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Program ManagementProgram ManagementThe Financial SectorThe Financial Sector
Presented byPresented byBob WalkerBob Walker
3shaping the future of program managementwww.pcubed.com
shaping the future of program management
3 Program Planning Professionals
Page 2
The Financial SectorThe Financial Sector
Two Case StudiesMerger Between Two International BanksOrganisational Change and Project Management
Project Management Supporting Change
shaping the future of program management
3 Program Planning Professionals
Page 3
Project Management Processes Supporting Technology
The Financial SectorThe Financial Sector
Technology can be utilised without processes
– Small operations– No/few links to other organisations or
projects
Long term planning at portfolio level requires processes
Integration of projects in a consistent manner requires processes
shaping the future of program management
3 Program Planning Professionals
Page 4
Project Management Processes Supporting Technology
The Financial SectorThe Financial Sector
Both case studies revolve around the processes required to meet specific tasks
Technology is an integral part of the processes and Microsoft products feature within both solutions
shaping the future of program management
3 Program Planning Professionals
Page 5
The Financial SectorThe Financial Sector
Two Case StudiesMerger Between Two International BanksOrganisational Change and Project Management
Project Management Supporting Change
shaping the future of program management
3 Program Planning Professionals
Page 6
Introduction - The MergerIntroduction - The Merger
The ProjectThe acquisition of a major US Investment Bank by a European
BankThe integration of two organizations in a four month periodNew Organization of 95,000 employees
The ChallengeEnsure that all the necessary steps to integration are takenCo-ordinate activities between companies, business lines and
geographicallyIdentify RisksIdentify the key information required for decision makingInitial work coincided with preparations for euro conversion
3 Program Planning Professionals
Page 7
Detailed Analysis and Mapping
450450
Nov 98
Integration
11
May 99
Planning ApproachPlanning Approach
WorkstreamTesting
200200
Integration Testing
2525
shaping the future of program management
3 Program Planning Professionals
Page 8
Planning ApproachPlanning Approach
Build a project plan, consisting primarily of a series of milestones per Business Stream - approximately 8000 milestones
Update weekly via Email and Excel
Publish Red AmberAmber Green (RAG) status
weekly
Issues Management Database, built in Access
shaping the future of program management
3 Program Planning Professionals
Page 9
MS AccessMS Access
DataDataExportExport
Pcubed ProcessPcubed Process
ExcelExcelFour week Four week look-aheadlook-ahead
UpdatedUpdatedRAGRAG
StatusStatus
ActivitiesActivitiesTo beTo be
updatedupdated
UpdateUpdateWorksheet(s)Worksheet(s)
EMAILEMAIL
Project PlansProject PlansScheduled weekly Scheduled weekly
shaping the future of program management
3 Program Planning Professionals
Page 10
RAG Status ReportRAG Status Report
shaping the future of program management
3 Program Planning Professionals
Page 11
RAG Status ProgressRAG Status Progress
RAG Status Progress
0
500
1000
1500
2000
2500
1 2 3 4 5Week No.
