Timesaver

v5 April 2014
Designed by:
Salahuddin Khawaja
s@decklaration.com

II

III

IV

VI

VII

Introduction

Basic Slides

Executive
Summary
Templates

Models and
Objects

Project
Management
Templates

Frameworks
and
Methodologies

7 Deck Rules

Why re-invent the wheel

when building
presentations?

Just copy-steal-paste

This deck has 100+ slides that can easily be

leveraged for any presentation that you need
to build
Slides here have evolved over the years based
on my work at these organizations (primarily
consulting)

About the
Author

Salahuddin Khawaja has 15

years of experience, primarily
in the Financial Services
Industry. Before joining JP
Morgan he spent 11 years at
Deloitte & Touche helping
Fortune 500 clients with
various types of Strategic
Initiatives.
He believes in the power of
Presentations, Storytelling
and Visual Design. That is

II

III

IV

VI

VII

Introduction

Basic Slides

Executive
Summary
Templates

Models and
Objects

Project
Management
Templates

Frameworks
and
Methodologies

7 Deck Rules

Organized Sections Bullets

Over the years MorphApp has evolved and it is increasingly complex to add functionality. Programs have been
launched to strategically change the core platform.
Current State
ProcessX has evolved over the last 15 years
Processes and systems have been cobbled together as a result of mergers and acquisitions

The core platform has had no strategic structural change

The organization is currently structured in functional silos

Key Issues
Enhancing or adding functionality is increasingly complex and requires significant effort and cost
Increasingly difficult to keep pace with the changing business landscape and providing value added services
It is expected that current and new business strategic initiatives will make increasing demands

The ProcessX lifecycle has become fragmented which increases internal control risks
High risk of not being able to meet certain complex requirements

Go Forward Approach
Launched multiple programs to move towards:
A single integrated global Platform (from a process and technology perspective)
The adoption of a Utility Mindset
Leverage Like Functions, Centers of Excellence, Across LOBs
Holistic business process management (alignment with client, end-to-end control framework etc.)

Simple Table
Overall project is green and on track. Planning, Scoping & Analysis and Build are 50% complete. Testing has
commenced and a significant number of defects have been found.
#

Phase

Planning

Status

Progress

Trend

Status

Green

Vision workshop completed

Determine critical path Operating Model items
Develop high-level roadmap
Develop detailed 2013 plan

Selected MVPs for functional delivery

Drafted Conceptual To-Be process flows for MVP
Performed analysis to validate products supported by MorphApp for the Florida Market
Translated the existing BRD into Process Flows
Drafted Requirements Catalog of existing requirements

Scoping &
Analysis

Green

Build

Green

Operational
Readiness

(Not started)

Testing

Amber

Build activities are underway

Documentation of procedures and controls to start

93 defects remain open

45 are under review, 41 are in the process of being
fixed and 8 are ready for retesting

Key

Not Started

Initiated

In Progress

10

Closing

Complete

Chevrons
Approach to Change Understanding the future of the Banking Sector and a bank can get there will involve
launching a Strategic Initiative that will have 3 phases.

Approach

Phase I:
Strategy Development
Assess internal and external

factors (Risk Appetite,

Regulations, Technology trends
etc)

II

Phase II:
Future Architecture

Determine future state based

on strategic objectives, change

drivers and leading practices
Perform Gap Analysis

Identify change drivers

III

Phase III:
Roadmap

Develop business case and

roadmap based on project

priorities, impact, cost and
resource requirements
Develop methodology for

prioritization and critical path of

the identified projects, and
define resources and cost
implications with executive
inputs

Perform a current state

assessment across People,

Process and Technology
Define the strategic objectives

Implement various program

11

Model 1
A model for strategy development

Current State Assessment

Economic Environment
and Forecast

Strategy Development

Scenario Analysis

Organizational Analysis

Risk Appetite

People

Business Constraints

Process

Regulatory Drivers

Technology

Competitive Position
Strategic Objectives

Industry Direction

Leading Practices
Technology Trends

Mission, Values and

Vision

Financial Modeling and

Planning

Customer Analysis

Performance Measures
and Targets

Regulatory Drivers

Geographical
Considerations

Market Analysis

INPUTS

Line of
Business

Asset
Management

Commercial
Banking

Strategy Formulation

Investment
Banking

12

Private
Banking

Securities
Services

Treasury
Services

OUTPUTS

Model 2
Maturity Model A maturity model can be used to help develop the Future State Architecture and perform the
Gap Analysis.

