Timesaver

v5 April 2014 Designed by: 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 deck has 100+ slides that can easily be leveraged for any presentation that you need to build Slides here have evolved over the years based on my work at these organizations (primarily consulting)

About the Author

Salahuddin Khawaja has 15 years of experience, primarily in the Financial Services Industry. Before joining JP Morgan he spent 11 years at Deloitte & Touche helping Fortune 500 clients with various types of Strategic Initiatives.

He believes in the power of Presentations,

Storytelling and Visual Design. That is why he started Decklaration.com

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

Organized Sections Bullets

Over the years MorphApp has evolved and it is increasingly complex to add functionality. Programs have been launched to strategically change the core platform.

Current State
ProcessX has evolved over the last 15 years
Processes and systems have been cobbled together as a result of mergers and acquisitions

The core platform has had no strategic structural change The organization is currently structured in functional silos

Key Issues
Enhancing or adding functionality is increasingly complex and requires significant effort and cost Increasingly difficult to keep pace with the changing business landscape and providing value added services
It is expected that current and new business strategic initiatives will make increasing demands

The ProcessX lifecycle has become fragmented which increases internal control risks High risk of not being able to meet certain complex requirements

Go Forward Approach
Launched multiple programs to move towards:
A single integrated global Platform (from a process and technology perspective) The adoption of a Utility Mindset Leverage Like Functions, Centers of Excellence, Across LOBs

Holistic business process management (alignment with client, end-to-end control framework etc.) 8

Simple Table
Overall project is green and on track. Planning, Scoping & Analysis and Build are 50% complete. Testing has commenced and a significant number of defects have been found.

Phase

Status

Progress

Trend

Status

Vision workshop completed

I Planning Green Determine critical path Operating Model items Develop high-level roadmap Develop detailed 2013 plan Selected MVPs for functional delivery 2 Scoping & Analysis Drafted Conceptual To-Be process flows for MVP Green 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 Build activities are underway

Build

Green

Operational Readiness

(Not started)

Documentation of procedures and controls to start

93 defects remain open 5 Testing Amber

45 are under review, 41 are in the process of being fixed and 8 are ready for retesting

Key

Not Started

Initiated

In Progress

Closing

Complete

Chevrons
Approach to Change Understanding the future of the Banking Sector and a bank can get there will involve launching a Strategic Initiative that will have 3 phases.

Approach

Phase I: Strategy Development

Assess internal and external

II

Phase II: Future Architecture

III

Phase III: Roadmap

Determine future state based

Develop business case and

factors (Risk Appetite, Regulations, Technology trends etc)

Identify change drivers Perform a current state

on strategic objectives, change drivers and leading practices

Perform Gap Analysis

roadmap based on project priorities, impact, cost and resource requirements

Develop methodology for

assessment across People, Process and Technology

Define the strategic objectives

prioritization and critical path of the identified projects, and define resources and cost implications with executive inputs
Implement various program

10

Model 1
A model for strategy development

Current State Assessment

Strategy Development

Economic Environment and Forecast

Risk Appetite Business Constraints Regulatory Drivers Leading Practices Technology Trends Geographical Considerations
INPUTS

Organizational Analysis
People

Scenario Analysis
Mission, Values and Vision

Competitive Position
Process Technology
Strategic Objectives

Industry Direction Financial Modeling and Planning Strategy Formulation

OUTPUTS

Performance Measures and Targets

Customer Analysis Market Analysis

Regulatory Drivers

Line of Business

Asset Management

Commercial Banking

Investment Banking

Private Banking

Securities Services

Treasury Services

11

Model 2
Maturity Model A maturity model can be used to help develop the Future State Architecture and perform the Gap Analysis.

Value / Leader

Utility mindset Leverage Like Functions, Centers of Excellence, Across LOBs

Service / Advocate
Effectiveness

Globally defined and integrated processes

Defined / Proactive

Process optimized across the enterprise and globe to support business innovation Technology is a value enabler and becomes a core part of the client offering Focus on customer experience is embedded in BAU Agile business model with a decreased time-to-market
Future

Initial / Ad hoc

Regionally defined processes with increased automation Functional/Product aligned organization Fragmented focus on customer experience

Business and customer aligned organization

Technology strategy is developed in conjunction with the business strategy Engaged focus on customer experience

Locally defined processes Indigenously grown organization and technology

Past

Today

12

Call Out
Developing a business case can show management the business imperative and value of adopting a particular approach.

