Timesaver ppt jk

Timesaver
v5 April2014
Designedby:
Salahuddin Khawaja
s@decklaration.com

I
Introduction
II
Basic Slides
III
Executive
Summary
Templates
IV
Models and
Objects
V
Project
Management
Templates
VI
Frameworks
and
Methodologies
VII
7 Deck Rules

Why re-invent the wheel
when building presentations?

This deckhas 100+slides that can easily beleveraged for any presentation
that youneed to build
Slides herehaveevolved over the years based onmyworkat these
organizations (primarilyconsulting)

SalahuddinKhawajahas15yearsofexperience,
primarilyintheFinancialServicesIndustry.
BeforejoiningJPMorganhe spent11yearsat
Deloitte& Touche helpingFortune500clients
withvarioustypesofStrategicInitiatives.
Hebelievesin thepowerofPresentations,
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startedDecklaration.com
About the
Author

8
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.
Key Issues
Go Forward Approach
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
 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
 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.)

9
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
I Planning Green
 Vision workshop completed
 Determine critical path Operating Model items
 Develop high-level roadmap
 Develop detailed 2013 plan
2
Scoping &
Analysis
Green
 Selected MVPs for functional delivery
 Drafted Conceptual To-Be process flows for MVP
 Performed analysis to validate products supported by MorphApp for the Florida Market
 Translated the existing BRD into Process Flows
 Drafted “Requirements Catalog” of existing requirements
3 Build Green  Build activities are underway
4
Operational
Readiness
(Not started)  Documentation of procedures and controls to start
5 Testing Amber
 93 defects remain open
 45 are under review, 41 are in the process of being
fixed and 8 are ready for retesting
Key CompleteNot Started Initiated ClosingIn Progress

10
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.
 Determine future state based
on strategic objectives, change
drivers and leading practices
 Perform Gap Analysis
 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
 Implement various program
 Assess internal and external
factors (Risk Appetite,
Regulations, Technology trends
etc)
 Identify change drivers
 Perform a current state
assessment across People,
Process and Technology
 Define the strategic objectives
Phase III:
Roadmap
Phase II:
Future Architecture
Phase I:
Strategy Development
Approach
I II III

11
Model 1
A model for strategy development …
Strategy DevelopmentCurrent State Assessment
Risk Appetite
Business Constraints
Regulatory Drivers
Leading Practices
Technology Trends
Economic Environment
and Forecast
Geographical
Considerations
Mission, Values and
Vision
Strategic Objectives
Performance Measures
and Targets
Regulatory Drivers
Competitive Position
Scenario Analysis
Industry Direction
Financial Modeling and
Planning
Strategy Formulation
Customer Analysis
Market Analysis
Organizational Analysis
Process
People
Technology
Line of
Business
Securities
Services
Treasury
Services
Asset
Management
Commercial
Banking
Investment
Banking
Private
Banking
OUTPUTSINPUTS

12
 Regionally defined
processes with increased
automation
 Functional/Product aligned
organization
 Fragmented focus on
customer experience
Defined / Proactive
 Globally defined and
integrated processes
 Business and customer
aligned organization
 Technology strategy is
developed in conjunction
with the business strategy
 Engaged focus on customer
experience
Service / Advocate
 Locally defined processes
 Indigenously grown
organization and
technology
Initial / Ad hoc
 “Utility mindset” – Leverage
Like Functions, Centers of
Excellence, Across LOBs
 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
Value / Leader
Effectiveness
FutureTodayPast
Model 2
Maturity Model – A maturity model can be used to help develop the Future State Architecture and perform the
Gap Analysis.

13
Call Out
Developing a business case can show management the business imperative and value of adopting a particular
approach.
Components of a Business Case
Risks and
Derailers
Vendor
Evaluation
(optional)
Strategy and
Current State
Assessment
Executive
Summary
Implementation
Plan
Change Drivers Cost and
Benefits
The financials show the overall
investment, break-even point
and Return on Investment
(ROI).
1 42 3 5 6 7
One of the critical components of the
business case is the Total Cost of
Ownership Model

14
General Timeline
2006 20112004 20102007 2009200820052003
XXXXX
XXXXX
XXXXX
XXXXX
XXXXX XXXXXXXXXXXXXXXXXXXX
XXXXX XXXXXXXXXXXXXXX XXXXX
XXXXXXXXXX XXXXX XXXXXXXXXX
XXXXX
XXXXX
XXXXX
XXXXX

