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PIVOTAL CRM UPGRADE ATPRINCIPAL FINANCIAL GROUP 1

Not so much talk about technical aspects of the upgrade. But some of the challenges/risks faced along with how the project teams internal and external responded to those challenges.

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Quick information about meSupporting the Pivotal CRM implementation since 1998 (technical capacity administration and development)

Service Owner for Principals primary Pivotal CRM implementation since 2008

Started as a developer/report writer

System grew

Brought on dedicated BA/QA

Staff grew to over 15 supporting the tool prior to the economic downturn.2

Some Background Pivotals use in The Principals BusinessUsed primarily to support Principals Distribution organization.Retirement and Investor Services (think 401k)Specialty Benefits (think Disability, Dental, Vision)Individual Services (think Life Insurance)

Pivotal CRM supports these business capabilitiesOpportunity Management (Sales)Asset Retention and Development (Service)

Speak to the types of data we capture

Lead into Sales and Service on next slide

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Some Background Pivotals use in The Principals Business (contd.)Opportunity ManagementManaging Pipeline Predicting how much we are going to sell in the future based on historical close ratios

Asset Retention and DevelopmentTracking the activity Principal has with our clients as well as the advisors who help us sell business.Tracking KPIs based on client size and advisor productivity.

Opportunity Mgmt Were the experts on Principals story, how we will be a premier partner for clients financial goals.

Asset Retention and development pride ourselves on being a high/meaningful touch service model, with a local presence.4

Business ProblemsOpportunity Management and Asset RetentionBusiness Problem:Managing large lists of information inside Pivotal, but unable to bring together data from multiple data concepts (tables)

Asset Retention and DevelopmentBusiness Problem:How do we appropriately track events where we have many clients and many advisors represented?

Well come back to these

Speak to running multiple searches in Pivotal to arrive to an answer, manually bringing them together.

Speak to creating/customizing the system to tie us into a 1 to 1 to 1 activity structure.

Speak to needing to make sure we were on software that was actively being supported by the vendor.

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Pivotal Upgrade - ScopeUpgrade Relationship version 5.9 to the latest version (6.0.8).

Sounds Simple Right?Includes customizations made to the platform since 1998.Change interaction/activity management components to be closely tied to Outlook.Client architecture changing to Microsofts Smart Client technology.

Spagetti code wanted to do things better at this opportunity

All new features are easy to take advantage of out of the gate well not so much.

Smart Client isnt this a fat client? What about the web client? How does it get installed?6

Pivotal Upgrade Scope ChallengesDMR Queue needed to stay active; Business partners needed to have ability to add functionality to current system.

Aggressive Timeline (23,000 Hours in 10 months)We needed to deliver the upgrade ahead of October 2011 as to not impact Distributions end of year activities.

High/Sustained/dedicated performance needed by all disciplines.Tight communication was needed to drive through the project.

These are scope items dont talk about solving them just yet.7

Pivotal Upgrade Scope Challenges(contd)Take advantage of Pivotal 6 in places where we HAD to have changes to meet business objectivesOutlook IntegrationSearch Result List capabilities across tablesSmart ClientQuery DesignerAdmin Forms

Table changes in places where we knew there was potential for scope and time overruns.Free form UI Design

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PIVOTAL UPGRADE - ENABLERS9

Pivotal Upgrade - Enablers10Principal Global Services staff to provide elevated SME skills for QA (and later in the project, development)

Third Party Resources were not a nice to have they were a NEED to have.Tokara Solutions Inc. (Development)Softek (Quality Assurance)

Pivotal Upgrade - Third Party Risks11It was a challenge to ensure Tokara and Softek had the appropriate access to Principals network.

Close collaboration was needed to ensure that Third Party staff had the right information to do the job and that they were doing it right.

PIVOTAL UPGRADE RISKS/BUMPS IN THE ROAD12

Pivotal Upgrade - Risks/Bumps in the Road13How does the team upgrade an actively changing system?

