· XLS file · Web view2011-04-18 · Benefits Risks Issues Actions Project Finance Programme...

CRM PROGRAMMECRM PROGRAMMEProgress Tracking DashboardProgress Tracking Dashboard

27 April 200027 April 2000

Report No 1Report No 113 April 200013 April 2000

document.xlsContents

Section 1. Programme Overview

DashboardProgramme SummaryTraffic Light Status by ProjectDependency Review

Section 2. Project Progress Against Schedule

Project Milestons PlansProject Summaries

Section 3. Financial Summary

Key Finance InformationFinance Information by Expenditure CategoryProgramme Finance SummaryProject Finance Reports

Section 4.

Overdue Programme ActionsProgramme RisksProgramme Issues

Section 5. Benefits

Benefit Tracking

Contents

document.xlsTraffic Light Reporting

Programme Progress SummaryKey to Traffic Light Reporting

Many of the charts used in this Programme Progress Reporting Summary use the Traffic Light Reporting strategy. Representation is as follows:

Red denotes that some element(s) of the project are unlikely to deliver on time and are posing a significant risk to the overall Programme. A red status required immediate and urgent attention.

Amber denotes that some elements of the project are resulting is serious cause for concen and may, if not addressed pose a risk to the overall Programme. An amber status required immediate attentionand should be monitored closely to ensure that it does not develop into Red status.

Green denotes that all elements of the project are proceeding according to plan and that delivery is expected according to all agreed criteria.

Grey on Milestone Plans denotes that this activity within the project is complete.

document.xls Programme Dashboard Section 1. Programme Overview

CWC - CRM Programme Dashboard

Progress Against Schedule Financial Programme Risks

High

Med

Low

Benefits Tracking Programme Issues

EOE/eChannel interdependencies unclear

K Lad

D Blackman

G Campbell

Forecasting may require extra Siebel Fields

Official code freeze not in place for SSI

9

3

12

13

IBM Shannon support M Hanly

Low Med High

Over emphasis on the technology, results in failure to achieve real user engagement and buy-inToo many external initiatives lead to failure to align behind

CRM Programme

1 Commission Project costs R Joy

CRM Business Case requires approval by CRB

5

Commissions - Failure to meet 1.8.00 deadline

Alliance & Partner Scope unclear

1

2

3

4

IBM failing to provide required skilled resources to meet programme needs

Impact

Probability

1

2

3

5

4

0

500000

1000000

1500000

2000000

2500000

£s

Actual YTDBudgetForecast

Project 2000Workstream

Completed ProjectsTAM

TelesalesCorporate

I&PS

SSIScopingSystems Integration

Business Implentation

CommissionsScoping

Systems Integration

Business Implentation

Third Party ChannelsScoping

Systems IntegrationBusiness Implementation

EOE - Indirect VoiceScoping

Systems IntegrationBusiness Implementation

Supply & Demand Lock inScopingSystems IntegrationBusiness Implementation

S O N DM J J AJ F M A

0

2

4

6

8

10

12

document.xls Section 1. Programme Overview

Programme Summary(Updated by Tim Court)

Highlights•Commissions scope signed off by Jonathan Powell•Alliance & Partners scoping activity commenced•Single Siebel Instance PDR approved by IT Planning•Conditional approval for CRM business case given at CRB on 17.4.00

Key Issues•Commissions project costs forecast to be over budget•Joined-up forecasting may require additional Siebel fields•Field Sales Sponsor is changing and replacement unknown•Official code freeze required for Single Siebel Instance

Key Risks•Full funding approval for CRM Programme will not be achieved until approval by C&W plc board, mid May•Failure to meet Commissions implementation deadline of 1.8.00•IBM fails to provide the required skilled resources to meet programme needs•Over-emphasis on the technical aspects of deployment, resulting in a failure to achieve real user engagement and buy-in•Too many external initiatives leading ot a failure to align behind the CRM Programme and creating confusion

Scope Changes & Impact•TAM change requests will need to be delayed or they will impact SSI delivery dates•Alliance & Partners scope currently being defined•Supply Demand Lock-in scope signed off by Gareth James

Financial Status•Commissions forecast to be over budget

Major Dependencies•TBC

Key Events during next two weeks•Continue scoping for Alliance & Partners, and EOE Indirect Voice•Review IBM prototype for Frame/ATM solution


Project Scop

e

Cos

ts

Ris

ks

Issu

es

Del

iver

able

s

Ben

efits

Stak

ehol

der

Team

Comments

Commissions Amber Amber Red Red Amber Amber Amber Amber Amber Timescales very tight

EOE-Indirect Voice Amber Amber Amber Amber Amber Amber Amber Amber Amber Scoping underway

SSI Amber Green Amber Amber Amber Green Amber Amber Green PDR passed by IT Planning

Shannon Call Centre Amber Green Green Green Amber Amber Green Green Green

Supply/Demand Lock-in Green Green Green Amber Amber Amber Green Amber Green

Alliance & Partners Amber Amber Amber Amber Amber Amber Amber Green Green

Overall Status

Project progressing well. Stage 1 scheduled to complete 1.6.00.

