Professional Documents
Culture Documents
PM Data To Request by Initiative-2
PM Data To Request by Initiative-2
Initiative Name
Initiative
Description
(A)
(B)
Type of
Initiative
(C)
Status
(D)
Scope
(E)
Initiative 1
Initiative 2
Initiative 3
Other Strategic
Regulatory
Other Strategic
Ongoing
New
Ongoing
Global
Local
Undefined
Initiative 4
Initiative 5
Initiative 6
Initiative 7
Initiative 8
Undefined
SDA
Regulatory
Other Strategic
Undefined
Ongoing
Ongoing
Ongoing
New
Ongoing
Global
Local
Undefined
Global
Local
What
SP
MX
MX
Countries
Corporate
SDA Code
Sponsor
Area or Country
Global Leader
(if applies)
Business
Leader
Engineering
Leader
(F)
(G)
(H)
(I)
(J)
(K)
Initiative Leaders
2017 Investment
ve Leaders
Executor
UX
Leader
Data
Leader
(L)
(M)
Capex Total
Previously
committed
(P) = (Q)+(R)+(S)
(Q)
Priority
(N)
(O)
Premises&Services
Engineering
Security
Tier 1
Tier 2
Tier 3
0
0
0
Premises&Services
Engineering
Security
Premises&Services
Engineering
Undefined
Tier 1
Tier 2
Tier 3
Undefined
0
0
0
0
0
2017 Investment
Expenses
Why
New
in 2017
To be
incurred
in 2018+
Depreciation
Strategic
Framework
TBD
(R)
(S)
(T)
1
6
14
3
20
7
(U)
(V)
3
20
7
(W)
1
4
15
1
5
12
44
12
5
10
12
44
12
5
10
Personnel Other
Costs
gen. exp.
How
Triangle
Methodolog
y
MVP
Prototype
initiative defined
Internal
FTEs
External
FTEs
Total
FTEs
(Y)
(Z)
(AA)
(AB)
(X)
Yes
No
Yes
Yes
No
Yes
No
Yes
No
Yes
No
No
Yes
No
Yes
No
People
When
Estimated
starting date
Estimated
delivery date
Estimated
ending date
(mm-yy)
(mm-yy)
(AC)
(AD)
(AE)
(AF)
Temporality
Commitment
Type
(AG)
Short term
Medium
Short term
Financial
Non Financial
Undefined
Short term
Medium
Short term
Short term
Short term
Financial
Non Financial
Undefined
Financial
Non Financial
Impact
Financial
Impact
(AH)
Nonfinancial
Impact
Quantification
Generates
direct income
Y 2017
Y 2018
Y 2019
(AJ)
(AK)
(AL)
(AI)
Expenses
Target customers
Undefined
Expenses
Mobile target customers
Undefined
Expenses
Market share
(AM)
Yes
No
Yes
No
Yes
No
Yes
No
"Executor" Information
Engineering Strategic
Axis
Classification
Strategic Axis
(AN)
(AO)
Continuity
(AP)
Land
Furniture
Civil Work
BAU/Not Asigned Land
Facilities
Business ProcessesRetail banking / products / segments and LOBs
Minimum mandatory data for Non-SDA initiatives. SDA initiatives require all data.
Initiative Name
Initiative Description
Type
SDA
Regulatory
Other Strategic Initiatives
BAU
W
H
A
T
F
G
H
I
J
K
L
M
N
O
*
*
*
*
*
*
*
*
C
A
P
E
X
O
P
E
X
Undefined
Status
Ongoing
New
Undefined
Scope
Global
Local
Undefined
Countries
Corporate SDA Code
Sponsor
Global Leader
Business Leader
Engineering Leader
UX Leader
Data Leader
Executor
Priority
Tier 1
Tier 2
Tier 3
Undefined
Capex Total
Q
R
S
T
U
V
Previously committed
New in 2017
To be incurred in 2018+
Personnel Costs
Other General Expenses
Depreciation
WHY
H
O
W
*
*
*
W
H
E
N
I
M
P
A
C
T
ADD.
INF.
Methodology
Delivery
People
Internal FTEs
External FTEs
Total FTEs
Temporality
Estimated starting date
Estimated delivery date
("in the hands of the customers")
Estimated ending date
Commitment Type
Financial Impact
Z
AA
AB
AC
AD
AE
AF
AG
AH
AI
AJ
AM
AN
AO
AP
Non-financial Impact
Quantification
Generates direct income
Engineering Strategic Axis
Classification
Strategic Axis
Premises & Services Strategic Axis
A definition of the initiative including products involved, target audience, channels, etc. A wide discussion might be done about t
initiative implications with this detail, so that it has to be widely explained (at least enough to let people, who don't know it, make
efficient criteria).
