1 Australian Institute of Project Management Technology Enabled Project Engagement Process Dr. Chris...

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Australian Institute of Project Management

Technology Enabled Project Engagement Process

Dr. Chris StevensProgramme DirectorGroup Technology

Commonwealth Bank of AustraliaTuesday, 15th October 2002

2

Agenda

Why did we need Zip?

What is Zip?

How Does it Work?

Q&A

3

Engagement Model for Technology Enabled Projects

Why did we need Zip?

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What is Zip - A Common Lifecycle Framework

The Zip Lifecycle Framework is not…

“a revolutionary new way of engaging………”

another IT&T methodology

a ‘silver bullet’

restricted to engagements between the Bank and EDS

is… the product of a joint Bank-EDS

initiative

a formalisation of proven practice on successful IT&T projects within the Bank

concerned with defining phase entry and exit criteria and a common terminology

aligned with the Bank’s PM Lifecycle and Project Investment Processes

relevant to all IT&T projects – EDS and other vendors

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What is Zip - Collaboration and Teamwork

Five Zip Guiding Principles

1 Full-lifecycle collaboration between business stakeholders and IT&T Vendors!

open, honest communication - no surprises

2 Understand the business drivers from the start, for example speed, cost, reliability

design the right solution, then deliver the solution right – first time

3 Collocate project team members from the outset where practical Together Everyone Achieves More

4 Joint project planning, requirements definition, and estimating a team-based activity to achieve a shared understanding

5 Assign the right people, to the right jobs, at the right time dedicated SME’s rather than thinly-spread generalists

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How Does Zip Work

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Start up Concept Build Implementation

It’s worth pursuing but...

about how much?

about how long?

and the benefits?

What do I really need?

What will it look like?

When will it be ready?

What will it really cost?

Let’s build it

Does it work?

Plan & Design

Let’s roll it out

Benefits

Let’s hand it over to the Business Teams

• Are we achieving our planned business outcomes and producing benefits

• What worked well?• Could we do it

better?

We have an idea

Is it worth pursuing

The Bank’s Project Management Life Cycle

How Does Zip Work? The KISS Principle

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Work Request or Work Plan

From the ‘Start Up Phase’ of the Bank Project Life

Cycle

EstimateDesign

Parallel Workstreams as required, depending on the content of the request

WorkshopStakeholder

Review

High-level Process Design

High-level Process Estimate

High-level Technology

Design

High-level Technology

Estimate

RFITechnology

Solution Paper

Concept Assessment

+ HLR

High-level Product Design

High-level Product Estimate

Product Definition

Paper

or

Concept Feasibility Request

Project Brief(if project funding

required)

Concept Phase Work

Plan

EDS SOW 0 (if EDS

involved)

EDS Best Practice,Technology Innovation

Concept Paper

Yes as a New Project

Yes as an Enhancement

No

End

Go?Concept

Feasibility Assessment

TechnologyGovernance

Gate 0

Concept Feasibility

Assessment Paper

SOW1

3rdParty

FRM

FRM

Process Definition

Paper

Detailed Plan D&P

Phase

Zip Framework - Concept Phase

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Concept Phase - Understanding on One Page

Process Business Outcomes• Scope of the concept or initiative is defined with its business and technology impact.

• Business outcome(s) defined and Business Benefits examined.

• Alternative technology approaches identified (EDS Best Practice, Technology Innovations and where appropriate 3rd Party alternatives).

• Recommendation made on whether the concept is worth pursuing to progress to the next project Phase.

Excludes• Documents required for submission to obtain financial approvals to proceed to the next

phase Design and Plan: Contents of Concept Paper (if project) or Work Request or Work Plan (if not a

project); Contents of Statement of Work (if EDS involved) or High Level Estimates.

• Any documents that are of a commercially binding nature.

SUB Process Deliverables Acceptance Criteria Prime Accountability Workshop Concept Assessment/ High Level

Requirements Clarity on scope, business outcomes And High Level Requirements Fit with Concept Feasibility Request (or if funding required Start Up Concept Paper) Details issues and basis of resolutions

Business Project Manager

Stakeholder Review Concept Assessment/ High LevelRequirements signed off

Concept Phase Work Plan signed off

Confirmation and acceptance of content of Concept Assessment/ High Level Requirements,and Concept Phase Work Plan

Details issues and basis of resolutions


High Level Product/ProcessDesign and Estimates

Product and/or Process DefinitionPaper

Details at a sufficient level to: Understand business process impact and technology requirement(s) Include cost, time, resource and benefit estimates (at a predetermined level/ range of

accuracy – see below) Define transition strategy from exiting to new process model with timeframes Cover Design & Plan, Build, Implementation and Benefits phases Provides enough clarity for the Business Owner to verify reasonableness of estimates and

assumptions, and to make decisions on viability Accuracy expressed as percentages, and to comply with CBA Investment Planning

