The Global Information System
 Quarter 2, 2014
WHAT WAS LIMITING US?
Our Global Information System was not integrated, functioning reliably and suiting our global needs.
We need a new Global Information System to meet the current internal and external threats.
We have been unable to implement newly launched systems effectively in the recent past.
OURPURPOSE PURPOSE OUR
THE GIS PROJECT PURPOSE
SPECIFIC OBJECTIVES
CONTRIBUTION TO 2015 MoS
By optimising processes through a new Global Information System, the network will maximise its efficiency, being able to move faster towards 2015 goals achievement. GIS DEVELOPMENT
CURRENT SYSTEM ITERATIONS
IMPLEMENTATION PREP
To develop, test and deploy a new Main Platform with its Core Modules and Applications connected via an API
To improve the current systems to be bug free and perform minimum functionalities needed
To prepare a change management and implementation plan and begin the engagement of the network.
The system aims to reduce the matching time to be 30 days GIP and 15 days GCDP, and to dramatically increase the conversion and matching rate. This will only be possible after the system is developed, deployed and integrated to the current global platforms.
GIS DEVELOPMENT
Who IS THE
OBJECTIVE: To develop, test and deploy a new Main Platform with its Core Modules and Applications connected via an API
WHAT IS THE
Name
. OF THE GIS?
Mascot . OF THE GIS?
GIS DEVELOPMENT & DESIGN ACTIVITIES: ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣ ‣
RDC is on track with the system development programming sprints A Long Term Contract and SLA Contract have been sent to our lawyers A 24x7 Proposal for System Support & Maintenance has been sent to the AI 14-15 Team We have sent a Contract Termination Letter to TCL & verbally communicated our decision to TCS The GIS final apps & functionalities have been agreed upon with AI and RDC – May 2014, Rotterdam We have created 3 new Customer Flows for GIP/GCDP/TMP/TLP Programme: aies.ec/customer-flows/ We have redesigned a new User Interface and Customer Flow for the GIS Opportunity Portal RDC and AI have created a Data Migration Plan and started running migration scripts in June We have defined an integration plan for our current systems (OP, ORS, Market Place, MyAIESEC.net, NPS) We have sent a system shut-down date proposal to AI 14-15 and PAIs – Awaiting We have started working on the Business Rules – Final decision until July 11th We have run transition sessions and meetings with IM/Operation/Innovation Sub-team | GIS Core Team We have set clear System KPIs in order to track our progress until the end of 2015 We’ve been negotiating three major partnerships with LinkedIn, EF (confirmed) and Podio for system integration We defined the GIS Name and Mascot API development is on track
GIS DEVELOPMENT & DESIGN CHALLENGES: ‣ The decision making process around Customer Flows and Backlogs turned out to be more complex and time consuming than expected which required more resources and working time from both Core Team and Operations Team ‣ The complexity of the communication between AIESEC and RDC (Business x Technical) and constant alignment required by both parties ‣ Ensuring that the technical understanding was always present among the Core and Change Mgmt Team required more time for alignment NEXT STEPS 14-15: ‣ To track the final system development sprints until 15th August ‣ To run the final testing sprints until 15th August ‣ To finalize data 2migration ends on 15th August ‣ To launch the new Global Information System at IC 2014 ‣ To make decision on the 24x7 Proposal for System Support & Maintenance ‣ To sign a Long Term Contract & SLA with RDC ‣ To launch the planned applications in September/October (SOGA, Events, Labs, Apps Gallery)
GIS TESTING ACTIVITIES: ‣ Launched GIS Beta Platform for testing Phase ‣ Configure Testing Platform and prepare for gathering feedback ‣ Prepare GIS User Testing Guides every week ‣ Engage both AI Teams 13/14 and 14/15 for testing activities ‣ Engage Core Team “Dragons” for Testing Phase ‣ Plan to engage whole network for Testing Phase
GIS TESTING SUCCESSES ‣ GIS Beta Platform and Testing Platform launched for testing ‣ GIS User Testing Guides prepared and send ‣ Engagement of both AI Teams, GIS Pioneers, „Dragons” gave in total 1500 feedback from 160 Unique Visitors
CHALLENGES ‣ Overall communication and clarity to stakeholders on what to test now and in the future ‣ GIS Beta Platform was launched one week later than planned ‣ Testing Phase with Pioneers was moved in time for one week because clarity on the purpose and objective on the Pioneers team ‣ Testing the Platform with local Students didn’t happen yet because of lack of communication with LCP of Rotterdam, and lack of time.