Initiative segmentation
Included in the SDA
Seeks to comply with regulators' guidelines or requirements ensuring an appropriate balance between regulatory risk and soluti
cost.
Targeted to business growth and / or value creation for the group.
Seeks to ensure continuity and operational development of the group (renewal of ATMs , licenses, information platforms , ... )
optimizing unitary costs.
Not known
New initiative or started on previous years
Initiative previously started
New initiative
Not known
Global or local impact
Global
Local
Not known
(only for Global initiatives) Identifies the countries where the initiative will be deployed. Undefined is a valid option.
Only for on-going SDA initiatives. Corporate Code for new initiatives will be generated by Customer Solutions Holding
Area or Country sponsoring the initiative
(only for Global initiatives) Identifies the global leader of the initiative
Identifies the business leader of the initiative
Identifies the engineering leader of the initiative
(only for SDA initiatives) Identifies the UX leader of the initiative
(only for SDA initiatives) Identifies the data leader of the initiative
Executor of the Initiative (Engineering, Premises&Services or Security)
A given priority from a Local Bank / Area perspective (Tier 1, Tier 2 or Tier 3)
Inititatives included in Tier 1 priority should be at most 50% of the total capex
Inititatives included in Tier 2 priority should be at most 30% of the total capex
Inititatives included in Tier 3 priority should be preferably around 20% of the total capex
Not known
Initiative's total investment (in thousands local currency-LC) for the current year (in case it is a multiannual initiative, total multia
amount estimation is required)
Initiative's investment committed in previous years (in thousands LC)
Initiative's new investment estimated for 2017 which should be incurred in 2017 (in thousands LC)
Initiative's new investment estimated for 2017 which should be incurred in following years (in thousands LC)
Initiative's personnel costs estimated for 2017 (in thousands LC)
Initiative's other general costs estimated for 2017 (in thousands LC)
Initiative's depreciation estimated for 2017 (in thousands LC)
Alignment of the initiative with strategy (and/or other priorities). Alignment will be determined based on strategic framework (cur
being defined)
(only for SDA initiatives) Initiative (yes/no) under Triangle methodology: having team people in business, engineering, UX and d
Prototype initiative (Minimum Viable Product) defined (or not defined)
Initiative workforce capacity requirements
Internal team capacity requirements
External team capacity requirements
Total internal & external capacity requirements
mm-yy
mm-yy
mm-yy
A selection betwwen Financial and Non-financial has to be taken. If an initiative contains both, Financial has to be selected
Select if it is related to income or expenses
Select from a list of 6 possible values (Market Share, Target Customers, Customer Attrition, Digital Sales, Mobile target custome
Productivity)
Indicate impact forecasts for next 3 years
Select yes / no, taking into account previous selections
(Only applies for Engineering) Initiative segmentation by investment type (infrastructure, architecture...)
See Engineering Strategic Axis Dictionary Label
See Engineering Strategic Axis Dictionary Label
(Only applies for Premises&Services) Initiative segmentation by investment type: Land, Furniture, Facilities and Civil Work.
Classification
Strategic Axis
Branches and Peripherals
ATMs and Self services
Business Infrastructure
Applications Optimization
Security and Anti-fraud
Business Processes
Enterprise Systems
Informational
Enterprise Systems
Operations
Distribution and Channels
Digital Product
Sales Processes
Venturing & Innovation
Rest Digital Transformation
Continuity
BAU/Not Asigned
Digital Business
Digital Business
Description
Branches and Peripherals associated to Business Infrastructure, Growth Plans
Self - Services (servicing ATMs, ATMs purchases,...)
Rest of Technological Infrastructure: Data Centers mainframe, distributed enviroments, storage,
communications, server licences adquisition, technology equipment, courier, etc.
- Job Positions in Central Areas, specific areas for printing, etc.
- Corporate Headquarters - new investment.
Development and evolution of architectures
Optimization and cancelation of applications
Security Plans, Fraud Detection/Prevention, Corporate Information Security. Initiatives related to
macroprocesses in risk management concerning to Engineering (technological risks, operational
risks, fraud, business continuity risks and outsourcing risks)
Retail Banking & Line of Business, Products&Services (private banking, insurance, payment
systems, consumer finance, etc.)
