World’s No.1 Building
Society & UK’s largest
mutual
c700
branches
Assets approaching
$330 Billion,
15 million members
Second largest
savings & third
largest mortgage
provider in the UK
c20,000 employees
Regional brands –
Derbyshire, Cheshire
and Dunfermline
Building Societies
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
Media Portrayal
‘A National Treasure’
Putting Clear Blue
Water between
Nationwide and their
nearest competitor
The Challenge:
lacked diversification
•Limited profit generated
through non interest income
were limited, restricted growth and flexibility
•No new banking products
introduced for 25 years
was underutilised and not attractive to all
•Nationwide was predominantly
a mortgage and savings
business
service offering and channel choice was limited
•Nationwide’s channel choice
was mainly branch
Operations
lacked agility, located onshore in sub-scale locations
•Nationwide’s operations could
not respond to volume
Technology
was aging, with limited skills for support, poor service
performance and lack of capability
•The banking platform had
been in situ for over
20 years
Business Model
Products
Brand
Services
The Nationwide Board recognised that a transformation was required…….
 New IT data centre
 New mortgage originations platform
 New payments platform
 New internet bank
 Mobile banking
Core bank transformation
Swindon Data Centre
Cisco Load
Balancer
Newbury Data Centre
Cisco Load
Balancer
Cisco Load
Balancer
Cisco Load
Balancer
Integration Layer
Web
Srcs
ICOL
E
LMT
R
MTSI
ALS
IBM X-Series
Servers
SQL
SQL
SAB
BS
FTS
Web
Srcs
ICOL
E
IBM X-Series
Servers
IBM X-Series
Servers
LMT
R
MTSI
ALS
SAP
BS
SAP
SMP
SAP
BW
SAP
BP
Cisco Load
Balancer
SAP
BS
SAP
BW
JS
SAP
BP
JS
DP
IBM P540 Server
IBM P595 Server
SAP
BS
IBM P595 Server
SAP
BW
DB2
SAP
BP
SAP
SMP
SAP
BS
Ext
Coupling
Facility
IBM z10 Server
SAP
BW
DB2
IBM z196 Server
IBM P540 Server
SAP
BP
SAP
SMP
SDM
Asynchronous
SRDF/A
EMC
VMax
SAP
BP
SAP
SMP
Moved from
EMC
VMax
To
IBM
IBM
DS8300
DS8300
VTL
IBM
TS7740
SAP
BW
DB2
IBM z196 Server
Asynchronous
z/OS Global Mirror
NBS SAP Core Bank Production Infrastructure
SAP
BP
SQL
SQL
IBM X-Series
Server
HyperSwap
October 2012
SAP
BS
SAP
SMP
SQL
SQL
IBM X-Series
Server
Synchronous
PPRC
IBM
IBM
DS8300
DS8300
SAP
BW
IBM P595 Server
IBM X-Series
Servers
IBM z196 Server
IBM
IBM
DS8300
DS8300
Storage Layer
SAP
BS
SAP
SMP
DP
IBM X-Series
Servers
Database Layer
IBM X-Series
Servers
IBM X-Series
Servers
Cisco Load
Cisco
Load
Balancer
Balancer
Application Layer
SQL
SQL
SAB
BS
FTS
IBM X-Series
Servers
VTL
IBM
TS7740
IBM
TS7740
IBM
TS7740
Grid Replication
• 25 years old – Unisys and ICL
• Hard coding
• Inflexible
• Long lead time to market
• SAP Transactional Banking on IBM
• Improved IT capability
• Flexible, scalable, performant
• Agility through product engine 

• Improved back office processes 
14 weeks
Environment Stability
Distribution (13%)
ATM/POS
Customer & Accounts (50%)
Customer Update 77%
(Transform)
Interest/Tax
(SAP Banking)
Payments (14%)
46%
Integrated Payment
System (NIPs)
2%
26%
VISA
56%
1%
Lock Mgt
24%
Outage
0%
