Timesaver

v5 April 2014
Designed by:
Salahuddin Khawaja
s@decklaration.com
I II III IV V VI VII
Introduction Basic Slides Executive Models and Project Frameworks 7 Deck Rules
Summary Objects Management and
Templates Templates Methodologies
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About the Salahuddin Khawaja has 15 years
of experience, primarily in the
Author 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 why he
started Decklaration.com
I II III IV V VI VII
Introduction Basic Slides Executive Models and Project Frameworks 7 Deck Rules
Summary Objects Management and
Templates Templates Methodologies
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.)

8
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 Status Progress Trend Status

 Vision workshop completed

 Determine critical path Operating Model items
I Planning Green
 Develop high-level roadmap
 Develop detailed 2013 plan

 Selected MVPs for functional delivery

 Drafted Conceptual To-Be process flows for MVP
Scoping &
2 Green  Performed analysis to validate products supported by MorphApp for the Florida Market
Analysis
 Translated the existing BRD into Process Flows
 Drafted “Requirements Catalog” of existing requirements

3 Build Green  Build activities are underway

Operational
4 (Not started)  Documentation of procedures and controls to start
Readiness

 93 defects remain open

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

Key Not Started Initiated In Progress Closing Complete

9
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: Phase II: Phase III:

I II III
Strategy Development Future Architecture Roadmap

 Assess internal and external
factors (Risk Appetite,
Regulations, Technology trends
etc)
 Identify change drivers
 Perform a current state
assessment across People,
Process and Technology
 Define the strategic objectives
 Determine future state based
on strategic objectives, change
drivers and leading practices
 Perform Gap Analysis
 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
 Implement various program

10
Model 1

A model for strategy development …

Current State Assessment Strategy Development

Economic Environment Organizational Analysis Scenario Analysis

and Forecast Mission, Values and
Vision
Risk Appetite People
Competitive Position
Business Constraints Process
Strategic Objectives

Technology
Regulatory Drivers Industry Direction
Performance Measures
Leading Practices and Targets
Financial Modeling and
Customer Analysis
Technology Trends Planning
Geographical Regulatory Drivers
Considerations
Market Analysis Strategy Formulation
INPUTS OUTPUTS

Line of Asset Commercial Investment Private Securities Treasury

Business Management Banking Banking Banking Services Services

11
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
Service / Advocate  Process optimized across
the enterprise and globe to
Effectiveness

support business innovation

Defined / Proactive
 Regionally defined
processes with increased
Initial / Ad hoc automation
 Functional/Product aligned
 Locally defined processes
organization
 Indigenously grown
 Fragmented focus on
organization and
customer experience
technology
 Globally defined and
integrated processes  Technology is a value
enabler and becomes a
 Business and customer
aligned organization core part of the client
offering
 Technology strategy is
developed in conjunction  Focus on customer
with the business strategy experience is embedded in
BAU
 Engaged focus on customer
 Agile business model with a
experience
decreased time-to-market

Past Today Future

12
Call Out
Developing a business case can show management the business imperative and value of adopting a particular
approach.

Components of a Business Case

1 2 3 4 5 6 7

Executive Strategy and Change Drivers Vendor Cost and Risks and Implementation
Summary Current State Evaluation Benefits Derailers Plan
Assessment
(optional)

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).

13
General Timeline

XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX

2003 2004 2005 2006 2007 2008 2009 2010 2011

XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX

XXXXX XXXXX XXXXX XXXXX XXXXX

14
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 2015 2016 2017

J F M A M J J A S O N D Q1 Q2 Q3 Q4 Q1/2 Q3/4 Q1-4

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

15
I II III IV V VI VII
Introduction Basic Slides Executive Models and Project Frameworks 7 Deck Rules
Summary Objects Management and
Templates Templates Methodologies
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

17
Executive Summary 2 (Business Case View)

Insert tagline here

Program Status

Business Imperative

Financial Summary

Recommendation

18
Executive Summary 3 (Analysis Summary)

Insert tagline here

Background

Analysis

Conclusion To-Date

Next Steps

19
I II III IV V VI VII
Introduction Basic Slides Executive Models and Project Frameworks 7 Deck Rules
Summary Objects Management and
Templates Templates Methodologies
List 1 – Simple

1 Design for Growth

2 Design for Efficiency and Centralized Strategic Guidance

3 Design to Balance Flexibility and Integration

4 Design for Robust Governance

5 Design for Collaboration

6 Design for Clear Accountability

7 Design with Market and Customer Focus

21
List 2 – Depicting Numbers

The mobile revolution is underway – enterprises need to capitalize.