Corporate & Investment Banking, Government and Corporatives
Global Risk Management (GRM) in areas (Real Estate, Admission, Collection department,
Compliance, etc.)
Initiatives associated with the informational platform (informational strategy, informational HR,
Teradata, etc.)
HR, Internal Audit, Purchases, Compliance, Marketing, Real Estate, etc.
Customer processes and experience; Commercial/Business process plans; digitalization and
growth; industrialization of operations
Digital initiatives arround channels
Digital Business Applications (for example BBVA Wallet)
Digital Banking priority new initiatives about sales processes
Venturing and Innovation Initiatives
Rest of Digital Transformation Initiatives
BAU/Not Assigned
Initiative Name
(A)
Initiative
Description
(B)
Initiative 4
Initiative 5
Initiative 6
Initiative 7
Initiative 8
Dinero Electrnico
Early warning systems
Experiencia nica
Express Banking
File Unico Cliente
Front Banking Tools
FX
Insurance product portfolio (Seguros)
Loyalty
Mistral & 'Plan Director'
Mobile App (Buzz)
Mobility for branch employees
Multi-campaas y Minera de datos
New Customer Account Opening (Plan Recursos)
New Private Web (Kero)
One Click
Payroll
Plan 500 (Consumer Finance)
Procesos analgicos y digitales
Profiles (behavioral segmentation)
Remote Managers
Repotenciacin BD Personas
Revenue management (New Commercial Pricing Model)
SMEs (Negocios)
Transaction migration (SAVE)
Transaction Services Digitization Plan (incl. Net Cash 7.0) (Principalidad PJ)
UX & TCR Foundations
VIP
Wallet
z_ Cultura de delegacin de riesgo
z_ Eficiencia
z_ Formacin
z_ Herramientas de riesgo B. minorista
z_ Hipotecario
z_ Tercerizacin
z_ Trade Finance
Iniciativa de la
industria a favor
de la inclusin
financiera.
Permite a la
poblacin
convertir su
dinero en
efectivo en
dinero
electrnico para
compras, pagos
de servicios,
transferencias,
entre otros, solo
con el uso del
celular.
El proyecto de Experiencia Unica tien
Por otro lado,
se busca
hacer ms
act
Fortalecer
nuestra
red agentes
de car
Generar una una
mejor
herramienta
de ned
Implementar
plataforma
integral
Negocio para la aprobacin de Riesgo
Tener un nico fro
Plan que busca aum
Hacer realidad el
Contar con un nic
Proyecto que busca
Usar el diseo glo
Operar al 100%
Plan
que busca
El
cliente
tendrme
una mejor experienci
Asimismo, tendr una experiencia om
Objetivo: Impulsar
Mundo Sueldo es un
Transformacin
de del Plan Proceso
4.
Puesta en marcha
Producto del anlisis realizado se han
Con el proyecto Pr
What
Type of
Initiative
(C)
Status
(D)
(E)
New
Ongoing
Ongoing
Local
Local
Undefined
Undefined
SDA
Regulatory
Other Strategic
Undefined
Ongoing
Ongoing
Ongoing
New
Ongoing
Global
Local
Undefined
Global
Local
das
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Corporate
SDA Code
Sponsor
Area or Country
(G)
(H)
Scope
SDA
Regulatory
Other Strategic
SDA
SDA
SDA
SDA
SDA
SDA
SDA
SDA
SDA
SDA
SDA
Countries
Local
Local
Local
Local
Local
Local
Local
Local
Local
Local
Local
(F)
IA21
MX
MX
IA41
IP11
IP42
IC31
IC17
IA25
IC110
IC51
IP45
IC53
IA23
SDA
Ongoing
Local
IC41
SDA
SDA
SDA
SDA
SDA
SDA
SDA
SDA
SDA
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Local
Local
Local
Local
Local
Local
Local
Local
Local
IP11
IA24
IP22
IP12
IF23
IF22
IC12
IC18
IA22
SDA
SDA
SDA
SDA
SDA
SDA
SDA
SDA
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
Local
Local
Local
Local
Local
Local
Local
Local
IP41
IC111
IA21
IC52
IC14
IC11
