Powerpoint Timesaver V4 18814

Timesaver

v5 April 2014 Designed by: Salahuddin Khawaja [email protected]

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Introduction

Basic Slides

Executive Summary Templates

Models and Objects

Project Management Templates

Frameworks and Methodologies

7 Deck Rules

Why re-invent the wheel

when building presentations?

Just copy-steal-paste

This deck has 100+ slides that can easily be leveraged for any presentation that you need to build Slides here have evolved over the years based on my work at these organizations (primarily consulting)

About the Author

Salahuddin Khawaja has 15 years of experience, primarily in the Financial Services Industry. Before ing 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

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Introduction

Basic Slides

Executive Summary Templates

Models and Objects

Project Management Templates

Frameworks and Methodologies

7 Deck Rules

Organized Sections Bullets Over the years MorphApp has evolved and it is increasingly complex to add functionality. Programs have been launched to strategically change the core platform.

Current State  ProcessX has evolved over the last 15 years – Processes and systems have been cobbled together as a result of mergers and acquisitions

 The core platform has had no strategic structural change  The organization is currently structured in functional silos

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

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

Go Forward Approach  Launched multiple programs to move towards: – A single integrated global Platform (from a process and technology perspective) – The adoption of a “Utility Mindset” – Leverage Like Functions, Centers of Excellence, Across LOBs

– Holistic business process management (alignment with client, end-to-end control framework etc.) 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 I

Planning

 Determine critical path Operating Model items

Green

 Develop high-level roap  Develop detailed 2013 plan  Selected MVPs for functional delivery

2

Scoping & Analysis

 Drafted Conceptual To-Be process flows for MVP  Performed analysis to validate products ed by MorphApp for the Florida Market

Green

 Translated the existing BRD into Process Flows  Drafted “Requirements Catalog” of existing requirements

3

Build

Green

4

Operational Readiness

(Not started)

5

Testing

Amber

 Build activities are underway

 Documentation of procedures and controls to start

 93 defects remain open 

Key

Not Started

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

Initiated

In Progress

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Closing

Complete

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

Approach

I

Phase I: Strategy Development  Assess internal and external

factors (Risk Appetite, Regulations, Technology trends etc)

II

Phase II: Future Architecture

 Determine future state based

on strategic objectives, change drivers and leading practices  Perform Gap Analysis

 Identify change drivers

III

Phase III: Roap

 Develop business case and

roap based on project priorities, impact, cost and resource requirements  Develop methodology for

prioritization and critical path of the identified projects, and define resources and cost implications with executive inputs

 Perform a current state

assessment across People, Process and Technology  Define the strategic objectives

 Implement various program

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Model 1 A model for strategy development …

Current State Assessment

Economic Environment and Forecast

Strategy Development

Scenario Analysis

Organizational Analysis

Risk Appetite

People

Business Constraints

Process

Regulatory Drivers

Technology

Mission, Values and Vision

Competitive Position Strategic Objectives

Industry Direction

Leading Practices Technology Trends

Financial Modeling and Planning

Customer Analysis

Performance Measures and Targets

Regulatory Drivers

Geographical Considerations

Market Analysis

Strategy Formulation

INPUTS

OUTPUTS

Line of Business

Asset Management

Commercial Banking

Investment Banking

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Private Banking

Securities Services

Treasury Services

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

Value / Leader

 “Utility mindset” – Leverage Like Functions, Centers of Excellence, Across LOBs

Effectiveness

Service / Advocate

 Globally defined and integrated processes Defined / Proactive

Initial / Ad hoc

 Locally defined processes  Indigenously grown organization and technology Past

 Business and customer aligned organization

 Regionally defined processes with increased automation

 Technology strategy is developed in conjunction with the business strategy

 Functional/Product aligned organization

 Engaged focus on customer experience

 Fragmented focus on customer experience

Today

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

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

Components of a Business Case

1

2

3

4

5

6

7

Executive Summary

Strategy and Current State Assessment

Change Drivers

Vendor Evaluation (optional)

Cost and Benefits

Risks and Derailers

Implementation Plan

One of the critical components of the business case is the Total Cost of Ownership Model

The financials show the overall investment, break-even point and Return on Investment (ROI).

