1. Client
Automation of Business
Process Management System

2. WNS Introduction
• Business process management
company.
• Headquarter is in Mumbai, India.
• The company serves over 200
Fortune 500 companies worldwide.
1

3. Net Present Value
2
Payback Period
Financial Models
Selected Methods

4. Multi Weighted Criteria
2
Project Portfolio Matrix
Non-Financial Models
Selected Methods

5. Why WNS Selected BPM Automation
(Global Star Travels Project)?
-Strategic Project with the highest Net Present Value (NPV) of $196,338
-We can recover the investment in 10.9 months
-Having the highest weight score of 72
-This project is technological breakthrough with highest commercial
payoff.
3

6. Defining  Planning  Executing  Delivering
2
Project Life Cycle

7. Defining the Project
4

8. Defining Project Scope
Objective
To design an automated Business Process Management System using
MS SQL Server and BI system within 12 months at a cost not to exceed
$700,000.
Priority Matrix
4

9. Specification
Hardware:
-Setup Database server
-Setup Web Server
-System down time < 4 hours
Software:
-BI system (middle and top
management)
-Web application system
(operation team)
4
Task
Deliverables:
-BI reports (Analytics tools) for
middle and top management
-Backend database system
-Interfaces / Middleware compatible
with existing front end solutions
-Technical reference document
Project Scope Checklist

10. 5
Work Break Down Structure

11. 3
Integration of WBS and OBS
Cost Account
-The intersection of WP- Hardware
Service and Organization IT
department creates a cost account.
-By rolling up Hardware Service
and Software License WP System
(deliverable) cost is calculated.

12. Planning
4

13. Bottom Up: Support Cost Est
6
Top-Down: Function Point
Contract Bid
Time and Cost Estimations
Contract Bid Summary Costs
Total Direct Cost $540,000.00
G&A overhead (10%) $54,000.00
Total Costs $594,000.00
Profit(17.5%) $103,950.00
Total Bid $697,950.00

14. PERT
6
Time and Cost Estimations

15. Risk Management
6
Contingency Funds
Managing Risk
Total direct cost $442,338
Budget Reserve + $23,950 (for specific critical activities)
Management Reserve + $13,712 (~3% of Total Budget)
Total Budget = $480,000

16. 6
Gantt Chart

17. Resource Allocation
Before Levelling: 230 days
6
After Leveling: 237 days

18. Executing
4

19. 3
Tracking Gantt Chart (Jul-16)

20. Earned Value Chart
6
Indexes Period
$0.00
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
Jan'16
Feb'16
Mar'16
Apr'16
May'16
Jun'16
Jul'16
Aug'16
Sep'16
Oct'16
Nov'16
Dec'16ACWP BCWP BCWS
Actual Cost Linear (ACWP)
0
0.2
0.4
0.6
0.8
1
1.2
Jan'16
Feb'16
Mar'16
Apr'16
May'16
Jun'16
Jul'16
Aug'16
Sep'16
Oct'16
Nov'16
Dec'16
SPI CPI
CPI <1 indicates over cost
SPI <1 indicates behind scheduled.
Percentage complete index PCIB: 52%
Percentage complete index PCIC: 52%
Status Report (Jul-16)

21. Forecast EAC
EAC: $452,130
The final project projected cost
forecast is $452,130 versus $ 240,256
originally planned.
To Complete Performance Index TCPI:
TCPI: 1.05
6

22. 3
Crashing Activity
Activity 52, 53, 93, 97 are crashed. It
cost $7,400 and Project duration will
be reduce by 8days.

23. 3
Control Chart
Period
Status
Report Task Name
Finish
Actual Finish Baseline
Start
Variance
Finish
Variance
Total
Variance
1 March 1st BPM Automation
Mon
11/28/16 Mon 11/28/16 0 days 0 days 0
2 July 1st BPM Automation Thu 12/8/16 Mon 11/28/16 0 days 8 days -8
3 Oct 1st BPM Automation
Mon
11/28/16 Thu 12/8/16 0 days -8 days 8
-20020
1 2 3
Variance
Time Period

24. 3
Conclusion
-More time and cost should be spend in Planning Phase to avoid problems in
later stages.
-Resource allocation in definition need to be reconsider in Planning phase.
-Through out project life cycle to make any decision always project objective
and definition will be center of attention.
-Once project starts dedicated team has to monitor project performance for cost
and schedule evaluation periodically and if require have to revise time phased
schedule.
-Based on status report and performance indices required actions has to be
taken like crashing or scope creep.

25. Thank you for your attention!
Questions?
7