1. Project & Change Management Overview Don Duffey Zurich North America * PLEASE MUTE YOUR PHONE LINE DURING TODAY’S PRESENTATION *

2. 2 ICE Anti-Trust Statement - All participants should duly note that a copy of the ICE ANTI-TRUST POLICY has been given to you. The statement reminds us that the policy restricts decision-making and discussion. These restrictions are designed to prevent even so much as an appearance of impropriety. The policy statement should guide us in all our discussions.

3. Agenda Speaker Introduction Project Management Change Management Lessons Learned – A Practical Application Making Projects Successful Q&A Appendix 3

4. Speaker Introduction 4 Donald Duffey, PMP Obtained Project Management Professional designation in 2005 Background -Computer Science major -Working with commercial/personal line insurance systems since 1995 -Began project management of small initiatives in the late ’90’s with a large consulting firm Career Progression: -Project Lead – 2001 -Small initiatives -<6 months / <2500 hours / <$50k -Project Manager – 2004 -Large initiatives -Up to 3-years / 250k hours / >$25M -Program Manager – 2009 -Application Director – 2011 -Oversight of small and large initiatives (portfolio management)

5. Project Management 5 What? -Organization work – divided into operations and projects -Project – “A temporary endeavor undertaken to create a unique product, service, or result” 1 -Project Management - “The application of knowledge, skills, tools and techniques to project activities to meet the project requirements” 1 Who? -Project Management Institute (PMI) -Project Manager -Responsible for the success of the project and in charge of all aspects of a project -Project Team -Created for sole purpose of delivering a project; disbanded afterwards -Stakeholders Why? -Ensure project objectives/deliverables are completed within known constraints -Address risks and issues that arise given uncertainty projects come with -Provide controlled & dedicated management to protect a company’s investment and deliver on stated benefits 1 ©2008 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Fourth Ed.

6. Project Management (cont’d) 6 How? -Process Groups (as defined by PMI): -Initiating -Project sponsor, project charter, benefits, stakeholder analysis -Planning -Project management plan, resource plan, work breakdown structure, estimate costs, develop budget, plan supplier usage -Executing -Form project team, manage project team, perform quality assurance, execute project plan -Monitoring and Controlling -Verify scope, control scope, control costs, control schedule, monitor and control risks -Closing -Close work orders, conduct lessons learned, close project phase -A set of Process Groups are embedded in each phase of a project, or Software Development Lifecycle (SDLC) for IT-based projects

7. Project Management (cont’d) 7

8. 8 How? -Development Methodology: Waterfall -Delivering projects in a sequenced, well thought out manner -Deliverables created one after another, with a high level of precision -V-model; depicts relationship between deliverables produced via waterfall methodology

9. Project Management (cont’d) 9 How? -Development Methodology: Agile -Delivering in an iterative and progressive manner with less focus on dotting i’s and crossing t’s -More emphasis on prototyping with the business as a team; progressive elaboration -Scrum; one type of iterative/agile methodology delivering a project via sprints

10. Project Management (cont’d) 10 How? -Common Tools -Project Plan/Schedule -Resource Plan -Stakeholder Analysis -Risk Register/Log -Change Management Plan -Project Management Software -Project Governance -Status; gathering and reporting -Project Management Office (PMO) -Steering Committee

11. 11 Audience Poll Questions What project barriers have you encountered in the past? A.Unclear scope B.Lack of strong requirements C.Weak project sponsorship D.Weak project management E.Lack of process understanding/definition F.Lack of change management

12. 12 Audience Poll Questions – Results What project barriers have you encountered in the past? A.Unclear scope (3) B.Lack of strong requirements (2) C.Weak project sponsorship D.Weak project management E.Lack of process understanding/definition (1) F.Lack of change management

13. Change Management 13 What? -Change – to transform or convert -Change management is an approach to transform organizations, teams and individuals from a current state to a future state Who? -Changefirst -PCI Practitioner (PCIP) -Project team -Project sponsor -Project manager -Implementation lead -Project team -Others -Organization executive leadership -Impacted users

14. Change Management (cont’d) 14 Why? -Ensure success of change initiatives by preparing those affected by the change in advance of the targeted change -Integrate the business process changes, training and communications that impact the same audience so they understand how to execute the changes when they perform their job -There’s a need to coordinate the timing of when changes are rolled out to the field, including the sequence/timing of the communications and training

15. Change Management (cont’d) 15 How? -People Centered Implementation (PCI©) methodology, developed by Changefirst -Change champions – provide value-added insight for future system and processes development including training, communication and implementation approaches -Change campaigns -Organized effort aimed at improving user readiness and adoption of change(s) -Consists of a portfolio of projects / initiatives that have change(s), learning / development events and / or implementations aimed during a particular timeframe and audience (e.g. Q3, user community) -Develop and implement a consistent approach to change / communication / implementation / training / post implementation support across the portfolio of projects / initiatives in the campaign

16. Change Management (cont’d) 16 How? -Example Implementation Model

17. Lessons Learned – A Practical Application 17 -Project A -Sponsoring business unit needs to be engaged at the beginning of project for its duration -Business needed to assign a decision maker whose priority is the project -Governance process did not provide adequate support for resubmissions or easily allow teams to place projects on-hold when needed -Need strong business and end-user participation throughout project life cycle -Establish clear accountability of IT Sourcing / Legal / Procurement before vendor / contract issues arise -Develop prototypes if applicable to illustrate to business & key stakeholders what is being built as a way of managing expectations & improving understanding -Project B -Define clear project team roles and responsibilities -Ensure appropriate supplier oversight is in place -Improve review/approval process for scope changes/change requests -Improve teams understanding of business functionality and process

18. 18 Making Projects Successful Key drivers of successful project implementation -Clear direction on priorities -Prevention of “scope creep” -Establishment of project as high priority for organization Starts with strong stakeholder engagement…. -Good Project Sponsorship – defined boundaries, clear expectations, and senior leadership alignment -Steering committee utilized to ensure stakeholder alignment, manage communication around scope and mitigate risks -Consistency of messages enable better acceptance by impacted users Follow project management methodology right for your organization

19. Questions? 19

20. Appendix Project Management References -Project Management Institute, http://www.pmi.org/http://www.pmi.org/ -Project Management Body of Knowledge (PMBOK) -Wikipedia, http://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Project_management -Six Sigma, http://www.isixsigma.com/http://www.isixsigma.com/ Change Management References -Changefirst, http://www.changefirst.com/http://www.changefirst.com/ -Wikipedia, http://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Change_management 20

21. Thank you! 21