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General Timeline

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

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2015 J

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Q1

Q2

2016 Q3

Wave 1

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

Wave 3 Wave 4 Today

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Q4

Q1/2

Q3/4

2017 Q1-4

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Introduction

Basic Slides

Executive Summary Templates

Models and Objects

Project Management Templates

Frameworks and Methodologies

7 Deck Rules

Executive Summary 1 (Situation, Complication, Resolution) To 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 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

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Executive Summary 2 (Business Case View) Insert tagline here

Program Status

Business Imperative

Financial Summary

Recommendation

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Executive Summary 3 (Analysis Summary) Insert tagline here Background

Analysis

Conclusion To-Date

Next Steps

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Introduction

Basic Slides

Executive Summary Templates

Models and Objects

Project Management Templates

Frameworks and Methodologies

7 Deck Rules

List 1 – Simple

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Design for Growth

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Design for Efficiency and Centralized Strategic Guidance

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Design to Balance Flexibility and Integration

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Design for Robust Governance

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Design for Collaboration

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Design for Clear ability

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Design with Market and Customer Focus

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List 2 – Depicting Numbers The mobile revolution is underway – enterprises need to capitalize.

Smartphones

1 Billion

Mobile Apps 200+ Billion

# of Smartphones worldwide

# of Apps ed per year

Tablets

96.3 M

Mobility

75%

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

PC Shipment

-5%

US PC Shipments is falling by 5%

App Development

4x

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

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

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Chevrons 1 – Timeline / Roap The future roap based on the strategic objectives, current state assessment and recommendations.

Approach

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

Current State Assessment

Recommendations

Analyzed the current state across three dimensions: people, process and technology.

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

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Roap Development

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

Chevrons 2 – Process

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Chevrons 3 – Circular

Text

Text

Text Text Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

Text

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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

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Pyramid 2 – Multi-dimensional

MISSION Leading Bank

VALUES Performance Trust

Commitment

VISION

Client Service

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Venn Diagrams

Text Text

Text

Text

Text

Text

Text Text

Text

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Circle 1 – Basic

Shareholders

Board

Management

Customers MISSION VALUES VISIONS

Employees

Society

Regulators

Partners

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

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

2

1

Integration Management

Scope Management

    

Collect Requirements Define Scope Create WBS Scope Control Scope

4      

3

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

Time Management

Cost Management

Quality Management  Plan Quality  Perform Quality Assurance  Perform Quality Control

Human Resource Management

5 Communications Management

   

Identify Stakeholders Plan Communication Distribute Information Manage Stakeholder Expectations  Report Performance

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 Estimate Cost  Determine Budget  Control Costs

Risk Management

Procurement Management

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   

   6 

Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team

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

Plan Procurements Conduct Procurements ister Procurements Close Procurements

Circle 3 – Orbit

X

X

X

X

X

X

X

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Circle 4 – Cross-hair

Division

Company

Product/ Service

Region

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Circle 5 – Flow (4 steps) Heading [Summary text]

Heading [Summary text]

Focus

Heading [Summary text]

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Heading [Summary text]

Circle 5 – Flow (5 steps) Heading [Summary text]

Heading [Summary text]

Heading [Summary text]

Focus

Heading [Summary text]

Heading [Summary text]

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Honeycomb

1

Lines of Business 2

3

Risk Management

Operations

Risk Management 4

5

Compliance Control

Technology 6

Finance

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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

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Role

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Name

Name

Name

Name

Name

Name

Role

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Role

Role

Role

Pillar_name_here

Pillar_name_here 36

Pillar_name_here

Business Requirements

Technical Requirements

Operational Requirements

Non-Functional Requirements

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Planning Engineering Integration Operation

