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Katy Slater, PMP

This document summarizes Katy Slater's experience and expertise in areas such as system integration, project management methodology, risk management, lessons learned, and emotional intelligence. It provides details on accelerated SAP implementations, product integrity management systems, finance architecture, and the importance of a single source of truth, change control, and dependencies in project management. It also outlines the project lifecycle including data analysis, testing, validation, and hypercare phases. Risks, issues, and lessons learned are discussed.

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PMIWIC Katy Slater, PMP 12-2015 *
* *System Integration *PM Methodology *Risk Management *Lessons Learned *Emotional Intelligence
* System Integration *It is likely that the project delivery and its problems have not been solved before. *The process of linking together different computing systems and software applications physically or functionally to act as a coordinated whole. *Requires a broad range of skills likely to include software & hardware problem solving, architecture, interface protocols, business process, many others.
*Context
* *Waterfall Accelerated SAP * As Soon As Possible *A structure for re-usable content repeatable processes *Stage gates for Quality Assurance *Elimination of unnecessary work steps within the implementation life cycle *Getting it right the first time, eliminating the need for rework and associated delays *Achieved through compression techniques such as parallelization of activities and work shop approaches
*
*
*
* *Product Integrity Management System (PIMS) *Workflow system that monitors the workflow for testing approval of over 65K products the TWDC sells or gives away annually
*
* Finance Architecture Technology Operations Support Analytics & Reporting Technology Infrastructure Process Controls Data Centers of Excellence Organizational Readiness BI Technology Security & IT Controls Training Portal Deployment The Client/PMO Relationship
* *Funding *Blueprinting or Scope/Gap Analysis/Validation *Customer Acceptance *Test - Center of Excellence *Integration Testing Scripts *User Acceptance Testing *Go/No-Go Decision *Hypercare Release to Operations
*
* *Single Source of Truth *Baseline to Roadmap (on-going) *Strict change control *Critical Path from Start to Finish *Dependencies within and between Teams *RICEFW *Deliverables based by Phase *Filters
* Repeatable Process RICEFW DATA Functional Specification Internal Design Review Technical Specification Data Analysis Code Data Clean Up Plan Unit Test / String Test Data Validation and Reconciliation Pre Go-Live Functional Integration Test Cases & Results Integration Test Cycle 1 2 3 Data Validation and Reconciliation Post Go-Live
* WBS ID Deliverable Name Deliver able Code Accountable Resource Status Team Planned Start Date Planned Finish Date Baseline Start Date Baseline Finish Date Approvi ng Team In Doclib 4.08.12 Data Analysis Document - CN_1607 Conversion of functional location from Relay DBCN_1607 DR Data 08/14/09 08/28/09 07/20/09 08/14/09 Data Yes 4.08.13 Data Analysis Document - CN_1608 Conversion of functional location from DPICN_1608 DR Data 07/15/09 08/21/09 07/15/09 08/14/09 Data Yes 4.08.14 Data Analysis Document - CN_6324 Joint Pole Data to Custom TableCN_6324 IP Data 04/20/09 05/15/09 04/20/09 05/21/09 Data Yes 4.08.15 Data Analysis Document - CN_6338 Windloading Data from DPI Legacy System to SAP Measuring DocumentCN_6338 AP Data 08/19/09 08/28/09 07/23/09 08/19/09 Data Yes 3.5.1 Master Data Approach MD AP Data 05/04/09 07/31/09 05/04/09 05/29/09 Data No 4.03.01 Functional Unit Test Cases - RP_6320 TDBU Data Validation - Extraction Data AscentialRP_6320 AP Data 05/11/09 05/15/09 05/11/09 05/15/09 Data No 4.03.02 Functional Unit Test Cases - RP_6321 TDBU Data Validation - Transformed Data AscentialRP_6321 AP Data 05/07/09 05/13/09 05/07/09 05/13/09 Data No 4.03.03 Functional Unit Test Cases - RP_6322 TDBU Data Validation - Load Data LSMWRP_6322 AP Data 05/11/09 05/15/09 05/11/09 05/15/09 Data No Teams status against the baseline routinely Weekly Team Meeting Agenda Late deliverables & Roadblocks Deliverables due in 1 2 & 3 weeks out Issues & Risks
*
* *Identify *Prioritize (Likelihood Impact) *Trigger *Mitigation *Issue
* *Ownership & AOR *Change *Request based on hear say *PM judgment *Testing *Data *Business involvement *Planning & adequate time *Global planning *Browser compatibility *Country culture
* Identify, use, understand and manage emotions in positive ways to remove drama Relieve Stress Communicate Empathize Overcome challenges Defuse conflict Build & Engage Teams Lead Motivate Performance Efficiencies
* *Practician of PM Best Practices *Recognize Lessons Learned *Proactive in Risk Management *Effectively Manage Emotions
* The spiral stands for imagination, the power of an idea. The hand holds the gifts of skill, discipline, and craftsmanship. The wand and the star represent magic: the spark that is ignited when imagination and skill combine to create a new dream.
* *The Walt Disney Company *Photos from the Walt Disney Studios *SAP *The new ASAP Methodology, Jan Musil *Southern California Edison *Team position on the 2010 ERP Implementation *www.wikipedia.org