Smartphones 1 Billion # of Smartphones worldwide

Mobile Apps 200+ Billion # of Apps downloaded per year

Tablets 96.3 M # of Tablets in the enterprise by 2016 (up from 13.6)

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

22
Chevrons 1 – Timeline / Roadmap

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

Approach

Vision and Strategic

Current State Assessment Recommendations Roadmap Development
Objectives Definitions

Defined vision and Analyzed the current
strategic objectives to state across three
evolve to the next level. dimensions: people,
process and technology.
Develop future state. Prioritize projects based
Then develop in impact and cost.
recommendations Develop high-level
(projects, etc.) to implementation plan.
address gaps.

23
Chevrons 2 – Process

24
Chevrons 3 – Circular

Text Text
Text

Text
Text
Text
Text
Text Text

Text Text

Text Text
Text Text

25
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

26
Pyramid 2 – Multi-dimensional

MISSION

Leading
Bank

VALUES
Performance

Trust Commitment

VISION

Client Service

27
Venn Diagrams

Text Text Text

Text Text

Text Text Text Text

28
Circle 1 – Basic

Shareholders Board

Management Customers

MISSION
VALUES
VISIONS

Employees Society

Regulators Partners

29
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  Collect Requirements

 Develop Project Management Plan  Define Scope
2
 Direct and Manage Project Execution 1  Create WBS
 Monitor and Control Project Work  Verify Scope
 Perform Integrated Change Control  Control Scope
Integration Scope
 Close Project or Phase
Management Management
4  Estimate Cost
 Define Activities 3  Determine Budget
 Sequence Activities  Control Costs
Time
 Estimate Activity Resources Cost Management
Management
 Estimate Activity Durations
 Develop Human Resource Plan
 Develop Schedule
 Acquire Project Team
 Control Schedule
 Develop Project Team
Quality Human Resource 6  Manage Project Team
Management Management
 Plan Quality
 Perform Quality Assurance  Plan Risk Management
5
 Perform Quality Control  Identify Risks
Communications  Perform Qualitative Risk
Risk Management Analysis
Management 8
 Perform Quantitative Risk
 Identify Stakeholders
Analysis
 Plan Communication
7  Plan Risk Response
 Distribute Information
Procurement  Monitor and Control Risks
 Manage Stakeholder Management
Expectations
 Report Performance
9  Plan Procurements
 Conduct Procurements
 Administer Procurements
 Close Procurements
30
Circle 3 – Orbit

X X

X X X

X X

31
Circle 4 – Cross-hair

Company Division

Product/
Region
Service

32
Circle 5 – Flow (4 steps)

Heading
[Summary text]

Heading Heading
Focus
[Summary text] [Summary text]

Heading
[Summary text]

33
Circle 5 – Flow (5 steps)

Heading
[Summary text]

Heading Heading
[Summary text] [Summary text]

Focus

Heading Heading
[Summary text] [Summary text]

34
Honeycomb

Lines
of Business
2 3

Risk Operations
Management

Risk
Management
4 5

Compliance
Control Technology
6

Finance

35
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 Pillar_name_here

36
Cube

Operation
Integration
Business Requirements

Engineering
Planning
Technical Requirements

Operational Requirements

Non-Functional Requirements

37
I II III IV V VI VII
Introduction Basic Slides Executive Models and Project Frameworks 7 Deck Rules
Summary Objects Management and
Templates Templates Methodologies
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 Status Progress Trend Status

 Vision workshop completed

 Determine critical path Operating Model items
I Planning Green
 Develop high-level roadmap
 Develop detailed 2013 plan

