Timesaverv5 April 2014Designed by: Salahuddin Khawajas@decklaration.com

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#Source: American Heritage Magazine http://www.americanheritage.com/articles/magazine/it/2007/3/2007_3_8.shtml

IIntroductionIIBasic SlidesIIIExecutive Summary TemplatesIVModels and ObjectsVProject Management TemplatesVIFrameworks and MethodologiesVII7 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)

#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 why he started Decklaration.comAbout the Author

#IIntroductionIIBasic SlidesIIIExecutive Summary TemplatesIVModels and ObjectsVProject Management TemplatesVIFrameworks and MethodologiesVII7 Deck Rules

#Organized Sections BulletsOver the years MorphApp has evolved and it is increasingly complex to add functionality. Programs have been launched to strategically change the core platform. Key IssuesGo Forward ApproachCurrent StateProcessX has evolved over the last 30 years Processes and systems have been cobbled together as a result of mergers and acquisitionsThe core platform has had no strategic structural changeThe organization is currently structured in functional silosEnhancing or adding functionality is increasingly complex and requires significant effort and costIncreasingly 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 demandsThe ProcessX lifecycle has become fragmented which increases internal control risksHigh risk of not being able to meet certain complex requirementsLaunched 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 LOBsHolistic business process management (alignment with client, end-to-end control framework etc.)#Simple TableOverall 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 StatusProgressTrendStatusIPlanningGreenVision workshop completedDetermine critical path Operating Model itemsDevelop high-level roadmap Develop detailed 2013 plan2Scoping & AnalysisGreenSelected MVPs for functional delivery to OperationsDrafted Conceptual To-Be process flows for MVPPerformed analysis to validate products supported by MorphApp for the NY MarketTranslated the existing BRD into Process FlowsDrafted Requirements Catalog of existing requirements3BuildGreenBuild activities are underway4Operational Readiness(Not started)Documentation of procedures and controls to start5TestingAmber185 defects remain open104 are under review, 52 are in the process of being fixed and 29 are ready for retestingKeyCompleteNot StartedInitiatedClosingIn Progress#ChevronsApproach 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.Determine future state based on strategic objectives, change drivers and leading practicesPerform Gap AnalysisDevelop business case and roadmap based on project priorities, impact, cost and resource requirementsDevelop methodology for prioritization and critical path of the identified projects, and define resources and cost implications with executive inputsImplement various program

Assess internal and external factors (Risk Appetite, Regulations, Technology trends etc)Identify change driversPerform a current state assessment across People, Process and TechnologyDefine the strategic objectivesPhase III: RoadmapPhase II: Future Architecture Phase I: Strategy DevelopmentApproachIIIIII#Model 1A model for strategy development Strategy DevelopmentCurrent State AssessmentRisk Appetite Business Constraints Regulatory DriversLeading PracticesTechnology Trends Economic Environment and ForecastGeographical Considerations Mission, Values and VisionStrategic ObjectivesPerformance Measures and TargetsRegulatory DriversCompetitive PositionScenario AnalysisIndustry DirectionFinancial Modeling and PlanningStrategy FormulationCustomer AnalysisMarket AnalysisOrganizational Analysis

ProcessPeopleTechnologyLine of BusinessSecurities ServicesTreasury ServicesAsset ManagementCommercial BankingInvestment BankingPrivate BankingOUTPUTSINPUTS#Regionally defined processes with increased automationFunctional/Product aligned organizationFragmented focus on customer experienceDefined / Proactive Globally defined and integrated processesBusiness and customer aligned organizationTechnology strategy is developed in conjunction with the business strategyEngaged focus on customer experienceService / AdvocateLocally defined processesIndigenously grown organization and technologyInitial / Ad hoc Utility mindset Leverage Like Functions, Centers of Excellence, Across LOBsProcess optimized across the enterprise and globe to support business innovationTechnology is a value enabler and becomes a core part of the client offeringFocus on customer experience is embedded in BAUAgile business model with a decreased time-to-marketValue / LeaderEffectivenessFutureTodayPastModel 2Maturity Model A maturity model can be used to help develop the Future State Architecture and perform the Gap Analysis.#Call OutDeveloping a business case can show management the business imperative and value of adopting a particular approach.

Components of a Business CaseRisks and DerailersVendor Evaluation (optional)Strategy and Current State AssessmentExecutive Summary Implementation Plan Change DriversCost and BenefitsThe financials show the overall investment, break-even point and Return on Investment (ROI).1423567One of the critical components of the business case is the Total Cost of Ownership Model#MethodologyThe assessment methodology can evaluate coverage across 7 Risk Management Domains and 9 Risk CategoriesObservations & RecommendationsAssessment ApproachRisk CategoriesProgram DomainsStrategic Compliance / Legal Financial Stability ContractualReputation Confidentiality of InformationTransaction / Operational Integrity of DataBusiness ContinuityThematic areas of opportunities to get to the next level were identifiedOver 15 processes expected to cover these 9 risks categoriesGovernance and Reporting Risk Appetite Supplier ClassificationSupplier Risk Management ProcessesOther Supplier Risk Management EnhancementsControl Objectives AssessmentRisk Processes and ScenariosGovernance Model and RACI AnalysisAudit AnalysisInterviewsRisk Management ProcessesStrategyGovernancePolicies, Standards & ProceduresMetrics and ReportingTools and TechnologyCommunication, Training & AwarenessAnalysis was completed to determine improvement opportunitiesStandard domains in an Enterprise Risk Management Program#ListChanges in technology will play a critical role in ensuring the organization maintains and extends its leadership position over the next few years.DisruptorsDisruptors are technologies that can create sustainable positive disruption in IT capabilities, business operations and sometimes even business models.EnablersEnablers are technologies in which investments have been made, but which warrant another look. Enablers may be more evolutionary than revolutionary.Data Analytics (aka Big Data)Geospatial VisualizationDigital IdentitiesMeasured InnovationOutside-in ArchitectureSocial BusinessGamificationEnterprise Mobility UnleashedUser EmpowermentHyper-hybrid Cloud5423154231#General Timeline200620112004201020072009200820052003XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX#Timeline Gantt ChartThe 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.2014201520162017Q2Q3Q4Q1JJAMODNSFMAJQ1-4Q1/2Q3/4Wave 1Develop Business CaseDevelop Business Architecture RequirementsDevelopment / Build Design Technical ArchitectureUser Acceptance Testing CompleteGo-LiveSystem Integration Testing CompleteParallel Test CompletePost Implementation ReviewWave 3Wave 4Wave 2Wave 1 CompleteToday#IIntroductionIIBasic SlidesIIIExecutive Summary TemplatesIVModels and ObjectsVProject Management TemplatesVIFrameworks and MethodologiesVII7 Deck Rules