Components of a Business Case

1
Executive Summary

2
Strategy and Current State Assessment

3
Change Drivers

4
Vendor Evaluation (optional)

5
Cost and Benefits

6
Risks and Derailers

7
Implementation Plan

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

The financials show the overall investment, break-even point and Return on Investment (ROI).

13

General Timeline

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2003

2004

2005

2006

2007

2008

2009

2010

2011

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

XXXXX

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XXXXX

XXXXX

14

Timeline Gantt Chart

The best way to plan out a project is to look at the various activities visually. The best tool to do that is a simple Gantt Chart. A Gantt Chart is a visual representation of the various project activities.
2014
J F M A M J J A S O N D Q1 Q2

2015
Q3 Q4

2016
Q1/2 Q3/4

2017
Q1-4

Wave 1

Develop Business Case

Develop Business Architecture Requirements Design Technical Architecture Development / Build System Integration Testing Complete User Acceptance Testing Complete Parallel Test Complete Go-Live Post Implementation Review Wave 1 Complete Wave 2

Wave 3
Wave 4
Today

15

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

Executive Summary 1 (Situation, Complication, Resolution)

To support the future growth of our business, lower the cost of running ProcessX, and more efficiently manage our business we recommend the implementation of the StrategyX

Situation Since December, we have completed the Planning phase, updated financials, gathered customer views, and complied a list of key projects Based on these results the new proposed platform meets our needs and could be implemented within a 24-46 month period Complication

Internal meetings with various teams confirmed that current and new strategic initiatives, and evolving business needs will continue to put increasing demands on the legacy system

Resolution To support the future growth of our business, lower the cost of running ProcessX, and more efficiently manage our risks the program team recommends the implementation of StrategyX

17

Executive Summary 2 (Business Case View)

Insert tagline here

Program Status

Business Imperative

Financial Summary

Recommendation

18

Executive Summary 3 (Analysis Summary)

Insert tagline here
Background

Analysis

Conclusion To-Date

Next Steps

19

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

List 1 Simple

1 2 3 4 5 6 7

Design for Growth Design for Efficiency and Centralized Strategic Guidance Design to Balance Flexibility and Integration Design for Robust Governance Design for Collaboration Design for Clear Accountability Design with Market and Customer Focus

21

List 2 Depicting Numbers

The mobile revolution is underway enterprises need to capitalize.

Smartphones

1 Billion

# of Smartphones worldwide

Mobile Apps 200+ Billion

# of Apps downloaded per year

Tablets

96.3 M

# of Tablets in the enterprise by 2016 (up from 13.6)

Mobility

75%

Ratio of all workers that have some level of mobility associated with their job

PC Shipment

-5%

US PC Shipments is falling by 5%

App Development

4x

Mobile app development projects will outnumber PC projects by 4 to 1

22

Chevrons 1 Timeline / Roadmap

The future roadmap based on the strategic objectives, current state assessment and recommendations.

Approach

Vision and Strategic Objectives Definitions Defined vision and strategic objectives to evolve to the next level.

Current State Assessment

Recommendations

Roadmap Development

Analyzed the current state across three dimensions: people, process and technology.

Develop future state. Then develop recommendations (projects, etc.) to address gaps.

Prioritize projects based in impact and cost. Develop high-level implementation plan.

