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1. Patricia Quarnstrom Isis Quinones 1
2. Case Analysis Background: Corporate Database Project at
First National Bank (FNB) Project Management Methodology at FNB
Project Constraints Project Management Recommendations Video
Q&A 2
3. FirstNational Bank (FNB) Corporate Database (CDB) Project
Sponsor (PS) General Manager (GM) Priority Committees (PC) Project
Manager (PM) Information Service Division (ISD) 3
4. 4
5. First National Bank (FNB) started growing very fast in the
financial market, merge and acquisitions process were involve in
this rapid growth. The expansion of operations brought an
incremental number of employees increasing organizational structure
complexity. Case focus on the Information Service Division (ISD)
projects: (IT Department) (FNB) Developing Information Technologic
Projects 5
6. IDS is Reporting to Executive Vice President of Consumer
Banking and Operations Division 6
7. 1992 IDS became a separate department from the Consumer
Banking and Operations Division reporting directly to the
president. 7
8. Use a computerized system to speed up the processing of
corporate consumers transactions.Little effort expanded to meet the
informational requirements ofthe rest of the bank divisions.Project
Results: Major conflict because key operating functionsof the bank
did not have equal access to system andprogramming resources.
8
9. FNB identified the need for a Corporate Marketing Division
Computerized systems were focused on small unprofitable accounts
FNB needed to computerized their Corporate Customer accounts which
are the most profitable. Information needs to be consolidated from
three different banks divisions: Corporate Banking Corporate Trust
Consumer Banking 9
10. Information was manually processed. Project was Ranked as
Number 1. Mr. Hart was the FNB GM Jin Gunn is appointed PM for the
CDB project: the most experienced PM at FNB. Jin Gunn is assigned
three junior programming specialist by Mr. Hart to developed the
project. Lack of time to design the project due to pressure. Lack
of resources (project was understaffed). Project asked for extra
funding. Quality Analyst was 90% assigned for rework. Jinn Gunn was
removed as PM. The project has a New PM. Mr. Hart, GM took his
retirement in the middle of the Project. 10
11. CDB project was tabled. 11
12. 12
13. 1. Project Sponsor2. Priorities Committee3. ISD General
Manager4. ISD and System Research5. Project Manager 13
14. Project Proposal Life Cycle Project Life Cycle and 7 Steps
Process 3 Steps Process 14
15. 15
16. 7 StepsProcess 16
17. Functional Department Determine the Problem. 17
18. Functional Department prepare Problem Statement a nd send
it to ISD president. 18
19. ISD authorizes System Research to prepare Impact Statement
19
20. Problem and Impact Statement are then send to Priorities
Committee. 20
21. Priorities Committee authorize the System Research Group to
prepare a Full-Scale Project Proposal. 21
22. System Research send the proposal to the User Sponsor for
Review 22
23. In the monthly meeting, Priorities Committee discussed
about A pproving, Dropping, or Tabling the Project Proposal 23
24. SACRED COW Updated list of project proposals in priority
order with an accompanying milestone schedule that indicates the
approximate time of implementation. Priority setting , if done by a
cross section of executive management, it does not revert by
default to data processing management. Sacred Cow: project is
suggested by a senior and powerful official in the organization
24
25. 25
26. 3Steps 26
27. System Definition Systems design System and development
Implementation Project Plan Preliminary System User system design
implementation Requirements Subsystem System test System Definition
design Production Advisability Study Program design control
turnover Programming and User training testing System Acceptance
27
28. General Manager and Project Manager evaluate the different
activities. Estimates are performed at five intervals. Funding must
be completed and approved by the Project Manager. With Project
budget assessment General Manager can get an idea of the quantity
of system and programming resources required by the project. Then
general manager meets with project manager and user sponsor to
obtain funding from the user organization. There are re-estimates
and refunding if there has been a significant change in the
project. 28
29. Quality review is the process where the user become involve
with the new system. Ten quality reviews, seven of which are
participated in jointly by users and data processing personnel, and
three of which are technical reviews by data processing (DP)
personnel only. There is a Quality review board consists of between
two and eight people who are appointed by the project manager with
the approval of the project sponsor and the General Manager of
system and programming (ISD) 29
30. After a project reach the top list of priority the ISD
general manager appoint a Project Manager from his or her staff.
Then, the Project Manager ask for resources that must be approved
by the General Manager. CDB PM asked for three Senior Programming
and was assign two Junior Programming because there were not
available resources. After Jim Gunn was laid off the GM assigned
senior program manager to the CDB project. 30
31. 31
32. Sacred Cow Organizational Structure Long Project Proposal
Process Short Project Development Process Time Management Weak
Project Management Methodology Unwillingness to share Resources
Lack of Quality Methodology 32
33. 33
34. 34
35. 35
36. Shorten Project Proposal flow and steps Establish an
objective selection criteria using ranking and priorities in line
with Corporate goals i.e. Project Prioritization matrix, Balanced
Scorecard Reassess Role and Membership of Priorities Committee
Evolve into a Change Advisory Board consisting of Cross-Functional
Executive members including IT Management => Provides Guidance
and Strategy Priorities Team part of PMO => Manages Process
36
37. Create an IT Demand Process Flow Categorize by type of
projects: Compliance Operational Strategic Review Resource
Management Flow Avoids Bottleneck and conflicts Involve Business
Users at all levels of Project stages Insures buy-in and excitement
about the project Alleviate and Resolve fears about what the system
does to peoples jobs and responsibilities Improve Communication
Process Project Reporting Project administration Document key
agreements and decisions. Verbal agreements can fall through during
the life of the project. It is important to get written contracts
in place early on: i.e. committed resources are not available
Resource Availability IT Demands visibility 37
40. Establish a Program & Portfolio Management (PPM) This
will insure that major organizational initiatives achieve the
following: Approval of right investments Best resources application
Accomplishing organizational value supporting strategic goals
Develop IT Governance What it is: The processes that ensures the
effective and efficient use of IT in enabling an organization to
achieve its goals* Implement Sig Sigma for Quality Control Adopt
Standard IT Development Methodology Research shows use of IT
standards lowers development costs by 41 percent per user (
Cosgrove Ware, 2002) * Source Gartner 40
41. Business Strategy IT What, Who and how to Governance make
IT decisions? Portfolio Management Which IT initiatives to do?
Program Management How to Execute IT initiatives? Project
Management Business Value 41
42. 42
43. 43
44. What do you think was the Major Problem at FNB? How will
you address it? What differences present IT Project Management?
What do you know about IT Governance? Q&A 44