#Executive Summary 1 (Situation, Complication, Resolution)To support the future growth of our business, lower the cost of running the Clearing process, and more efficiently manage our business we recommend the implementation of the Strategic Enhancement Program (StEP).Internal meetings with customer and commerce development teams confirmed that current and new strategic initiatives, and evolving business needs will continue to put increasing demands on the legacy system Enhance customer experience, reduce time-to-market, improve controls and reduce costsTo support the future growth of our business, lower the cost of running Clearing, and more efficiently manage our business and financial risks the program team recommends the implementation of the Strategic Enhancement Program (StEP)Since September 2007, we have completed the ProgramX Planning & Analysis (P&A) phase, updated the Total Cost of Ownership (TCO) model, gathered internal & external customer views, and complied a list of key infrastructure projectsBased on the P&A results the new proposed platform meets our needs and could be implemented within an 18-24 month periodComplicationResolutionSituation#Executive Summary 2 (Business Case View)To support the future growth of our business, lower the cost of running the Clearing process, and more efficiently manage our business we recommend the implementation of the Strategic Enhancement Program (StEP).Internal meetings with customer and commerce development teams confirmed that current and new strategic initiatives, and evolving business needs will continue to put increasing demands on the legacy systemEnhance customer experience, reduce time-to-market, improve controls and reduce costsImplementing and operating the new system is essentially cost neutral over a 10 year periodThe 10 year tax effected NPV cost for implementing and operating new system is $XX.X M compared to operating the legacy system is $XX.X MSince Sep 2007, we have completed the ProgramX Planning & Analysis (P&A) phase, updated the Total Cost of Ownership (TCO) model, gathered internal/external customer views, and complied a list of key infrastructure projectsBased on the P&A results the proposed new solution meets our needs and could be implemented within an 18-24 month periodBusiness ImperativeFinancial SummaryProgram StatusTo support the future growth of our business, lower the cost of running Clearing, and more efficiently manage our business and financial risks the program team recommends the implementation of the Strategic Enhancement Program (StEP)Recommendation#Executive Summary 3 (Analysis Summary)The cross functional team has determined that the UAT can be executed in the timeframe with the resources allocatedA cross functional team performed the following analysis:Detailed out the UAT Test Plan (activities, timeline and roles and responsibilities)Determine headcount and their % allocation to UAT activities for each groupPerformed test case/scenario analysis in the context of UAT activities, timeline and resource availabilityDeveloped assessment framework to analyze feasibility of successfully executing the UAT phaseAnalyzed results to come up with a set of conclusionsOverall, the team has determined that the UAT can be executed in the timeframe with the resources allocatedWe have reached a common understanding that testing at the scenario level facilitates successful completion within 8 weeks21 UAT testers compares favorable to 22 System TestersThe 8 week UAT test window has no contingency built-in (however, there is a 4 week overall program contingency)

Key Question: is the ProgramX program adequately resourced across key groups to support the UAT phaseKey Groups: Operations, QA, Development, Finance

AnalysisConclusion To-DateBackgroundAs per original plan, the UAT resource plan will be updated based on the following:Finalization of the UAT Game Plan which will detail out the planned activitiesAgreement on the acceptance and exit criteriaFinalization of test cases/scenarios (currently test cases for 3 of 14 areas have been developed)Next Steps#IIntroductionIIBasic SlidesIIIExecutive Summary TemplatesIVModels and ObjectsVProject Management TemplatesVIFrameworks and MethodologiesVII7 Deck Rules

#List 1 Simple The ProgramX system has been operating in a near-full volume production mode for 3 months. The following metrics illustrate some of the progress that has been achieved across various areas of the program.1Design for Growth3Design to Balance Flexibility and Integration5Design for CollaborationDesign for Efficiency and Centralized Strategic Guidance24Design for Robust Governance6Design for Clear Accountability7Design with Market and Customer Focus#ListsList 2 Depicting NumbersThe mobile revolution is underway enterprises need to capitalize.Tablets# of Tablets in the enterprise by 2016 (up from 13.6)MobilityRatio of all workers that have some level of mobility associated with their job PC ShipmentUS PC Shipments is falling by 5% Mobile app development projects will outnumber PC projects by 4 to 1App DevelopmentSmartphones# of Smartphones worldwide Mobile Apps# of Apps downloaded per year96.3 M75%-5%4 x1 Billion200+ Billion#Lists, stats, statisticsChevrons 1 Timeline / Roadmap The future roadmap is a culmination of the ERM enhancement assessment and the actionable initiatives from the current state assessment and gap analysis. Identified projects and initiatives to address the recommendations and realize strategic benefitsDevelop methodology for prioritization and critical path of the identified projects, and define resources and cost implications with executive inputsDefined ERM program objectives and enhancements to evolve the ERM Program to the next level based on key internal and regulatory drivers Analyzed the current landscape and composition, risk categorization methodology, and risk management processes to evaluate efficacy of the current state and identified gaps. Proposed recommendations based on gaps and improvement areas identified, and validated with key stakeholdersRoadmap DevelopmentRecommendationsCurrent State AssessmentVision and Strategic Objectives DefinitionsApproach#Chevron, roadmapChevrons 2 ProcessSupplier Risk Management is broken up into 3 parts: pre-contract, post-contract and close out. It has 9 components.Event ManagementRisk EvaluationControls AssessmentSign ContractRisk IdentificationPre-contract (Due Diligence)Risk ResponseKRI MonitoringClose Out#Chevrons 3 Circular TextTextTextTextTextTextTextTextTextTextTextTextTextTextText#Chevrons 4 MethodologyThe core assessment will occur at the management process level. The management processes can be broken up into three life-cycle phases, each with a distinct set of control objectives. 2. Contract1. Pre-contract(Due Diligence)3. Post- Contract(Execution)1.9 Contingency Planning1.3 Reputation/Ref Check1.4 Financial Stability1.5 Use of Sub-contractors1.7 Information Security1.8 Sanction Screening1.1 Supplier Selection1.6 Compliance practices1.2 Supplier Classification3.6 Periodic Contract Review3.9 COB Assessment3.4 Capacity Management3.5 Compliance Management3.3 Performance ManagementInterim reportingDebt collection and remittanceClose accountStart collection actionDemand letter and phone callsLegal action (if necessary)Collection process3.10 Contingency Plan Monitoring3.8 Key News Event Monitoring3.7 Bankruptcy Monitoring3.2 BSRM Survey3.1 Customer Complaint Management2.4 NDA2.2 Contracting Process3rd Party Collection Agency Selected2.5 Local Legal/Regulations2.7 Right to Audit2.1 Standard Template2.6 Policies2.3 Performance / RewardCollection Placed#Pyramid 1 Three Levels How we are organized to deliverWhat we are deliveringProgram View How tech will deliveryOperational Delivery BusinessDelivery Technical Delivery #TrustCommitmentLeading BankPerformance

