4. World’s No.1 Building Society & UK’s largest mutual Assets approaching $330 Billion, 15 million members Second largest savings & third largest mortgage provider in the UK Regional brands – Derbyshire, Cheshire and Dunfermline Building Societies c20,000 employees c700 branches

5. The Challenger Brand in UK market for current accounts Growth in the market No.1 for Customer Service Providing product choice within a mutual model Putting Clear Blue Water between Nationwide and their nearest competitor Media Portrayal ‘A National Treasure’

7. The Nationwide Board recognised that a transformation was required……. Business Model lacked diversification Limited profit generated through non interest income Products No new banking products introduced for 25 years were limited, restricted growth and flexibility was underutilised and not attractive to all Brand Nationwide was predominantly a mortgage and savings business was aging, with limited skills for support, poor service performance and lack of capability Technology The banking platform had been in situ for over 20 years Operations lacked agility, located onshore in sub-scale locations Nationwide’s operations could not respond to volume service offering and channel choice was limited Services Nationwide’s channel choice was mainly branch

8. New IT data centre New mortgage originations platform New payments platform New internet bank Mobile banking Core bank transformation

9. Moved from 25 years old – Unisys and ICL Hard coding Inflexible Long lead time to market To SAP Transactional Banking on IBM Improved IT capability Flexible, scalable, performant Agility through product engine Improved back office processes

10. H Habits Drumbeat of Delivery O Over communicate You can’t! E Experience Make it memorable M Momentum Everyone in the same direction

11. Products Introduced new current account products and propositions, with market leading features to achieve our double market share ambition No1 current account in the UK for free current accounts, credit interest and value added accounts Repositioned the current account as the prime customer holding and principle relationship product We are a serious challenger to UK banks Brand Created straight through, simple processing for banking products Created a much improved sales and service capability across all channels 4+ star rated mobile banking application Services Added complexity to the technology estate but will get easier Reduced the time to execute product changes to weeks or days Positioned SAP as a strategic platform for the future – business banking, savings, multi channel strategy, mobile Technology

14. PPM Hierarchy Change in operating design to deliver business change over the last 5 years. A flat Project structure was replaced by Portfolio and Programme hierarchy. This required much greater inter-linkage and a unified approach. Delivery of a unified business change framework and methodology required an integrated toolset to sit alongside it. Unified Methodology The size, scale and complexity of the transformation Portfolio has generated a veracious appetite for Management Information and reporting best delivered through an integrated toolset. Management Reporting Uplift in Project and Portfolio Management practitioner capability (e.g. APM accreditation) demanded an integrated tool to service their needs. Capability The emergence of a professional Portfolio Management Office (PMO) demanded access to a single source of data to service their needs. Professional PMO

16. A Failing Solution The Clarity solution alienated the Project Management community away from enterprise wide solutions: - Slow, cumbersome and not properly supported - No clear direction for the toolset - Lack of engagement from the implementation partner The reality was that most Projects held their ‘real’ plan and project toolbox offline, in Microsoft stand- alone format. Hence the decision to integrate this using Microsoft’s offering. Distributed Information Microsoft solution was perceived to be the industry leader, with a clear roadmap and robust support function. A clear direction was needed

17. 200620072008200920102011201220132014 Clarity Microsoft EPM (2007 Version)

18. Requirements Gathering Requirements capture and subsequent design, lacked coverage across all user communities A lack of buy-in from key user communities meant that although adoption was very good, it was done begrudgingly. Buy-in The final solution became overly customized. Customization The performance of the system at launch was poor. Even after resolution, system performance was poor during peak hours. Performance Training was patchy during roll-out. No clear training plan for new starters. Training

21. Clear Success Criteria Dynamic approach to requirements gathering Using a hosted ‘Model Office’ to finalize design Preparing the Business for change Delivering a complex migration Strong Governance

22. Positive Stakeholder FeedbackProject Planning Improved Processes Training Delivery Fully Supported Easier upgrade pathSystem Performance Quality MI