No
. of
Mil
es
ton
es
No Data
Red
Amber
Green
Complete
Total N/A's
shaping the future of program management
3 Program Planning Professionals
Page 12
Milestone MeasurementMilestone Measurement
Milestone Status Percentage Chart
11%
14%2%26%
47% No Data
RED
AMBER
GREEN
COMPLETE
shaping the future of program management
3 Program Planning Professionals
Page 13
Integration WeekendIntegration Weekend
Two Dress rehearsals over weekends– 24-Hour Coverage– Logistics
Co-ordinate Activities World-wide Identification of Critical Activities and Risks Final Integration Weekend
shaping the future of program management
3 Program Planning Professionals
Page 14
Real time Update of Plans - Start and Finish Times
TaskTaskOwnersOwners
TaskTaskOwnersOwners
DatabaseDatabase
Project Plan Project Plan DatabaseDatabase
Hourly Schedule
IIS Web IIS Web PublishingPublishing Hourly Publication
AccessAccess InterfaceInterface
Population via ExcelPopulation via Excel
Integration Weekend - Planning InfrastructureIntegration Weekend - Planning Infrastructure
shaping the future of program management
3 Program Planning Professionals
Page 15
Integration Weekend - Command and Control StructureIntegration Weekend - Command and Control Structure
GlobalGlobalCommand and ControlCommand and Control
New York HubNew York HubLondon HubLondon Hub
Business Lines
shaping the future of program management
3 Program Planning Professionals
Page 16
Summary - The MergerSummary - The Merger
The ChallengeTwo diverse Organisations and culturesIdentify what work needed to be completed, when, how and who
byProvide a technical solution to allow information to be entered from
anywhere in the Banks, worldwide, for central decision making
The SolutionRed, Amber Green milestone tracking and reporting on a
weekly cyclePlanning support where required to identify resource
shortages and riskFinal technical solution based upon the standard bank
software tools
shaping the future of program management
3 Program Planning Professionals
Page 17
The Financial SectorThe Financial Sector
Project Management Supporting Change
Two Case StudiesMerger Between Two International BanksOrganisational Change and Project Management
shaping the future of program management
3 Program Planning Professionals
Page 18
Introduction - Program ManagementIntroduction - Program Management
The ClientIT and Operations for a major world-wide BankRecently subject of a merger of two Banks8400 resources
The ChallengeImprove visibility of projectsRecommend a program designed to introduce a Project Management
culture for the organizationDesign and develop the structure and processes to manage the projectsIdentify the key information required for decision making
shaping the future of program management
3 Program Planning Professionals
Page 19
IntroductionIntroduction
ThemesGlobal vs. regional
Financial control
Relationship to the business
Standardization
Roles and responsibilities
Culture
Transparency
Accountability
Optimization
Consistency
Key opportunitiesInterview sections
Roles & resp. of the organizationProject Management
ProcessPeople
Environment
Current Projects
Senior Management
Interviews
shaping the future of program management
3 Program Planning Professionals
Page 20
Changing EnvironmentChanging Environment
OR
GA
NIZ
AT
ION
BU
SIN
ES
S
COST CONTROL
PLANNING
CROSS PRODUCT CO-OPERATION
PROACTIVE
CONTROLLED GROWTH (DOWNTURN?)
INCREASED COMPETITION (top 4)
NEW TECHNOLOGY (e-COMMERCE)
COST REDUCTION
Tomorrow
FLEXIBILITY
DELIVERY FOCUS
BUSINESS USER EMPOWERED
REACTIVE
TREMENDOUS REVENUE GROWTH
GREAT SPEED TO MARKET
7th LARGEST INVESTMENT BANK
Today
EFFECTIVEEFFECTIVEOPPORTUNISTICOPPORTUNISTIC
EFFICENTEFFICENTPLANNEDPLANNED
Project Management Culture
shaping the future of program management
3 Program Planning Professionals
Page 21
CUSTOMERCUSTOMER
COSTCOST
CONTROLCONTROL
COMPETENCYCOMPETENCY
Changing EnvironmentChanging Environment
Tomorrow
CUSTOMERCUSTOMER COST
CONTROL
COMPETENCY
Today
Strategy
Project Management
shaping the future of program management
3 Program Planning Professionals
Page 22
Operational ModelOperational Model
Lack of:
D
M
L
K
J
B
C
D
M
L
K
J
B
C
D
M
L
K
J
B
C
D
M
L
K
J
B
C
Autonomous
+ -
Entrepreneurial
Successful
Transparency
Accountability
Optimization
Consistency
Today
shaping the future of program management
3 Program Planning Professionals
Page 23
BusinessStrategy
BusinessStrategy
Operational ModelOperational Model
E
Z
N
M
K
J
I
A
B
F
G
H
E
Z
N
M
K
J
I
A
B
F
G
H
E
Z
N
M
K
J
I
A
B
F
G
H
E
Z
N
M
K
J
I
A
B
F
G
H
Education, Training and Development
Portfolio Mgt. MIS
DivisionStrategy
DivisionStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
Cross product
co-operation
Cross product
co-operation
Better
management of
priorities
Better
management of
priorities
Better
cost control and
savings
Better
cost control and
savings
Consistent
delivery
Consistent
delivery
Portfolio Management Process
Project Management Process