Stakeholder approval gained from Gareth James

Scoping and Gap analysis underway

Traffic Light Status by Project


Dependancy Key Actions for Resolution Owner Current ImpactProject Impacted

Dependant upon Who/What

Target Date

Dependency Review(To be completed)

document.xlsMilestone Plans

Section 2. Project Progress Against ScheduleProject Milestone Plan - Commissions(Richard Joy)

Milestone Definition

Workstream

Comments

Bus

ines

s

Proj

ect T

eam

PwC

IBM

Analysys and high level design 07 Apr 00

Gap analysis 14 Apr 00

Gap ananlysis sign-off 14 Apr 00

Prototyping 31 May 00

Functional model 31 May 00

PDR 17 May 00

PDR approval & sigh off 31 May 00

Construct/build 30 Jun 00

Configure system 30 Jun 00

System and integration test 21 Jul 00

Data migration - load historic 28 Jul 00

Enter reference data 28 Jul 00

UAT criteria, scrpts and plan defined 21 Jul 00

UAT completion and sign off 28 Jul 00

OAT 28 Jul 00

Parallel running - implementation 01 Aug 00

Parallel running - dataload/calculate July commission in PSM2 18 Aug 00

Parallel running - validation 18 Aug 00

Roll-out - comp[lete switch to live Siebel 31 Aug 00

Training - strategy defined 31-6

Training - delivery complete 27 Jul 00

Business integration to be processed - impact assessment 28 Apr 00

Phase 1 communication complete 12 May 00

Required business/process changes documented 09 Jun 00

UAT criteria scripts and plan defined/sign off 21 Jul 00

Communications for Go-Live completed - all users and wider business community prepared 28 Jul 00

Original Target Date

Latest Re-plan Date



EOE - Indirect VoiceContact - Raman Samra


Workstream

Comments

Bus

ines

s

Proj

ect T

eam

PwC

IBM

Agree scope and working relationships 07 Apr 00

PDD completed 28 Apr 00

eChannel roll out 01 Jun 00

Integrated EOE for Telesales 31 Jul 00

Integrated EOE for all channels including echannel 29 Sep 00


Latest Re-plan Date


Section 2. Project Progress Against ScheduleProject Milestone Plan - Alliance & Partners(David Blackman)


Workstream

Comments

Bus

ines

s

Proj

ect T

eam

PwC

IBM

High level scoping activity completed 14 Apr 00 14 Apr 00

Functional Gap analysis 12 May 00 Form A completed to engage IBM to produce PDD

Requirements and Solution defined 12 May 00 12 May 00 Working towards target date 12/05/2000

Phase 1 build completed (Web based order capture) 23 Jun 00 Dependant on scoping and PDR plan.

User Awareness Week 07 Jun 00 Dependant on scoping and PDR plan.

Phase 1 system test 14 Jul 00 Dependant on scoping and PDR plan.

Phase 1 UAT completed 24 Jul 00 Dependant on scoping and PDR plan.

Phase 1 RFS gate 24 Jul 00 Dependant on scoping and PDR plan.

Phase 1 RFO pilot deployment to selected VARs 29 Aug 00 Dependant on scoping and PDR plan.

Deploy SSI to client machines 07 Aug 00 Dependant on scoping and PDR plan.

Training manuals developed 17 Jul 00 Dependant on scoping and PDR plan.

User training completed 14 Aug 00 Dependant on scoping and PDR plan.

All users live 29 Aug 00 Dependant on scoping and PDR plan.

Data migrated 01 Sep 00 Dependant on scoping and PDR plan.