Client ServiceMissionValuesVisionLeading BankPyramid 2 Multi-dimensional#Venn DiagramsTextTextTextTextTextTextTextTextText#MissionValues VisionsShareholdersBoardCustomersManagementSocietyEmployeesPartnersRegulatorsCircle 1 Basic #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).Time ManagementQuality ManagementIntegration ManagementScope ManagementCommunications ManagementRisk ManagementCost ManagementHuman Resource ManagementProcurement ManagementCollect RequirementsDefine ScopeCreate WBSVerify ScopeControl ScopeDefine ActivitiesSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop ScheduleControl ScheduleDevelop Project CharterDevelop Project Management PlanDirect and Manage Project ExecutionMonitor and Control Project WorkPerform Integrated Change ControlClose Project or PhaseEstimate CostDetermine Budget Control CostsPlan QualityPerform Quality AssurancePerform Quality ControlDevelop Human Resource PlanAcquire Project TeamDevelop Project TeamManage Project TeamIdentify StakeholdersPlan CommunicationDistribute InformationManage Stakeholder ExpectationsReport PerformancePlan Risk ManagementIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative Risk AnalysisPlan Risk ResponseMonitor and Control RisksPlan ProcurementsConduct ProcurementsAdminister ProcurementsClose Procurements352416879#Circle 3 OrbitXXXXXXX#Circle 4 Cross-hairInvoices Detailed ReportsCompanyDivisionRegionProduct/ServiceCustomer#Circle 5 Flow (4 steps)FocusHeading[Summary text]Heading[Summary text]Heading[Summary text]Heading[Summary text]#Circle 5 Flow (5 steps)FocusHeading[Summary text]Heading[Summary text]Heading[Summary text]Heading[Summary text]Heading[Summary text]#Honeycomb RiskManagementMajor Lines of BusinessAudit & Risk ReviewComplianceControlOperations & TechnologyFinance246531Risk Management#Organizational ChartPillar_name_herePillar_name_herePillar_name_hereName_hereTitle_hereName_hereResponsibility1Responsibility1Name_hereTitle_hereName_hereResponsibility1Responsibility2Name_hereResponsibility1Responsibility2Name_hereResponsibility1Responsibility2Name_hereResponsibility1Responsibility2Name_hereResponsibility1Responsibility2Name_hereResponsibility1Responsibility2Name_hereResponsibility1Responsibility2NameRoleNameRoleNameRoleNameRoleNameRoleNameRoleNameRoleNameRoleNameRoleNameRoleNameRoleNameRoleNameRole#Cube 1 BasicBusiness RequirementsTechnical RequirementsOperational RequirementsRegulatory RequirementsPeopleProcessTechnologyOperationPlanningEngineeringIntegration#Virtualized Operating PlatformsSimplified App & DB InfrastructureOperational Support and ControlSecuritiesCashSvc1App2Svc2App1Svc 3Capacity Management & Workstream CoordinationCube 2 Multi-layered#Cube 3 CalloutIn order to reconcile each feeder, the teams are working across a number of challenging areas. Each must be properly aligned in order for the new system to reconcile to legacy system.Two change requests for filters are underway to ensure the proper filteringFiltersMatching RulesRatesTiersCustomer setupChanges are identified during review of daily and weekly bill runsChanges are made in PROD once weekly and DR twice weeklyTiers are being deep dived to ensure they are working properlyKey items within customer setup method must be maintainedAn increase in incidents have occurred over the last 3 weeks; delays in schedules limit the review time of business analystsDefects continue to be worked through, (impact: untimely billing, duplicate or missed files and rates/tiers issues)System StabilityDefects#Architecture Option 1 LayeredTechnology infrastructure is fragmented, inconsistent and costly to maintainSystems are batch cycle oriented, disallowing real-time processingData is inconsistent and redundant, complicating production of enterprise wide risk and performance informationSWIFTSWIFTGatewayFAXRelayingother productsCorporate TaxOtherManagement and Corporate ReportingTender P&L (T+3)

Risk and Compliance Public & RegulatoryBooks and RecordsCorporateGLManual interventions & redundant processes built to overcome technology and operational shortcomingsFirm-wide operational information is hard to assemble quickly and accuratelyNumerous reconciliations are required to ensure data integrity Broker/Dealer Processing EnvironmentFront OfficeForeign ExchangeMoney MarketEquityDerivativesForeign ExchangeEquityFixed IncomeForeign Exchange DerivativesFixed IncomeBank AdjustmentsReconciliationsBank AdjustmentsReconciliationsBank AdjustmentsReconciliationsBank AdjustmentsReconciliationsBank AdjustmentsReconciliationsBank AdjustmentsReconciliationsMoney MarketDerivativesCorporate CreditT+3T+2T+1T+3T+2T+1T+3T+2T+1T+3T+2T+1T+3T+2T+1Corporate RiskCorporate ConsolidationsBack OfficeFXMMEQDerivFIReference DataIndicatives and Accounting Product-Based Reference andOperational Data Front Office ReportingTrader Positions

Excel Based

Business logic imbedded into product specific systemsRedundant reference data sources stored in product silosProduct Specific Processes & Architectures#Architecture Option 2 PillarsThese services form the core business engine They are represented as running throughout the infrastructure providing successful transaction management capabilities at all timesApplication Integration ServicesApplication Support ServicesSystem Management ServicesSecurity ServicesThese services are represented as the core of the infrastructure.They interoperate with all of the other services and provides system-wide management to enable coordination of resources, processes and technologyThese services are represented as the core of the infrastructure.They interoperate with all of the other services and provides system-wide management to enable coordination of resources, processes and technologyThese services are the glue that hold all other services together. They provide seamless integration and communication capabilities to ensure reliable transaction processingDisaster Recovery ServiceCapacity ManagementApplication ManagementDatabase ManagementReportingQueuing ServiceMessage Transformation ServiceContent Based Routing ServiceProtocol Transformation Service Transport ServicesWorkload ManagementEvent ManagementEncryption ServiceAuthentication ServiceAccess Control ServiceAuthorization ServiceSingle Sign onRoles & ProfilesData Validation ServiceData Enrichment Service Data Consolidation ServiceData Transformation ServiceRules ManagementTransaction MonitoringException ReportingNetwork ManagementOutput Management#Architecture Option 3 TunnelsThe architecture is illustrated as the pipe between processing nodes as represented in the functional model. It is the sole conduit of transactional data across applications both internally and externally.BACK OFFICEFixed IncomeEquityDerivativesForeign Exchange DerivativesForeign ExchangeMoney MarketFRONT OFFICEEquityFIFXFX DerivPORTALCorporateMMSecurity ServicesApplication Integration Services AdaptersApplication Support ServicesSystem Management ServicesAdaptersDerivativeBooks and RecordsCorporateGLFXMMEQDerivFIReference DataIndicatives and Accounting Product-Based Reference andOperational Data Corporate TaxOtherManagement and Corporate ReportingTender P&L (T+3)

