradeFinance
Workflow
Asset Management
Customer
Packages
Businessprocedure
s
IT Group Security
Customer Advisory
Tools
Customer
Portal
Asset Finance
IntranetPortal
Custody
Business Controllinge.g. Credit, Risk, GMI & ERP/AxaptaInsurance
& Pension
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One Platform - a journey since 1990
Östgöta Enskilda in 2000 & 2002
Danske Bank Polskain 2003
Fokus Bankin 2001
Hamburg Branchin 1999
Danske Bank Intl. Lux.in 2003
BG Bankin 2001
London Branchin 1998
Northern Bank/National Irish Bank in 2006
Sampo Bankin 2008
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Danske Integration Model – Portal
• Best Practice / Lessons Learned
• 3 primary tracks incl. 7.500 documents from 125 areas.
• Align with Danske Banking Concept
• Reference is for all areas mandatory
MigrationOrganisation and plan
Click icon to add picture
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Programme Management, Programme Offices and workstreams
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Migration Projects – generic reference
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Success for projects
When:• Keeping the deadlines within the overall plan• Delivering high quality and customer
satisfaction• Keeping the costs within the budget
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Programme planning and status reporting
• Planning with time boxing• Follow-up on overall level• Use project indicators to identify critical
areas• Status every second week• Open and honest status available for all• Only one status on programme and project
level
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Overall strategy for the conversion
• “Big bang”-implementation,
• Analyse the possibilities to migrate some areas during transition
• Manuel conversions where applicable
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Migration
M-day
Click icon to add picture
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310 Danske Guides were recruited to support Sampo Bank branches 2 weeks after M-day
23 Guides
12 Guides
48 Guides45 Guides
182 Guides
Danske Guides plays an important role :
• Skills in the Group systems and processes on-site
• Representing the fragmentation and the similarities of the group
• Their support to the Finnish colleagues is critical for the success of the integration
• They will add new experiences to their own “luggage”
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Command Centre setup for Sampo Migration
Communication-lines
Overall status
Project ..Project C
Project BProject A
Com
man
d C
en
tre, E
jby
Con
trols
/Ad
min
istra
tion
/Ad
hoc ta
sks
CC - Primasoft
CC - Sampo Bank
CC- IBM - DK
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Figures from Migration Programme
750,000 development
hours
500 e-learning modules
5,000 conversion
controls
2,500 employees involved
4,500 conversion programs
80 projects under
Programme Office
60,000 test cases
200 branches 3,000 new employees operational
3,000 new PCsChange and upgrade of network
“Normal” telephones replaced by IP telephones
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Some lessons learned
• Using a proved concept helps a lot• It is very important that all projects are following the
overall plan• Budgeting of a migration program is a complex task• It is very difficult to manage the many 3. part
activities• The state of readiness the acquiring organisation is an
important factor• Process descriptions is important from the very beginning• Lack of data quality in old systems shall be
addressed properly• To ensure total quality a centralised test coordination is
important• Command-center set-up is necessary with big bang
implementations• E-learning is effective• Focus on the organisational implementation is vital• Historical data can be more complex than actual
data• Follow up on the implementation have to be carried out to
ensure the benefit
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Some lessons learned – programme steering
• One leader (Programme Manager) with power to take necessary decisions
• Make simple and easy understandable objectives
• Make clear interfaces between projects• Coordination of plans and sub deliveries
at a steering level• Let the project leaders run their projects• Give all messages of the changes from
the start, so all frustrations will be overcome at once.
• Ensure a structure with narrow steering of demands for changes