15
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 2015 2016 2017
Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4
Wave 1
Develop Business Case
Develop Business Architecture Requirements
Development / Build
Design Technical Architecture
User Acceptance Testing Complete
Go-Live
System Integration Testing Complete
Parallel Test Complete
Post Implementation Review
Wave 3
Wave 4
Wave 2
Wave 1 Complete
Today

17
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
 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
 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
 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
Resolution
Situation

18
Executive Summary 2 (Business Case View)
Insert tagline here
Business Imperative
Financial Summary
Program Status
Recommendation

19
Executive Summary 3 (Analysis Summary)
Insert tagline here
Analysis
Conclusion To-Date
Background
Next Steps

21
List 1 – Simple
1 Design for Growth
3 Design to Balance Flexibility and Integration
5 Design for Collaboration
Design for Efficiency and Centralized Strategic Guidance2
4 Design for Robust Governance
6 Design for Clear Accountability
7 Design with Market and Customer Focus

22
List 2 – Depicting Numbers
The mobile revolution is underway – enterprises need to capitalize.
Tablets # of Tablets in the enterprise by 2016 (up from 13.6)
Mobility Ratio of all workers that have some level of mobility associated with their job
PC Shipment US PC Shipments is falling by 5%
Mobile app development projects will outnumber PC projects by 4 to 1App Development
Smartphones # of Smartphones worldwide
Mobile Apps # of Apps downloaded per year
96.3 M
75%
-5%
4 x
1 Billion
200+ Billion

23
Chevrons 1 – Timeline / Roadmap
The future roadmap based on the strategic objectives, current state assessment and recommendations.
Develop future state.
Then develop
recommendations
(projects, etc.) to
address gaps.
Prioritize projects based
in impact and cost.
Develop high-level
implementation plan.
Defined vision and
strategic objectives to
evolve to the next level.
Analyzed the current
state across three
dimensions: people,
process and technology.
Roadmap DevelopmentRecommendationsCurrent State Assessment
Vision and Strategic
Objectives Definitions
Approach

25
Chevrons 3 – Circular
Text
Text
Text
Text
Text
Text
TextText
Text
Text
Text
Text
Text
Text
Text

26
Pyramid 1 – Three Levels
How we are organized to
deliver
What we are delivering
Program View
How tech will delivery
Operational
Delivery
Business
Delivery
Technical
Delivery

27
Trust Commitment
Leading
Bank
Performance
Client Service
MISSION
VALUES
VISION
Leading
Bank
Pyramid 2 – Multi-dimensional

28
Venn Diagrams
Text
Text Text
Text
Text Text
Text
Text Text

29
MISSION
VALUES
VISIONS
Shareholders Board
CustomersManagement
SocietyEmployees
PartnersRegulators
Circle 1 – Basic

30
Circle 2 – Callouts
Key to getting the certification is getting a deep understanding of the 9 Knowledge Areas and their corresponding
sub-process (a total of 42).
Time
Management
Quality
Management
Integration
Management
Scope
Management
Communications
Management
Risk Management
Cost Management
Human Resource
Management
Procurement
Management
 Collect Requirements
 Define Scope
 Create WBS
 Verify Scope
 Control Scope
 Define Activities
 Sequence Activities
 Estimate Activity Resources
 Estimate Activity Durations
 Develop Schedule
 Control Schedule
 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
 Estimate Cost
 Determine Budget
 Control Costs
 Plan Quality
 Perform Quality Assurance
 Perform Quality Control
 Develop Human Resource Plan
 Acquire Project Team
 Develop Project Team
 Manage Project Team
 Identify Stakeholders
 Plan Communication
 Distribute Information
 Manage Stakeholder
Expectations
 Report Performance
 Plan Risk Management
 Identify Risks
 Perform Qualitative Risk
Analysis
 Perform Quantitative Risk
Analysis
 Plan Risk Response
 Monitor and Control Risks
 Plan Procurements
 Conduct Procurements
 Administer Procurements
 Close Procurements
3
5
2
4
1
6
8
7
9

