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Migration Programmes

Migration Programmes. Using examples from Irish Migration and Sampo Migration and other personal experiences. 13 th of March 2013. Underdirektør Erik Andreasen. What will be covered. Danske Bank Group and IT Organisation and plan The change Implementation - M(migration)-day

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Migration Programmes

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  1. Migration Programmes Using examples from Irish Migration and Sampo Migration and other personal experiences 13th of March 2013 Underdirektør Erik Andreasen

  2. Whatwillbecovered 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

  3. We are a universal bank in our Nordic home market • Strategic • Business Units • Danica • Danske Capital • Nordania • We 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 Brand Channel Branches Finance Centres Customer Advisory Tools Product Contact Centre Customer Packages Asset Management CRM Core Interests Securities Cheque Currency Teller IT Group Security Custody Payments Customer Forex Fees Group Finance Cards Customer output Accounts ATMs Organisation Workflow TradeFinance Bookkeeping Data Warehouse Businessprocedures Business Controllinge.g. Credit, Risk, GMI & ERP/Axapta Asset Finance Telephone Banking MarketsOnline Treasury Cash Management InternetHomepages Insurance & Pension Loan Corporate e-Banking Retail e-Banking IntranetPortal CustomerPortal

  5. One Platform - a journey since 1990 Fokus Bank in 2001 Sampo Bank in 2008 ÖstgötaEnskilda in 2000 & 2002 BG Bank in 2001 Northern Bank/National Irish Bank in 2006 London Branch in 1998 Hamburg Branch in 1999 Danske Bank Intl. Lux. in 2003 Danske Bank Polska in 2003

  6. 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

  7. Migration Organisation and plan

  8. Programme Management, Programme Offices and workstreams

  9. Migration Projects – genericreference

  10. Success for projects When: • Keeping the deadlines within the overall plan • Delivering high quality and customer satisfaction • Keeping the costs within the budget

  11. 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

  12. Overall strategy for the conversion • “Big bang”-implementation, • Analyse the possibilities to migrate some areas during transition • Manuel conversions where applicable

  13. Migration M-day

  14. 48 Guides 45 Guides 23 Guides 182 Guides 12 Guides 310 Danske Guides were recruited to support Sampo Bank branches 2 weeks after M-day • Danske Guidesplays 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”

  15. CC - Sampo Bank CC - Primasoft Command Centre, Ejby Controls/Administration/Ad hoc tasks CC- IBM - DK Project A Project B Project C Project .. Command Centre setup for Sampo MigrationCommunication-lines Overall status

  16. Figures from Migration Programme 750,000 development hours 80 projects under Programme Office 2,500 employees involved 60,000 test cases 5,000 conversion controls 500 e-learning modules 4,500 conversion programs • 200 branches • 3,000 new employees operational • 3,000 new PCs • Change and upgrade of network • “Normal” telephones replaced by IP telephones

  17. Somelessonslearned • 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-centerset-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

  18. 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

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