CommunIcatIon
Tomorrow Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
Service MIS
shaping the future of program management
3 Program Planning Professionals
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Transition ComponentsTransition Components
BusinessStrategy
BusinessStrategy
DivisionStrategy
DivisionStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
PORTFOLIO MANAGEMENT MIS
Better
management of
priorities
Better
management of
priorities
Cross product
co-operation
Cross product
co-operation
Better
cost control and
savings
Better
cost control and
savings
Consistent
delivery
Consistent
delivery
Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
SERVICE MIS
PORTFOLIO MANAGEMENT PROCESS
shaping the future of program management
3 Program Planning Professionals
Page 25
Transition ComponentsTransition Components
BusinessStrategy
BusinessStrategy
DivisionStrategy
DivisionStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
PORTFOLIO MANAGEMENT MIS
Better
management of
priorities
Better
management of
priorities
Cross product
co-operation
Cross product
co-operation
Better
cost control and
savings
Better
cost control and
savings
Consistent
delivery
Consistent
delivery
Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
SERVICE MIS
PORTFOLIO MANAGEMENT PROCESS
Project SlateResourcesTimelinesMilestonesPrioritiesCost
Example
shaping the future of program management
3 Program Planning Professionals
Page 26
IssuesIssues
Cost TrackingCost Tracking
PlanPlan
DocumentationDocumentation
Project 1Project 1
- Documentation
- Plan
- Cost Tracking
- Issues
Business StrategyBusiness Strategy- Cost Reduction
- New Market Development
- Market Development
- E-Commerce Integration
- Integration (Day 2)
Business StrategyBusiness Strategy- Cost Reduction
- New Market Development
- Market Development
- E-Commerce Integration
- Integration (Day 2)
Cost ReductionCost Reduction
A
A
B
B
B
Project 1
Project 2
Project 3
Project 4
Project 5
25
3
1
12
4
25.8
3.4
.8
13.2
3.5
Budget ($m)
Forecast ($m)
Project List
Cost ReductionCost Reduction
Project 1
Project 2
Project 3
Project 4
Project 5
Schedule
Cost ReductionCost Reduction
A
A
A
B
B
Project 1
Project 9
Project 12
Project 15
Project 6
25
4
.3
8
1
25.8
10
.4
8.2
1.3
Budget ($m)
Forecast ($m)
Project List
Portfolio Management MISPortfolio Management MIS
shaping the future of program management
3 Program Planning Professionals
Page 27
Transition ComponentsTransition Components
BusinessStrategy
BusinessStrategy
DivisionStrategy
DivisionStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
Project vs. maintenance activitiesCost distributionResource usageService Levels
SERVICE MIS
Cross product
co-operation
Cross product
co-operation
Better
management of
priorities
Better
management of
priorities
Better
cost control and
savings
Better
cost control and
savings
Consistent
delivery
Consistent
delivery
Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
Example
PORTFOLIO MANAGEMENT MIS
PORTFOLIO MANAGEMENT PROCESS
shaping the future of program management
3 Program Planning Professionals
Page 28
Service MISService MIS
BudgetBudget HeadcountHeadcountDevelopment
Maintenance
99 00 01
Development
Maintenance
99 00 01
Problem reportsProblem reports EnhancementsEnhancements
J F M A M J
1 Hour
1 Day
1 Week
J F M A M J
Resources
Problem costProblem cost Enhancement costEnhancement cost
Budget
Budget
shaping the future of program management
3 Program Planning Professionals
Page 29
Transition ComponentsTransition Components
BusinessStrategy
BusinessStrategy
DivisionStrategy
DivisionStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
BudgetingPrioritizingPerformance measurement Investment decisions
PORTFOLIO MANAGEMENT PROCESS
Cross product
co-operation
Cross product
co-operation
Better
management of
priorities
Better
management of
priorities
Better
cost control and
savings
Better
cost control and
savings
Consistent
delivery
Consistent
delivery
Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
SERVICE MIS
PORTFOLIO MANAGEMENT MIS
Example
shaping the future of program management
3 Program Planning Professionals
Page 30
MANAGEMENT DECISION
MAKING
MONITORING
WORK(PROJECT AND SERVICE
EXECUTION)
INPUT RESOURCES
PROJECT OR
SERVICE “CONTRACT”
Management actionsManagement actions
IT INVESTMENT DECISIONS
BUSINESS STRATEGYIT STRATEGY
STANDARDIZED PROCESSES, TOOLS AND ARCHITECTURES
STRATEGIC ANALYSISSTRATEGIC ANALYSIS
WORK WORK MANAGEMENTMANAGEMENT
CONTINUOUSCONTINUOUSIMPROVEMENTIMPROVEMENT
ASSET ASSET MANAGEMENTMANAGEMENT
WORK WORK
MANAGEMENTMANAGEMENT
BusinessStrategy
BusinessStrategy
StrategyStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
Portfolio Management ProcessPortfolio Management Process
shaping the future of program management
3 Program Planning Professionals
Page 31
Transition ComponentsTransition Components
BusinessStrategy
BusinessStrategy
DivisionStrategy
DivisionStrategy
PortfolioMgt.