Value / Leader

Utility mindset Leverage

Like Functions, Centers of
Excellence, Across LOBs

Effectiveness

Service / Advocate

Globally defined and

integrated processes
Defined / Proactive

Initial / Ad hoc

Locally defined processes

Indigenously grown
organization and
technology
Past

Business and customer

aligned organization

Regionally defined
processes with increased
automation

Technology strategy is
developed in conjunction
with the business strategy

Functional/Product aligned
organization

Engaged focus on
customer experience

Fragmented focus on
customer experience

Today

13

Process optimized across

the enterprise and globe to
support business innovation
Technology is a value
enabler and becomes a
core part of the client
offering
Focus on customer
experience is embedded in
BAU
Agile business model with a
decreased time-to-market
Future

Call Out
Developing a business case can show management the business imperative and value of adopting a particular
approach.

Components of a Business Case

Executive
Summary

Strategy and
Current State
Assessment

Change Drivers

Vendor
Evaluation
(optional)

Cost and
Benefits

Risks and
Derailers

Implementation
Plan

One of the critical components of the

business case is the Total Cost of
Ownership Model

The financials show the overall

investment, break-even point
and Return on Investment
(ROI).

14

General Timeline

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XXXXX

XXXXX

2003

2004

2005

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

2006

2007

2008

2009

2010

2011

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

15

XXXXX

XXXXX

XXXXX

Timeline Gantt Chart

The best way to plan out a project is to look at the various activities visually. The best tool to do that is a simple
Gantt Chart. A Gantt Chart is a visual representation of the various project activities.
2014
J

2015
J

Q1

Q2

2016
Q3

Wave 1
Develop Business Case
Develop Business Architecture Requirements
Design Technical Architecture
Development / Build
System Integration Testing Complete
User Acceptance Testing Complete
Parallel Test Complete
Go-Live
Post Implementation Review
Wave 1 Complete
Wave 2
Wave 3
Wave 4
Today

16

Q4

Q1/2

Q3/4

2017
Q1-4

II

III

IV

VI

VII

Introduction

Basic Slides

Executive
Summary
Templates

Models and
Objects

Project
Management
Templates

Frameworks
and
Methodologies

7 Deck Rules

Executive Summary 1 (Situation, Complication, Resolution)

To support the future growth of our business, lower the cost of running ProcessX, and more efficiently manage
our business we recommend the implementation of the StrategyX
Situation
Since December, we have completed the Planning phase, updated financials, gathered customer views, and complied a
list of key projects
Based on these results the new proposed platform meets our needs and could be implemented within a 24-46 month
period
Complication

Internal meetings with various teams confirmed that current and new strategic initiatives, and evolving business needs
will continue to put increasing demands on the legacy system

Resolution
To support the future growth of our business, lower the cost of running ProcessX, and more efficiently manage our risks
the program team recommends the implementation of StrategyX

18

Executive Summary 2 (Business Case View)

Insert tagline here

Program Status

Business Imperative

Financial Summary

Recommendation

19

Executive Summary 3 (Analysis Summary)

Insert tagline here
Background

Analysis

Conclusion To-Date

Next Steps

20

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III

IV

VI

VII

Introduction

Basic Slides

Executive
Summary
Templates

Models and
Objects

Project
Management
Templates

Frameworks
and
Methodologies

7 Deck Rules

List 1 Simple

Design for Growth

Design for Efficiency and Centralized Strategic Guidance

Design to Balance Flexibility and Integration

Design for Robust Governance

Design for Collaboration

Design for Clear Accountability

Design with Market and Customer Focus

22

List 2 Depicting Numbers

The mobile revolution is underway enterprises need to capitalize.

Smartphones

1 Billion

Mobile Apps 200+ Billion

# of Smartphones worldwide

# of Apps downloaded per year

Tablets

96.3 M

Mobility

75%

Ratio of all workers that have some level of mobility associated with their job

PC Shipment

-5%

US PC Shipments is falling by 5%

App Development

4x

Mobile app development projects will outnumber PC projects by 4 to 1

# of Tablets in the enterprise by 2016 (up from 13.6)

23

Chevrons 1 Timeline / Roadmap

The future roadmap based on the strategic objectives, current state assessment and recommendations.

Approach

Vision and Strategic

Objectives Definitions
Defined vision and
strategic objectives to
evolve to the next level.

Current State Assessment

Recommendations

Analyzed the current

state across three
dimensions: people,
process and technology.