Risk and Compliance Public & RegulatoryFront Office ReportingTrader Positions

Excel Based

DerivativesCorporate ConsolidationCorporate CreditCorporate RiskEquityFixed IncomeForeign Exchange DerivativesForeign ExchangeMoney Market#Architecture Option 4 Multi-componentReal-time for Capital Markets - SWIFT OfferingServicesCore ComponentsOptionalOptionalFuture ComponentsOptionalOptionalOptionalOptionalCore ComponentsCore ComponentsCore ComponentsMessage TransportMessage Transformation, Enrichment, Routing & Error HandlingLegacy AdaptersMessage RepositoryServicesServicesBusiness Analysis &Project ManagementTechnical Solution DeliveryTechnical Infrastructure Services#Architecture Option 5 Multi-component and LayersMarketCustomerProductsDeliveryGeographiesCommon PlatformSecurities Reference DataMarket DataAnalyticsCommon PlatformResearchAdvisor WorkstationInstitutional (IIG / IFG)CRMAdvisor WorkstationPersonal Wealth ManagementCRMAdvisor WorkstationInternational Private BankCRMAccount OpeningInvestment AdvisoryCompanyX Private BankCRMAccount MaintenanceAdvisor WorkstationOrder EntryCommon PlatformOrder RoutingOrder ExecutionWeb AccessInstitutional (IIG / IFG)Call CenterClient ReportingFees and InvoicingWeb AccessPersonal Wealth ManagementCall CenterClient ReportingFees and InvoicingWeb AccessInternational Private BankCall CenterClient ReportingFees and InvoicingWeb AccessCompanyX Private BankCall CenterClient ReportingFees and InvoicingClearing / CustodyCommon PlatformSettlementTrust Accounting (SEI)ConfirmsBrokerage AccountingComplianceAccounting / CustodyBrokerage StatementsClient ServiceOrder ProcessingProduct SupportCompanyXCRMAccount MaintenanceAdvisor WorkstationWeb AccessCompanyXCall CenterClient ReportingClient DataFees and Invoicing#

IIntroductionIIBasic SlidesIIIExecutive Summary TemplatesIVModels and ObjectsVProject Management TemplatesVIFrameworks and MethodologiesVII7 Deck Rules#Status Report 1Overall 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 StatusProgressTrendStatusIPlanningGreenVision workshop completedDetermine critical path Operating Model itemsDevelop high-level roadmap Develop detailed 2013 plan2Scoping & AnalysisGreenSelected MVPs for functional delivery to OperationsDrafted Conceptual To-Be process flows for MVPPerformed analysis to validate products supported by MorphApp for the NY MarketTranslated the existing BRD into Process FlowsDrafted Requirements Catalog of existing requirements3BuildGreenBuild activities are underway4Operational Readiness(Not started)Documentation of procedures and controls to start5TestingAmber185 defects remain open104 are under review, 52 are in the process of being fixed and 29 are ready for retestingKEYEvenProgressNegativeGreenStatusAmberGRANo UpdateNot StartedOn HoldUNHPositiveRedTrendCompleteNot StartedInitiatedClosingIn ProgressCompleteC#Status Report 2 Current status is Green for Go Live on Nov 5. Phase 2 scheduled for Q2 2013.Phase StatusProgressAchievementsCurrent Focus / Next StepsPhase IV: UATAmber82% UAT Test Cases completed (75% passed)58 defects remain open (18 are critical)Total 122 defects have been opened till-dateDue to high number of defects UAT Sign off delayed to Oct 15 (from Sep 28)Complete UAT by October15th Phase V: Parallel Plan GreenParallel Plan framework developed; details are being documentedRisk have been identified (environment, reference data etc) and action plans are being developedComplete Parallel Plan by October 5th Finalize action plans to address risksParallel run to start Oct 16th Phase VI:Go LiveGreenGo-Live and Migration plan being developedPlan developed to communicate to external stakeholders during the week of Oct 15Complete Go-Live and Migration plan by Oct 12th

Status RatingG2015AODNSJJMFMAJJMFMAJ2014Go Live Nov 5Parallel Test CompleteBuildSystem Integration Testing UAT UAT CompletedParallel TestingPhase 2 Go Live (TBD)NAKEYGreenAmberGANot StartedOn HoldCompleteNCRedRHN#Gantt ChartThe 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.Q2Q3Q4Q1JJAMODNSFMAJQ1-4Q1/2Q3/4TodayWave 1Develop Business CaseDevelop Business Architecture RequirementsDevelopment / Build Design Technical ArchitectureUser Acceptance Testing CompleteGo-LiveSystem Integration Testing CompleteParallel Test CompletePost Implementation ReviewWave 3Wave 4Wave 2Wave 1 Complete2014201520162017#Gantt Chart Variations and Symbols Various variations and symbols can be used to give more dimensions/depth to visual Gantt charts2014201520162017Q2Q3Q4Q1JJAMODNSFMAJQ1-4Q1/2Q3/4TodayGRAHCNSprints99%GreenAmberNot StartedOn HoldRedCompleteBuild Complete (In Stages)18 DaysDelayAdditional Symbols+RAG Milestones #Objects Harvey Balls and StatusKEYRed: Major delay (3+ weeks delay)Amber: Slight delay (1-3 weeks delay)Green: On track (0-1 week delay)GRACompleteSignificant ProgressNot StartedIdentifiedUnderway

CompleteClosingNot StartedInitiatedIn ProgressEvenProgressNegativeGreenStatusAmberGRANo UpdateNot StartedOn HoldUNHPositiveRedTrendCompleteNot StartedInitiatedClosingIn ProgressCompleteC#Dashboard Overall Project SummaryStatusTrend#Key AreasGStrategic Initiatives1GCategory 44GCategory 33GTactical Initiatives2Initiative StatusSubcategorySubcategorySubcategorySubcategorySubcategorySubcategorySubcategorySubcategorySubcategorySubcategorySubcategoryProject NameProject NameGGProject NameGProject NameProject NameProject NameProject NameGGGHProject NameProject NameProject NameProject NameProject NameProject NameProject NameProject NameAGGGAGAGProject NameProject NameProject NameProject NameGGGProject NameProject NameProject NameAAAProject NameFATCA Project NameProject NameGProject NameProject NameProject NameProject NameRGProject NameProject NameGGProject NameGGProject NameGProject NameProject NameProject NameProject NameProject NameProject NameProject NameProject NameAGPGGGGProject NameGGCGProject NameProject NameGGGGGProject NameProject NameProject NameGGHAmber (At risk)RARed (Off track)Green (On track)G#Risk/Issue TemplateTypeTitleDescriptionImpactMitigation StrategyImpact OwnerDate RaisedTarget DateRedRedAmberAmberGreenGreen#Actions Item Template#ItemActionUpdateOwnerDate OpenedStatus1Day 2 ItemsManagement requested that the program team get firm commitment from the Global Steering Committee that any Day 2 items (i.e. items that are addressed in the interim by manual work around) will be delivered and would be outside the BAU budget demand queue. Manual Workaround are being tracked; once consolidated will be taken up to the Global Steering TeamDay 2 Items being tracked by project teams to ensure deliveryJackJune 7Open2Production ParallelReview issues that resulted in the parallel being turned off on 4-JulPost Mortem and Lessons learned completed on Jul-9JaneJuly 5Closed#Risk and Issues are communicated to management via the Dashboarding process.