IP21
IP44
IC16
IP43
IF21
IC19
IC42
IC112
IC15
IC13
IC113
IA31
IF31
IA11
IA26
IP31
BD&DB
Initiative Leaders
Executor
Global Leader
(if applies)
Business
Leader
Engineering
Leader
UX
Leader
Data
Leader
(I)
(J)
(K)
(L)
(M)
Eduardo Flores
(N)
Premises&Services
Engineering
Security
Premises&Services
Engineering
Security
Premises&Services
Engineering
Gustavo Delgado
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Gonzalo Camargo
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Samuel Sanchez
Samuel Sanchez
Samuel Sanchez
Samuel Sanchez
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Gonzalo Camargo
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Samuel Sanchez
Samuel Sanchez
Eduardo Flores
Samuel Sanchez
Samuel Sanchez
Gonzalo Camargo
Samuel Sanchez
Lupita Perez
Gonzalo Camargo
Javier Balbn
Gonzalo Camargo
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Gonzalo Camargo
Samuel Sanchez
Lupita Perez
Gonzalo Camargo
Javier Balbn
Gonzalo Camargo
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Gonzalo Camargo
Gonzalo Camargo
Gustavo Delgado
Mirtha Zamudio
Gonzalo Camargo
Gonzalo Camargo
Gonzalo Camargo
Samuel Sanchez
Gonzalo Camargo
Gonzalo Camargo
Pedro Diez Canseco
Mirtha Zamudio
Gonzalo Camargo
2017 Investment
Capex Total
Previously
committed
New
in 2017
To be
incurred
in 2018+
Personnel
Costs
(P) = (Q)+(R)+(S)
(Q)
(R)
Priority
(O)
Expenses
(S)
(T)
Tier 1
Tier 2
Tier 3
0
0
0
1
6
14
3
20
7
Undefined
Tier 1
Tier 2
Tier 3
Undefined
0
0
0
0
0
1
4
15
1
5
12
44
12
5
10
Tier3
Tier1
Tier2
Tier1
Tier1
Tier1
Tier3
Tier1
Tier2
Tier2
Tier2
Tier3
Tier1
Tier3
Tier1
Tier1
Tier2
Tier2
Tier1
Tier1
Tier2
Tier2
Tier1
Tier 1
Tier 1
Tier 1
Tier3
Tier 1
Tier 1
Expenses
Why
How
Other
gen. exp.
Depreciation
Strategic
Framework
TBD
Triangle
Methodolog
y
MVP
Prototype
initiative defined
Internal
FTEs
(U)
(V)
(W)
(Y)
(Z)
(X)
3
20
7
Yes
No
Yes
Yes
No
Yes
12
44
12
5
10
No
Yes
No
Yes
No
No
Yes
No
Yes
No
People
How
When
People
External
FTEs
Total
FTEs
(AA)
(AB)
Temporality
Estimated
starting date
Estimated
delivery date
(mm-yy)
(AC)
(AD)
(AE)
Short term
Medium
Short term
Short term
Medium
Short term
Short term
Short term
2/22/2016
5/2/2016
2/1/2016
1/1/2016
5/15/2015
2/22/2016
5/3/2016
9/1/2014
1/1/2016
1/1/2016
8/1/2016
313
228
365
730
596
1043
196
851
365
365
152
Short term
1/4/2016
255
Short term
Medium
Medium
Medium
Short term
Medium
Medium
Medium
Short term
5/2/2016
9/18/2015
11/16/2015
10/5/2015
1/7/2016
6/1/2015
12/15/2015
8/13/2015
9/1/2016
228
469
457
512
359
579
502
537
121
Medium
Medium
Medium
Short term
Short term
Medium
Short term
Medium
1/4/2016
2/1/2016
11/3/2014
1/1/2016
2/1/2016
12/17/2015
2/22/2016
11/1/2015
727
454
743
365
334
745
312
412
Impact
Estimated
ending date
Commitment
Type
Financial
Impact
(mm-yy)
(AF)
(AG)
(AH)
Financial
Non Financial
Undefined
Expenses
Financial
Non Financial
Undefined
Financial
Non Financial
Expenses
Nonfinancial
Impact
Quantification
Y 2017
Y 2018
(AJ)
(AK)
(AI)
Target customers
Undefined
Mobile target customers
Undefined
Expenses
Market share
9/15/2016 Financial
50,000
72%
"Executor" Information
tification
Generates
direct income
Y 2019
(AL)
(AM)
Yes
No
Yes
No
Yes
No
Yes
No
Engineering Strategic
Axis
Classification
Strategic Axis
(AN)
(AO)
Continuity
(AP)
Land
Furniture
Civil Work
BAU/Not Asigned Land
Facilities
Business ProcessesRetail banking / products / segments and LOBs
Yes
No
No
Yes
Yes
Yes
Yes
No
No
No
Yes
Yes
No
Yes