31
Circle 3 – Orbit
X X
XX
X X X

32
Circle 4 – Cross-hair
Company Division
Region
Product/
Service

33
Circle 5 – Flow (4 steps)
Focus
Heading
[Summary text]
Heading
[Summary text]
Heading
[Summary text]
Heading
[Summary text]

34
Circle 5 – Flow (5 steps)
Focus
Heading
[Summary text]
Heading
[Summary text]
Heading
[Summary text]
Heading
[Summary text]
Heading
[Summary text]

35
Honeycomb
Risk
Management
Lines
of Business
Operations
Compliance
Control Technology
Finance
2
4
6
5
3
1
Risk
Management

36
Organizational Chart
Pillar_name_here Pillar_name_here Pillar_name_here
Name_here
Title_here
Name_here
Responsibility1
Responsibility1
Name_here
Title_here
Name_here
Responsibility1
Responsibility2
Name_here
Responsibility1
Responsibility2
Name_here
Responsibility1
Responsibility2
Name_here
Responsibility1
Responsibility2
Name_here
Responsibility1
Responsibility2
Name_here
Responsibility1
Responsibility2
Name_here
Responsibility1
Responsibility2
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role
Name
Role

37
Cube
Business Requirements
Technical Requirements
Operational Requirements
Non-Functional Requirements
Operation
Planning
Engineering
Integration

39
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
I Planning Green
 Vision workshop completed
 Determine critical path Operating Model items
 Develop high-level roadmap
 Develop detailed 2013 plan
2
Scoping &
Analysis
Green
 Selected MVPs for functional delivery
 Drafted Conceptual To-Be process flows for MVP
 Performed analysis to validate products supported by MorphApp for the Florida Market
 Translated the existing BRD into Process Flows
 Drafted “Requirements Catalog” of existing requirements
3 Build Green  Build activities are underway
4
Operational
Readiness
(Not started)  Documentation of procedures and controls to start
5 Testing Amber
 93 defects remain open
 45 are under review, 41 are in the process of being
fixed and 8 are ready for retesting
Key CompleteNot Started Initiated ClosingIn Progress

40
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
Phase IV:
UAT
Amber
 82% UAT Test Cases completed (75% passed)
 10 defects remain open (8 are critical)
 Total 22 defects have been opened till-date
 Due to high number of defects UAT Sign off delayed to
Oct 15
 Complete UAT by October15th
Phase V:
Parallel Plan
Green
 Parallel Plan framework developed; details are being
firmed up
 Some risk have been identified (infrastructure, cleansed
data etc/) and action plans are being developed
 Complete Parallel Plan
 Finalize action plans to address risks
 Parallel run to start
Phase VI:
Go Live
Green
 Go-Live and Migration plan being developed
 Plan developed to communicate to key stakeholders
during
 Complete Go-Live and Migration plan
Status Rating G
2015
A O DNSJ JMF M AJ JMF M AJ
2014
Go Live Nov 5
Build
System Integration Testing
UAT
UAT Completed
Parallel Testing
Phase 2 Go Live
(TBD)
N
A
KEY
GreenAmber GA
Not StartedOn Hold Complete NC
RedR
H
N

41
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.
Today
Wave 1
Develop Business Architecture Requirements
Development / Build
Design Technical Architecture
User Acceptance Testing Complete
Go-Live
System Integration Testing Complete
Wave 3
Wave 4
Wave 2
Wave 1 Complete
2014 2015 2016 2017

42
Gantt Chart – Variations and Symbols
Various variations and symbols can be used to give more dimensions/depth to visual Gantt charts
2014 2015 2016 2017
Today
G
R
A
H
C
N
Sprints
99%
Green
Amber
Not Started
On Hold
Red
Complete
Build Complete
(In Stages)
18 Days
Delay

Additional Symbols
+
RAG Milestones

43
Objects – Harvey Balls and Status
KEY
Red: Major delay
(3+ weeks delay)
Amber: Slight delay
(1-3 weeks delay)
Green: On track (0-1
week delay)
G
R
A
Complete
Significant Progress
Not Started
Identified
Underway
Complete
Closing
Not Started
Initiated
In Progress
Even
Progress
Negative
GreenStatus Amber GR A No UpdateNot Started On Hold UN H
Positive
Red
Trend
CompleteNot Started Initiated ClosingIn Progress
CompleteC

