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

Migration ProgrammesUsing examples from Irish Migration

and Sampo Migration

and other personal experiences

13th of March 2013

UnderdirektørErik Andreasen

22

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

33

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

5

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

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

MigrationOrganisation and plan

Click icon to add picture

9

Programme Management, Programme Offices and workstreams

10

Migration Projects – generic reference

11

Success for projects

When:• Keeping the deadlines within the overall plan• Delivering high quality and customer

satisfaction• Keeping the costs within the budget

1212

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

13

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

16

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