Process


High Level TechnologyDesign and Estimates

Technology Solution Paper Request for Information (RFI) iif

applicable

Details at a sufficient level with: Alternative solutions Include cost, time, resource and benefit estimates (see above) Impacts with existing technology and implementation dependencies with other systems/

processes Implementation and conversion strategies with timeframes Alignment with GT and BSU technology architectures and strategies Hardware and software infrastructure requirements Cover Design & Plan, Build, Implementation and Benefit phases Provides enough clarity for the business owner to verify reasonableness of estimates and

assumptions, and to make decisions on viability Accuracy expressed as percentages, and to comply with CBA Investment Planning

Process

Technology Project Manager

Concept FeasibilityAssessment

Concept Feasibility Assessment Paper Provides recommendation as to Concept’s feasibility and whether the project should proceed Business Project Manager

WorkRequest orWork Plan

From the ‘StartUp Phase’ of theCBA Project Life

Cycle

EstimateDesign

Parallel Workstreams as required,depending on the content of the request

WorkshopStakeholder

Review

High-levelProcessDesign

High-levelProcessEstimate

High-levelTechnology

Design

High-levelTechnology

Estimate

RFITechnology

SolutionPaper

ConceptAssessment

+ HLR

High-levelProductDesign

High-levelProductEstimate

ProductDefinition

Paper

or

ConceptFeasibilityRequest

Project Brief(if projectfunding

required)

ConceptPhase Work

Plan

EDS SOW 0(if EDS

involved)

EDS Best Practice,TechnologyInnovation

ConceptPaper

Yes as a NewProject

Yes as anEnhancement

No

End

Go?Concept

FeasibilityAssessment


Gate 0

ConceptFeasibility

AssessmentPaper

SOW1

3rdParty

FRM

FRM

ProcessDefinition

Paper

DetailedPlan D&P

Phase

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Deliverables - Acceptance Criteria - Prime Accountability

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Accountabilities

Business GT EDS

Deliverables by PhaseKey:R – Responsible OverallA - Approves or AcceptsS – Supports or ReviewsI - Receives Info/OutputC - Contributes/Provides InputP - Performs Work

Pro

ject Sp

on

sor

Bu

siness O

wn

er

Pro

gram

me

Directo

r

Steerin

gC

om

mittee

TB

A

Bu

siness P

roject

Mg

r

Bu

siness A

nalyst

Bu

siness S

ME

BS

U T

echn

olo

gy

SM

E

BS

U S

ystemO

wn

er

BS

U F

inan

ceM

anag

er

Arch

itecture

Relatio

nsh

ipM

anag

er

Tech

Pro

gram

Man

ager

Tech

Pro

jectM

anag

er

ED

S B

us D

evM

anag

er

ED

S A

ccou

nt

Man

ager

ED

S S

ME

Prin

cipal

Arch

itect

Th

ird P

artyV

end

or

Start Up Phase

Startup Concept Paper/ Project Brief

EDS SOW0 for Concept Phase

Concept Phase Work Plan

Concept Phase

High Level Estimate % Range

Concept Assessment + HLR

Process & Product Definition Paper

Technology Solution Paper

- Logical & Physical design

- Compliance

- Estimates – Resource & Cost

Concept Feasibility Assessment Paper

Work Schedule

Design & Plan Phase Work Plan &Deliverables Accountability Matrix

Upon acceptance of FeasibilityAssessment

EDS SOW1 for Design & Plan Phase

Business Plan

Concept Paper (if >$5m)

Accountability Matrix - Understand Who Does What

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Start Up Phase

Startup Concept Paper/ Project Brief

EDS SOW0 for Concept Phase

Concept Phase Work Plan

Concept Phase

High Level Estimate % Range

Concept Assessment + HLR

Process & Product Definition Paper

Technology Solution Paper

- Logical & Physical design

- Compliance

- Estimates – Resource & Cost

Concept Feasibility Assessment Paper

Work Schedule



EDS SOW1 for Design & Plan Phase

Concept Paper (if >$5m)