44
Dashboard – Overall Project Summary
Status Trend# Key Areas
G
Strategic
Initiatives
1
GCategory 44
GCategory 33
G
Tactical
Initiatives
2
Initiative Status
Subcategory
Subcategory
Subcategory
Subcategory
Subcategory
Subcategory
Subcategory
Subcategory
Subcategory
Subcategory
Subcategory
Project Name Project Name GG
Project Name G
Project Name Project Name Project Name Project NameG GG H
Project Name
Project Name
Project Name
Project Name
Project Name
Project Name
Project Name
Project NameA
G
G
G
AG
A
G
Project Name Project Name Project NameProject NameGG G
Project Name Project Name Project NameA AA
Project Name FATCA Project Name
Project Name G
Project Name
Project Name Project Name
Project Name R
G
G
G
Project NameG G Project Name G
Project Name
Project Name
Project Name
Project Name
Project Name
Project NameA
G
P
G
GG
G
Project Name G
G
CG
Project Name Project Name GGG G
G
Project Name Project Name Project NameG G H
Amber (At risk)
R
A
Red (Off track)
Green (On track)
G

45
Risk/Issue Template
Type Title Description Impact Mitigation Strategy Impact Owner Date Raised
Target
Date
Red
Red
Amber
Amber
Green
Green

46
Actions Item Template
# Item Action Update Owner Date Opened Status
1 Defects Management requested that the program
team get a firm plan to address defects
 Defect tracking has been put in place
Jack June 7 Open
2 Production
Parallel
Review issues that resulted from the parallel
test
 Post Mortem and Lessons learned to be completed
Jane July 5 Closed
3
4
5

47
Risk and Issues are communicated to management via the Dashboarding process.
Off-Track TemplateRisk / Issue
Additional CommentsOverall Status Gantt / Roadmap
Slide 53
Slide 51
Slide 48 Slide 49
Post Implementation
Slide 50
Slide 52
Project Dashboarding

RAG Status
Achievements Current Focus / Next Steps
Tech Lead:Manager: Initiative Lead:
Scope
Current Status SummaryInitiative Background
Completion Date:
Objective
Benefits/ROI
Priority:
Financials
Risk
Dependency
48

2014 2015 2016 2017
Roadmap – Gantt
RAG Status
KEY
GreenAmber GR A
Not StartedOn Hold Complete NH C
Red
49

Additional Comments
RAG Status
50

Risks / Issues
1
3
Severity# Risk / Issue Mitigation Strategy and Current StatusOpen Date
Target
Date
Owner Likelihood
2
4
6
5
RAG Status
Type
Close
Date
Change
51

RAG Status
Planned Objectives Gap / DeltaAchieved Objectives
52

RAG Status
Off-track Summary Get Well PlanRoot Cause
Off Track
53

- 55 -
Slides
presented in
this section are
in no particular order …

56
Business Transformation Approach
A complex business transformation could take multi-years. Not all phase’s depicted below are necessary.
2014 2015 2016 2017
Phase I: Strategy Assessment
Phase II: Business Case
and Roadmap
Phase III:
Vendor Selection
Phase IV:
Program
Implementation
I
II
III
IV

57
Business Transformation Approach – Details
High-levels steps of the 4 phases are detailed below.
 Document high-level
requirements; issue RFI
and RFP
 Conduct Deep Dive
Assessments
 Conduct reference calls &
customer visits
 Performed independent
research
 Performed due diligence
 Prioritize projects based
in impact and cost
 Develop high-level
implementation plan
 Sign agreements with
vendors
 Implement various
program and project
initiatives.
 Define overall vision and
strategic objectives
 Perform a strategy &
current state assessment
across People, Process
and Technology (identify
gaps)
 Determine target state
based on strategic
objectives, change
drivers and leading
practices
 Develop business case
and roadmap based on
project priorities, impact,
cost and resource
requirements
Phase IV:
Program Implementation
Phase III:
Vendor Selection
Phase II:
Business Case & Roadmap
Phase I:
Strategy Assessment
Approach
I II III IV