23

Chevrons 2 Process

24

Chevrons 3 Circular

Text

Text Text Text

Text

Text

Text

Text

Text

Text

Text

Text Text

Text Text

25

Pyramid 1 Three Levels

What we are delivering Program View

Business Delivery
How we are organized to deliver

Operational Delivery

How tech will delivery

Technical Delivery

26

Pyramid 2 Multi-dimensional

MISSION
Leading Bank

VALUES
Performance Trust Commitment

VISION

Client Service

27

Venn Diagrams

Text Text Text Text Text

Text

Text

Text

Text

28

Circle 1 Basic

Shareholders

Board

Management
MISSION VALUES VISIONS

Customers

Employees

Society

Regulators

Partners

29

Circle 2 Callouts
Key to getting the certification is getting a deep understanding of the 9 Knowledge Areas and their corresponding sub-process (a total of 42).
Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

Integration Management

Scope Management

Collect Requirements Define Scope Create WBS Verify Scope Control Scope

4
Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

3
Time Management Cost Management

Estimate Cost Determine Budget Control Costs

Quality Management Plan Quality Perform Quality Assurance Perform Quality Control

Human Resource Management

Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team

5
Communications Management Risk Management

Identify Stakeholders Plan Communication Distribute Information Manage Stakeholder Expectations Report Performance

Procurement Management

Plan Risk Management Identify Risks Perform Qualitative Risk Analysis 8 Perform Quantitative Risk Analysis Plan Risk Response Monitor and Control Risks

30

Plan Procurements Conduct Procurements Administer Procurements Close Procurements

Circle 3 Orbit

31

Circle 4 Cross-hair

Company

Division

Region

Product/ Service

32

Circle 5 Flow (4 steps)

Heading [Summary text]

Heading [Summary text]

Focus

Heading [Summary text]

Heading [Summary text]

33

Circle 5 Flow (5 steps)

Heading [Summary text]

Heading [Summary text]

Heading [Summary text]

Focus

Heading [Summary text]

Heading [Summary text]

34

Honeycomb

Lines of Business
2 3

Risk Management

Operations

Risk Management
4 5

Compliance Control
6

Technology

Finance

35

Organizational Chart
Name_here

Title_here

Name_here
Title_here

Name_here
Responsibility1 Responsibility1

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

Pillar_name_here

Pillar_name_here
36

Pillar_name_here

Cube

Business Requirements

Technical Requirements

Operational Requirements

Non-Functional Requirements

37

Planning Engineering Integration Operation

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

Status Report 1
Overall project is green and on track. Planning, Scoping & Analysis and Build are 50% complete. Testing has commenced and a significant number of defects have been found.

Phase

Status

Progress

Trend

Status

Vision workshop completed

I Planning Green Determine critical path Operating Model items Develop high-level roadmap Develop detailed 2013 plan Selected MVPs for functional delivery 2 Scoping & Analysis Drafted Conceptual To-Be process flows for MVP Green 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 Build activities are underway

Build

Green

Operational Readiness

(Not started)

Documentation of procedures and controls to start

93 defects remain open 5 Testing Amber

45 are under review, 41 are in the process of being fixed and 8 are ready for retesting

Key

Not Started

Initiated

In Progress

Closing

Complete

39

Status Report 2
Current status is Green for Go Live on Dec 5. Phase 2 scheduled for Q2 2015.
Phase Status Progress Achievements
82% UAT Test Cases completed (75% passed)

Status Rating G

Current Focus / Next Steps

Complete UAT by October15th

Phase IV: UAT

Amber

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 Parallel Plan framework developed; details are being firmed up Complete Parallel Plan Finalize action plans to address risks

Phase V: Parallel Plan

Green

Some risk have been identified (infrastructure, cleansed data etc/) and action plans are being developed
Go-Live and Migration plan being developed

Parallel run to start

Phase VI: Go Live

Complete Go-Live and Migration plan

Green

Plan developed to communicate to key stakeholders during

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

2015
A M J

Build

System Integration Testing

UAT
UAT Completed A

Parallel Testing
R Red A Amber G Green N Parallel Test Complete N Phase 2 Go Live

KEY

H On Hold

C Complete N Not Started

Go Live Nov 5

(TBD)

40

Gantt Chart
The best way to plan out a project is to look at the various activities visually. The best tool to do that is a simple Gantt Chart. A Gantt Chart is a visual representation of the various project activities.
2014
J F M A M J J A S O N D Q1 Q2