Latest Re-plan Date



Project Milestone Plan - Single Siebel Instance(Graeme Campbell)


Workstream

Comments

Bus

ines

s

Proj

ect T

eam

PwC

IBM

Delivery of SSP to Brentford Solution Centre 31 Mar 00 31 Mar 00

Agree Phased Roll Out schedule for project 07 Apr 00 07 Apr 00

Project Definition Report (PDR) to IT Planning for approval 10 Apr 00 10 Apr 00

Upgrade development solution (SSP) for Siebel 99.6 Comms 14 Apr 00 14 Apr 00 Software in place - upgrade still to be carried out

PDR Approved by Planning/CSRB 25 Apr 00 25 Apr 00

System Test commences 01 May 00 01 May 00

System development complete 30 May 00 30 May 00

UAT commences 01 Jun 00 01 Jun 00

OAT commences 05 Jun 00 05 Jun 00

System test complete 23 Jun 00 23 Jun 00

OAT complete 23 Jun 00 23 Jun 00

UAT complete 30 Jun 00 30 Jun 00

Training commences 03 Jul 00 03 Jul 00

Software roll-out commences 03 Jul 00 03 Jul 00

SSI Database live 03 Jul 00 03 Jul 00

AML Live 06 Jul 00 06 Jul 00

Training complete 21 Aug 00 21 Aug 00


Latest Re-plan Date



Project Milestone Plan - Shannon Call Centre(Mike Hanly)


Workstream

Comments

Bus

ines

s

Proj

ect T

eam

PwC

IBM

Recruit Performance Analyst ACD/Data/Reporting 17 Apr 00 01 Apr 00 Recruitment underway - no advers impact to project

Recruit Process Analyst 17 Apr 00 17 Apr 00 On hold by M.Grimshawe - no adverse effect to project at this time

8 extra CSAs for ESMC London training (now 9) 17 Apr 00 17 Apr 00 Complete

Produce BCP minimum requirements report 28 Apr 00 28 Apr 00 Complete

Deliver Case Based Reasoning 29 May 00 27 Mar 00 Wythenshawe required trainer, higher business priority

Second phase of Trainng delivered (8 CSAs) 14 Apr 00 14 Apr 00 Complete

Induction training for 8 newly recruited CSAs 20 Apr 00 20 Apr 00 New CSAs scheduled to start on 17.4.00

Delivery of third phase of training (8 CSAs) 05 May 00 05 May 00

Migration of Spain and Portugal 30 May 00 27 Mar 00 Completion scheduled 17.7.00 and falls outside of Stage One

Project Ireland - Assure training commences 27 Mar 00 30 May 00 From ESMC London

Migration of German and Swiss German countries 17 Apr 00 17 Apr 00 From ESMC London

Migration of Italy 08 May 00 08 May 00 Will be delayed due to recruitment problem see issue log

Migration of French and Englich speaking countries 15 May 00 15 May 00 From ESMC London

Completion of Stage One 01 Jun 00 01 Jun 00 End of Stage One

Migration of Project Ireland faults from Wythenshawe to Shannon 18 Jul 00 18 Jul 00 Presently outside of Stage One


Latest Re-plan Date



Project Milestone Plan - Supply Demand Lock-inContact Kamlesh Lad


Workstream

Comments

Bus

ines

s

Proj

ect T

eam

PwC

IBM

1. Summary of current forecasting practices 28 Feb 00 07 Apr 00

2. Summary of future forecasting requirements 28 Apr 00 07 Apr 00 This is done, but needs to updated as per Gareth James & Workshop requirements

3. Plan to provide Supply Demand forecasting interlock 15 Mar 00 07 Apr 00 This is done, but a detailed plan is required with narrative to deliver process, people etc changes.

4. Roll-out of business process changes 31 Mar 00 28/04/2000 This has been moved and updated to combine with the 6th milestone - 25/05/00

5. Summary report of additional functionality requirements to optimise forecasting capability 30 May 00 31 May 00 This has been moved and updated to combine with the 2nd milestone - 08/05/00

6. Implement further changes in a phased manner 29 Jun 00 29 Jun 00 This has been moved and updated to combine with the 4th milestone - 25/05/00

7. Operation and closure stage 29 Jun 00 28 Jul 00

Delivery of integrated forecast from Sales 24 Jul 00 This is the first sub-task in the 7th milestone - 15/05/00

Integated forecast delivered to Business Planning 27 Jul 00 This is the second sub-task in the 7th milestone - 22/05/00

8. Business Review 31 Jul 00 29 Aug 00


Latest Re-plan Date

document.xlsProject Summaries


Project SummaryCommissions

(Richard Joy)Highlights: •Configuration started•Greater clarity of PMC role and deliverables•Project definition workshop with J Powell identified gap in expectations of ‘vanilla Siebel’