Develop future state.

Then develop
recommendations
(projects, etc.) to
address gaps.

24

Roadmap Development
Prioritize projects based
in impact and cost.
Develop high-level
implementation plan.

Chevrons 2 Process

25

Chevrons 3 Circular

Text

Text

Text
Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

26

Text

Text

Pyramid 1 Three Levels

What we are delivering

Program View

Business
Delivery
How we are organized to
deliver

Operational
Delivery

How tech will delivery

Technical
Delivery

27

Pyramid 2 Multi-dimensional

MISSION
Leading
Bank

VALUES
Performance
Trust

Commitment

VISION
Client Service

28

Venn Diagrams

Text
Text

Text

Text

Text

Text

Text
Text

Text

29

Circle 1 Basic

Shareholders

Board

Management

Customers
MISSION
VALUES
VISIONS

Employees

Society

Regulators

Partners

30

Circle 2 Callouts
Key to getting the certification is getting a deep understanding of the 9 Knowledge Areas and their corresponding
sub-process (a total of 42).

Develop Project Charter

Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase

1
Integration
Management

Scope
Management

Collect Requirements
Define Scope
Create WBS
Verify Scope
Control Scope

Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule

Time
Management

Cost Management

Quality
Management
Plan Quality
Perform Quality Assurance
Perform Quality Control

Human Resource
Management

5
Communications
Management

Identify Stakeholders
Plan Communication
Distribute Information
Manage Stakeholder
Expectations
Report Performance

Estimate Cost
Determine Budget
Control Costs

Risk Management

Procurement
Management

31

Develop Human Resource Plan

Acquire Project Team
Develop Project Team
Manage Project Team

Plan Risk Management

Identify Risks
Perform Qualitative Risk
Analysis
8
Perform Quantitative Risk
Analysis
Plan Risk Response
Monitor and Control Risks

Plan Procurements
Conduct Procurements
Administer Procurements
Close Procurements

Circle 3 Orbit

32

Circle 4 Cross-hair

Division

Company

Product/
Service

Region

33

Circle 5 Flow (4 steps)

Heading
[Summary text]

Heading
[Summary text]

Focus

Heading
[Summary text]

34

Heading
[Summary text]

Circle 5 Flow (5 steps)

Heading
[Summary text]

Heading
[Summary text]

Heading
[Summary text]

Focus

Heading
[Summary text]

Heading
[Summary text]

35

Honeycomb

Lines
of Business
2

Risk
Management

Operations

Risk
Management
4

Compliance
Control

Technology
6

Finance

36

Organizational Chart
Name_here
Title_here

Name_here
Title_here

Name_here
Responsibility1
Responsibility1

Name_here

Name_here

Name_here

Name_here

Name_here

Name_here

Name_here

Responsibility1

Responsibility1

Responsibility1

Responsibility1

Responsibility1

Responsibility1

Responsibility1

Responsibility2

Responsibility2

Responsibility2

Responsibility2

Responsibility2

Responsibility2

Responsibility2

Name

Name

Name

Name

Name

Name

Name

Role

Role

Role

Role

Role

Role

Role

Name

Name

Name

Name

Name

Name

Role

Role

Role

Role

Role

Role

Pillar_name_here

Pillar_name_here
37

Pillar_name_here

Cube

ro

Business Requirements

Technical Requirements

Operational Requirements

Non-Functional Requirements

38

lo

Planning
Engineering
Integration
Operation

le

II

III

IV

VI

VII

Introduction

Basic Slides

Executive
Summary
Templates

Models and
Objects

Project
Management
Templates

Frameworks
and
Methodologies

7 Deck Rules

Status Report 1
Overall project is green and on track. Planning, Scoping & Analysis and Build are 50% complete. Testing has
commenced and a significant number of defects have been found.
#

Phase

Planning

Status

Progress

Trend

Status

Green

Vision workshop completed

Determine critical path Operating Model items
Develop high-level roadmap
Develop detailed 2013 plan

Selected MVPs for functional delivery

Drafted Conceptual To-Be process flows for MVP
Performed analysis to validate products supported by MorphApp for the Florida Market
Translated the existing BRD into Process Flows
Drafted Requirements Catalog of existing requirements

Scoping &
Analysis

Green

Build

Green

Operational
Readiness

(Not started)

Testing

Amber

Build activities are underway

Documentation of procedures and controls to start

93 defects remain open

45 are under review, 41 are in the process of being
fixed and 8 are ready for retesting