Cube

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Introduction

Basic Slides

Executive Summary Templates

Models and Objects

Project Management Templates

Frameworks and Methodologies

7 Deck Rules

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

#

Phase

Status

Progress

Trend

Status

 Vision workshop completed I

Planning

 Determine critical path Operating Model items

Green

 Develop high-level roap  Develop detailed 2013 plan  Selected MVPs for functional delivery

2

Scoping & Analysis

 Drafted Conceptual To-Be process flows for MVP  Performed analysis to validate products ed by MorphApp for the Florida Market

Green

 Translated the existing BRD into Process Flows  Drafted “Requirements Catalog” of existing requirements

3

Build

Green

4

Operational Readiness

(Not started)

5

Testing

Amber

 Build activities are underway

 Documentation of procedures and controls to start

 93 defects remain open 

Key

Not Started

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

Initiated

In Progress

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Closing

Complete

Status Rating G

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

Status

Progress

Achievements

Current Focus / Next Steps

 82% UAT Test Cases completed (75% ed)

Phase IV: UAT

 Complete UAT by October15th

 10 defects remain open (8 are critical)  Total 22 defects have been opened till-date

Amber

 Due to high number of defects UAT Sign off delayed to Oct 15

Phase V: Parallel Plan

Green

Phase VI: Go Live

Green

 Parallel Plan framework developed; details are being firmed up

 Complete Parallel Plan

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

 Parallel run to start

 Go-Live and Migration plan being developed

 Complete Go-Live and Migration plan

 Finalize action plans to address risks

 Plan developed to communicate to key stakeholders during

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Build

System Integration Testing UAT UAT Completed

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Parallel Testing

KEY

R Red

A Amber

G Green

H On Hold

C Complete N Not Started

N

Parallel Test Complete

Go Live Nov 5

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N Phase 2 Go Live

(TBD)

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

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

Wave 1 Complete Wave 2 Wave 3 Wave 4

Today

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Q4

Q1/2

Q3/4

2017 Q1-4

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

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Q1/2

99%

RAG Milestones Sprints

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Red

A

Amber

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Green

H

On Hold

C N

Complete Not Started

Additional Symbols

18 Days Delay



+

Build Complete (In Stages)

Today

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Q3/4

2017 Q1-4

Objects – Harvey Balls and Status

Not Started

Not Started

Initiated

R

Red: Major delay (3+ weeks delay)

Identified

In Progress

A

Amber: Slight delay (1-3 weeks delay)

Underway

Closing

G

Green: On track (0-1 week delay)

Significant Progress

Complete

Complete

Status

KEY

Trend Progress

R Red

A Amber

G Green

Positive

Negative

Even

Not Started

Initiated

In Progress

N

Not Started

Closing

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H On Hold

Complete

C Complete

U No Update

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

Dashboard – Overall Project Summary #

Key Areas

Status Trend

Initiative Status Subcategory

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2

Strategic Initiatives

Tactical Initiatives

G Red (Off track)