Internal Acct
Transfer
4%
N/A
Actual (Pass + Fail)
01 Jun
18 May
25 May
20-Apr-12
19-Apr-12
18-Apr-12
17-Apr-12
16-Apr-12
15-Apr-12
14-Apr-12
13-Apr-12
12-Apr-12
11-Apr-12
Planned
Executive Committee (ExCo)
Weekly
Implementation Board
Frequency: WEEKLY (from Live Proving), DAILY (from Employee Pilot Onwards)
Key decision making forum for the stakeholders involved in the implementation and go-live of the Core Bank
Business
Group Operations
Voyager and Payments for Voyager (PfV) Programmes
Comms
Statements
10-Apr-12
Other (10%)
22%
Moved to AT Cycle 2
· Mandates via BOSS
· Internal transfers via
BOSS
PMO
(BOSS)
09-Apr-12
Branch Office
System Software
08-Apr-12
34%
07-Apr-12
Reporting
(CAW/ ORS/ SAP BW / MSRS)
06-Apr-12
(Collect)
05-Apr-12
Debt Collection 25%
04-Apr-12
Credit Risk Mgt 53%
03-Apr-12
24%
56%
Branch
02-Apr-12
Includes 56 payments
19%
01-Apr-12
(BankRec/PeopleSoft)
31-Mar-12
Corporate Cheques
(CCS)
Reconciliation + General Ledger
30-Mar-12
0%
Finance / MI Reporting (13%)
29-Mar-12
Enterprise Work
Management
(Quantum)
28-Mar-12
(Discovery)
27-Mar-12
Acct Origination 25%
(Unisys)
26-Mar-12
(TMUI)
Legacy Mandates 78%
Telephone Banking
Functions to be
proven
Prove environment by
regression testing 2A on
2B platform
Proving the basic
functionality of cycle 1
scope
25-Mar-12
Token Mgt
88%
Telephone
9,000
8,000
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
Prove Batch schedule,
stable environment &
capability for cycle 1
Build & Prove the Batch
Schedule across
Unisys/SAP
P0 or P1 Incidents
0%
24-Mar-12
21%
Internet
Online Bank
Purpose of testing
cycles
AT2 Cycle 2 Testing Progress
Clearing House
Payments (CHAPS)
Faster Payments 34%
23-Mar-12
71%
(VBO)
Includes 398 payments
22-Mar-12
(Cross Platform)
Nucleus
21-Mar-12
Enquiries
Includes 85 payments
Acceptance Test
Cycle 0
43%
20-Mar-12
(Base 24)
19-Mar-12
ATM / POS
11 May
27 Apr
Env Availability
04 May
20 Apr
13 Apr
06 Apr
30 Mar
23 Mar
10
9
8
7
6
5
4
3
2
1
0
16 Mar
100%
95%
90%
85%
80%
75%
70%
65%
60%
55%
50%
Resources Review Board
System & Release
Warranty
Governance Reviews
Business Daily Control
Board (DCB)
Technical Standup
Weekly
Frequency: TBC by System
DAILY (Live Proving onwards)
DAILY (Live Proving onwards)
Decision making forum where
representatives from all business
areas are present
Review P1 and P2 incidents &
problems & direct additional
support from programmes
Decision making forum for
warranty resources
Decision making forum for each
system warranty & ensure
readiness of Release criteria
Voyager and PfV Programmes
Group Operations
Voyager and PfV Programmes
Group Operations
Resource
Utilisation
Metrics
Tracking Criteria
Business
Group Operations
Group Operations
Voyager and PfV Programmes
Voyager and PfV Programmes
Business Lead from DCB
Warranty
Incident Log
Warranty
Incident Log
5 weeks
8 weeks (incl Xmas)
10 weeks
7 + 5 weeks
Building up the New Building Society
Acceptance Test
Cycle 1
Acceptance Test
Cycle 2
Acceptance Test
Cycle 3
To prove the business processes and technical integration of system to support those
process, across the entire Nationwide estate.