Key

Not Started

Initiated

In Progress

40

Closing

Complete

Status Rating G

Status Report 2
Current status is Green for Go Live on Dec 5. Phase 2 scheduled for Q2 2015.
Phase

Status

Progress

Achievements

Current Focus / Next Steps

Complete UAT by October15th

Amber

82% UAT Test Cases completed (75% passed)

10 defects remain open (8 are critical)
Total 22 defects have been opened till-date
Due to high number of defects UAT Sign off delayed to
Oct 15

Phase V:
Parallel Plan

Green

Parallel Plan framework developed; details are being

firmed up
Some risk have been identified (infrastructure, cleansed
data etc/) and action plans are being developed

Complete Parallel Plan

Finalize action plans to address risks

Phase VI:
Go Live

Go-Live and Migration plan being developed

Plan developed to communicate to key stakeholders
during

Complete Go-Live and Migration plan

Green

Phase IV:
UAT

Parallel run to start

2014
J

2015
J

Build
System Integration Testing
UAT
UAT Completed

Parallel Testing

KEY

R Red

AAmber

HOn Hold

Complete
C

GGreen
N

Not
N Started

Parallel Test Complete

Go Live Nov 5
41

N Phase 2 Go Live

(TBD)

Gantt Chart
The best way to plan out a project is to look at the various activities visually. The best tool to do that is a simple
Gantt Chart. A Gantt Chart is a visual representation of the various project activities.
2014
J

2015
J

Q1

Q2

2016
Q3

Wave 1
Develop Business Case
Develop Business Architecture Requirements
Design Technical Architecture
Development / Build
System Integration Testing Complete
User Acceptance Testing Complete
Parallel Test Complete
Go-Live
Post Implementation Review

Wave 1 Complete
Wave 2
Wave 3
Wave 4

Today

42

Q4

Q1/2

Q3/4

2017
Q1-4

Gantt Chart Variations and Symbols

Various variations and symbols can be used to give more dimensions/depth to visual Gantt charts
2014
J

2015
J

Q1

Q2

2016
Q3

Q4

Q1/2

99%

RAG Milestones
Sprints

Red

A Amber
G Green
H On Hold
C
Complete
N
Not Started

Additional Symbols

18 Days
Delay

Build Complete
(In Stages)

Today

43

Q3/4

2017
Q1-4

Objects Harvey Balls and Status

Not Started

Not Started

Initiated

In Progress

Closing

Red: Major delay (3+

weeks delay)

Identified

Amber: Slight delay

(1-3 weeks delay)

Underway

Green: On track (0-1

week delay)

Significant Progress

Complete

Complete

Status

KEY

Trend
Progress

R Red
Positive
Not Started

AAmber

G Green

Negative

Even

Initiated

Not
N Started

In Progress

Closing

44

HOn Hold

Complete

Complete
C

No
U Update

Green
R (On track)
Amber
A (At risk)

Dashboard Overall Project Summary

#

Key Areas

Status

Trend

Initiative Status
Subcategory

Strategic
Initiatives

Tactical
Initiatives

Red
G (Off track)

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

FATCA

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

Subcategory

Project Name

Project Name

Subcategory

Subcategory

Subcategory

Category 3

Category 4

45

Risk/Issue Template
Type

Title

Description

Impact

Mitigation Strategy

Impact
Red

Red

Amber

Amber

Green

Green

46

Owner

Date Raised

Target
Date

Actions Item Template

#

Item

Action

Update

Defects

Management requested that the program

team get a firm plan to address defects

Defect tracking has been put in place

Production
Parallel

Review issues that resulted from the parallel

test

Post Mortem and Lessons learned to be completed

47

Owner

Date Opened

Status

Jack

June 7

Open

Jane

July 5

Closed

Project Dashboarding
Risk and Issues are communicated to management via the Dashboarding process.
Overall Status

Slide 48

Risk / Issue

Slide 51

Gantt / Roadmap

Slide 49

Post Implementation

Slide 52

48

Additional Comments

Slide 50

Off-Track Template

Slide 53

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Current Status Summary

Initiative Background
Objective

Achievements

Current Focus / Next Steps

Scope

Dependency
Benefits/ROI

Financials

Priority:

