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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
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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 joining JP Morgan he spent 11 years at Deloitte & Touche helping Fortune 500 clients with various types of Strategic Initiatives.
He believes in the power of Presentations, Storytelling and Visual Design. That is why he started Decklaration.com
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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 roadmap 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 supported 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
9
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: Roadmap
Develop business case and
roadmap based on project priorities, impact, cost and resource requirements Develop methodology for
prioritization and critical path of the identified projects, and define resources and cost implications with executive inputs
Perform a current state
assessment across People, Process and Technology Define the strategic objectives
Implement various program
10
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 support 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).
13
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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Wave 1
Develop Business Case Develop Business Architecture Requirements Design Technical Architecture Development / Build System Integration Testing Complete User Acceptance Testing Complete Parallel Test Complete Go-Live Post Implementation Review Wave 1 Complete Wave 2
Wave 3 Wave 4 Today
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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 support the future growth of our business, lower the cost of running ProcessX, and more efficiently manage our business we recommend the implementation of the StrategyX
Situation Since December, we have completed the Planning phase, updated financials, gathered customer views, and complied a list of key projects Based on these results the new proposed platform meets our needs and could be implemented within a 24-46 month period Complication
Internal meetings with various teams confirmed that current and new strategic initiatives, and evolving business needs will continue to put increasing demands on the legacy system
Resolution To support the future growth of our business, lower the cost of running ProcessX, and more efficiently manage our risks the program team recommends the implementation of StrategyX
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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
3
Design to Balance Flexibility and Integration
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Design for Robust Governance
5
Design for Collaboration
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Design for Clear Accountability
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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 downloaded 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 / Roadmap The future roadmap 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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Roadmap 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 Verify 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
9
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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 Administer 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
Role
Role
Role
Role
Role
Name
Name
Name
Name
Name
Name
Role
Role
Role
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 roadmap 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 supported 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% passed)
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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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 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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99%
RAG Milestones Sprints
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Red
A
Amber
G
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
1
2
Strategic Initiatives
Tactical Initiatives
G Red (Off track)
Project Name
G
Project Name
G
Project Name
G
Project Name
G
Project Name
H
Project Name
G
Project Name
A
Project Name
G
Project Name
A
Project Name
A
Project Name
G
Project Name
G
Subcategory
Project Name
G
Project Name
G
Project Name
G
Project Name
H
Subcategory
Project Name
G
Project Name
G
Project Name
G
Project Name
G
Subcategory
Project Name
G
FATCA
G
Project Name
G
Project Name
C
Project Name
G
Project Name
G
Project Name
G
Project Name
G
Project Name
G
Project Name
G
Project Name
G
Project Name
G
Subcategory
Project Name
A
Project Name
A
Project Name
A
Project Name
R
Subcategory
Project Name
G
Project Name
G
Project Name
G
Project Name
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Project Name
G
Project Name
G
Project Name
A
Project Name
P
Project Name
G
Subcategory
Project Name
G
Subcategory
Project Name
G
Project Name
G
Subcategory
G
Subcategory
G
Subcategory
3
4
Category 3
Category 4
G
G
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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
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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 / Roadmap
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:
Roadmap – Gantt 2014 J
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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
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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 II: Business Case and Roadmap
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Phase III: Vendor Selection
Phase IV: Program Implementation IV
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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 & Roadmap
III
Develop business case and roadmap 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 roadmap
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
User 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
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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 support perspective We have evolved globally as a result of marketplace demands, mergers and acquisitions and changes in regulations The existing platform has been developed in an unstructured manner, resulting in a fragmented lifecycle Varying drivers have resulted in a compelling business case to strategically re-architect the platform
Value / Leader
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 support 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 disjointed and has become increasingly costly to maintain (30 years of development)
Process Driven Setup
Deliver a solution which supports 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 support 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
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Vendor dependencies for some program
8
Organizational strategy changes
9
Shift in priorities
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Roadmap Development Approach A structured and methodical approach was used to develop the roadmap.
Roadmap 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 Roadmap Development
Develop strategic roadmap
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
Roadmap – Option 1 2013 J
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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 support 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 support 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
Roadmap 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
Roadmap Implementation
Develop recommendations based on business case (tactical vs. strategic)
Implement roadmap
Prioritize recommendations based on cost, impact and risk
Realize benefits based on established performance targets
Develop roadmap 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 User Acceptance Test Specifications
Design System/Integration Test Specifications
Coding / Debugging
Development Unit Test Specifications
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User 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
79
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 support 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. passive voice)
Sequence thoughts logically
Using headings to label content
Express ideas in positive terms
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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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