Off-Track TemplateRisk / IssueAdditional Comments Overall StatusGantt / RoadmapSlide 63Slide 61Slide 58Slide 59Post Implementation Slide 60Slide 62Project Dashboarding#RAG StatusAchievementsCurrent Focus / Next StepsTech Lead:Manager:Initiative Lead:ScopeCurrent Status SummaryInitiative BackgroundCompletion Date:ObjectiveBenefits/ROIPriority:FinancialsRiskDependency##2014201520162017Q2Q3Q4Q1JJAMODNSFMAJQ1-4Q1/2Q3/4Roadmap GanttRAG StatusTech Lead:Manager:Initiative Lead:KEYGreenAmberGRANot StartedOn HoldCompleteNHCRed##Additional CommentsRAG StatusTech Lead:Manager:Initiative Lead:##Risks / Issues13Severity#Risk / IssueMitigation Strategy and Current StatusOpen DateTarget DateOwnerLikelihood 2465RAG StatusTech Lead:Manager:Initiative Lead:TypeClose DateChange##RAG StatusTech Lead:Manager:Initiative Lead:Planned ObjectivesGap / DeltaAchieved ObjectivesPost Implementation Review##RAG StatusTech Lead:Manager:Initiative Lead:Off-track SummaryGet Well PlanRoot CauseOff Track##IIntroductionIIBasic SlidesIIIExecutive Summary TemplatesIVModels and ObjectsVProject Management TemplatesVIFrameworks and MethodologiesVII7 Deck Rules

#Slides presented in this section are in no particular order - # -#Business Transformation ApproachA complex business transformation could take multi-years. Not all phases depicted below are necessary.2014201520162017Q2Q3Q4Q1JJAMODNSFMAJQ1-4Q1/2Q3/4Phase I: Strategy AssessmentPhase II: Business Case and RoadmapPhase III: Vendor SelectionPhase IV: Program ImplementationIIIIIIIV#Business Transformation Approach Details High-levels steps of the 4 phases are detailed below.Document high-level requirements; issue RFI and RFPConduct Deep Dive AssessmentsConduct reference calls & customer visitsPerformed independent researchPerformed due diligenceDevelop methodology for prioritization and critical path of the identified projects, and define resources and cost implications with executive inputsSign agreements with vendors (MSA, SOW etc)Implement various program and project initiatives.

Define overall vision and strategic objectivesPerform a strategy & current state assessment across People, Process and Technology (identify gaps)Determine target state based on strategic objectives, change drivers and leading practices

Develop business case and roadmap based on project priorities, impact, cost and resource requirementsPhase IV: Program ImplementationPhase III: Vendor SelectionPhase II: Business Case & RoadmapPhase I: Strategy AssessmentApproachIIIIIIIV#ApproachStrategy: Plan to ChangeMobile applications should be developed using a methodology tailored for mobile devicesDevelop various mobile productsDevelop/modify servicesIntegrate mobile with existing channelsSystem TestingEnd to end testingLaunch various mobile productsMobile webMobile appBlogSocial MediaDefined mobility goals (revenue, efficiency, customer experience etc.)Define business case and prioritize the roadmapBudget approvalCurrent state assessment of Mobility infrastructure

Develop mobile use casesProcess requirementsUser interfaceData requirementsDevelop overall solution architectureDevelop wireframes Prototype critical featuresDevelop launch approachDeployDevelopDesignDefineIIIIIIIV#Program Office VisionProgram Vision and Strategic PrinciplesThe Program Management Office (PMO) vision and associated strategic objectives guide all change related activities.Manage and execute all change initiatives to help maintain a leadership position in Trade Processing. Strategic ObjectivesTier 1Tier 2213Continuously improve efficiencies (initially by consolidating processes and systems)Address existing and new regulatory requirementsPartner with key stakeholders to drive enhanced experience and new functionality645Enhance organizational capabilitiesEnsure a structured and methodical approach is in place to manage changeStreamline processing business and technical architecture to increase time to market#Strategy Development FrameworkApproach to Strategy Development A strategy can be developed based on a current state assessment in conjunction with a set of external/internal inputs. Strategy DevelopmentCurrent State AssessmentRisk Appetite Business Constraints Regulatory DriversLeading PracticesTechnology Trends Economic Environment and ForecastGeographical Considerations Mission, Values and VisionStrategic ObjectivesPerformance Measures and TargetsRegulatory DriversCompetitive PositionScenario AnalysisIndustry DirectionFinancial Modeling and PlanningStrategy FormulationCustomer AnalysisMarket AnalysisOrganizational Analysis

ProcessPeopleTechnologyLine of BusinessSecurities ServicesTreasury ServicesAsset ManagementCommercial BankingInvestment BankingPrivate BankingOUTPUTSINPUTS#BackgroundRegionally defined processes with increased automationFunctional/Product aligned organizationFragmented focus on customer experienceDefined / Proactive Globally defined and integrated processesBusiness and customer aligned organizationTechnology strategy is developed in conjunction with the business strategyEngaged focus on customer experienceService / AdvocateLocally defined processesIndigenously grown organization and technologyInitial / Ad hoc Utility mindset Leverage Like Functions, Centers of Excellence, Across LOBsProcess optimized across the enterprise and globe to support business innovationTechnology is a value enabler and becomes a core part of the client offeringFocus on customer experience is embedded in BAUAgile business model with a decreased time-to-marketValue / LeaderEffectivenessFutureTodayPastThe Finance Department has played a critical role over the years from both a revenue and business support perspectiveWe have evolved globally as a result of marketplace demands, mergers and acquisitions and changes in regulationsThe existing platform has been developed in an unstructured manner, resulting in a fragmented lifecycleVarying drivers have resulted in a compelling business case to strategically re-architect the platformMaturity Model#Forresters Mobile Maturity ModelBackgroundEveryone needs a mobile strategy, but what is the right approach and what are the appropriate objectives and metrics? To help product strategists and executives in charge of defining their companys mobile consumer approach build winning mobile strategies, Forrester has created a mobile maturity model.Developing a mature mobile consumer strategy will help firms more easily adapt to new consumer behavior and to anticipate the disruption that mobile consumer technologies will increasingly create.Experimenters have launched different mobile initiatives and have experience with different technologies but lack a clear vision of what they want to achieve via mobileDefined / Proactive Practitioners are companies that have agreed on a shared mobile vision and are starting to implement it successfully. Usually companies that understand the disruptive potential of mobile, even though they havent yet dedicated significant resources to it.Service / AdvocateNovices are the least mature mobile organizationsInitial / Ad hoc Models excel at most of the core mobile disciplines andModels are often large firms that have committed significant resources to mobile and have top-level executives championing mobile efforts. Value / LeaderEffectivenessFutureTodayPast#Business CaseDeveloping a business case can show management the business imperative and value of adopting a particular approach.