Thorough documentation of the last 13 years of customization is non-existent.

Business Unitss took ownership of training their own users.

Issues with Third Party and Home Office development delivery

Pivotal Upgrade - Risks14How does the team upgrade an actively changing system?

The team produced and communicated to the business rules to lessen the impact of actively changing the system.

Only critical requests would be considered after the upgrade project began execution (November 2010)

Those DMRs would be expected to account for hours to re-code functionality in the 6.0 environment. (BOES and I Cubed)

Changes to the 5.9 system were cut off after the May 11 release.

Pivotal Upgrade - Risks15Thorough documentation of the last 13 years of customization is non-existent.

The team decided to only document aspects of the system that were changed with the upgraded architecture.

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Pivotal Upgrade - Risks16BUs took ownership of training their users.

BA Lead provided core (non BU specific) documentation on changed aspects of the system.

The project team provided live (and recorded) demos to the BU representatives and their trainers to make sure their perspectives were covered.

Pivotal Upgrade - Risks17Complexities in implementing requirements around Activities/Outlook integration ran over.

This put the PFG project team in a severe bind to complete all testing and fixes by a September 23rd delivery date.

PIVOTAL UPGRADE INNOVATIONS ACHIEVED18

Pivotal Upgrade - Innovations19Regression Automation

Implemented a 24 hour project team

Schedule Shifting

Risk based approach to testing

Pivotal Upgrade - Innovations Automated Testing20Regression Automation

Each code drop/iteration created a risk of introducing new defects into the Upgraded environment.

Regression was needed with each code promotion.

QA Automation using Quick Test Pro created automation scripts that saved the project $201,051 over the course of the upgrade. Creating those scripts cost a mere $23,628.

Project team getting 10% of this savings ? 20

Pivotal Upgrade - Innovations Automated TestingTODO ***INSERT VIDEO/SCREENS FROM Automation

Pivotal Upgrade - Innovations 24 Hour Project Team22THIS WAS HUGE.

QAPGS Pune testing at nightHome Office and Softek testing during the day (and night)Business Unit testers engaged early and often

DevelopmentHome Office staff working during the day (and night)

BAActively answering business questions from both Dev and QA

Each of the roles melded together all hands on deck. All playing the role that was needed at the time. BU Testers involved early and often. Clevest testers.

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Pivotal Upgrade - Innovations 24 Hour Project Team23

Huddles

QA Lead met with Pune QA and Softek Staff daily for updated progress.

Tech Lead (Robbie Hornung) met with Tokara staff daily for updated progress/code drops.

BA/Dev/QA met each morning to review progress and update priorities based on defects reported and project priorities.

Easy to lose time when close cohesion isnt created especially across time zones and disciplines/roles.

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Pivotal Upgrade - Innovations Schedule Shifting24

PGS (India captive development) QA and Development Staff changed hours to align with Home Office staff and provided weekend support for the project.

Home Office staff was frequently on-site before 7AM and on weekends to align keep the project moving and work.

Pivotal Upgrade - Risk based testing approach25

We saw many things changing on a daily basis and we couldnt possibly test each and every piece of functionality.

The project team collectively determined the most critical portions of the system from a both a business and technical risk perspective and prioritized their testing accordingly.

QA Background was a tendency to test EVERYTHING.

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Pivotal Upgrade - Inside the Numbers26Total Project Hours (Including Third Party Staff) 23,224 hoursSoftek (near shore QA) -3,200 hours (14%)Tokara (Dev consulting) 2,500 hours (11%)TOTAL 3rd Party Augmentation 5,700 hours (25%)

CSS App Support 2,860 hours (12%)Ent Apps Development 5,494 hours (24%)Ent Apps BA 1,145 hours (5%)Ent Apps QA 6,548 hours (28%)

Captive Off-Shore (Pune) share of PFG Hours 4,700 (27% of PFG hours)

QUESTIONS?27

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