PowerPoint Timesaver v4

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Timesaver

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Introduction

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Basic Slides

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Executive Summary Templates

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Models and Objects

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Project Management Templates

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Frameworks and Methodologies

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7 Deck Rules

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Why re-invent the wheel

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This deck has 100+ slides that can easily be leveraged for any presentation that

you need to build

Slides here have evolved over the years based on my work at these organizations

(primarily consulting)

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Salahuddin Khawaja has 15 years of experience,

primarily in the Financial Services Industry. Before

joining JP Morgan he spent 11 years at Deloitte &

Touche helping Fortune 500 clients with various

types of Strategic Initiatives.

He believes in the power of Presentations,

Storytelling and Visual Design. That is why he

started Decklaration.com

About the

Author

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I

Introduction

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Basic Slides

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Models and Objects

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7 Deck Rules

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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”

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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

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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

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Model 1

A model for strategy development …

Strategy Development Current 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 OUTPUTS INPUTS

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 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 E ff e c tiv e n e s s Future Today Past

Model 2

Maturity Model – A maturity model can be used to help develop the Future State Architecture and perform the Gap Analysis.

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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 2 3 4 5 6 7

One of the critical components of the business case is the Total Cost of

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General Timeline

2006 2011 2004 2005 2007 2008 2009 2010 2003 XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX XXXXX

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Timeline

– Gantt Chart

The best way to plan out a project is to look at the various activities visually. The best tool to do that is a simple Gantt Chart. A Gantt Chart is a visual representation of the various project activities.

2014 2015 2016 2017 Q2 Q3 Q4 Q1 J J A M S O N D F M A J Q1/2 Q3/4 Q1-4 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

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I

Introduction

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Basic Slides

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Models and Objects

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VII

7 Deck Rules

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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

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Executive Summary 2

(Business Case View)

Insert tagline here

Business Imperative

Financial Summary Program Status

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Executive Summary 3

(Analysis Summary)

Insert tagline here

Analysis

Conclusion To-Date Background

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I

Introduction

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Basic Slides

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Models and Objects

V

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VII

7 Deck Rules

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List 1 – Simple

1

Design for Growth

3

Design to Balance Flexibility and Integration

5

Design for Collaboration

Design for Efficiency and Centralized Strategic Guidance

2

4

Design for Robust Governance

6

Design for Clear Accountability

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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 1 App Development

Smartphones # of Smartphones worldwide

Mobile Apps # of Apps downloaded per year

96.3 M 75% -5% 4 x 1 Billion 200+ Billion

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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 Development Recommendations

Current State Assessment Vision and Strategic

Objectives Definitions

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Chevrons 3

– Circular

Text Text Text Text Text Text Text Text Text Text Text Text Text Text Text

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Pyramid 1

– Three Levels

How we are organized to deliver What we are delivering

Program View

How tech will delivery

Operational Delivery Business Delivery Technical Delivery

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27 Trust Commitment Leading Bank Performance Client Service MISSION VALUES VISION Leading Bank

Pyramid 2 – Multi-dimensional

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Venn Diagrams

Text Text Text Text Text Text Text Text Text

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29 MISSION VALUES VISIONS Shareholders Board Customers Management Society Employees Partners Regulators

Circle 1 – Basic

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Circle 2 – Callouts

Key to getting the certification is getting a deep understanding of the 9 Knowledge Areas and their corresponding sub-process (a total of 42). 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 3 5 2 4 1 6 8 7 9

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Circle 3 – Orbit

X X X X X X X

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Circle 4 – Cross-hair

Company

Division

Region

Product/

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Circle 5 – Flow (4 steps)

Focus

Heading [Summary text] Heading [Summary text] Heading [Summary text] Heading [Summary text]

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Circle 5 – Flow (5 steps)

Focus

Heading [Summary text] Heading [Summary text] Heading [Summary text] Heading [Summary text] Heading [Summary text]

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Honeycomb

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

Risk

Management

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Organizational Chart

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

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Cube

Business Requirements

Technical Requirements

Operational Requirements

Non-Functional Requirements

Op

er

ati

o

n

Pl

ann

ing

En

g

in

eer

in

g

In

teg

rati

o

n

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I

Introduction

II

Basic Slides

III

IV

Models and Objects

V

VI

VII

7 Deck Rules

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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

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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 S O N D J J M F M A J J F M A M J 2014

Build

System Integration Testing UAT UAT Completed Parallel Testing N A KEY Green Amber G A Not Started On Hold C Complete N Red R H

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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 Q4 Q1 J J A M S O N D F M A J Q1/2 Q3/4 Q1-4 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

Post Implementation Review

Wave 3

Wave 4 Wave 2

Wave 1 Complete

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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 Q4 Q1 J J A M S O N D F M A J Q1/2 Q3/4 Q1-4 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

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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 Green

Status R A Amber G N Not Started H On Hold U No Update

Positive Red

Trend

Complete Not Started Initiated In Progress Closing

Complete

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Dashboard

– Overall Project Summary

Status Trend # Key Areas G Strategic Initiatives 1 G Category 3 3 G Tactical Initiatives 2 Initiative Status Subcategory Subcategory Subcategory Subcategory Subcategory Subcategory Subcategory Subcategory Subcategory Subcategory Project Name G

Project Name G Project Name G Project Name G Project Name H

Project Name Project Name Project Name Project Name Project Name Project Name Project Name Project Name A G G G A G A G

Project Name G Project Name G Project Name G Project Name

Project Name A Project Name A Project Name A

Project Name FATCA Project Name

Project Name G

Project Name

Project Name Project Name

Project Name R G

Project Name Project Name

G

Project Name

G G Project Name G

Project Name

Project Name Project Name Project Name Project Name Project Name Project Name Project Name A G P G G G G Project Name G G C G

Project Name G Project Name G

G G

G

Project Name G Project Name G Project Name H Amber (At risk)

R A

Red (Off track) Green (On track)

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Risk/Issue Template

Type Title Description Impact Mitigation Strategy Impact Owner Date Raised Target Date Red Red Amber Amber Green Green

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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

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Risk and Issues are communicated to management via the Dashboarding process.