58
Approach
Strategy Sample – Mobile Strategy
Mobile applications should be developed using a methodology tailored for mobile devices
 Develop various mobile
products
 Develop/modify services
 Integrate mobile with
existing channels
 System Testing
 End to end testing
 Launch various mobile
products
 Mobile web
 Mobile app
 Blog
 Social Media
 Defined mobility goals
(revenue, efficiency,
customer experience
etc.)
 Define business case and
prioritize the roadmap
 Budget approval
 Current state assessment
of Mobility infrastructure
 Develop mobile use
cases
 Process requirements
 User interface
 Data requirements
 Develop overall solution
architecture
 Develop wireframes
Prototype critical features
 Develop launch approach
DeployDevelopDesignDefineI II III IV

59
Program Office Vision
Program Vision and Strategic Principles
The Program Management Office (PMO) vision and associated strategic objectives
guide all change related activities.
Manage and execute all change initiatives to help maintain a
leadership position in Trade Processing.
Tier 1
Tier 2
2
1
3
Continuously improve efficiencies (initially by consolidating processes and systems)
Address existing and new regulatory requirements
Partner with key stakeholders to drive enhanced experience and new functionality
6
4
5
Enhance organizational capabilities
Ensure a structured and methodical approach is in place to manage change
Streamline processing business and technical architecture to increase time to market

60
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.
Strategy DevelopmentCurrent State Assessment
Risk Appetite
Business Constraints
Regulatory Drivers
Leading Practices
Technology Trends
Economic Environment
and Forecast
Geographical
Considerations
Mission, Values and
Vision
Performance Measures
and Targets
Regulatory Drivers
Competitive Position
Scenario Analysis
Industry Direction
Financial Modeling and
Planning
Strategy Formulation
Customer Analysis
Market Analysis
Organizational Analysis
Process
People
Technology
Line of
Business
Securities
Services
Treasury
Services
Asset
Management
Commercial
Banking
Investment
Banking
Private
Banking
OUTPUTSINPUTS

61
Background
 Regionally defined
processes with increased
automation
 Functional/Product aligned
organization
 Fragmented focus on
customer experience
Defined / Proactive
 Globally defined and
integrated processes
 Business and customer
aligned organization
 Technology strategy is
developed in conjunction
with the business strategy
 Engaged focus on customer
experience
Service / Advocate
 Locally defined processes
 Indigenously grown
organization and technology
Initial / Ad hoc
 “Utility mindset” – Leverage
Like Functions, Centers of
Excellence, Across LOBs
 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
Value / Leader
Effectiveness
FutureTodayPast
 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
Maturity Model

62
Business Case
Developing a business case can show management the business imperative and value of adopting a particular
approach.
Components of a Business Case
Risks and
Derailers
Vendor
Evaluation
(optional)
Strategy and
Current State
Assessment
Executive
Summary
Implementation
Plan
Change Drivers Cost and
Benefits
The financials show the overall
investment, break-even point
and Return on Investment
(ROI).
1 42 3 5 6 7
One of the critical components of the
business case is the Total Cost of
Ownership Model

63
ProcessInputs
Process Analysis – SIPOC
SIPOC Framework is a Six Sigma tool used for process analysis and can be used to perform a current statement
assessment.
Suppliers
S P CI O
Outputs Customers
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
Products or services
that result from the
process
The recipients of the
process outputs
Provider of inputs to
the process
EndStep 2 Step 3 Step 4 …Step 1 Step XStart
Process is typically broken into 5-7 steps

64
Rationale for Platform Upgrade
Varying drivers have resulted in a compelling business case to strategically re-architect the platform.
Aging
Systems
Customer
Experience
Time-to-
Market
Operational
Efficiency
Regulation
Industry
Leader
A more efficient process will improve the
experience of internal and external stakeholders.
Maintain and extend our
competitive, business and
operational leadership
A renewed focus on increasing
operational efficiency
Pressure to quickly deliver
functionality to support new
business, products and services
Compliance with regulation is
becoming complex
Deliver a solution which supports a
growing global business footprint
Globalization
Highly disjointed and has become
increasingly costly to maintain (30
years of development)Process
Driven
Setup
Move to a process driven
construction that is region agnostic

65
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.
4
1
5
Accelerated implementation approach
Budget
Key Dependencies on multiple external initiatives
8 Organizational strategy changes
3 New regulations or changes to existing ones
2 Resources constraints
9 Shift in priorities
7 Vendor dependencies for some program

66
Roadmap Development Approach
A structured and methodical approach was used to develop the roadmap.
Roadmap Development Approach
Part II
Project Prioritization and
Dependency Analysis
Part I
Project Templates
 Project owners to complete Project
scoping
 Consolidate project information
 Prioritize based on cost, benefit and risk
 Identify dependencies
 Develop strategic roadmap
Part III
Roadmap Development