 Selected MVPs for functional delivery

 Drafted Conceptual To-Be process flows for MVP
Scoping &
2 Green  Performed analysis to validate products supported by MorphApp for the Florida Market
Analysis
 Translated the existing BRD into Process Flows
 Drafted “Requirements Catalog” of existing requirements

3 Build Green  Build activities are underway

Operational
4 (Not started)  Documentation of procedures and controls to start
Readiness

 93 defects remain open

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

Key Not Started Initiated In Progress Closing Complete

39
 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

 82% UAT Test Cases completed (75% passed)  Complete UAT by October15th
 10 defects remain open (8 are critical)
Phase IV:
Amber  Total 22 defects have been opened till-date
UAT
 Due to high number of defects UAT Sign off delayed to
Oct 15

 Parallel Plan framework developed; details are being  Complete Parallel Plan
Phase V: firmed up  Finalize action plans to address risks
Green
Parallel Plan  Some risk have been identified (infrastructure, cleansed  Parallel run to start
data etc/) and action plans are being developed

 Go-Live and Migration plan being developed  Complete Go-Live and Migration plan
Phase VI:
Green  Plan developed to communicate to key stakeholders
Go Live during

2014 2015
J F M A M J J A S O N D J F M A M J

Build
System Integration Testing

UAT
UAT Completed A

Parallel Testing
R Red A Amber G Green
KEY N Parallel Test Complete
H On Hold C Complete N Not Started
N Phase 2 Go Live
Go Live Nov 5 (TBD)

40
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 2015 2016 2017

J F M A M J J A S O N D Q1 Q2 Q3 Q4 Q1/2 Q3/4 Q1-4

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

41
Gantt Chart – Variations and Symbols

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

2014 2015 2016 2017

J F M A M J J A S O N D Q1 Q2 Q3 Q4 Q1/2 Q3/4 Q1-4

99%

RAG Milestones
Sprints
R Red

A Amber

G Green

H On Hold
C
Complete
N Not Started

18 Days Additional Symbols

Delay

Build Complete +
(In Stages)

Today

42
Objects – Harvey Balls and Status

Not Started Not Started

Red: Major delay

Initiated R Identified
(3+ weeks delay)

Amber: Slight delay

In Progress A Underway
(1-3 weeks delay)

G
Green: On track (0-1
Closing Significant Progress
week delay)

Complete Complete

Status R Red A Amber G Green N Not Started H On Hold C Complete U No Update

KEY Trend Positive Negative Even

Progress Not Started Initiated In Progress Closing Complete

43
 R Green (On track)
A Amber (At risk)

Dashboard – Overall Project Summary G Red (Off track)

# Key Areas Status Trend Initiative Status

Subcategory Project Name G

Project Name G Project Name G Project Name G Project Name H

Subcategory Project Name G Project Name A Project Name G Project Name A

Strategic
1 G
Initiatives Project Name A Project Name G Project Name G

Subcategory Project Name G Project Name G Project Name G Project Name H

Subcategory Project Name G Project Name G Project Name G Project Name G

Subcategory Project Name G FATCA G Project Name G Project Name C

Project Name G Project Name G Project Name G Project Name G

Subcategory
Tactical Project Name G Project Name G Project Name G Project Name G
2 G
Initiatives
Subcategory Project Name A Project Name A Project Name A Project Name R

Subcategory Project Name G

Project Name G Project Name G Project Name G Project Name G

Subcategory
Project Name G Project Name A Project Name P Project Name G
3 Category 3 G

Subcategory Project Name G

4 Category 4 G Subcategory Project Name G Project Name G

44
Risk/Issue Template
Target
Type Title Description Impact Mitigation Strategy Impact Owner Date Raised
Date
Red

Red

Amber

Amber

Green

Green

45
Actions Item Template
# Item Action Update Owner Date Opened Status

1 Defects Management requested that the program  Defect tracking has been put in place
Jack June 7 Open
team get a firm plan to address defects

2 Production Review issues that resulted from the parallel  Post Mortem and Lessons learned to be completed
Parallel test Jane July 5 Closed