Project Name

G

Project Name

G

Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Subcategory

Project Name

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Project Name

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Project Name

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Project Name

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Subcategory

Project Name

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Project Name

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Project Name

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Project Name

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Subcategory

Project Name

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FATCA

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Project Name

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Subcategory

Project Name

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Project Name

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Subcategory

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Project Name

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Project Name

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Project Name

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Project Name

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Subcategory

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Project Name

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Subcategory

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Subcategory

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Subcategory

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4

Category 3

Category 4

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Risk/Issue Template Type

Title

Description

Impact

Mitigation Strategy

Impact Red

Red

Amber

Amber

Green

Green

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Owner

Date Raised

Target Date

Actions Item Template #

Item

Action

Update

1

Defects

Management requested that the program team get a firm plan to address defects

 Defect tracking has been put in place

2

Production Parallel

Review issues that resulted from the parallel test

 Post Mortem and Lessons learned to be completed

3

4

5

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Owner

Date Opened

Status

Jack

June 7

Open

Jane

July 5

Closed

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

Slide 48

Risk / Issue

Slide 51

Gantt / Roap

Slide 49

Post Implementation

Slide 52

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Additional Comments

Slide 50

Off-Track Template

Slide 53

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Current Status Summary

Initiative Background Objective

Achievements

Current Focus / Next Steps

Scope

Dependency Benefits/ROI

Financials

Priority:

Risk

Completion Date:

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RAG Status

Tech Lead:

Manager:

Initiative Lead:

Roap – Gantt 2014 J

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Q3/4

2017 Q1-4

R Red

A Amber

G Green

H On Hold

C Complete

N Not Started

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Additional Comments

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RAG Status

Tech Lead:

Manager:

Initiative Lead:

Risks / Issues #

Risk / Issue

Owner

Type

Severity

Likelihood

1

2

3

4

5

6

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Open Date

Target Date

Close Date

Change

Mitigation Strategy and Current Status

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Post Implementation Review Planned Objectives

Achieved Objectives

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Gap / Delta

RAG Status

Tech Lead:

Manager:

Initiative Lead:

Off Track Off-track Summary

Root Cause

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Get Well Plan

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Introduction

Basic Slides

Executive Summary Templates

Models and Objects

Project Management Templates

Frameworks and Methodologies

7 Deck Rules

Slides presented in this section are in no particular order …

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

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Phase I: Strategy Assessment

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Phase II: Business Case and Roap

II

Phase III: Vendor Selection

Phase IV: Program Implementation IV

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III

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Q1

Q2

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Q4

Q1/2

Q3/4

2017 Q1-4

Business Transformation Approach – Details High-levels steps of the 4 phases are detailed below.

Approach

I

Phase I: Strategy Assessment

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

II

Phase II: Business Case & Roap

III

 Develop business case and roap based on project priorities, impact, cost and resource requirements

Phase III: Vendor Selection

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

 Determine target state based on strategic objectives, change drivers and leading practices

 Performed independent research  Performed due diligence

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IV

Phase IV: Program Implementation

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

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

Approach

I

Define

 Defined mobility goals (revenue, efficiency, customer experience etc.)  Define business case and prioritize the roap

Design

II

III

 Develop mobile use cases

Develop

 Develop various mobile products

Deploy

IV

 End to end testing  Launch various mobile products



Process requirements

 Develop/modify services



interface



Mobile web



Data requirements

 Integrate mobile with existing channels



Mobile app

 System Testing



Blog



Social Media

 Budget approval

 Develop overall solution architecture

 Current state assessment of Mobility infrastructure

 Develop wireframes Prototype critical features  Develop launch approach

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

Program Office Vision

Manage and execute all change initiatives to help maintain a leadership position in Trade Processing.

Strategic Objectives

Tier 1

Tier 2

1

Continuously improve efficiencies (initially by consolidating processes and systems)

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

5

Streamline processing business and technical architecture to increase time to market