Risk

Completion Date:
49

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Roadmap Gantt
2014
J

2015
J

Q1

Q2

Q3

KEY

50

2016
Q4

Q1/2

R Red

AAmber

H
On Hold

C
Complete

Q3/4
GGreen
N Started
Not

2017
Q1-4

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Additional Comments

51

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Risks / Issues
#

Risk / Issue

Owner

Type

Severity

Likelihood

52

Open Date

Target
Date

Close
Date

Change

Mitigation Strategy and Current Status

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Post Implementation Review

Planned Objectives

Achieved Objectives

53

Gap / Delta

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Off Track
Off-track Summary

Root Cause

54

Get Well Plan

II

III

IV

VI

VII

Introduction

Basic Slides

Executive
Summary
Templates

Models and
Objects

Project
Management
Templates

Frameworks
and
Methodologies

7 Deck Rules

Slides
presented in
this section are
in no particular order

- 56 -

Business Transformation Approach

A complex business transformation could take multi-years. Not all phases depicted below are necessary.

2014
J

2015
J

Phase I: Strategy Assessment

Phase II: Business Case

and Roadmap

II

Phase III:
Vendor Selection

Phase IV:
Program
Implementation
IV

57

III

Q1

Q2

2016
Q3

Q4

Q1/2

Q3/4

2017
Q1-4

Business Transformation Approach Details

High-levels steps of the 4 phases are detailed below.

Approach

Phase I:
Strategy Assessment

Define overall vision and

strategic objectives
Perform a strategy &
current state assessment
across People, Process
and Technology (identify
gaps)

II

Phase II:
Business Case & Roadmap

III

Develop business case

and roadmap based on
project priorities, impact,
cost and resource
requirements

Phase III:
Vendor Selection

Document high-level
requirements; issue RFI
and RFP
Conduct Deep Dive
Assessments
Conduct reference calls
& customer visits

Determine target state

based on strategic
objectives, change
drivers and leading
practices

Performed independent
research
Performed due diligence

58

IV

Phase IV:
Program Implementation

Prioritize projects based

in impact and cost
Develop high-level
implementation plan
Sign agreements with
vendors
Implement various
program and project
initiatives.

Strategy Sample Mobile Strategy

Mobile applications should be developed using a methodology tailored for mobile devices

Approach

Define

Defined mobility goals

(revenue, efficiency,
customer experience
etc.)
Define business case
and prioritize the
roadmap
Budget approval
Current state assessment
of Mobility infrastructure

Design

II

III

Develop mobile use

cases

Process requirements

User interface

Data requirements

Develop

Develop various mobile

products
Develop/modify services

Develop overall solution

architecture
Develop wireframes
Prototype critical features
Develop launch approach

59

Deploy

IV

End to end testing

Launch various mobile
products

Integrate mobile with

existing channels

Mobile web

Mobile app

System Testing

Blog

Social Media

Program Vision and Strategic Principles

The Program Management Office (PMO) vision and associated strategic objectives
guide all change related activities.
Program Office Vision

Manage and execute all change initiatives to help maintain a

leadership position in Trade Processing.

Strategic Objectives

Tier 1

Tier 2

Continuously improve efficiencies (initially by consolidating processes and systems)

Address existing and new regulatory requirements

Partner with key stakeholders to drive enhanced experience and new functionality

Ensure a structured and methodical approach is in place to manage change

Streamline processing business and technical architecture to increase time to market

Enhance organizational capabilities

60

Strategy Development Framework

Approach to Strategy Development A strategy can be developed based on a current state assessment in
conjunction with a set of external/internal inputs.

Current State Assessment

Economic Environment
and Forecast

Strategy Development

Scenario Analysis

Organizational Analysis

Risk Appetite

People

Business Constraints

Process

Regulatory Drivers

Technology

Competitive Position
Strategic Objectives

Industry Direction

Leading Practices
Technology Trends

Mission, Values and

Vision

Financial Modeling and

Planning

Customer Analysis

Performance Measures
and Targets

Regulatory Drivers

Geographical
Considerations

Market Analysis

INPUTS

Line of
Business

Asset
Management

Commercial
Banking

Strategy Formulation

Investment
Banking

61

Private
Banking

Securities
Services

Treasury
Services

OUTPUTS

Maturity Model
Background
The Finance Department has played a critical role over the years from both a revenue and business support perspective
We have evolved globally as a result of marketplace demands, mergers and acquisitions and changes in regulations
The existing platform has been developed in an unstructured manner, resulting in a fragmented lifecycle
Varying drivers have resulted in a compelling business case to strategically re-architect the platform

