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The document provides templates for project status reports. The first template shows the overall project status as green and on track, with planning, scoping and analysis, and build 50% complete. Testing has started with some defects found. The second template provides a more detailed status for each phase, showing phase 4 (UAT) as amber due to a high number of defects found, with tasks to complete UAT and address defects before sign off. Phases 5 and 6 are on track.

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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?
Just copy-steal-paste
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, StorytellingandVisualDesign.Thatiswhyhe startedDecklaration.com About the Author
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
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
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
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
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
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
24 Chevrons 2 – Process
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
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
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 Parallel Test Complete 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. Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 Today 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 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 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 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 Project Name Project Name G G Project NameG G Project Name G Project Name Project Name 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 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 Roadmap – Gantt RAG Status Tech Lead:Manager: Initiative Lead: KEY GreenAmber GR A Not StartedOn Hold Complete NH C Red 49
Additional Comments RAG Status Tech Lead:Manager: Initiative Lead: 50
Risks / Issues 1 3 Severity# Risk / Issue Mitigation Strategy and Current StatusOpen Date Target Date Owner Likelihood 2 4 6 5 RAG Status Tech Lead:Manager: Initiative Lead: Type Close Date Change 51
RAG Status Tech Lead:Manager: Initiative Lead: Planned Objectives Gap / DeltaAchieved Objectives Post Implementation Review 52
RAG Status Tech Lead:Manager: Initiative Lead: Off-track Summary Get Well PlanRoot Cause Off Track 53
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
- 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 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 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. Strategic Objectives 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 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
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 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 Develop Business Case 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
79 World Map
80 United States Map
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
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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Introduction to the presentation's purpose, which includes a large deck of slides and experience of the author.

Introduction to the presentation's purpose, which includes a large deck of slides and experience of the author.

Focus on strategic changes in organizational processes and frameworks for implementation and business case development.

Introduction to the presentation's purpose, which includes a large deck of slides and experience of the author.

Focus on strategic changes in organizational processes and frameworks for implementation and business case development.

Focus on strategic changes in organizational processes and frameworks for implementation and business case development.

Focus on strategic changes in organizational processes and frameworks for implementation and business case development.

Introduction to the presentation's purpose, which includes a large deck of slides and experience of the author.

Details project status updates, management strategies, risk reporting, and a structured approach for tracking progress.

Introduction to the presentation's purpose, which includes a large deck of slides and experience of the author.

Approaches for business transformation, including strategic assessments, the importance of alignment in goals, and rationale for platform upgrades.

Focus on strategic changes in organizational processes and frameworks for implementation and business case development.

Approaches for business transformation, including strategic assessments, the importance of alignment in goals, and rationale for platform upgrades.

Approaches for business transformation, including strategic assessments, the importance of alignment in goals, and rationale for platform upgrades.

Focus on strategic changes in organizational processes and frameworks for implementation and business case development.

Approaches for business transformation, including strategic assessments, the importance of alignment in goals, and rationale for platform upgrades.Focus on strategic changes in organizational processes and frameworks for implementation and business case development.

Introduction to the presentation's purpose, which includes a large deck of slides and experience of the author.Seven key rules for crafting effective presentations, emphasizing simplicity, storytelling, and visual design.