Key Issues•Project costs projected to rise significantly above budget•Need to raise Change request for 1 April - 31 May•Project timescales leave no slack for any actions to slip past dates on project plan•still awaiting active involvement from training

Key Risks•Decision to be made on trade off between; project deadline, scope of deliverable, cost of work Scope Changes & Impact•Scope of project (Phase One) is to provide replacement system and processes for current Access Database system

Financial Status•Projected cost increases need to be reviewed with all key parties

Actions Outstanding•Agree revised project plan and financial implications with client

Key Events during next two weeks•Configuration / JAD•Business integration activities to get under way



`

Project SummaryAlliance & Partners

(David Blackmand)

Highlights•Scoping commenced 3rd April 2000.•Form A completed to engage ITP to produce PDD•Project kick-off launch planned at Solutions Centre for 12th May.

Key Issues•Need to manage interdependency with EOE Project and SSI v2 release.

Key Risks•Training facilities are tied up during training of Field Expansion end users•APC requirements need to be captured for SSI ver 2 . APC project deliverables dependant on SSI ver 2 release date - which may not meet Sponsors expectations.

Scope Changes & Impact•Scope is currently being defined

Financial Status•Not yet defined

Actions Outstanding

Key Events during next two weeks•Gap analysis between current systems and Siebel functionality. Scope review with Project Champion.•Communication Workshop



Project SummarySupply-Demand Lock-In

(Kamlep Lad)Highlights·Mapped out Gap between BARD Forecasting and Siebel Forecasting and agreed responsibilities.·Taking steps to Lock-In Partners Siebel Forecasting with Operational Planning·Further Work on Listing Product Volume Drivers to be correct for Operations·Operational Planning Requirements Workshop for Siebel Forecasting

Key Issues·There are four known forecasting activities going on around the business that need to be integrated - Closed·Mis-understanding about Siebel being a Order Capture tool (External/Internal Orders)·How can we forecast “Orders” (C2’s, C3’s, C5’s etc) for Provide using Siebel? This may require another Field.·Generating a complete Product Volume Driver Listing for SSI that is agreed by stakeholders quickly.·The Visibility of extra fields in the Business Event/Opportunity Screen of SSI, e.g. Sales Stage, Probability, etc.

Key Risks·Sales Force requirements and working practices regarding forecasting within I&PS may differ that of the Business Team. This may hinder the objective of having standard joined-up forecasting and Feedback Loop Capability.·Plan the Business has changed it’s structure and will change it’s scope due to the formation of the New BTP and Business Planning Team. This has lead to issues on who is accountable for what and scope definition of various forecasting and planning activities.·Project Blue may have some strategic impact on the scope of this project, i.e. Do we include Global Markets and Europe?·If we don’t have the last three issues solved, there is a risk in not achieving full Short-term Supply-Demand Lock-In.

Scope Changes & Impact•Scope signed off by Gareth James with some changes to delivering SDL to CMW Global

Actions Outstanding•Resolve Issues and Risks•Update Requirements captured from Operational Planning Workshop

Key Events during next two weeks·Generate a Plan to communicate SDL to Stakeholders and Beyond·Update Supply-Demand Lock-in documents as per Gareth James and Operational Planning workshop·Map out a Plan to achieve Supply-Demand Lock-In to deliver Process, behaviors and working practices changes



Project SummaryShipley Call Centre

(Mike Hanly)

Highlights•The interfaces between the call centre and the various agencies have been working smoothly in the month following the migration of Project Ireland (direct & indirect voice) and Dublin CPE which has lead to an average service level of 90%•Shannon now has the same BCP capabilities that have been adopted by the existing Business Team call centres. Disaster recovery capabilities have been agreed for the short term scenario (48Hr period). Representatives of all the call centres are meeting during May to review how best to provide support for each other taking into account the differing customer bases. Processes can be viewed on the call centre web site.•ESMC London German and Swiss German customers were migrated successfully on 17/4/00. A high volume of calls were received from the outset.

Key Issues·Lack of ITP support for applications outside of UK·New ICMS SLA does not presently cover ITP application support for Shannon·Italian recruit has not taken up his offer of employment. Impact is delay to planned migration date of 8/5/00

Key Risks•CBR implementation transferred to issues log•Possibility that not all customers will be released by London ESMC, affecting the Spanish CSA utilisation level.

Scope Changes & Impact·None

Financial Status•Project financed from Europe budget.