2015
Q3 Q4

2016
Q1/2 Q3/4

2017
Q1-4

Wave 1 Develop Business Case Develop Business Architecture Requirements Design Technical Architecture Development / Build System Integration Testing Complete User Acceptance Testing Complete Parallel Test Complete Go-Live Post Implementation Review Wave 1 Complete Wave 2 Wave 3 Wave 4

Today

41

Gantt Chart Variations and Symbols

Various variations and symbols can be used to give more dimensions/depth to visual Gantt charts

2014
J F M A M J J A S O N D Q1 Q2

2015
Q3 Q4

2016
Q1/2 Q3/4

2017
Q1-4

99%

RAG Milestones
Sprints R A Red Amber Green On Hold Complete Not Started

G
H C N

18 Days Delay

Additional Symbols

Build Complete (In Stages)

Today

42

Objects Harvey Balls and Status

Not Started

Not Started

Initiated

Red: Major delay (3+ weeks delay)

Identified

In Progress

Amber: Slight delay (1-3 weeks delay)

Underway

Closing

Green: On track (0-1 week delay)

Significant Progress

Complete

Complete

Status

R Red
Positive Not Started

A Amber
Negative Initiated

G Green
Even In Progress

Not Started

H On Hold

C Complete

U No Update

KEY

Trend Progress

Closing

Complete

43

R Green (On track)

Dashboard Overall Project Summary

# Key Areas Status Trend
Subcategory Project Name G

A Amber (At risk) G Red (Off track)

Initiative Status

Project Name Subcategory Project Name Project Name

G G A

Project Name Project Name Project Name

G A G

Project Name Project Name Project Name

G G G

Project Name Project Name

H A

Strategic Initiatives

Subcategory

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

FATCA

Project Name

Project Name

Project Name

G G

Project Name Project Name

G G

Project Name Project Name

G G

Project Name Project Name

G G

Tactical Initiatives

Subcategory

G
Subcategory

Project Name

Project Name

Project Name

Project Name

Project Name

Subcategory

Project Name

Project Name Subcategory

G G

Project Name Project Name

G A

Project Name Project Name

G P

Project Name Project Name

G G

Category 3

G
Subcategory

Project Name

Project Name

Category 4

Subcategory

Project Name

Project Name

44

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

Red

Amber

Amber

Green

Green

45

Actions Item Template

#
1

Item
Defects

Action
Management requested that the program team get a firm plan to address defects Review issues that resulted from the parallel test

Update
Defect tracking has been put in place

Owner
Jack

Date Opened
June 7

Status
Open

Production Parallel

Post Mortem and Lessons learned to be completed

Jane

July 5

Closed

46

Project Dashboarding
Risk and Issues are communicated to management via the Dashboarding process.
Overall Status Gantt / Roadmap Additional Comments

Slide 48

Slide 49

Slide 50

Risk / Issue

Post Implementation

Off-Track Template

Slide 51

Slide 52

Slide 53

47

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Initiative Background
Objective

Current Status Summary

Achievements

Current Focus / Next Steps

Scope

Dependency Benefits/ROI

Financials

Priority: Completion Date:

Risk

48

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Roadmap Gantt 2014

J F M A M J J A S O N D Q1 Q2

2015
Q3 Q4

2016
Q1/2 Q3/4

2017
Q1-4

KEY

R Red H On Hold

A Amber C Complete

G Green N Not Started

49

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Additional Comments

50

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Risks / Issues
# Risk / Issue Owner Type Severity Likelihood Open Date Target Date Close Date Change Mitigation Strategy and Current Status

51

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Post Implementation Review Planned Objectives Achieved Objectives Gap / Delta

52

RAG Status

Manager:

Tech Lead:

Initiative Lead:

Off Track Off-track Summary Root Cause Get Well Plan

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

Slides presented in this section are in no particular order

- 55 -

Business Transformation Approach

A complex business transformation could take multi-years. Not all phases depicted below are necessary.

2014
J F M A M J J A S O N D Q1 Q2

2015
Q3 Q4

2016
Q1/2 Q3/4

2017
Q1-4

Phase I: Strategy Assessment

Phase II: Business Case and Roadmap

II

Phase III: Vendor Selection

III

Phase IV: Program Implementation

IV

56

Business Transformation Approach Details

High-levels steps of the 4 phases are detailed below.