Timesaver ppt jk

  • 1.
  • 3.
  • 4.
    Why re-invent thewheel when building presentations?
  • 5.
  • 6.
    This deckhas 100+slidesthat can easily beleveraged for any presentation that youneed to build Slides herehaveevolved over the years based onmyworkat these organizations (primarilyconsulting)
  • 7.
    SalahuddinKhawajahas15yearsofexperience, primarilyintheFinancialServicesIndustry. BeforejoiningJPMorganhe spent11yearsat Deloitte& TouchehelpingFortune500clients withvarioustypesofStrategicInitiatives. Hebelievesin thepowerofPresentations, StorytellingandVisualDesign.Thatiswhyhe startedDecklaration.com About the Author
  • 8.
  • 9.
    8 Organized Sections Bullets Overthe 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.)
  • 10.
    9 Simple Table Overall projectis 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
  • 11.
    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
  • 12.
    11 Model 1 A modelfor 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
  • 13.
    12  Regionally defined processeswith 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.
  • 14.
    13 Call Out Developing abusiness 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
  • 15.
    14 General Timeline 2006 2011200420102007 2009200820052003 XXXXX XXXXX XXXXX XXXXX XXXXX XXXXXXXXXXXXXXXXXXXX XXXXX XXXXXXXXXXXXXXX XXXXX XXXXXXXXXX XXXXX XXXXXXXXXX XXXXX XXXXX XXXXX XXXXX
  • 16.
    15 Timeline – GanttChart 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.
  • 18.
    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
  • 19.
    18 Executive Summary 2(Business Case View) Insert tagline here Business Imperative Financial Summary Program Status Recommendation
  • 20.
    19 Executive Summary 3(Analysis Summary) Insert tagline here Analysis Conclusion To-Date Background Next Steps
  • 21.
  • 22.
    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
  • 23.
    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
  • 24.
    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.
  • 26.
    25 Chevrons 3 –Circular Text Text Text Text Text Text TextText Text Text Text Text Text Text Text
  • 27.
    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
  • 28.
  • 29.
  • 30.
  • 31.
    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
  • 32.
    31 Circle 3 –Orbit X X XX X X X
  • 33.
    32 Circle 4 –Cross-hair Company Division Region Product/ Service
  • 34.
    33 Circle 5 –Flow (4 steps) Focus Heading [Summary text] Heading [Summary text] Heading [Summary text] Heading [Summary text]
  • 35.
    34 Circle 5 –Flow (5 steps) Focus Heading [Summary text] Heading [Summary text] Heading [Summary text] Heading [Summary text] Heading [Summary text]
  • 36.
  • 37.
    36 Organizational Chart Pillar_name_here Pillar_name_herePillar_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
  • 38.
    37 Cube Business Requirements Technical Requirements OperationalRequirements Non-Functional Requirements Operation Planning Engineering Integration
  • 39.
  • 40.
    39 Status Report 1 Overallproject 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
  • 41.
    40 Status Report 2 Currentstatus 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 Parallel Test Complete 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
  • 42.
    41 Gantt Chart The bestway 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. Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 Today 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 2014 2015 2016 2017
  • 43.
    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 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 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
  • 44.
    43 Objects – HarveyBalls 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
  • 45.
    44 Dashboard – OverallProject 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 Project Name Project Name G G Project NameG G Project Name G Project Name Project Name 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
  • 46.
    45 Risk/Issue Template Type TitleDescription Impact Mitigation Strategy Impact Owner Date Raised Target Date Red Red Amber Amber Green Green
  • 47.
    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
  • 48.
    47 Risk and Issuesare 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
  • 49.
    RAG Status Achievements CurrentFocus / Next Steps Tech Lead:Manager: Initiative Lead: Scope Current Status SummaryInitiative Background Completion Date: Objective Benefits/ROI Priority: Financials Risk Dependency 48
  • 50.
    2014 2015 20162017 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 Roadmap – Gantt RAG Status Tech Lead:Manager: Initiative Lead: KEY GreenAmber GR A Not StartedOn Hold Complete NH C Red 49
  • 51.
    Additional Comments RAG Status TechLead:Manager: Initiative Lead: 50
  • 52.
    Risks / Issues 1 3 Severity#Risk / Issue Mitigation Strategy and Current StatusOpen Date Target Date Owner Likelihood 2 4 6 5 RAG Status Tech Lead:Manager: Initiative Lead: Type Close Date Change 51
  • 53.
    RAG Status Tech Lead:Manager:Initiative Lead: Planned Objectives Gap / DeltaAchieved Objectives Post Implementation Review 52
  • 54.
    RAG Status Tech Lead:Manager:Initiative Lead: Off-track Summary Get Well PlanRoot Cause Off Track 53
  • 55.
  • 56.
    - 55 - Slides presentedin this section are in no particular order …
  • 57.
    56 Business Transformation Approach Acomplex business transformation could take multi-years. Not all phase’s depicted below are necessary. 2014 2015 2016 2017 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 Phase I: Strategy Assessment Phase II: Business Case and Roadmap Phase III: Vendor Selection Phase IV: Program Implementation I II III IV
  • 58.
    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
  • 59.
    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
  • 60.
    59 Program Office Vision ProgramVision 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. Strategic Objectives 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
  • 61.
    60 Strategy Development Framework Approachto 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 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
  • 62.
    61 Background  Regionally defined processeswith 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
  • 63.
    62 Business Case Developing abusiness 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
  • 64.
    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
  • 65.
    64 Rationale for PlatformUpgrade 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
  • 66.
    65 Derailers – KeyImplementation 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
  • 67.
    66 Roadmap Development Approach Astructured 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
  • 68.
    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
  • 69.
    68 Roadmap – Option1 2013 2014 2015 2016 Q2 Q3 Q4Q1J J AM O DNSF M AJ Q1-4Q1/2 Q3/4 Develop Business Case 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)
  • 70.
    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
  • 71.
    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
  • 72.
    71 Option Analysis Phase Option1: 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 ????
  • 73.
    72 Program Organization The ProgramOrganization has 4 key roles: Program Office, Business Integrator, Systems Integrator and Solution Delivery System Implementation Systems Integrator Business Integrator Solution Delivery Program Office
  • 74.
    73 Business Strategy andthe 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
  • 75.
    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
  • 76.
    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
  • 77.
    76 Cost Reduction  Implementroadmap  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.)
  • 78.
    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
  • 79.
  • 80.
  • 81.
  • 82.
  • 83.
    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.
  • 84.
    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.
  • 85.
    84 Rule I: Understandthe 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
  • 86.
    85 Rule II: Keepit 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
  • 87.
    86 A great storylinehas 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
  • 88.
    87 Principle 2: OrganizationPrinciple1: 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.
  • 89.
    88 Rule V: Focuson 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
  • 90.
    89 All objects andmodels 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.
  • 91.
    90 Rule VII: Makeit 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
  • 92.
  • 93.
    92 Author’s Message This deckwill 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!

Editor's Notes

  • #3  Source: American Heritage Magazine ‐ http://www.americanheritage.com/articles/magazine/it/2007/3/2007_3_8.shtml
  • #23 Lists
  • #24 Lists, stats, statistics
  • #25 Chevron, roadmap
  • #67 list
  • #85 Tested template - (which comes in handy in time-pressed world we live)
  • #86 A hard lead aims to provide a comprehensive thesis which tells the reader what the article will cover The lead also establishes the subject, sets the tone and guides reader into the article
  • #92 83% Quote - http://www.slideshare.net/brianchandra/presentation-design-411-2328453 Human’s are visual creatures – 83% of retention occurs visually