Value / Leader

Service / Advocate

Globally defined and

integrated processes

Effectiveness

Defined / Proactive

Initial / Ad hoc

Regionally defined
processes with increased
automation

Locally defined processes

Functional/Product aligned
organization

Indigenously grown
organization and technology

Fragmented focus on
customer experience

Past

Process optimized across

the enterprise and globe to
support business innovation

Business and customer

aligned organization

Technology is a value
enabler and becomes a core
part of the client offering

Technology strategy is
developed in conjunction
with the business strategy

Focus on customer
experience is embedded in
BAU

Engaged focus on customer

experience

Agile business model with a

decreased time-to-market

Today

62

Utility mindset Leverage

Like Functions, Centers of
Excellence, Across LOBs

Future

Business Case
Developing a business case can show management the business imperative and value of adopting a particular
approach.

Components of a Business Case

Executive
Summary

Strategy and
Current State
Assessment

Change Drivers

Vendor
Evaluation
(optional)

Cost and
Benefits

Risks and
Derailers

Implementation
Plan

One of the critical components of the

business case is the Total Cost of
Ownership Model

The financials show the overall

investment, break-even point
and Return on Investment
(ROI).

63

Process Analysis SIPOC

SIPOC Framework is a Six Sigma tool used for process analysis and can be used to perform a current statement
assessment.

Suppliers

Inputs

Provider of inputs to
the process

Outputs

Process

Materials, resources
or data required to
execute the process

A structure ser of
activities that transform a
set of inputs into specified
outputs, providing value
to customers and
stakeholders

Customers

Products or services
that result from the
process

The recipients of the

process outputs

Process is typically broken into 5-7 steps

Start

Step 1

Step 2

Step 3

64

Step 4

Step X

End

Rationale for Platform Upgrade

Varying drivers have resulted in a compelling business case to strategically re-architect the platform.

Move to a process driven

construction that is region agnostic

Highly disjointed and has become

increasingly costly to maintain (30
years of development)

Process
Driven
Setup

Deliver a solution which supports a

growing global business footprint

Aging
Systems

Globalization

A renewed focus on increasing

operational efficiency

Compliance with regulation is

becoming complex
Operational
Efficiency

Regulation

Maintain and extend our

competitive, business and
operational leadership

Industry
Leader

Time-toMarket

Pressure to quickly deliver

functionality to support new
business, products and services

Customer
Experience
A more efficient process will improve the
experience of internal and external stakeholders.

65

Derailers Key Implementation Risks

As with any large undertaking, we foresee a series of risks that can potentially derail various programs and
projects under the PMO umbrella.

Accelerated implementation approach

Resources constraints

New regulations or changes to existing ones

Budget

Key Dependencies on multiple external initiatives

Vendor dependencies for some program

Organizational strategy changes

Shift in priorities

66

Roadmap Development Approach

A structured and methodical approach was used to develop the roadmap.

Roadmap Development Approach

Part I
Project Templates

Project owners to complete Project

scoping

Part II
Project Prioritization and
Dependency Analysis

Consolidate project information

Prioritize based on cost, benefit and risk
Identify dependencies

67

Part III
Roadmap Development

Develop strategic roadmap

Project Template
Simple template to gather high-level project information.

Project
Complexity

Project Name

Target
Completion

Project
Description

Q1

Q2

Q3

Q4

Q1

Q2

2014

Project Impact

Project Size

High / Medium / Low

X
People

Q3

X
Process

X
Technology

Project # of
FTEs

High / Medium / Low

Project Drivers

Operational
Efficiency

Revenue
Increase

Cost Reduction

Regulatory

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Value Added

Q4

2015

Customer
Experience

Security and
Reliability

Roadmap Option 1
2013
J

2014
J

Q1

Q2

2015
Q3

Q4

Q1/2

Q3/4

Develop Business Case

Select Vendor
Operating Model and
Business Architecture
Scoping & Analysis
(Requirement Definition)

Sprint 0 Complete
(Entry into Build)

Build Complete
(In Agile Sprints)

System Test Complete

UAT Complete
Parallel Test
Complete
Update Business Case

Go Live

Decommission
Legacy System
Post Implementation
Review

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2016
Q1-4

Vendor Evaluation Approach

A full blown vendor evaluation could include up to 7 phases.

RFI

RFP

Deep Dive
Assessments

Ref. Calls & Customer Visits

Independent Research

Total Cost of Ownership

Due Diligence

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Vendor Evaluation Guiding Principles

A set of principles should be defined to guide the Customer Relationship Manager (CRM) vendor evaluation
process.