Approach

Phase I: Strategy Assessment

II

Phase II: Business Case & Roadmap

III

Phase III: Vendor Selection

IV

Phase IV: Program Implementation

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

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.

57

Strategy Sample Mobile Strategy

Mobile applications should be developed using a methodology tailored for mobile devices

Approach

Define

II

Design

III

Develop

IV

Deploy

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

Develop various mobile products Develop/modify services

End to end testing Launch various mobile products

Process requirements

User interface
Data requirements

Integrate mobile with existing channels

System Testing

Mobile web
Mobile app Blog Social Media

Develop overall solution architecture Develop wireframes Prototype critical features Develop launch approach

58

Program Vision and Strategic Principles

The Program Management Office (PMO) vision and associated strategic objectives guide all change related activities.

Program Office Vision

Manage and execute all change initiatives to help maintain a leadership position in Trade Processing.

Strategic Objectives 1
Tier 1
Continuously improve efficiencies (initially by consolidating processes and systems)

2 3 4

Address existing and new regulatory requirements

Partner with key stakeholders to drive enhanced experience and new functionality

Ensure a structured and methodical approach is in place to manage change

Tier 2

5 6

Streamline processing business and technical architecture to increase time to market

Enhance organizational capabilities

59

Strategy Development Framework

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

Current State Assessment

Strategy Development

Economic Environment and Forecast

Risk Appetite Business Constraints Regulatory Drivers Leading Practices Technology Trends Geographical Considerations
INPUTS

Organizational Analysis
People

Scenario Analysis
Mission, Values and Vision

Competitive Position
Process Technology
Strategic Objectives

Industry Direction Financial Modeling and Planning Strategy Formulation

OUTPUTS

Performance Measures and Targets

Customer Analysis Market Analysis

Regulatory Drivers

Line of Business

Asset Management

Commercial Banking

Investment Banking

Private Banking

Securities Services

Treasury Services

60

Maturity Model
Background
The Finance Department has played a critical role over the years from both a revenue and business support perspective We have evolved globally as a result of marketplace demands, mergers and acquisitions and changes in regulations The existing platform has been developed in an unstructured manner, resulting in a fragmented lifecycle Varying drivers have resulted in a compelling business case to strategically re-architect the platform

Value / Leader

Service / Advocate

Utility mindset Leverage Like Functions, Centers of Excellence, Across LOBs Process optimized across the enterprise and globe to support business innovation

Defined / Proactive
Effectiveness

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

Initial / Ad hoc

Regionally defined processes with increased automation Functional/Product aligned organization Fragmented focus on customer experience

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

Locally defined processes Indigenously grown organization and technology

Past

Today

Future

61

Business Case
Developing a business case can show management the business imperative and value of adopting a particular approach.

Components of a Business Case

1
Executive Summary

2
Strategy and Current State Assessment

3
Change Drivers

4
Vendor Evaluation (optional)

5
Cost and Benefits

6
Risks and Derailers

7
Implementation Plan

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

The financials show the overall investment, break-even point and Return on Investment (ROI).

62

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

Inputs

Process

Outputs

Customers

Provider of inputs to the process

Materials, resources or data required to execute the process

A structure ser of activities that transform a set of inputs into specified outputs, providing value to customers and stakeholders

Products or services that result from the process

The recipients of the process outputs

Process is typically broken into 5-7 steps

Start

Step 1

Step 2

Step 3

Step 4

Step X

End

63

Rationale for Platform Upgrade

Varying drivers have resulted in a compelling business case to strategically re-architect the platform.

Move to a process driven construction that is region agnostic

Deliver a solution which supports a growing global business footprint

Globalization

Process Driven Setup Aging Systems

Highly disjointed and has become increasingly costly to maintain (30 years of development)

Compliance with regulation is becoming complex Regulation Operational Efficiency

A renewed focus on increasing operational efficiency

Maintain and extend our competitive, business and operational leadership

Industry Leader
Customer Experience

Time-toMarket

Pressure to quickly deliver functionality to support new business, products and services

A more efficient process will improve the experience of internal and external stakeholders.