6

Enhance organizational capabilities

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

Current State Assessment

Economic Environment and Forecast

Strategy Development

Scenario Analysis

Organizational Analysis

Risk Appetite

People

Business Constraints

Process

Regulatory Drivers

Technology

Mission, Values and Vision

Competitive Position Strategic Objectives

Industry Direction

Leading Practices Technology Trends

Financial Modeling and Planning

Customer Analysis

Performance Measures and Targets

Regulatory Drivers

Geographical Considerations

Market Analysis

Strategy Formulation

INPUTS

OUTPUTS

Line of Business

Asset Management

Commercial Banking

Investment Banking

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Private Banking

Securities Services

Treasury Services

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

Value / Leader

Service / Advocate

 Globally defined and integrated processes

Effectiveness

Defined / Proactive

Initial / Ad hoc

 Regionally defined processes with increased automation

 Locally defined processes

 Functional/Product aligned organization

 Indigenously grown organization and technology

 Fragmented focus on customer experience

Past

 Process optimized across the enterprise and globe to business innovation

 Business and customer aligned organization

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

 Technology strategy is developed in conjunction with the business strategy

 Focus on customer experience is embedded in BAU

 Engaged focus on customer experience

 Agile business model with a decreased time-to-market

Today

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 “Utility mindset” – Leverage Like Functions, Centers of Excellence, Across LOBs

Future

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

Components of a Business Case

1

2

3

4

5

6

7

Executive Summary

Strategy and Current State Assessment

Change Drivers

Vendor Evaluation (optional)

Cost and Benefits

Risks and Derailers

Implementation Plan

One of the critical components of the business case is the Total Cost of Ownership Model

The financials show the overall investment, break-even point and Return on Investment (ROI).

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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

Suppliers

P

Inputs

Provider of inputs to the process

O

Outputs

Process

Materials, resources or data required to execute the process

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

C

Customers

Products or services that result from the process

The recipients of the process outputs

Process is typically broken into 5-7 steps

Start

Step 1

Step 2

Step 3

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Step 4

…

Step X

End

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

Move to a process driven construction that is region agnostic

Highly disted and has become increasingly costly to maintain (30 years of development)

Process Driven Setup

Deliver a solution which s a growing global business footprint

Aging Systems

Globalization

A renewed focus on increasing operational efficiency

Compliance with regulation is becoming complex Operational Efficiency

Regulation

Maintain and extend our competitive, business and operational leadership

Industry Leader

Time-toMarket

Pressure to quickly deliver functionality to new business, products and services

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

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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

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Roap Development Approach A structured and methodical approach was used to develop the roap.

Roap Development Approach Part I Project Templates

 Project owners to complete Project scoping

Part II Project Prioritization and Dependency Analysis

 Consolidate project information

 Prioritize based on cost, benefit and risk  Identify dependencies

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Part III Roap Development

 Develop strategic roap

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

Project Complexity

Project Name

Target Completion

High / Medium / Low

Q1

Q2

Project Description Project Impact

Project Size

Q3

Q4

Q1

Q2

2014

Q3

X

X

X

People

Process

Technology

Project # of FTEs

High / Medium / Low

Project Drivers

X

X

Operational Efficiency

Revenue Increase

X

Cost Reduction

Regulatory

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Value Added

Q4

2015

X

X

Customer Experience

Security and Reliability

Roap – Option 1 2013 J

F

M

A

M

J

2014 J

A

S

O

N

D

Q1

Q2

2015 Q3

Q4

Q1/2

Q3/4

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

Sprint 0 Complete (Entry into Build)

Build Complete (In Agile Sprints)

System Test Complete UAT Complete Parallel Test Complete Update Business Case

Go Live

Decommission Legacy System Post Implementation Review

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2016 Q1-4

Vendor Evaluation – Approach A full blown vendor evaluation could include up to 7 phases.

RFI

RFP

Deep Dive Assessments

Ref. Calls & Customer Visits

Independent Research

Total Cost of Ownership

Due Diligence

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

1

Select a flexible, functionally rich, and industry proven package that can 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

4

Limited customization of the CRM product will be undertaken to ensure that inherent product functionality and flexibility is not degraded

5

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

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Option Analysis

Phase

Pro

Con

Option 1: Go West

Option 2: Go East

 Pro 1

 Pro 1

 Pro 2

 Pro 2

 Pro 3

 Pro 3

 Con 1

 Con 1

 Con 2

 Con 2

 Con 3

 Con 3

 Conclusion ????