Select a flexible, functionally rich, and industry proven package that can support
our CRM vision and objectives

Work with a strategic partner that is proven in the CRM space

Any vendor/solution selected is expected to have a 80 to 85% fit

Limited customization of the CRM product will be undertaken to ensure that

inherent product functionality and flexibility is not degraded

Ensure ability to take ownership of product (not source code) and support with
minimal reliance on vendor post implementation

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Option Analysis

Phase

Pro

Con

Option 1: Go West

Option 2: Go East

Pro 1

Pro 1

Pro 2

Pro 2

Pro 3

Pro 3

Con 1

Con 1

Con 2

Con 2

Con 3

Con 3

Conclusion ????

72

Program Organization
The Program Organization has 4 key roles: Program Office, Business Integrator, Systems Integrator and Solution
Delivery
Program
Office

Business
Integrator

System
Implementation

Solution Delivery
73

Systems
Integrator

Business Strategy and the 3 Ps

To manage change the Program Management Office (PMO) is tasked with putting in a disciplined approach
towards: Portfolio Management, Program Management and Project Management.
Business Strategy

Program Management

Corporate and Individual Business

unit strategies that define the
direction of the corporation

A group of related projects managed

in a coordinated way to obtain
benefits and control not available
from managing them individually

Business Strategy

Portfolio Management

Portfolio Management
The effective, centralized
management (including identifying,
prioritizing, authorizing and
controlling) of a collection of projects
or programs and other work that are
grouped together to meet strategic
business objectives. The projects or
programs of the portfolio may not
necessarily be interdependent or
directly related

Program Management

Project Management

74

Project Management

A project is a unique process

consisting of a set of coordinated and
controlled activities with start and
finish dates, undertaken to achieve
an objective conforming to specific
requirements including the
constraints of time, cost and
resources

Risk Management Process Overview

Develop
Issue & Risk
Management
Plan

Identify, Prioritize, and

Assess Program
Issues/Risks

Assign Responsibility
for Resolution/
Mitigation

Reassess, Monitor &

Report Program
Issues/Risks

Implement Resolution
or Mitigation Strategy

Close Risk

75

Reset Mission, Values & Vision

The Mission, Values and Vision of the organization should be adjusted based on the broader set of stakeholders

MISSION
Leading
Bank

VALUES
Performance
Trust

Commitment

VISION
Client Service

76

Cost Reduction
Approach

Planning

Set a clear
objectives and
targets
Assess the cost
reduction
opportunity

Assessment

Roadmap Development

Document business
priorities
Analyze the current
state (headcount,
supplier etc.)
Creating detailed
insights into costs
Meet with key
stakeholders
Identify
opportunities and
build high level
business case

Roadmap Implementation

Develop
recommendations
based on business
case (tactical vs.
strategic)

Implement roadmap

Prioritize
recommendations
based on cost,
impact and risk

Realize benefits based on established

performance targets

Develop roadmap
to implement
recommendations
(project plan,
resourcing, etc.)

Stakeholder management
(buy-in, consensus, communication etc.)

Robust Project Management

77

Headcount efficiency

Location strategy

Including updated operating model (process

improvements are part of this)

Requirements Traceability Matrix (RTM)

The RTM provides a framework to trace the requirements to the types of testing being performed to ensure
complete coverage. When properly implemented, the RTM will help manage cost and quality.

Reconciliation
Requirements

Deployment
Parallel Test Specifications

Business Requirements

Technical Requirements
and Detailed Design

Parallel Testing

Analysis
User Acceptance Test Specifications

Design
System/Integration Test Specifications

Coding / Debugging

Development
Unit Test
Specifications

78

User Acceptance Testing

System and Integration

Testing

Unit Testing

Medium
Low

Competitive Position

High

Business Portfolio 3x3

Low

Medium
Product/Market Attractiveness

79

High

World Map

80

United States Map

81

II

III

IV

VI

VII

Introduction

Basic Slides

Executive
Summary
Templates

Models and
Objects

Project
Management
Templates

Frameworks
and
Methodologies

7 Deck Rules

7 Deck Rules Overview

Follow 7 rules to make compelling presentations.

Understand
the Canvas
Make it
Sing

There are 7 Rules behind the

art and science of creating a
great presentations.

I
II

VII

Keep it
Simple

7 DECK4 RULES
Leverage VI
a Library

III Tell a
Story

IV

Focus on
Composition

Solve a
Problem

83

Follow them all to

successfully convey your
message.