64

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.

Accelerated implementation approach

Resources constraints

New regulations or changes to existing ones

Budget

Key Dependencies on multiple external initiatives

Vendor dependencies for some program

Organizational strategy changes

Shift in priorities

65

Roadmap Development Approach

A structured and methodical approach was used to develop the roadmap.

Roadmap Development Approach

Part I Project Templates
Part II Project Prioritization and Dependency Analysis Part III Roadmap Development

Project owners to complete Project scoping

Consolidate project information

Develop strategic roadmap

Prioritize based on cost, benefit and risk

Identify dependencies

66

Project Template
Simple template to gather high-level project information.

Project Name

Project Complexity

High / Medium / Low

Target Completion Project Description Project Impact

Q1

Q2 2014

Q3

Q4

Q1

Q2 2015

Q3

Q4

X People

X Process

X Technology

Project Size

High / Medium / Low

Project # of FTEs

Project Drivers

Operational Efficiency

Revenue Increase

Cost Reduction

Regulatory

Value Added

Customer Experience

Security and Reliability

67

Roadmap Option 1
2013
J F M A M J J A S O N D Q1 Q2

2014
Q3 Q4

2015
Q1/2 Q3/4

2016
Q1-4

Develop Business Case Select Vendor Operating Model and Business Architecture Scoping & Analysis
(Requirement Definition)

Sprint 0 Complete
(Entry into Build)

Build Complete
(In Agile Sprints)

System Test Complete UAT Complete Parallel Test Complete Update Business Case

Go Live

Decommission Legacy System Post Implementation Review

68

Vendor Evaluation Approach

A full blown vendor evaluation could include up to 7 phases.

RFI

RFP

Deep Dive Assessments

Ref. Calls & Customer Visits

Independent Research

Total Cost of Ownership

Due Diligence

69

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

70

Option Analysis

Phase

Option 1: Go West

Option 2: Go East

Pro 1
Pro

Pro 1 Pro 2 Pro 3 Con 1 Con 2 Con 3

Pro 2 Pro 3 Con 1

Con

Con 2 Con 3

Conclusion ????

71

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

Program Office

Business Integrator

System Implementation

Systems Integrator

Solution Delivery
72

Business Strategy and the 3 Ps

To manage change the Program Management Office (PMO) is tasked with putting in a disciplined approach towards: Portfolio Management, Program Management and Project Management.
Business Strategy Program Management

Corporate and Individual Business unit strategies that define the direction of the corporation

Business Strategy

A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually

Portfolio Management

Program Management Portfolio Management

The effective, centralized management (including identifying, prioritizing, authorizing and controlling) of a collection of projects or programs and other work that are grouped together to meet strategic business objectives. The projects or programs of the portfolio may not necessarily be interdependent or directly related

Project Management

Project Management

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

73

Risk Management Process Overview

Develop Issue & Risk Management Plan

Identify, Prioritize, and Assess Program Issues/Risks

Assign Responsibility for Resolution/ Mitigation

Reassess, Monitor & Report Program Issues/Risks

Implement Resolution or Mitigation Strategy

Close Risk

74

Reset Mission, Values & Vision

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

MISSION

Leading Bank

VALUES
Performance Trust Commitment

VISION

Client Service

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Cost Reduction
Approach

Planning

Assessment

Roadmap Development

Roadmap Implementation

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

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.)

Implement roadmap

Headcount efficiency Location strategy Including updated operating model (process improvements are part of this)

Realize benefits based on established performance targets

Meet with key stakeholders

Identify opportunities and build high level business case

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

Robust Project Management

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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.

Reconciliation Requirements

Deployment Parallel Test Specifications

Parallel Testing

Business Requirements

Analysis User Acceptance Test Specifications

User Acceptance Testing

Technical Requirements and Detailed Design

Design System/Integration Test Specifications

System and Integration Testing

Coding / Debugging

Development Unit Test Specifications

Unit Testing

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Business Portfolio 3x3

Competitive Position

Low

Medium

High

Low

Medium Product/Market Attractiveness

High

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World Map

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United States Map

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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

7 Deck Rules Overview

Follow 7 rules to make compelling presentations.