Off-Track Template Risk / Issue

Additional Comments

Overall Status Gantt / Roadmap

Slide 53 Slide 51 Slide 48 Slide 49 Post Implementation Slide 50 Slide 52

Project Dashboarding

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RAG Status

Achievements Current Focus / Next Steps

Tech Lead:

Manager: Initiative Lead:

Scope

Current Status Summary

Initiative Background Objective Benefits/ROI Priority: Financials Risk Dependency

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2014 2015 2016 2017 Q2 Q3 Q4 Q1 J J A M S O N D F M A J Q1/2 Q3/4 Q1-4 Roadmap – Gantt RAG Status Tech Lead:

KEY Amber Green G R A Not Started On Hold Complete N H C Red 49

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Additional Comments

RAG Status

Tech Lead:

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Risks / Issues

1

3

Severity

# Risk / Issue Open Date Target Mitigation Strategy and Current Status

Date Owner Likelihood 2 4 6 5 RAG Status Tech Lead:

Type Close

Date Change

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RAG Status

Tech Lead:

Planned Objectives Achieved Objectives Gap / Delta

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RAG Status

Tech Lead:

Off-track Summary Root Cause Get Well Plan

Off Track

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I

Introduction

II

Basic Slides

III

IV

Models and Objects

V

VI

VII

7 Deck Rules

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- 55 -

Slides

presented in

this section are

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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 Q4 Q1 J J A M S O N D F M A J Q1/2 Q3/4 Q1-4

Phase I: Strategy Assessment

Phase II: Business Case and Roadmap Phase III: Vendor Selection Phase IV: Program Implementation I II III IV

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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

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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

Deploy Develop

Design Define

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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

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Strategy Development Framework

Approach to Strategy Development – A strategy can be developed based on a current state assessment in conjunction with a set of external/internal inputs.

Strategy Development Current 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 OUTPUTS INPUTS

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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 E ff e c tiv e n e s s Future Today Past

 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

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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 2 3 4 5 6 7

One of the critical components of the business case is the Total Cost of

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63 Process Inputs

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 I P O C 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

End

Step 2 Step 3 Step 4

…

Step 1 Step X

Start

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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 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

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Derailers

– Key Implementation Risks

As with any large undertaking, we foresee a series of risks that can potentially derail various programs and projects under the PMO umbrella.

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

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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

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67 Project

Description

High / Medium / Low

Project 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 Q4 Q1 Q3 Q4 Q1 2015 2014 Q2 Q2 Technology People X Process X X Project Drivers Cost Reduction Operational Efficiency Revenue Increase

Regulatory Value Added

X X X Security and Reliability X Customer Experience X

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Roadmap

– Option 1

2013 2014 2015 2016 Q2 Q3 Q4 Q1 J J A M S O N D F M A J Q1/2 Q3/4 Q1-4

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 Build Complete

(In Agile Sprints)

UAT Complete

Go Live Scoping & Analysis

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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

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Vendor Evaluation

– Guiding Principles

A set of principles should be defined to guide the Customer Relationship Manager (CRM) vendor evaluation process.

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

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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 ????

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Program Organization

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

System

Implementation

Systems Integrator Business Integrator Program Office

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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

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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

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Reset

– Mission, Values & Vision

The Mission, Values and Vision of the organization should be adjusted based on the broader set of stakeholders

Trust Commitment Leading Bank Performance Client Service MISSION VALUES VISION Leading Bank

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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 Development Assessment

Planning

Approach

Robust Project Management Stakeholder management (buy-in, consensus, communication etc.)

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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

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Business Portfolio 3x3

C ompe ti ti v e P os it ion Low M ed ium H ig h Product/Market Attractiveness

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I

Introduction

II

Basic Slides

III

IV

Models and Objects

V

VI

VII

7 Deck Rules

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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 III VI VII IV

Follow them all to successfully convey your

message. There are 7 Rules behind the

art and science of creating a great presentations.

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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.

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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

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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

Powerful Simple

Eliminate

Reducing Complexity

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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 5

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Principle 2: Organization Principle 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.

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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 & Tone Principle 4: Structure

Principle 2: Language Principle 3: Substance Principle 1: Rules

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All objects and models that can be used for visuals Work bench with basic objects that are frequently used

Set 2: Objects and Models Set 1: One Pager

Established frameworks and methodologies A standard one page executive summary template

Set 3: Executive Summary Set 4: Frameworks and Methodologies

Rule VI: Leverage a Library

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Rule VII: Make it Sing

Function (information) and form (design) go hand in hand.

Accentuate with Visuals Choose your Colors

Direct 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.

Design

Information Human’s are

visual creatures Information

is power

Design your information so it can be conveyed in an understandable power

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Keep reading at:

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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.