1. Open Accounts for all
product types (incl. new
Products)
2. Set mandates on
Accounts via OLB
3. Faster payments
4. Bulk payments
5. Simple txns from
Branch / ATM (e.g.
receipt / withdrawal)
6. Month End Interest Tax
& Charges (non Backdated
txns)
7. Reconciliation (of above
txns)

Moved to AT Cycle 3
· NIPS & CHAPS
· VBO Product Switcher
· IT&C
· Statements
· Stand In Processing
· VBO (elements of)
· Direct Debits
1. Prove simple txn
processing via VBO platform
2. Payments - Business
Refusals e.g due to
insufficient funds
3. Core Reconciliation increased variants
4. Set & Unset of Locks –
with aspects of Payments
efficacy
5. Tokens e.g new, lost &
Stolen
6. Forward Congruency
7. IAT Extraction and Load
processes
8. Discovery Product
Switcher
9. Running 7 day batch
10. Set mandates on
Accounts via BOSS
11. Internal transfers via
BOSS
IBfV
PSD Drop 1
AMIVIND
1. Fraud Management
2. Payments Technical Failures
3. Adjustments (BOSS, NIPs,
VBO)
4. Tokens – exceptions testing
5.Locks and Inhibits –
Remainder
6. Collections
7. Statements (annual); Regular
statements and Complex
Statements e.g interim & POA
8. IAT Processes including
Product Switcher (Unisys Flex
to SAP Flex+)
9. Prove payments processing
via CHAPS and NIPS platforms
10. Stand In Processing
11. Prove outstanding txns via
VBO platform
12. Branch Balancing of VBO
txns
13. Real Time and Backdated
Interest, Tax and Charges
14. VBO Product Switcher
15. Direct Debit
16. MI
PSD Drops
2&3
Acceptance Test
Cycle 4 / 5
Content of
Cycles 4 and 5
is driven by
Defect retest
and continual
regression of
tests passed in
earlier cycles
H
• Habits
•
Drumbeat of Delivery
O
• Over communicate
•
You can’t!
M
• Momentum
•
Everyone in the same direction
E
• Experience
•
Make it memorable
•
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
Brand
Services
•
Repositioned the current account as the prime customer holding and principle relationship product
We are a serious challenger to UK banks
•
•
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
Technology
•
•
•
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
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.
Unified
Methodology
Delivery of a unified business change framework and methodology required an integrated toolset to sit
alongside it.
Management
Reporting
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.
Capability
Professional PMO
Uplift in Project and Portfolio Management practitioner capability (e.g. APM accreditation) demanded an
integrated tool to service their needs.
The emergence of a professional Portfolio Management Office (PMO) demanded access to a single
source of data to service their needs.
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
Distributed
Information
The reality was that most Projects held their ‘real’ plan and project toolbox offline, in Microsoft standalone format. Hence the decision to integrate this using Microsoft’s offering.
A clear direction
was needed
Microsoft solution was perceived to be the industry leader, with a clear roadmap and robust support
function.
2006
2007
2008
2009
2010
2011
2012
2013
Clarity
Microsoft EPM (2007 Version)
2014
Requirements
Gathering
Requirements capture and subsequent design, lacked coverage across all user communities
Buy-in
A lack of buy-in from key user communities meant that although adoption was very good, it was done
begrudgingly.
Performance
The performance of the system at launch was poor. Even after resolution, system performance was poor
during peak hours.
Customization
Training
The final solution became overly customized.
Training was patchy during roll-out. No clear training plan for new starters.