46
Project Dashboarding

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

Overall Status Gantt / Roadmap Additional Comments

Slide 48 Slide 49 Slide 50

Risk / Issue Post Implementation Off-Track Template

Slide 51
Slide 52 Slide 53

47
 RAG Status

Manager: Tech Lead: Initiative Lead:

Initiative Background Current Status Summary

Objective

Achievements Current Focus / Next Steps

Scope

Dependency

Benefits/ROI

Financials

Priority: Risk

Completion Date:

48
 RAG Status

Manager: Tech Lead: Initiative Lead:

Roadmap – Gantt

2014 2015 2016 2017

J F M A M J J A S O N D Q1 Q2 Q3 Q4 Q1/2 Q3/4 Q1-4

R Red A Amber G Green

KEY
H On Hold C Complete N Not Started

49
 RAG Status

Manager: Tech Lead: Initiative Lead:

Additional Comments

50
 RAG Status

Manager: Tech Lead: Initiative Lead:

Risks / Issues
Target Close
# Risk / Issue Owner Type Severity Likelihood Open Date Change Mitigation Strategy and Current Status
Date Date

51
 RAG Status

Manager: Tech Lead: Initiative Lead:

Post Implementation Review

Planned Objectives Achieved Objectives Gap / Delta

52
 RAG Status

Manager: Tech Lead: Initiative Lead:

Off Track

Off-track Summary Root Cause Get Well Plan

53
I II III IV V VI VII
Introduction Basic Slides Executive Models and Project Frameworks 7 Deck Rules
Summary Objects Management and
Templates Templates Methodologies
Slides
presented in
this section are
in no particular order …

- 55 -
Business Transformation Approach

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

2014 2015 2016 2017

J F M A M J J A S O N D Q1 Q2 Q3 Q4 Q1/2 Q3/4 Q1-4

Phase I: Strategy Assessment I

Phase II: Business Case

II
and Roadmap

Phase III:
III
Vendor Selection

IVPhase IV:
Program
Implementation

56
Business Transformation Approach – Details

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

Approach

Phase I: Phase II: Phase III: Phase IV:

I II III IV
Strategy Assessment Business Case & Roadmap Vendor Selection Program Implementation

 Define overall vision and  Develop business case
strategic objectives
 Perform a strategy &
current state assessment
across People, Process
and Technology (identify
gaps)
 Determine target state
based on strategic
objectives, change
drivers and leading
practices
 Document high-level
and roadmap based on requirements; issue RFI
project priorities, impact, and RFP
cost and resource
 Conduct Deep Dive
requirements
Assessments
 Conduct reference calls &
customer visits
 Performed independent
research
 Performed due diligence
 Prioritize projects based
in impact and cost
 Develop high-level
implementation plan
 Sign agreements with
vendors
 Implement various
program and project
initiatives.

57
Strategy Sample – Mobile Strategy

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

Approach

I Define II Design III Develop IV Deploy

 Defined mobility goals  Develop mobile use  Develop various mobile  End to end testing
(revenue, efficiency, cases products
 Launch various mobile
customer experience  Process requirements  Develop/modify services products
etc.)
 User interface  Mobile web
 Integrate mobile with
 Define business case and  Data requirements existing channels  Mobile app
prioritize the roadmap
 Develop overall solution  System Testing  Blog
 Budget approval architecture  Social Media
 Current state assessment  Develop wireframes
of Mobility infrastructure Prototype critical features
 Develop launch approach

58
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

1 Continuously improve efficiencies (initially by consolidating processes and systems)

Tier 1 2 Address existing and new regulatory requirements

3 Partner with key stakeholders to drive enhanced experience and new functionality

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

Tier 2 5 Streamline processing business and technical architecture to increase time to market

6 Enhance organizational capabilities

59
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 Strategy Development

Economic Environment Organizational Analysis Scenario Analysis

and Forecast Mission, Values and
Vision
Risk Appetite People
Competitive Position
Business Constraints Process
Strategic Objectives

Technology
Regulatory Drivers Industry Direction
Performance Measures
Leading Practices and Targets
Financial Modeling and
Customer Analysis
Technology Trends Planning
Geographical Regulatory Drivers
Considerations
Market Analysis Strategy Formulation
INPUTS OUTPUTS