67
Project
Description
High / Medium / LowProject Size
Project Name
Project Template
Simple template to gather high-level project information.
High / Medium / Low
Project # of
FTEs
Project Impact
Target
Completion
Project
Complexity
Q3 Q4Q1Q3 Q4Q1
20152014
Q2Q2
TechnologyPeople
X
Process
X X
Project Drivers
Cost ReductionOperational
Efficiency
Revenue
Increase
Regulatory Value Added
X X X
Security and
Reliability
X
Customer
Experience
X

68
Roadmap – Option 1
2013 2014 2015 2016
Select Vendor
Operating Model and
Business Architecture
Sprint 0 Complete
(Entry into Build)
Update Business Case
System Test Complete
Parallel Test
Complete
Decommission
Legacy System
Post Implementation
Review
Build Complete
(In Agile Sprints)
UAT Complete
Go Live
Scoping & Analysis
(Requirement Definition)

69
Vendor Evaluation – Approach
A full blown vendor evaluation could include up to 7 phases.
Due Diligence
Total Cost of Ownership
Independent Research
Ref. Calls & Customer Visits
Deep Dive
Assessments
RFI
RFP

70
Vendor Evaluation – Guiding Principles
A set of principles should be defined to guide the Customer Relationship Manager (CRM) vendor evaluation
process.
Select a flexible, functionally rich, and industry proven package that can support
our CRM vision and objectives
Work with a strategic partner that is proven in the CRM space
Any vendor/solution selected is expected to have a 80 to 85% fit
Limited customization of the CRM product will be undertaken to ensure that
inherent product functionality and flexibility is not degraded
Ensure ability to take ownership of product (not source code) and support with
minimal reliance on vendor post implementation
1
3
5
2
4

71
Option Analysis
Phase Option 1: Go West Option 2: Go East
Pro
 Pro 1
 Pro 2
 Pro 3
 Pro 1
 Pro 2
 Pro 3
Con
 Con 1
 Con 2
 Con 3
 Con 1
 Con 2
 Con 3
 Conclusion ????

72
Program Organization
The Program Organization has 4 key roles: Program Office, Business Integrator, Systems Integrator and Solution
Delivery
System
Implementation
Systems
Integrator
Business
Integrator
Solution Delivery
Program
Office

73
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.
A group of related projects managed
in a coordinated way to obtain
benefits and control not available
from managing them individually
Program Management
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
Project Management
Corporate and Individual Business
unit strategies that define the
direction of the corporation
Business Strategy
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
Portfolio Management
Business Strategy
Portfolio Management
Program Management
Project Management

74
Risk Management Process – Overview
Identify, Prioritize, and
Assess Program
Issues/Risks
Assign Responsibility
for Resolution/
Mitigation
Implement Resolution
or Mitigation Strategy
Reassess, Monitor &
Report Program
Issues/Risks
Develop
Issue & Risk
Management
Plan
Close Risk

75
Reset – Mission, Values & Vision
The Mission, Values and Vision of the organization should be adjusted based on the broader set of stakeholders
Trust Commitment
Leading
Bank
Performance
Client Service
MISSION
VALUES
VISION
Leading
Bank

76
Cost Reduction
 Implement roadmap
 Headcount efficiency
 Location strategy
 Including updated operating model (process
improvements are part of this)
 Realize benefits based on established
performance targets
Roadmap Implementation
 Develop
recommendations
based on business
case (tactical vs.
strategic)
 Prioritize
recommendations
based on cost,
impact and risk
 Develop roadmap
to implement
recommendations
(project plan,
resourcing, etc.)
 Set a clear
objectives and
targets
 Assess the cost
reduction
opportunity
 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 DevelopmentAssessmentPlanning
Approach
Robust Project Management
Stakeholder management
(buy-in, consensus, communication etc.)