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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 Integrator

System Implementation

Solution Delivery 72

Systems Integrator

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

Corporate and Individual Business unit strategies that define the direction of the corporation

A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually

Business Strategy

Portfolio Management

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

Project Management

Project Management

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

Risk Management Process – Overview Develop Issue & Risk Management Plan

Identify, Prioritize, and Assess Program Issues/Risks

Assign Responsibility for Resolution/ Mitigation

Reassess, Monitor & Report Program Issues/Risks

Implement Resolution or Mitigation Strategy

Close Risk

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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

 Set a clear objectives and targets  Assess the cost reduction opportunity

Assessment

Roap Development

 Document business priorities  Analyze the current state (headcount, supplier etc.)  Creating detailed insights into costs

 Meet with key stakeholders  Identify opportunities and build high level business case

Roap Implementation

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

 Implement roap

 Prioritize recommendations based on cost, impact and risk

 Realize benefits based on established performance targets

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

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

Robust Project Management

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

Headcount efficiency



Location strategy



Including updated operating model (process improvements are part of this)

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

Reconciliation Requirements

Deployment Parallel Test Specifications

Business Requirements

Technical Requirements and Detailed Design

Parallel Testing

Analysis Acceptance Test Specifications

Design System/Integration Test Specifications

Coding / Debugging

Development Unit Test Specifications

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Acceptance Testing

System and Integration Testing

Unit Testing

Medium Low

Competitive Position

High

Business Portfolio 3x3

Low

Medium Product/Market Attractiveness

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High

World Map

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United States Map

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I

II

III

IV

V

VI

VII

Introduction

Basic Slides

Executive Summary Templates

Models and Objects

Project Management Templates

Frameworks and Methodologies

7 Deck Rules

7 Deck Rules – Overview Follow 7 rules to make compelling presentations.

Understand the Canvas Make it Sing

There are 7 Rules behind the art and science of creating a great presentations.

I II

VII

Keep it Simple

7 DECK4 RULES Leverage VI a Library

III

V

IV

Focus on Composition

Solve a Problem

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Tell a Story

Follow them all to successfully convey your message.

7 Deck Rules – Benefits Leverage a tested mechanism to produce excellent presentations in a short time-frame.

7 deck rules provides a methodical approach to building deliverables

It will save you time by helping you quickly build deliverables

It helps structure your ideas and information in solution oriented way.

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

It inspires you with proven problem solving techniques.

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

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Rule I: Understand the Canvas A typical slide has 6 distinct components.

1

3

The Headline is a short title describing the slide

2

The Lead is a brief, sharp statement summarizing the slide

The Body is the core part of the slide (also known as the Storybox)

4

The Company Logo is displayed for branding purposes

5

Page number in the middle of the slide

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6

The Department or Project Name is displayed for branding purposes

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

The goal of simplicity is to emphasize the insightful and remove the distractful Simple

Powerful

Natural tension between simple and powerful, finding the right balance is the goal

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

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

A great storyline has an engaging beginning, insightful content & a clear conclusion

Its easier for the audience to understand complex concepts when explained in a storyline

In combination, the Slide Title and the Slide Lead will summarize the entire deck

How these 5 point would be storyboarded

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5

The storyboard process converts brilliant, abstract ideas into a coherent storyline

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

Principle 2: Organization

A methodical process should be used to find the right viable solution, not just any solution.

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

Principle 3: Frameworks

Principle 4: Focus

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

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

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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. ive voice)

Sequence thoughts logically

Using headings to label content

Express ideas in positive

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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

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Rule VII: Make it Sing Function (information) and form (design) go hand in hand.

Information is power

Information

Design

Human’s are visual creatures

Design your information so it can be conveyed in an understandable power Direct the Eyes

Choose your Colors

Accentuate with Visuals

The slide flow should be understood in a

Colors have deep meaning.

Use creative diagrams to illustrate – as

flash. To achieve this, structure the slide

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

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Keep reading at:

decklaration.com/bullets-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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