Components of a Business CaseRisks and DerailersVendor Evaluation (optional)Strategy and Current State AssessmentExecutive Summary Implementation Plan Change DriversCost and BenefitsThe financials show the overall investment, break-even point and Return on Investment (ROI).1423567One of the critical components of the business case is the Total Cost of Ownership Model#ProcessInputsProcess Analysis SIPOC SIPOC Framework is a Six Sigma tool used for process analysis and can be used to perform a current statement assessment.SuppliersSPCIOOutputsCustomersMaterials, resources or data required to execute the processA structure ser of activities that transform a set of inputs into specified outputs, providing value to customers and stakeholdersProducts or services that result from the processThe recipients of the process outputsProvider of inputs to the processEndStep 2Step 3Step 4Step 1 Step XStartProcess is typically broken into 5-7 steps#SIPOC Analysis Example File Interfaces contain batch detail transaction files extracted from the various source systems or are manually created utilizing the manual upload process. Interfaces are developed and maintained by Technology

DefinitionProcess File Interfaces1Data Quality and Integrity:Input data has missing data (in the interface file). The input data frequently has invalid customer names, invalid dates, etcLack of source ownership/responsibility on the delivery of the interface filesLack of automated tools to track file delivery from source systemsLack of appropriate controls at source systems such as reconciliation processes before files are transmitted #Business unit source applicationsSource systems Various exceptions reports The output of the file interface is a non-standard flat file that is passed on as input into the feeders OutputSupplierMorphApp Transaction files There are 75 Interfaces with 20+ source feeding systemsInputDepartmentXCustomerIn the majority of cases data extracted from source system is not filteredInterfaces are owned by the source applications except for SystemY and SystemZThe five largest sources for transaction data files are A, B, C, D and EInterface data is extracted from various sources (e.g. Oracle Tables, flat files) with no overall standardizationFile interfaces have different delivery frequencies (e.g. daily, weekly, etc.)Interfaces are automatically reconciled/validated for the following:Number of records Date and time stampFile duplication through audit history File that do not meet variance are sent to feeders or an exception report is createdProcess2Exception Management:Internal control processes are not standardized and most of the exceptions are not auto generated. There are 36 exception reports (5are automated) in the report verification process which are categorized by Job name and ID. Manual reports are organized specifically by process and are performed on a daily and weekly basisHigh number of false positives impacts the time spent on reviewing the exception reportsStandardization and Lack of Controls in the Environment:Limited standardization of interface filesInterface logic is hard coded without proper documentation Issue/ConcernFlexibility and Extensibility:Quality of the interface file coding impacts performance and maintenance Overuse of Generic Tables instead of control cardsHighly manual process of keying revenue for users Reliance on hard coding and generic tables34#Rationale for Platform UpgradeVarying drivers have resulted in a compelling business case to strategically re-architect the processing platform.Aging SystemsCustomer ExperienceTime-to-MarketOperational EfficiencyRegulationIndustry LeaderA more efficient process will improve the experience of internal and external stakeholders. Maintain and extend our competitive, business and operational leadershipA renewed focus on increasing operational efficiencyPressure to quickly deliver functionality to support new business, products and servicesCompliance with regulation is becoming complexDeliver a solution which supports a growing global business footprintGlobalizationHighly disjointed and has become increasingly costly to maintain (30 years of accretive development)Process Driven SetupMove to a process driven construction that is region agnostic#Derailers Key Implementation RisksAs with any large undertaking, we foresee a series of risks that can potentially derail various programs and projects under the PMO umbrella.415Accelerated implementation approach BudgetKey Dependencies on multiple external initiatives8Organizational strategy changes3New regulations or changes to existing ones2Resources constraints9Shift in priorities7Vendor dependencies for some program#listRoadmap Development ApproachA structured and methodical approach was used to develop the roadmap. Part II Project Consolidation Part IProject Templates

Part IIIPrioritization and Dependency AnalysisRoadmap Development ApproachRequest Project owners to complete Project scopingConsolidate project informationPerform cost/benefit analysis to determine prioritization Identify initiative interdependenciesDevelop strategic roadmap

Part IVRoadmap Development

#X N/AProject DescriptionCustomer ExperienceSecurity and ReliabilityValue Add External CustomersEnable GrowthOperational EfficiencyValue Add Internal CustomersInformation AccuracyHigh / Medium / LowProject SizeXProject NameProject ImpactProject TimingOrganizationHigh / Medium / LowProject ComplexityQ3Q4Q1Q3Q4Q120122011Q2Q2Project TemplateSimple template to gather high-level project information.ProcessXSystemXX#Roadmap Option 1 2013201420152016Q2Q3Q4Q1JJAMODNSFMAJQ1-4Q1/2Q3/4Develop Business CaseSelect VendorOperating Model and Business ArchitectureSprint 0 Complete (Entry into Build)Update Business CaseSystem Test CompleteParallel TestCompleteDecommission Legacy SystemPost Implementation ReviewBuild Complete (In Agile Sprints)UAT CompleteGo LiveScoping & Analysis (Requirement Definition)#Roadmap Option 2Oracle GL EMEA (Walker)Management ReportingTRS (GRS)AEB (Hyperion Enterprise)Multi-Dimensional (Product, Customer)Point of DeparturePoint of ArrivalPilot GL and Reporting FoundationOracle GL - Ledger Unit 021AXP Consolidation LedgerOracle GL LA/C (Walker)Financial Accounting Services HubExternal Reporting (FCH)AXP (HFM)AEB (Hyperion Enterprise)Oracle GL J/APA (Walker)Oracle GL AEB (FAS / non-FAS)

Foundational Future State DesignDevelop Strategic COAReview Corporate & BU ProcessesProject Governance and StructureOracle GL TRS US-Canada (Walker)

#Vendor Evaluation ApproachA full blown vendor evaluation could include up to 7 phases.PhasesDue DiligenceTotal Cost of OwnershipIndependent Research Ref. Calls & Customer VisitsDeep Dive AssessmentsRFPRFIWeightKey Activities Determine RFI approachDraft/issue RFI Develop RFI response evaluation criteria & assessment frameworkScore RFI responses Create vendor profiles for short-listed vendorsDetermine RFP approachDocument RFP requirementsDraft/issue RFPDevelop RFP response evaluation criteria and assessment frameworkScore RFP Create vendor profiles for short-listed vendorsDevelop detailed deep dive agenda & scheduleDevelop dive assessment framework and scoring mechanismConduct deep dive analysisCreate vendor deep dive assessment based on onside reviews

Determine business & technology cost componentsRefine high-level program timelineDocument High-level business and technology cost estimatedDeveloped TCO modelReview historical & projected financial data provided by companies or available via public filingsModel to determine the likelihood of bankruptcyAssess overall financial strength based on financial dataDetermine customers to be part of the reference calls and visitsDevelop assessment framework and scoring mechanismConduct calls & visitsCreate Ref. Call and Customer assessment deckIdentify relevant Independent Research organizationsSchedule and conduct Independent Research callsCreate Independent Research assessment decks

15302510155N/A#Vendor Evaluation Guiding PrinciplesA 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 spaceAny vendor/solution selected is expected to have a 80 to 85% fitLimited customization of the CRM product will be undertaken to ensure that inherent product functionality and flexibility is not degradedEnsure ability to take ownership of product (not source code) and support with minimal reliance on vendor post implementation13524#Option AnalysisPhase Option 1: Go WestOption 2: Go EastProPro 1Pro 2Pro 3Pro 1Pro 2Pro 3ConCon 1Con 2 Con 3Con 1Con 2 Con 3Conclusion ????#Program Implementation OrganizationThe Program System Implementation has 4 key roles: Program Office, Business Integrator, Systems Integrator and Solution DeliverySystem ImplementationSystems IntegratorBusiness IntegratorSolution DeliveryProgramOfficeClearing Development department with support from other tech departments is responsible for performing the Systems Integrator roleThe vendor will perform the application configuration, customization, module integration, data migration and documentation of the vendor software productsThe organization has established a PMO staffed by Consulting resources. The Clearing department is responsible for performing the Business Integrator role#Program Implementation System ImplementationProgram ManagementScope ManagementStatus Reports Risk ManagementFinancial ManagementCommunication ManagementIntegrated Work PlanRelease ManagementData MigrationOverarching IntegrationGo-Live PlanKnowledge TransferUAT PlanTechnology IntegrationVendor ManagementBusiness IntegrationFunctional RequirementsVendor ManagementCommunication PlanReview and QAReview and QAInfrastructureSecurityCreate approach and detailed plans for activities such as Go-Live planning, Data reconciliation, UAT resource planning, Parameterization, and UAT game plan with support from various teams.