Clear Success Criteria
Dynamic approach to
requirements
gathering
Using a hosted
‘Model Office’ to
finalize design
Delivering a complex
migration
Preparing the
Business for change
Strong Governance
Positive Stakeholder Feedback
Project Planning
Improved Processes
Training
Delivery
Fully Supported
System Performance
Easier upgrade path
Quality MI
Dynamic approach to
Requirements & Design
Sponsor
Business Owner
SMEs
(All Business Areas)
Project Team
PM / ITPM
BA / EA
PPM Support Team
Testing
Pcubed
Creation of UAT Scripts
Up skill Support Users
Develop Training Requirements
Train Business Users
Support Data Migration Scoping and Mapping
Generate Performance Test Scripts
Change Business Perception via Demonstration
100% data integrity
Remove all agreed
bespoke elements
Smoother future
upgrades
Efficient Project Site
maintenance
Risks are managed and
mitigated through
thorough testing and
planning
Minimize disruption
4 weeks
Develop Code
•Led by
•Pcubed
•Activities
•Creation of
initial migration
scripts.
6 weeks
Process
Development
•Led by
•Pcubed,
Nationwide
•Activities
•Test individual
migration
elements
•Define detailed
migration steps
•Define
functional and
integration
tests
•Develop data
validation tests.
8 weeks
3 weeks
2 weeks
Process Testing
Process Testing
Pre-Production
•Led by
•Pcubed
•Nationwide
•Led by
•Nationwide
•Led by
•Nationwide
•Supported by
•Pcubed
•Supported by
•Pcubed
•Activities
•End to end test
of migration
steps, scripts
and testing.
•UAT Testing
•Activities
•Full migration
steps.
•Activities
•End to end test
of migration
steps, scripts
and testing.
•Functional
testing in
parallel with
migration
process testing.
Production
Migration
People pay lip service to the current system
Communications, Communications and more Communications
Woolly success criteria
Need more carrots than sticks
Need to get it right Day 1
Unwillingness to change
I have told my boss what its about and not the other way round.
Feels a bit rushed
Training??? What training?
I might have to go back to my spread sheets
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
Engage Senior
Management
Use Business
Champions
SMEs
Project Team
Training
Regular and targeted engagement with user community and Senior Management stakeholders
Business buy in and ‘skin in the game’ using Business Champions
Regular engagement with SMEs in order make use of ‘floorwalkers’ during and post Migration
Experienced and dynamic Project team, with regular status reporting and communications to keep
everyone ‘on message’
Thorough training regime to bring in-house knowledge up to required levels and generate excitement
Strategic Capabilities
Phase Z
Innovation Management
Full Portfolio Planning
Optimisation & Delivery
Integrated Annual
Business Planning
Integrated Capabilities
Phase Y
Resource Planning
(Programme & Portfolio)
Portfolio / Programme
Scenario Planning
Integrated Benefits
Management
Full Financial Forecasting
Optimised Business
Reporting – mobile Apps
Advanced Portfolio Level
Reporting
Integration with other
Tools?
Extended Capabilities
Phase X
Initial Portfolio Planning /
Optimisation
Standardised
Prog Management
P3 Health Dashboards
Further NCF Integration
Enhanced Reporting
across Programmes
Document Workflows
Financial Integration
Foundation Capabilities
Phase 1
Project Workspace
Collaboration 
Dependency
Management 
Risk and Issue
Management 
Central Resource Pool 
Centralised Project
Planning 
Controlled New Project
Creation 
Reporting Suite 
Change Control 
Shared Document
Libraries 
Peoplesoft Integration
Status Reporting 
Milestone Levelling 
Microsoft Roadmap
Remain at the forefront of Microsoft’s enterprise solution roadmap
Growth
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
Value
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
Richer Data
Drive as much business transformation information into the tool as possible. Create once, use numerous
times.
Mobile Working
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’.
Chloe Booth – Nationwide Senior Project Manager
Peter Wilson – Pcubed Head of Consulting Services
Charlie Edmonds
Charlie.edmonds@pcubed.com
Daniel Jones
Daniel.jones2@nationwide.co.uk
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