PortfolioMgt.
Project
Mgt.
Project
Mgt.
EDUCATION, TRAINING AND DEVELOPMENT
Better
management of
priorities
Better
management of
priorities
Cross product
co-operation
Cross product
co-operation
Better
cost control and
savings
Better
cost control and
savings
Consistent
delivery
Consistent
delivery
Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
PROJECT MANAGEMENT PROCESS
shaping the future of program management
3 Program Planning Professionals
Page 32
Transition ComponentsTransition Components
BusinessStrategy
BusinessStrategy
DivisionStrategy
DivisionStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
Coaching, mentoringCustomized coursesDevelopment centersLessons learned
EDUCATION, TRAINING AND DEVELOPMENT
Better
management of
priorities
Better
management of
priorities
Better
cost control and
savings
Better
cost control and
savings
Cross product
co-operation
Cross product
co-operation
Consistent
delivery
Consistent
delivery
Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
PROJECT MANAGEMENT PROCESS
shaping the future of program management
3 Program Planning Professionals
Page 33
Transition ComponentsTransition Components
BusinessStrategy
BusinessStrategy
DivisionStrategy
DivisionStrategy
Portfolio
Mgt.
Portfolio
Mgt.
Project
Mgt.
Project
Mgt.
Project initiationMethod “Lite”Life-cyclesIndustry best practicesSAP Methodology
PROJECT MANAGEMENT PROCESS
Cross product
co-operation
Cross product
co-operation
Better
management of
priorities
Better
management of
priorities
Better
cost control and
savings
Better
cost control and
savings
Consistent
delivery
Consistent
delivery
Stronger Senior
Mgt. Involvement
Stronger Senior
Mgt. Involvement
EDUCATION, TRAINING AND DEVELOPMENT
shaping the future of program management
3 Program Planning Professionals
Page 34
Way ForwardWay Forward
6 Months 1-1.5 Years 2-3 Years
0
Acceptable level of Project Management
Executive Middle Line
Portfolio Management MIS
Portfolio Management Process
Project Management Process
Education, Training and Development
Service MIS
Level of effort
Time
shaping the future of program management
3 Program Planning Professionals
Page 35
Way ForwardWay Forward
DesignBuild
ValidateDeploy
Maintain
MIS
Intranet
Life-cycles
Method Lite
Training
PMO structure
MIS
Intranet
Life-cycles
Method Lite
Training
PMO Structure
Training
Lessons learned
1 Month
3 Months
2 Months
1 Month3 Prototypes:
- Low
- Medium
- High
shaping the future of program management
3 Program Planning Professionals
Page 36
Summary - Program ManagementSummary - Program Management
The ChallengeNew Organisation from two distinct CompaniesImprove the visibility of Projects for decision making purposesIdentify the required structure and processes to manage these processes
The SolutionPhased approach to allow for level of PM maturityProcess of Education and Knowledge TransferPortfolio management of projects to enable the access to key decision making information
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