Integration Management Office (IMO) Planning Deliverables

  • Executive Dashboard
  • Synergy Rollup with Budget Owners
  • Day 1 Organization Charts
  • Master Integration Plan

System/approach for governance of implementation is also a deliverable of the Integration Management Office from Detailed Planning.

Team Planning Deliverables

Detailed Planning Template

  • Recap of Recommendations with descriptions of status by phase (Pre-Close; Day 1, Integration Complete)
  • Project list/summary and major steps
    • Includes resource requirements
    • Includes dependencies and linkages
  • Key ingredients for success
  • Risk Assessment (close date, customer, deal Value, business)
    • Includes probability/impact and mitigating actions
  • Communications Plan
  • Remaining Outstanding Issues/Decisions Required

Project Plan (or plans)

  • Excel or MS Project (Team Choice)

Updated Synergy Template

Roles

Steering Committee

  • Provide executive guidance to the IMO and teams
  • Drive decisions and support the integration planning and implementation processes

IMO

  • Define planning approach and supporting tools
  • Oversee and drive planning ensuring coordination within and among teams
  • Define the approach for prioritization of projects/resources and facilitate prioritization decisions
  • Define project controls to support implementation
  • Coordinate the execution of any pre-close staging work
  • Create repositories for the knowledge collected during planning

Guidance

  • Align teams with cross-functional projects that must be executed
  • Establish synergy buckets
  • Provide clear visibility on major value drivers and progress to “integration complete”

Staging Work

Guidelines:

  • Commissioning work in advance of close to prepare for integration (staging work) will be coordinated between firms
  • Decisions to invest in staging work are made independently by the existing organizations, recognizing that they are still separate companies
  • The IMO should be made aware of all staging work being undertaken for purposes of coordination with integration planning efforts

Project/Resource Prioritization

Portfolio Scope

Do we want to prioritize across the entire portfolio of integration projects and existing business projects, or just with integration projects?

Recommendation: Across the entire portfolio

Timing

Should we conduct a prioritization step during detailed planning (based on what we have identified) or wait until detailed planning is complete?

Recommendation: After detailed planning

Strategic Alignment

Should we use business strategy as a filter for prioritization?

Recommendation: Treat NewCo strategy among new management team as appropriate depending on timing of close, then use strategy to inform prioritization of projects in the portfolio

Planning – Lessons Learned

Organize cross-functionally

  • Some teams will need to be reorganized around cross-functional, process-based initiatives and extended to include all functions that impact a particular area
  • Align sponsorship of teams with the emerging organization whenever possible

Manage to milestones supported by detail

  • Focus on milestones rather than trying to manage a globally integrated, comprehensive plan
  • Use project management tools (e.g., Microsoft Project™) at the major initiative level or integration project level
  • Centrally manage across teams to milestones and key measures

Understand/Validate dependencies

  • Facilitate joint team meetings to identify and address dependencies
  • Ensure tight coordination between integrations and customer support organizations
  • Clearly identify ultimate owners as the organization evolves

Allow for Flexibility

  • Teams will require varying levels of project management discipline depending on the nature of the integration projects in their areas

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