23. Dynamic approach to Requirements & Design

25. Sponsor SMEs (All Business Areas) Project Team PM / ITPM BA / EA PPM Support Team Testing Business Owner Pcubed

30. Generate Performance Test Scripts Creation of UAT Scripts Develop Training Requirements Up skill Support Users Support Data Migration Scoping and Mapping Change Business Perception via Demonstration Train Business Users

32. 100% data integrity Remove all agreed bespoke elements Smoother future upgrades Minimize disruption Risks are managed and mitigated through thorough testing and planning Efficient Project Site maintenance

34. Develop Code Led by Pcubed Activities Creation of initial migration scripts. Process Development Led by Pcubed, Nationwide Activities Test individual migration elements Define detailed migration steps Define functional and integration tests Develop data validation tests. Process Testing Led by Pcubed Nationwide Activities End to end test of migration steps, scripts and testing. Functional testing in parallel with migration process testing. Process Testing Pre- Production Led by Nationwide Supported by Pcubed Activities End to end test of migration steps, scripts and testing. UAT Testing Production Migration Led by Nationwide Supported by Pcubed Activities Full migration steps. 4 weeks6 weeks8 weeks3 weeks2 weeks

36. Need more carrots than sticks Communications, Communications and more Communications People pay lip service to the current system Woolly success criteria Unwillingness to change Need to get it right Day 1 Training??? What training? I have told my boss what its about and not the other way round. I might have to go back to my spread sheets Feels a bit rushed Its about winning hearts & minds No clue on the migration plan during the 2 weeks downtime. I am a business champion and no one has talked to me about it. Well I better get started then

37. Engage Senior Management Regular and targeted engagement with user community and Senior Management stakeholders Business buy in and ‘skin in the game’ using Business Champions Use Business Champions Experienced and dynamic Project team, with regular status reporting and communications to keep everyone ‘on message’ Project Team Regular engagement with SMEs in order make use of ‘floorwalkers’ during and post Migration SMEs Thorough training regime to bring in-house knowledge up to required levels and generate excitement Training

39. Project Workspace Collaboration Foundation Capabilities Extended Capabilities Integrated Capabilities Strategic Capabilities Centralised Project Planning Shared Document Libraries Dependency Management Controlled New Project Creation Peoplesoft Integration Risk and Issue Management Reporting Suite Status Reporting Central Resource Pool Change Control Milestone Levelling Further NCF Integration Initial Portfolio Planning / Optimisation P3 Health Dashboards Enhanced Reporting across Programmes Document Workflows Portfolio / Programme Scenario Planning Full Portfolio Planning Optimisation & Delivery Integrated Annual Business Planning Innovation Management Financial Integration Resource Planning (Programme & Portfolio) Full Financial Forecasting Advanced Portfolio Level Reporting Integrated Benefits Management Integration with other Tools? Phase 1 Phase X Phase Y Phase Z Standardised Prog Management Optimised Business Reporting – mobile Apps

40. Microsoft Roadmap Remain at the forefront of Microsoft’s enterprise solution roadmap A platform for growth over the plan (5yr) period. Investment in Next generation payments, Digital and Direct Channel Development, Branch Development will require a dynamic and reliable information hub Growth Drive as much business transformation information into the tool as possible. Create once, use numerous times. Richer Data Tap into the additional Portfolio Management functionality that will allow for greater insight and build a more predictive approach to assessing the feasibility, value and performance of the Portfolio Value Exploitation of the tool needs to run in parallel with the flexibility on offer through employee mobile devices, the sourcing strategy and ‘enabling a great place to work’. Mobile Working

44. Charlie Edmonds Charlie.edmonds@pcubed.com Daniel Jones Daniel.jones2@nationwide.co.uk

45. MyPC fill out evaluations & win prizes! Fill out session evaluations by logging into MyPC on your laptop or mobile device. Evaluation prizes daily! Claim your prize at the Registration Desk on Level 1. www.msprojectconference.com After the event, over 100 hours of resources; including all of the PPT decks and session videos will be available.