Actions Outstanding•Review with Amelia Berryman the CRM communications channels which could be utilised to raise awareness of the Call Centre within the business•Key Events during next two weeks·Completion of final CSA training course.·Re-plan Italian migration.·Prepare for migration of French and English speaking countries.·Address implementation of CBR.·Address ITP application support



Highlights• PDR passed by ITP IT Planning

Key Issues•Project Sponsor (Phil Burchell) moving to new role•Official code freeze required for all tactical developmentsKey Risks•Training to be delivered during summer holiday periods, July and August

Scope Changes & Impact•Detailed scope agreed with project sponsor

•Financial Status•PDR passed by IT Planning but costs being examined in detail.

Actions Outstanding

Key Events during next two weeks•Form D to be raised and passed to ITP•Agreement of Training plan with PCP•ITP Service Delivery Workshop to agree rollout details•Agreement of training.

Project SummarySingle Siebel Instance (SSI)

(Greg Creek)



Highlights•ITP & PMP have been engaged and supplied consistent resources to all the EOE projects, with the exception of EOE Complex, ensuring an efficient Convergence Planning activity•All the other EOE projects are expected to be engaged to deliver the material required for Convergence planning

Key Issues•Until the Convergence planning the EOE projects are planning to run in isolation. This is an unlikely outcome, so scopes and plans are all expecting to be changed shortly•All EOE projects are accepting requirements depth, which may need to be withdrawn from a converged project which will have greater breadth to manage•IAB replatfom options are urgently required so Provisioning can make alternative plans as neccesary•Converging EOE projects will need considerable effort to manage with regard to pooling and co-ordinating stakeholder groups

Key Risks•Stakeholder expectations may not be met with do-able deliverables once scoping is completed

Scope Changes & ImpactBusiness Sponsor and Champion have included Business Mobile, and Callink into scope. Initial feelings are that Callink would not be achievable by September

Actions Outstanding•Resolve Issues and Risks•Review ITP PDD•Review PMC Scoping document•Define requirements from each EOE project for a Convergence Planning activity•Prioritise Convergence Planning requirements in each EOE project

Key Events during next two weeks•BPM to Engage stakeholders•RS to engage and understand EOE Complex•Prioritise Convergence Planning requirements in each EOE project•ITP & PMC to deliver Convergence Planning material for review•Finalise Convergence planning dates

Project SummaryEOE Indirect

(Raman Samra)

document.xlsProgramme Finance


0

2000000

Actual YTD spend against Budget by Project (99/00)

Key Finance Information



0

1

2

3

4

5

6

7

8

9

10

Actual YTD Spend by Expenditure Category



Project Approved PDR

Commissions 28-Feb-00 31-May-00EOEShannon Call Centre n/a n/a n/aSupply Demand Lock-In n/a n/a n/aAlliance & Partners 11-May-00 8-Jun-00SSI 4-Jan-00 20-Apr-00

Approved PDD

Approved PwC Service Contract

Programme Finance Summary (Tim Court)

Programme Summary•Budget - £7,152,000–Budget includes A9TC (CRM Programme) + I&Ps (INSERT sap code for I&PS) and Telesales (SAP code)•Forecast - £6,761,752–Forecast is less than budget due to under spend on I&PS and Telesales•Actual - £3,234,843–Actuals are significantly less due to delays in IBM costs coming through to SAPProjects on Budget•No projects are currently running over budget although SSI costs have still to be confirmed via the PDRForecast changes to Budget•See above re comments on SSIProjects exceeding budget by > x%

Actions to be taken•Review SSI PDR

Major Change Controls

document.xlsProject Finance Project Finance Summary Section 3. Financial Summary

Commissions

PDD Approval Date PDD Cost (£s) PDR Approval Date PDR Cost Actual Cost (£s)

ITP 28-Feb-00 £778k £278k

PMC Service Contract £40k

Project Financial Summary

Total spend against budget for the month £180k spent against sanction to 1.4.00 of £178k

External purchases

ITP Costs

Capitalised labour & Opex

Forecast Changes

Actions to be taken



EOE Indirect Voice


ITP

PMC Service Contract


Total spend against budget for the month

External purchases

ITP Costs


Forecast Changes

Actions to be taken



Alliance & Partners


ITP

PMC Service Contract Under development


Total spend against budget for the month

External purchases

ITP Costs Form A created to engage ITP in producing PDD. Project costs will follow in detailed PDR

Capitalised labour & OTEX

Forecast Changes

Actions to be taken



SSI


ITP 4-Jan-00 20-Apr-00 £1800k

PMC Service Contract


Total spend against budget for the month No official spend as yet as Form D not raised