77
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.
Development
Unit Test
Specifications
Coding / Debugging Unit Testing
Business Requirements User Acceptance Testing
Technical Requirements
and Detailed Design
System and Integration
Testing
Analysis
User Acceptance Test Specifications
Design
System/Integration Test Specifications
Reconciliation
Requirements
Parallel Testing
Deployment
Parallel Test Specifications

78
Business Portfolio 3x3
CompetitivePosition
LowMediumHigh
Product/Market Attractiveness
Low Medium High

82
7 Deck Rules – Overview
Follow 7 rules to make compelling presentations.
4
Understand
the Canvas
Keep it
Simple
Make it
Sing
Tell a
Story
Leverage
a Library
Solve a
Problem
Focus on
Composition
7 DECK RULES
I
V
II
IIIVI
VII
IV
Follow them all to
successfully convey your
message.
There are 7 Rules behind the
art and science of creating a
great presentations.

83
7 Deck Rules – Benefits
Leverage a tested mechanism to produce excellent presentations in a short time-frame.
It inspires you with proven
problem solving
techniques.
It will save you time by
helping you quickly build
deliverables
7 deck rules provides a
methodical approach to
building deliverables
It helps structure your
ideas and information in
solution oriented way.
Bottom line:
It will help you convey your
message in a compelling
way.
It provides a template so
you can focus on the
content & not the format.

84
Rule I: Understand the Canvas
A typical slide has 6 distinct components.
The Headline is a short title
describing the slide
1
The Lead is a brief, sharp
statement summarizing the slide
2
The Body is the core part of the
slide (also known as the Storybox)
3
The Company Logo is displayed
for branding purposes
4
Page number in the middle of the
slide
5
The Department or Project Name
is displayed for branding purposes
6

85
Rule II: Keep it Simple
Simplicity is necessary to properly convey an idea.
Reducing complexity is in of itself complex and
takes a focused approach
Continuously Organize, Collect and Reduce
content as the Deck as the deck is being built
The goal of simplicity is to emphasize the
insightful and remove the distractful
Natural tension between simple and powerful,
finding the right balance is the goal
PowerfulSimple
Eliminate
Reducing
Complexity

86
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
The storyboard process
converts brilliant, abstract
ideas into a coherent
storyline
Storyboarding is the
method for the creation of
a storyline of a deck
How these 5 point would be
storyboarded
Rule III: Tell a Story – Storyboarding Depicted
Storyboarding is a simple method to keep the Deck focused and coherent.
2 51 43

87
Principle 2: OrganizationPrinciple 1: Process
Divide the problem into smaller discreet parts such that there is no
overlap, no gaps.
A methodical process should be used to find the right viable solution,
not just any solution.
Principle 3: Frameworks Principle 4: Focus
Problems can be complex – typical with little effort a major part of the
problem can be solved. So focus on what is important.
Using formal frameworks to structure your analysis will help support the
conclusions reached.
Rule IV: Solve a Problem
A Deck should solve a problem. A methodical approach should
be taken when solving a problem.

88
Rule V: Focus on Composition
Follow these 6 principles to ensure writing is informative and direct.
Focus writing on the subject matter
Align writing with the deliverable objective
Use clear, concise and precise language
Utilize ethical and inoffensive Language
Use correct grammar, punctuation & spelling
Follow conventional rules
Use active voice (vs. passive voice)
Express ideas in positive terms
Distill your message (levels of details)
Using headings to label content
Group thoughts into clusters
Sequence thoughts logically
Principle 5: Leveling & Labeling Principle 6: Voice & TonePrinciple 4: Structure
Principle 2: Language Principle 3: SubstancePrinciple 1: Rules

89
All objects and models that can be used for visualsWork bench with basic objects that are frequently used
Set 2: Objects and ModelsSet 1: One Pager
Established frameworks and methodologiesA standard one page executive summary template
Set 3: Executive Summary Set 4: Frameworks and Methodologies
Rule VI: Leverage a Library
Why re-invent the wheel when building deliverables? Have a library of slides handy and leverage.

90
Rule VII: Make it Sing
Function (information) and form (design) go hand in hand.
Accentuate with VisualsChoose your ColorsDirect the Eyes
Colors have deep meaning.
Choose your colors as would choose your
words – carefully.
Use creative diagrams to illustrate – as
simply as possible – concepts, models
and processes
The slide flow should be understood in a
flash. To achieve this, structure the slide
in a way so as to guide the viewer eyes.
DesignInformation
Human’s are
visual creatures
Information
is power
Design your information so it can be
conveyed in an understandable power

Keep reading at:
decklaration.com/bullets-do-kill

92
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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