Line of Asset Commercial Investment Private Securities Treasury

Business Management Banking Banking Banking Services Services

60
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

 “Utility mindset” – Leverage

Service / Advocate
 Globally defined and
integrated processes
Defined / Proactive
 Business and customer
Effectiveness
Like Functions, Centers of
Excellence, Across LOBs
 Process optimized across
the enterprise and globe to
support business innovation
 Technology is a value
enabler and becomes a core

 Regionally defined aligned organization part of the client offering

Initial / Ad hoc
 Locally defined processes
 Indigenously grown
organization and technology
processes with increased
automation
 Functional/Product aligned
organization
 Fragmented focus on
customer experience
 Technology strategy is  Focus on customer
developed in conjunction experience is embedded in
with the business strategy BAU
 Engaged focus on customer  Agile business model with a
experience decreased time-to-market

Past Today Future

61
Business Case
Developing a business case can show management the business imperative and value of adopting a particular
approach.

Components of a Business Case

1 2 3 4 5 6 7

Executive Strategy and Change Drivers Vendor Cost and Risks and Implementation
Summary Current State Evaluation Benefits Derailers Plan
Assessment
(optional)

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).

62
Process Analysis – SIPOC
SIPOC Framework is a Six Sigma tool used for process analysis and can be used to perform a current statement
assessment.

S I P O C

Suppliers Inputs Process Outputs Customers

Provider of inputs to Materials, resources A structure ser of Products or services The recipients of the
the process or data required to activities that transform a that result from the process outputs
execute the process set of inputs into specified process
outputs, providing value
to customers and
stakeholders

Process is typically broken into 5-7 steps

Start Step 1 Step 2 Step 3 Step 4 … Step X End

63
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
Process years of development)
Deliver a solution which supports a Driven
growing global business footprint Setup
Aging
Globalization
Systems

A renewed focus on increasing

Compliance with regulation is operational efficiency
becoming complex
Operational
Regulation
Efficiency

Pressure to quickly deliver

Maintain and extend our functionality to support new
competitive, business and Industry Time-to- business, products and services
operational leadership Leader Market
Customer
Experience

A more efficient process will improve the

experience of internal and external stakeholders.

64
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.

1 Accelerated implementation approach

2 Resources constraints

3 New regulations or changes to existing ones

4 Budget

5 Key Dependencies on multiple external initiatives

7 Vendor dependencies for some program

8 Organizational strategy changes

9 Shift in priorities

65
Roadmap Development Approach

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

Roadmap Development Approach

Part II
Part I Part III
Project Prioritization and
Project Templates Roadmap Development
Dependency Analysis

 Project owners to complete Project  Consolidate project information  Develop strategic roadmap
scoping
 Prioritize based on cost, benefit and risk
 Identify dependencies

66
Project Template

Simple template to gather high-level project information.

Project
Project Name High / Medium / Low
Complexity

Target
Completion Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Project 2014 2015

Description
X X X
Project Impact
People Process Technology

Project # of
Project Size High / Medium / Low
FTEs

Project Drivers

X X X X X

Operational Revenue Cost Reduction Regulatory Value Added Customer Security and
Efficiency Increase Experience Reliability

67
Roadmap – Option 1
2013 2014 2015 2016
J F M A M J J A S O N D Q1 Q2 Q3 Q4 Q1/2 Q3/4 Q1-4

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

68
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
1 our CRM vision and objectives

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

3 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

4 inherent product functionality and flexibility is not degraded

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

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Option Analysis

Phase Option 1: Go West Option 2: Go East

 Pro 1  Pro 1
Pro  Pro 2  Pro 2
 Pro 3  Pro 3

 Con 1  Con 1
Con  Con 2  Con 2
 Con 3  Con 3

 Conclusion ????