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PMIWCI-Dist

  • 1. PMIWIC Katy Slater, PMP 12-2015 *
  • 2. * *System Integration *PM Methodology *Risk Management *Lessons Learned *Emotional Intelligence
  • 3. * System Integration *It is likely that the project delivery and its problems have not been solved before. *The process of linking together different computing systems and software applications physically or functionally to act as a coordinated whole. *Requires a broad range of skills likely to include software & hardware problem solving, architecture, interface protocols, business process, many others.
  • 5. * *Waterfall Accelerated SAP * As Soon As Possible *A structure for re-usable content repeatable processes *Stage gates for Quality Assurance *Elimination of unnecessary work steps within the implementation life cycle *Getting it right the first time, eliminating the need for rework and associated delays *Achieved through compression techniques such as parallelization of activities and work shop approaches
  • 6. *
  • 7. *
  • 8. *
  • 9. * *Product Integrity Management System (PIMS) *Workflow system that monitors the workflow for testing approval of over 65K products the TWDC sells or gives away annually
  • 10. *
  • 11. * Finance Architecture Technology Operations Support Analytics & Reporting Technology Infrastructure Process Controls Data Centers of Excellence Organizational Readiness BI Technology Security & IT Controls Training Portal Deployment The Client/PMO Relationship
  • 12. * *Funding *Blueprinting or Scope/Gap Analysis/Validation *Customer Acceptance *Test - Center of Excellence *Integration Testing Scripts *User Acceptance Testing *Go/No-Go Decision *Hypercare Release to Operations
  • 13. *
  • 14. * *Single Source of Truth *Baseline to Roadmap (on-going) *Strict change control *Critical Path from Start to Finish *Dependencies within and between Teams *RICEFW *Deliverables based by Phase *Filters
  • 15. * Repeatable Process RICEFW DATA Functional Specification Internal Design Review Technical Specification Data Analysis Code Data Clean Up Plan Unit Test / String Test Data Validation and Reconciliation Pre Go-Live Functional Integration Test Cases & Results Integration Test Cycle 1 2 3 Data Validation and Reconciliation Post Go-Live
  • 16. * WBS ID Deliverable Name Deliver able Code Accountable Resource Status Team Planned Start Date Planned Finish Date Baseline Start Date Baseline Finish Date Approvi ng Team In Doclib 4.08.12 Data Analysis Document - CN_1607 Conversion of functional location from Relay DBCN_1607 DR Data 08/14/09 08/28/09 07/20/09 08/14/09 Data Yes 4.08.13 Data Analysis Document - CN_1608 Conversion of functional location from DPICN_1608 DR Data 07/15/09 08/21/09 07/15/09 08/14/09 Data Yes 4.08.14 Data Analysis Document - CN_6324 Joint Pole Data to Custom TableCN_6324 IP Data 04/20/09 05/15/09 04/20/09 05/21/09 Data Yes 4.08.15 Data Analysis Document - CN_6338 Windloading Data from DPI Legacy System to SAP Measuring DocumentCN_6338 AP Data 08/19/09 08/28/09 07/23/09 08/19/09 Data Yes 3.5.1 Master Data Approach MD AP Data 05/04/09 07/31/09 05/04/09 05/29/09 Data No 4.03.01 Functional Unit Test Cases - RP_6320 TDBU Data Validation - Extraction Data AscentialRP_6320 AP Data 05/11/09 05/15/09 05/11/09 05/15/09 Data No 4.03.02 Functional Unit Test Cases - RP_6321 TDBU Data Validation - Transformed Data AscentialRP_6321 AP Data 05/07/09 05/13/09 05/07/09 05/13/09 Data No 4.03.03 Functional Unit Test Cases - RP_6322 TDBU Data Validation - Load Data LSMWRP_6322 AP Data 05/11/09 05/15/09 05/11/09 05/15/09 Data No Teams status against the baseline routinely Weekly Team Meeting Agenda Late deliverables & Roadblocks Deliverables due in 1 2 & 3 weeks out Issues & Risks
  • 17. *
  • 18. * *Identify *Prioritize (Likelihood Impact) *Trigger *Mitigation *Issue
  • 19. * *Ownership & AOR *Change *Request based on hear say *PM judgment *Testing *Data *Business involvement *Planning & adequate time *Global planning *Browser compatibility *Country culture
  • 20. * Identify, use, understand and manage emotions in positive ways to remove drama Relieve Stress Communicate Empathize Overcome challenges Defuse conflict Build & Engage Teams Lead Motivate Performance Efficiencies
  • 21. * *Practician of PM Best Practices *Recognize Lessons Learned *Proactive in Risk Management *Effectively Manage Emotions
  • 22. * The spiral stands for imagination, the power of an idea. The hand holds the gifts of skill, discipline, and craftsmanship. The wand and the star represent magic: the spark that is ignited when imagination and skill combine to create a new dream.
  • 23. * *The Walt Disney Company *Photos from the Walt Disney Studios *SAP *The new ASAP Methodology, Jan Musil *Southern California Edison *Team position on the 2010 ERP Implementation *www.wikipedia.org