Work jointly with QA team to develop detailed UAT and Parallel Testing Plans.Lead the overall Program Management stream to monitor program effectiveness, track progress, identify program risks/issues, enable creation of mitigation strategies, manage change control activities and report on program status. Technical RequirementsWork jointly with Tech to address a variety of technology implementation areas including Infrastructure sizing, Data Migration, Environment management, Security, Performance Testing and ReportingData MigrationParallel Testing PlanAssist with Functional Requirements Management and the execution of the Communication Plan (internal/external customers). Manage ongoing data migration activities. Review design documents to determine tables/fields required for data migration.Interface with the new system around: RTM, Change Control, Contracts, Requirement Facilitation, Issue Escalation/Resolution and Communication#Business Strategy and the 3 PsTo manage change the Program Management Office (PMO) is tasked with putting in a disciplined approach towards: Portfolio Management, Program Management and Project Management. A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individuallyProgram ManagementA 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 resourcesProject ManagementCorporate and Individual Business unit strategies that define the direction of the corporationBusiness StrategyThe 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 relatedPortfolio ManagementBusiness StrategyPortfolio ManagementProgram ManagementProject Management#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 framework will help manage cost and quality.DevelopmentUnit Test SpecificationsCoding / DebuggingUnit TestingBusiness RequirementsUser Acceptance TestingTechnical Requirements and Detailed DesignSystem and Integration TestingAnalysisUser Acceptance Test SpecificationsDesignSystem/Integration Test SpecificationsReconciliation RequirementsParallel TestingDeploymentParallel Test Specifications#Risk Management Framework DomainsA comprehensive Strategic Risk Management (SRM) Framework encompasses seven domains / core building blocks.Enterprise strategy that defines the SRM function role, SRM program objectives and establishes going-forward strategic roadmapSRM oversight structure with well defined roles and responsibilities to manage risks pertinent to the risk management lifecyclePolicies, Standards and Procedures defining risk management methodology and activities, risk tolerance levels and integration points between risk management functions to ensure consistency and quality in program activitiesCoordinated communication channels and programs to educate stakeholders of responsibilities at all stages of the risk management lifecycle.Tools and technology that drive commonalities in risk management process, and support data accuracy, availability and timeliness. Due diligence and ongoing oversight that a company must exercise throughout the risk management lifecycle

Metrics and reports that provide a comprehensive view of enterprise risk to the relevant stakeholders across the enterprise. Strategy

GovernanceRisk Management Processes*Metrics and ReportingPolicies, Standards and ProceduresTools and TechnologyCommunication, Training and Awareness#Continuous Improvement Strategic Roadmap Successful evolution of Strategic Risk Management (SRM) is achieved by: 1) continuously analyzing the current state Program components 2) identifying enhancement opportunities 3) updating the strategic roadmap.DriversDrivers such as a emerging industry trends, new laws and regulations, changing threat landscape and risk events are used as input into a current state analysis.2. Analysis of Results3. Update Strategic RoadmapPrioritize enhancement opportunities based on benefit. 3. Update Strategic Roadmap1. Current State Analysis1. SRM Program Current State AnalysisAnalyze the current SRM Program, utilizing industry drivers and the changing risk landscape to identify potential enhancements to the current state2. Analysis of ResultsReview potential enhancement opportunities with SRM governing bodies and additional key stakeholdersSRM Governance ModelStrategic SRM ReportingRisk AppetiteClassificationRisk Management ProcessesTools and TechnologyTraining and AwarenessSRM Program Components#Control DomainControl Domain MaturitySummary ObservationsStrategyThe organization has adopted a risk-based approach for operational risk management. However, there are additional requirements with respect to the operational classification and identification of critical processes that should be addressed.GovernanceThe organization has established governance, but there are certain items that should be addressed with respect to the current distributed nature of the governance model and involvement of the Board of Directors in operational risk management.Policies, Standards and ProceduresThe organization Policies, Standards and Procedures appear to satisfy regulatory expectations, except for a procedure for managing exceptions which should be defined.Risk Management ProcessesThe organization has established risk management processes and governance activities around regulatory requirements, but there are certain deficiencies that should be addressed related to the management of Strategic, Reputation, Transaction / Operational, Continuity of Business / Contingency Planning risk.Tools and TechnologyConsequently, current tools and technologies appear satisfactory from the regulatory standpoint.Metrics and ReportingThe organization quarterly issues reports focused on critical processes; but enhancements in reporting with respect to the broader coverage of other critical processes, and the presentation of aggregate risk views are recommended.Communication, Training and AwarenessThe organization has dedicated, trained staff in several groups / functions that manage critical processes; however Risk Relationship Managers could benefit from having a more formal risk management training, communication and awareness program in place.Control Domain MaturityCSRCSRCSRCSCSCSRCSRCSCurrent stateRRegulatory documented standards and guidanceNon-existent: Not understood, not formalized, need is not recognized; Ad hoc: Occasional, not consistent, not planned, disorganized; Repeatable: Intuitive, not documented, occurs only when necessary; Defined: Documented, predictable, evaluated occasionally, understood; Measured: Well managed, formal, often automated, evaluated frequently; Optimized: Continuous and effective, integrated, proactive, automated.Maturity LevelsROptimizedNon-existentRepeatableDefinedMeasuredAd Hoc#Risk Analysis Methodology Risk Analysis Methodology maps risks to various assets. The process determines a threat-vulnerability pair and the existing controls that mitigate the threat. The process then identifies the likelihood of the vulnerability being exploited, which is used do determine the impact. Then the risk is identified. Phase 4: ImplementationPhase 1: Risk AnalysisPhase 2: Remediation Option AnalysisPhase 3: Cost Benefit AnalysisRegulation / Business OptionAssetRemediation OptionsRiskDecisionCost Benefit#Risk Analysis Methodology Risk Analysis Methodology maps risks to various assets. The process determines a threat-vulnerability pair and the existing controls that mitigate the threat. The process then identifies the likelihood of the vulnerability being exploited, which is used do determine the impact. Then the risk is identified. Threat AnalysisVulnerability AnalysisExisting Controls AssessmentLikelihood AssessmentRisk IdentificationImpact AssessmentAsset AssessmentQualitative ImpactFinancial ImpactImpact RatingVulnerability IdentificationVulnerability Exposure RatingThreat IdentificationClassification of ThreatsThreat LikelihoodThreat Exposure Rating# Market VolatilityHighHighLowMarket GrowthRecovery scenariosParadise RegainedModerate regulationMarkets stabilizeSpending recoversCredit conditions improvePricing flexibility returnsBeta MarketsMarkets shun riskGrowth recovers slowlyGovernment grip tightensInnovation retreatsVanilla products dominateAlpha MarketsMarkets overheatInflation picks upMarket turbulence increasesRisks proliferateProduct life cycles shortenParadise LostAggressive regulationZero pricing flexibilityEscalating defaultsQuality customers migrateDisruption of the card model#Operational Performance / ProductivityHighHighLowCost EfficiencyOrganization DesignOrganization Design impacts both productivity and cost in a business.Organization Design is impacting productivityOrganization Design based on unsustainable Business ModelOptimal Organization DesignOrganization Design is eroding margins#Business Portfolio 3x3Competitive PositionLowMediumHighProduct/Market AttractivenessLowMediumHigh#Emerging Market Growth Framework ArchetypesFour distinct archetypes exist for a company to grow revenue in emerging markets. Increasing capability levels are required to unlock potential across each archetype. Capability Sophistication & ScaleParticipant(Establish Presence)Adaptor(Enhance Competitiveness)Creator(Break Constraints)Assimilator(Leverage Innovations)Addressable Market#High Level Evaluation of OpportunitiesThe risk-value matrix provides a visual interpretation of projects across various business units and investment volume to represent the projects mostly likely to create valuable for an appropriate risk level.RiskHighHighLowValueReassessPlan NowDo NowCircle size represents approximate cost#Enterprise Cost Management Potential Initiatives Cost Management TradeoffsPainCost ReductionOpportunity High Medium Low LowMediumHighGainAlign, prioritize and rationalize project portfolios to increase strategic alignment and reduce overall spendFocuses on operational efficiency and cost performance in a specific functional area e.g. Sales Force, Finance or ITSuccessful efforts address functional excellence at the BU and/or enterprise levelA cost focus is either an integral part or added on as a key objective to an already existing re-engineering effortThe pursuit of business performance improvement through rapid identification and implementation of cost management solutions, while simultaneously creating valueSuccessful efforts cover many functional areas in an holistic, integrated programCost Management Example Efforts123123Level 1 - IncrementalShort-term Portfolio RationalizationLevel 2 - TransformationalFunctionally Focused Cost managementLevel 3 - Radical