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

Program
Office

Business System Systems

Integrator Implementation Integrator

Solution Delivery

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Business Strategy and the 3 P’s
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

A group of related projects managed

Corporate and Individual Business
unit strategies that define the
direction of the corporation
in a coordinated way to obtain
benefits and control not available
Business Strategy from managing them individually

Portfolio Management

Program Management
Portfolio Management Project 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
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

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Risk Management Process – Overview
Develop
Issue & Risk
Management
Plan

Identify, Prioritize, and Assign Responsibility

Assess Program for Resolution/
Issues/Risks Mitigation

Reassess, Monitor &

Implement Resolution
Report Program
or Mitigation Strategy
Issues/Risks

Close Risk

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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

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Cost Reduction
Approach

Planning Assessment Roadmap Development Roadmap Implementation

 Set a clear  Document business  Develop  Implement roadmap

objectives and priorities recommendations  Headcount efficiency
targets based on business  Location strategy
 Analyze the current case (tactical vs.  Including updated operating model (process
 Assess the cost state (headcount, strategic) improvements are part of this)
reduction supplier etc.)
opportunity  Prioritize  Realize benefits based on established
 Creating detailed recommendations performance targets
insights into costs based on cost,
impact and risk
 Meet with key
stakeholders  Develop roadmap
to implement
 Identify opportunities recommendations
and build high level (project plan,
business case resourcing, etc.)

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

Robust Project Management

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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 Deployment
Parallel Testing
Requirements Parallel Test Specifications

Analysis
Business Requirements User Acceptance Testing
User Acceptance Test Specifications

Technical Requirements Design System and Integration

and Detailed Design System/Integration Test Specifications Testing

Development
Coding / Debugging Unit Testing
Unit Test
Specifications

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Business Portfolio 3x3

High
Competitive Position

Medium
Low

Low Medium High

Product/Market Attractiveness

78
World Map

79
United States Map

80
I II III IV V VI VII
Introduction Basic Slides Executive Models and Project Frameworks 7 Deck Rules
Summary Objects Management and
Templates Templates Methodologies
7 Deck Rules – Overview

Follow 7 rules to make compelling presentations.

Understand
the Canvas
I
Make it Keep it
Sing Simple
VII II

There are 7 Rules behind the Follow them all to

art and science of creating a 7 DECK4 RULES successfully convey your
great presentations. message.
Leverage VI III Tell a
a Library Story

V IV

Focus on Solve a
Composition Problem

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7 Deck Rules – Benefits

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

7 deck rules provides a It will save you time by

methodical approach to helping you quickly build
building deliverables deliverables

It helps structure your It provides a template so It inspires you with proven

ideas and information in you can focus on the problem solving
solution oriented way. content & not the format. techniques.

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

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Rule I: Understand the Canvas

A typical slide has 6 distinct components.

The Headline is a short title The Lead is a brief, sharp

1 2
describing the slide statement summarizing the slide

The Body is the core part of the

3
slide (also known as the Storybox)

The Company Logo is displayed Page number in the middle of the The Department or Project Name
4 5 6
for branding purposes slide is displayed for branding purposes

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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

Reducing complexity is in of itself complex and

takes a focused approach
Reducing
Complexity
Continuously Organize, Collect and Reduce
content as the Deck as the deck is being built
Eliminate

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Rule III: Tell a Story – Storyboarding Depicted

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

1 2 3 4 5

Storyboarding is the A great storyline has an Its easier for the audience In combination, the Slide The storyboard process
method for the creation of engaging beginning, to understand complex Title and the Slide Lead will converts brilliant, abstract
a storyline of a deck insightful content & a clear concepts when explained summarize the entire deck ideas into a coherent
conclusion in a storyline storyline

How these 5 point would be

storyboarded

86
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, Divide the problem into smaller discreet parts such that there is no
not just any solution. overlap, no gaps.

Principle 3: Frameworks Principle 4: Focus

Using formal frameworks to structure your analysis will help support the Problems can be complex – typical with little effort a major part of the
conclusions reached. problem can be solved. So focus on what is important.

87
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

88
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

89
Rule VII: Make it Sing

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

Information Human’s are

Information Design
is power 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 Choose your colors as would choose your simply as possible – concepts, models
in a way so as to guide the viewer eyes. words – carefully. and processes

90
Keep reading at:
decklaration.com/bullet
s-do-kill
Author’s 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, can’t think of the right way to depict a thought? Brain-cramp? Peruse the
content. This will get the creative juices going.

Happy decking!

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