7 Deck Rules Benefits

Leverage a tested mechanism to produce excellent presentations in a short time-frame.

7 deck rules provides a

methodical approach to
building deliverables

It will save you time by

helping you quickly build
deliverables

It helps structure your

ideas and information in
solution oriented way.

It provides a template so
you can focus on the
content & not the format.

It inspires you with proven

problem solving
techniques.

Bottom line:
It will help you convey your
message in a compelling
way.

84

Rule I: Understand the Canvas

A typical slide has 6 distinct components.

The Headline is a short title

describing the slide

The Lead is a brief, sharp

statement summarizing the slide

The Body is the core part of the

slide (also known as the Storybox)

The Company Logo is displayed

for branding purposes

Page number in the middle of the

slide

85

The Department or Project Name

is displayed for branding purposes

Rule II: Keep it Simple

Simplicity is necessary to properly convey an idea.

The goal of simplicity is to emphasize the

insightful and remove the distractful
Simple

Powerful

Natural tension between simple and powerful,

finding the right balance is the goal

Co
lle
ct

Reducing
Complexity

Eliminate

86

e
niz

Continuously Organize, Collect and Reduce

content as the Deck as the deck is being built

ga
Or

Reducing complexity is in of itself complex and

takes a focused approach

Rule III: Tell a Story Storyboarding Depicted

Storyboarding is a simple method to keep the Deck focused and coherent.

Storyboarding is the
method for the creation of
a storyline of a deck

A great storyline has an

engaging beginning,
insightful content & a clear
conclusion

Its easier for the audience

to understand complex
concepts when explained
in a storyline

In combination, the Slide

Title and the Slide Lead will
summarize the entire deck

How these 5 point would be

storyboarded

87

The storyboard process

converts brilliant, abstract
ideas into a coherent
storyline

Rule IV: Solve a Problem

A Deck should solve a problem. A methodical approach should
be taken when solving a problem.
Principle 1: Process

Principle 2: Organization

A methodical process should be used to find the right viable solution,

not just any solution.

Divide the problem into smaller discreet parts such that there is no
overlap, no gaps.

Principle 3: Frameworks

Principle 4: Focus

Using formal frameworks to structure your analysis will help support the
conclusions reached.

Problems can be complex typical with little effort a major part of the
problem can be solved. So focus on what is important.

88

Rule V: Focus on Composition

Follow these 6 principles to ensure writing is informative and direct.

Principle 1: Rules

Principle 2: Language

Principle 3: Substance

Use correct grammar, punctuation & spelling

Use clear, concise and precise language

Focus writing on the subject matter

Follow conventional rules

Utilize ethical and inoffensive Language

Align writing with the deliverable objective

Principle 4: Structure

Principle 5: Leveling & Labeling

Principle 6: Voice & Tone

Group thoughts into clusters

Distill your message (levels of details)

Use active voice (vs. passive voice)

Sequence thoughts logically

Using headings to label content

Express ideas in positive terms

89

Rule VI: Leverage a Library

Why re-invent the wheel when building deliverables? Have a library of slides handy and leverage.

Set 1: One Pager

Set 2: Objects and Models

Work bench with basic objects that are frequently used

All objects and models that can be used for visuals

Set 3: Executive Summary

Set 4: Frameworks and Methodologies

A standard one page executive summary template

Established frameworks and methodologies

90

Rule VII: Make it Sing

Function (information) and form (design) go hand in hand.

Information
Information

Design

is power

Humans are
visual creatures

Design your information so it can be

conveyed in an understandable power
Direct the Eyes

Choose your Colors

Accentuate with Visuals

The slide flow should be understood in a

Colors have deep meaning.

Use creative diagrams to illustrate as

flash. To achieve this, structure the slide in

Choose your colors as would choose your

simply as possible concepts, models

a way so as to guide the viewer eyes.

words carefully.

and processes

91

Keep reading at:

decklaration.com/bullets-dokill

Authors Message
This deck will save you time, ensure a consistent look-feel and help
you produce a more polished and powerful product.
The purpose of this slide deck is to help you create insightful presentations.
This timesaver has a large number of preformatted slides (40+) that can be
easily leveraged. It also has frameworks and methodologies (35+) that you
can utilize when faced with a challenging problem.
Why re-invent the wheel? Just come here. Leverage.
Or, cant think of the right way to depict a thought? Brain-cramp? Peruse
the content. This will get the creative juices going.
Happy decking!

93