External purchases

ITP Costs


Forecast Changes

Actions to be taken



Shipley Call Centre


ITP N/A N/A N/A N/A N/A

PMC Service Contract N/A


Total spend against budget for the month Project is financed from Europe budget - there are no capital outlays to track and no IBM involvement

External purchases N/A

ITP Costs N/A

Capitalised labour & OMEX N/A

Forecast Changes N/A

Actions to be taken N/A

Major Change Controls N/A

document.xlsActions Section 4. Actions, Issues Risks

Business Transformation Overdue Programme Actions CRM Programme

No Details Owner By when Action Update Escalation

4 21-Mar-00 5-May-00 Graeme to organise a meeting 5-May-00

2 6-Apr-00 Lou Bridge 18-Apr-00 2-May

Date Raised

Revised Date

Need to agree the process for the prioritisation of IBM Siebel related work

Graeme Campbell / Greg Ellis

The rooms for the CRM Programme Team meetings are not big enough

Arrange larger room for forthcoming meetings

No rooms available for meeting on 18.4.00, but Lou awaiting confirmation that the boardroom at RLS has been booked for future meetings in London. Lou will also try some other venues suggested in the meeting (IBM Southbank, RLS GO304, Solns Centre Q rooms)


Business Transformation Open Programme Actions CRM Programme

No Details Owner By when Action Update Closure Action

123456

78

Date Raised

Revised Date


Business Transformation Closed Programme Actions CRM Programme

No Details Owner By when Action Update Closure Action

123456

7

3781

456

3231

55

Date Raised

Closure Date

document.xlsIssues Section 4. Actions, Issues Risks

Business Transformation Open Programme IssuesCRM Programme

No Date Raised Raised by Description of Issue Project Owner Action Progress/Comments Closure Date

12 2-Apr-00 D Blackman H D Blackman 7-Apr-00

3456789

10

11

12

13

Priority (H,M,L)

Target Date for closure

Business benefits unclear. Need clear statement of direction.

Alliance & Partners

Scoping activity to commence 3.4.00

Benefits now clear following meeting with Tim - ready to raise form A.

document.xlsIssues Section 4. Actions, Issues Risks

Business Transformation Closed IssuesCRM Programme

No Date Raised Raised by Description of Issue Project Owner Action Progress/Comments Closure Date

2811 1-Feb-00 M Hanly M 30-Apr-00

7-Apr-006

Priority (H,M,L)


A strategy for overflowing calls during a disaster scenario needs to be developed

Shannon Call Centre

S Kandal-Ryan

Develop disaster recovery strategy

31/3/00 - SR producing document (expected 7/4/00) which focusses on recovery for 48hrs period ie. CPE -> Field control in Dublin, Billing -> Wyth, European -> ESMC London, SR will meet with other call centre managers in May to work on a common approach

document.xlsRisks Section 4. Actions, Issues Risks

Business Transformation Open Programme Risks CRM Programme

No Date Raised Description of Risk Impact (H,M,L) Project Raised by Owner Mitigation or Action

1 2-Apr-00 M H H Commissions R Joy R Joy 7-Apr-00

2345678

910131415

1617181920

Impact (Time, Cost & Quality)

Probability (H,M,L)

Risk Category (H,M,L)


Top 5 Risk Y/N

Failure to meet 01.08.00 deadline

Major financial implications associated with failure to provide system to calulate sales compensation

document.xlsRisks Section 4. Actions, Issues Risks

Business Transformation All Closed Programme Risks CRM Programme

No Date Raised Description of Risk Impact (H,M,L) Project Raised by Owner Mitigation or Action

10 27-Mar-00 M M M M Hanly M Hanly 30-Apr-00 20-Apr-00

Impact (Time, Cost & Quality)

Probability (H,M,L)

Risk Category (H,M,L)


Closure Date

IBM may not have resource to implement CBR for 30.5.00

Would affect trainng course content

Shannon Call Centre

Transferred to issues log. Project issue No.31

document.xlsBenefits Benefits Section 5. Benefits

A M J J A S O N D J F M A M J Q2 Q3 Q4 Q1 Q2 Q3 Q4

SSI Implementation

Consistent Forecasting

SupplyDemandLock-In

Revenue

Cost

Coordination with Business Planning

IncreasedFrame/ATM

Revenue

Replace MOL

Electronic Order Entry

GreaterOrder

Accuracy

00/01 02/0301/02

EOEFrameATM

EOEIndirect Voice

Commissions

Stable Commissions Platform

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