Division/BU &Enterprise Program#OptionsWithdrawMany short term marketing, product and operational initiatives driven by a crisis PMOExiting the business at least for a whileCutting lines, reducing risk and expenses, waiting for the storm to passScrambleInnovateRetrenchStepping back and redefining business and operating models to capitalize on industry opportunities#World Map#United States Map#IIntroductionIIBasic SlidesIIIExecutive Summary TemplatesIVModels and ObjectsVProject Management TemplatesVIFrameworks and MethodologiesVII7 Deck Rules

#7 Deck Rules Overview Follow 7 rules to make compelling presentations. 4Understand the CanvasKeep itSimpleMake it SingTell a StoryLeverage a Library Solve a ProblemFocus on Composition7 Deck RulesIVIIIIIVIVIIIVFollow them all to successfully convey your message.There are 7 Rules behind the art and science of creating a great presentations. #7 Deck Rules BenefitsLeverage a tested mechanism to produce excellent presentations in a short time-frame. It inspires you with proven problem solving techniques.It will save you time by helping you quickly build deliverables7 deck rules provides a methodical approach to building deliverablesIt helps structure your ideas and information in solution oriented way.Bottom line: It will help you convey your message in a compelling way.It provides a template so you can focus on the content & not the format.#Tested template - (which comes in handy in time-pressed world we live)

Rule I: Understand the CanvasA typical slide has 6 distinct components.The Headline is a short title describing the slide1The Lead is a brief, sharp statement summarizing the slide2The Body is the core part of the slide (also known as the Storybox)3The Company Logo is displayed for branding purposes4Page number in the middle of the slide5The Department or Project Name is displayed for branding purposes6

#A hard lead aims to provide a comprehensive thesis which tells the reader what the article will coverThe lead also establishes the subject, sets the tone and guides reader into the article

Rule II: Keep it SimpleSimplicity is necessary to properly convey an idea.

Reducing complexity is in of itself complex and takes a focused approachContinuously Organize, Collect and Reduce content as the Deck as the deck is being builtThe goal of simplicity is to emphasize the insightful and remove the distractfulNatural tension between simple and powerful, finding the right balance is the goalPowerful SimpleCollectOrganizeEliminateReducing Complexity#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 storylineIn combination, the Slide Title and the Slide Lead will summarize the entire deck

The storyboard process converts brilliant, abstract ideas into a coherent storylineStoryboarding is the method for the creation of a storyline of a deckHow these 5 point would be storyboardedRule III: Tell a Story Storyboarding Depicted Storyboarding is a simple method to keep the Deck focused and coherent.

25143#Principle 2: OrganizationPrinciple 1: ProcessDivide the problem into smaller discreet parts such that there is no overlap, no gaps.A methodical process should be used to find the right viable solution, not just any solution.Principle 3: Frameworks Principle 4: FocusProblems can be complex typical with little effort a major part of the problem can be solved. So focus on what is important.Using formal frameworks to structure your analysis will help support the conclusions reached.Rule IV: Solve a Problem A Deck should solve a problem. A methodical approach should be taken when solving a problem.

#Rule V: Focus on CompositionFollow these 6 principles to ensure writing is informative and direct.

Focus writing on the subject matter

Align writing with the deliverable objectiveUse clear, concise and precise language

Utilize ethical and inoffensive LanguageUse correct grammar, punctuation & spelling

Follow conventional rulesUse active voice (vs. passive voice)

Express ideas in positive terms

Distill your message (levels of details)

Using headings to label contentGroup thoughts into clusters

Sequence thoughts logicallyPrinciple 5: Leveling & LabelingPrinciple 6: Voice & TonePrinciple 4: StructurePrinciple 2: LanguagePrinciple 3: SubstancePrinciple 1: Rules

#All objects and models that can be used for visualsWork bench with basic objects that are frequently usedSet 2: Objects and ModelsSet 1: One PagerEstablished frameworks and methodologiesA standard one page executive summary templateSet 3: Executive SummarySet 4: Frameworks and MethodologiesRule VI: Leverage a Library Why re-invent the wheel when building deliverables? Have a library of slides handy and leverage.

#Rule VII: Make it SingFunction (information) and form (design) go hand in hand.

Accentuate with VisualsChoose your Colors Direct the EyesColors have deep meaning.Choose your colors as would choose your words carefully.Use creative diagrams to illustrate as simply as possible concepts, models and processesThe slide flow should be understood in a flash. To achieve this, structure the slide in a way so as to guide the viewer eyes.

DesignInformationHumans are visual creatures Information is power Design your information so it can be conveyed in an understandable power#83% Quote - http://www.slideshare.net/brianchandra/presentation-design-411-2328453Humans are visual creatures 83% of retention occurs visually

Keep reading at:decklaration.com/bullets-do-kill#Authors MessageThis 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!

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