Understand the Canvas Make it Sing I VII II Keep it Simple

There are 7 Rules behind the art and science of creating a great presentations.

4 RULES 7 DECK

Leverage VI a Library

III

Tell a Story

Follow them all to successfully convey your message.

V Focus on Composition

IV Solve a Problem

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7 Deck Rules Benefits

Leverage a tested mechanism to produce excellent presentations in a short time-frame.

7 deck rules provides a methodical approach to building deliverables

It will save you time by helping you quickly build deliverables

It helps structure your ideas and information in solution oriented way.

It provides a template so you can focus on the content & not the format.

It inspires you with proven problem solving techniques.

Bottom line: It will help you convey your message in a compelling way.

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Rule I: Understand the Canvas

A typical slide has 6 distinct components.

The Headline is a short title describing the slide

The Lead is a brief, sharp statement summarizing the slide

The Body is the core part of the slide (also known as the Storybox)

The Company Logo is displayed for branding purposes

Page number in the middle of the slide

The Department or Project Name is displayed for branding purposes

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Rule II: Keep it Simple

Simplicity is necessary to properly convey an idea.

The goal of simplicity is to emphasize the insightful and remove the distractful
Simple Powerful

Natural tension between simple and powerful, finding the right balance is the goal

Reducing complexity is in of itself complex and takes a focused approach

Reducing Complexity

Continuously Organize, Collect and Reduce content as the Deck as the deck is being built

Eliminate

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Rule III: Tell a Story Storyboarding Depicted

Storyboarding is a simple method to keep the Deck focused and coherent.

Storyboarding is the method for the creation of a storyline of a deck

A great storyline has an engaging beginning, insightful content & a clear conclusion

Its easier for the audience to understand complex concepts when explained in a storyline

In combination, the Slide Title and the Slide Lead will summarize the entire deck

The storyboard process converts brilliant, abstract ideas into a coherent storyline

How these 5 point would be storyboarded

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Rule IV: Solve a Problem

A Deck should solve a problem. A methodical approach should be taken when solving a problem.
Principle 1: Process A methodical process should be used to find the right viable solution, not just any solution. Principle 2: Organization Divide the problem into smaller discreet parts such that there is no overlap, no gaps.

Principle 3: Frameworks

Principle 4: Focus

Using formal frameworks to structure your analysis will help support the conclusions reached.

Problems can be complex typical with little effort a major part of the problem can be solved. So focus on what is important.

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Rule V: Focus on Composition

Follow these 6 principles to ensure writing is informative and direct.

Principle 1: Rules

Principle 2: Language

Principle 3: Substance

Use correct grammar, punctuation & spelling Follow conventional rules

Use clear, concise and precise language Utilize ethical and inoffensive Language

Focus writing on the subject matter Align writing with the deliverable objective

Principle 4: Structure

Principle 5: Leveling & Labeling

Principle 6: Voice & Tone

Group thoughts into clusters Sequence thoughts logically

Distill your message (levels of details) Using headings to label content

Use active voice (vs. passive voice) Express ideas in positive terms

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Rule VI: Leverage a Library

Why re-invent the wheel when building deliverables? Have a library of slides handy and leverage.

Set 1: One Pager Work bench with basic objects that are frequently used

Set 2: Objects and Models All objects and models that can be used for visuals

Set 3: Executive Summary

Set 4: Frameworks and Methodologies

A standard one page executive summary template

Established frameworks and methodologies

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Rule VII: Make it Sing

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

Information is power

Information

Design

Humans are visual creatures

Design your information so it can be conveyed in an understandable power Direct the Eyes 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. Choose your Colors Colors have deep meaning. Choose your colors as would choose your words carefully. Accentuate with Visuals Use creative diagrams to illustrate as simply as possible concepts, models and processes

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Keep reading at:

decklaration.com/bullets-do-kill

Authors 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, cant 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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