CURRENT SYSTEM ITERATIONS ACTIVITIES:
‣ Bug fixing for all platforms ‣ To provide network support for all platforms ‣ To select the new BAO Support Team
SUCCESSES: ‣ ‣ ‣ ‣ ‣
AIESEC.org– fixed 22/32 bugs / improvements (70%) Opportunity Portal– fixed 9/13 bugs / improvements (70%) Countries Sites – fixed 6/6 bugs / improvements (100%) Zendesk Support – 1360 solved tickets from 01.04 – 30.06.2014 with 77% of satisfaction Start the process of BAO Support Team Selection
CHALLENGES:
‣ Bug fixes and OP/ORS improvements took longer than expected due to the re-design of AIESEC.org ‣ BAO Support Team application and selection was moved in time, because of GIS Implementation Plan Alignment ‣ Zendesk Support was really slow in April and improved in May and June due to Team Structure’s changes
CHANGE MGMT & IMPLEMENTATION PLAN OBJECTIVE:
To prepare a change management and implementation plan and begin the engagement of the network.
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CHANGE MGMT & IMPLEMENTATION PLAN KEY ACTIVITIES:
‣ Researched and developed a global change management framework. Verified and streamlined this following consultancy with PwC which provided a lot of clarity on the practical management of global IT project implementation. ‣ Formed a Change Management Team within AIESEC International responsible for developing the overall plan. ‣ We created milestones for AI and MCs until July 13th, IC, Q3 Review, November System Shutdown and AI re-planning in January 2015, based upon the change management framework. ‣ Communication Prep: Created a vision and message for the GIS along with branding to support it. ‣ MCPs/LCPs awareness and understanding: ran 3 MCP webinars, created clear sessions explaining why, how what, created 4 guides on how the GIS will look and implementation will be, 3 customer flow videos, collected FAQs, supported with education for the testing phase. ‣ MC Implementation Planning: Worked with ST to get first input, created action steps for MCPs to do each week until IC to prepare, started MCP GIS newsletter to be a regular pulse of info ‣ Network Support: Restructured GST for following term, released application, began pre-lim planning for integrating entities ‣ Created Pioneers Team: launched application and selected 18 entities to participate, running for 1 month with clear action steps each week and first implementation plans already drafted. ‣ Transition to AI 14.15: Educated new team on the big picture of the system and implementation, created a successor change management team and advised them on how to run it ‣ Wider Network Engagement: Created social media posts about the CoW of of the GIS from AI and Pioneers, and overhauled the information on the GIS hub website adding a lot more content. ‣ Began preparing wider external communication: GC meeting session, preparation of script for public launch videos and PR content around the system.
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CHANGE MGMT & IMPLEMENTATION PLAN SUCCESSES: ‣ ‣ ‣ ‣ ‣ ‣
Creating the Change Management Team and working together to get a lot of preparation, planning and implementation done. This showed the ability for AI to work in synergy across teams, and meant we could get a lot done in little time. The development of the Pioneers Team has helped dramatically in getting first hand feedback and understanding earlier the direct challenges MCs will face, and how to support them. They are very engaged and working well as a team. Vision and ongoing communication of the Why, How, What connected to the key organisational KPIs we want to achieve through the system. This has been effective with MCPs and has helped move the project much faster. External consultancy really helped clarify our practical action steps and provide validation for the actions we were taking. The relationship with Rockstar and the development of their communication plan with their new Chief Change Officer. Deeply understanding the lessons we learnt from the implementation of previous platforms and ensuring we could plan to improve from the past.
CHALLENGES: ‣ ‣ ‣ ‣
Preliminary challenge of lacking change management experience within AI from a theoretical level. Once we were clearer on this it was much easier to practically plan our steps. Ongoing communication within AI 13.15 and deciding how to structure the change management and implementation into the next term. Transitioning this process is complex and ensuring ownership by the next team is important. Limited time and HR and a very fast moving environment. We had to be very agile and work very fast in synergy. Communication between Core and Change teams to ensure overall project understanding.
GIS PROJECT IMPACT UPON AIESEC FIRST SUCCESS Using professional project management tools and processes to lead the project from start to finish.
OUR FIRST LESSON Working on such a big project, we benefited by using professional techniques in the procurement, negotiation, management and decision making processes.
SECOND SUCCESS SUCCESS: .. Working collaboratively within AI and with the network to design and develop the system.
OUR SECOND LESSON By harnessing the knowledge in each corner of AI through the core development team, and in the network, we were able to move much quicker to develop a better system.
THIRD SUCCESS SUCCESS: .. Focussing on implementation from a change management perspective.
OUR THIRD LESSON By investing additional HR into understanding change management and getting consultancy from professionals we are able to see the bigger picture of smooth implementation and can now drive business-led (rather than technology-led) change.