Accountability Matrix

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Accountabilities

Business GT EDS


Pro

ject Sp

on

sor

Bu

siness O

wn

er

Pro

gram

me

Directo

r

Steerin

gC

om

mittee

TB

A

Bu

siness P

roject

Mg

r

Bu

siness A

nalyst

Bu

siness S

ME

BS

U T

echn

olo

gy

SM

E

BS

U S

ystemO

wn

er

BS

U F

inan

ceM

anag

er

Arch

itecture

Relatio

nsh

ipM

anag

er

Tech

Pro

gram

Man

ager

Tech

Pro

jectM

anag

er

ED

S B

us D

evM

anag

er

ED

S A

ccou

nt

Man

ager

ED

S S

ME

Prin

cipal

Arch

itect

Th

ird P

artyV

end

or

Accountability Matrix

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AApprove or Accepts

IInformation

RResponsible

SSupport or SME

PPerform

Agree Acceptance CriteriaFinal Acceptance

Activity orDeliverable

CContribute

Planing Coordination

Reporting

Receive InformationDefine Acceptance Criteria

Perform Work

ParticipationReviewQuality

InformationParticipation

Accountability Matrix - RASICP

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Accountabilities

Business GT EDS


Pro

ject Sp

on

sor

Bu

siness O

wn

er

Pro

gram

me

Directo

r

Steerin

gC

om

mittee

TB

A

Bu

siness P

roject

Mg

r

Bu

siness A

nalyst

Bu

siness S

ME

BS

U T

echn

olo

gy

SM

E

BS

U S

ystemO

wn

er

BS

U F

inan

ceM

anag

er

Arch

itecture

Relatio

nsh

ipM

anag

er

Tech

Pro

gram

Man

ager

Tech

Pro

jectM

anag

er

ED

S B

us D

evM

anag

er

ED

S A

ccou

nt

Man

ager

ED

S S

ME

Prin

cipal

Arch

itect

Th

ird P

artyV

end

or

Start Up Phase

Startup Concept Paper/ Project Brief A S S I R I C I I I I I I I I I I I I

EDS SOW0 for Concept Phase A S S I I I P P R P P P

Concept Phase Work Plan A S I I R I I I P P I I C C

Concept Phase

High Level Estimate % Range A S R I I S S P A C C C

Concept Assessment + HLR A S S I R P C I I I I C I I C C C

Process & Product Definition Paper A S S S R P C I I I I C I I C C C

Technology Solution Paper S S S I S R S A S S

- Logical & Physical design C C C C C I C P R C

- Compliance C C C C P R C

- Estimates – Resource & Cost C C I R P P P

Concept Feasibility Assessment Paper A S S S R P S I I C I S C C C

Work Schedule A C,S C I I S R I A C C C


AS I I R I I I P

PI

IC C


EDS SOW1 for Design & Plan Phase A S S I I C I P P R P P P

Business Plan A S S I R P I I S, A

Concept Paper (if >$5m) A S S S R P I I

Zip Framework - Phase Deliverables and Accountabilities

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Design and Plan Phase

From Concept Phase

Technology Workstream

Technology Requirement

Workshop

Risk Ass’mt and Release Packaging

Technology Solution Design

Workshop

Concept Assessment

+ HLR

No

Go?

Yes

Design Plan

Product and Process Workstreams

Product Requirements

Process Requirements

SoW1

Prepare Plans and Estimates


Gate 1

Product Requirement

Workshop

Process Requirement

Workshop

Technology Solution

Paper

Product Definition

Paper

Process Definition

Paper

RFPTechnology

Business Requirements

Integrated Schedule

No

YesGo?

Integrated Test Strategy

Appropriate rework

3rdParty

Product Plans and Estimates

Process Plans and Estimates

Business Plan [FRM]

(Including Business Case)

SoW2

FRM

Technology Plans &

Estimates

Build Phase Deliverables

Matrix

Schedule

Resources

Project Plan etc

Release Schedules

Project Risk Assessment

Technology Risk

Assessment

Config Mgmt Strategy

Test Strategy


Systems Impact

Assessment

Config Mgmt Strategy

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Build Phase

From Design and Plan Phase

Technology Workstream

Product and Process Workstreams

Technology Business

Requirements

System Design

Functional Specification

Technical Specification

Software Build

Program Specifications

Code

Infrastructure Design and Plan

Infrastructure Specification

Infrastructure Plan and Schedule

Infrastructure Build

Infrastructure

Systems Testing

System Test

E2E Integration

Stress/ Acceptance

System Test Plan

Unit Test

Product and Process Build

Process Components

Business Organisation Components

Product Components

A

B

Service Level Objectives

3rdParty

Final Acceptance

A

B

Project Deliverables

Ready for Implementation

To Implementation Phase

Business Implementation

Plan

Technology Implementation

Plan

Release Schedule

Service Level Agreements

Test Planning

Master Test Plan

Detailed UAT Plan

Process Integration

Test

Comms & Training Materials

Finalise SLAs, DRP and BCPService Level

Agreements

UAT

AB

Organisation Change

Assessment

Conversion

DRP/Business Continuity Plan

DRP/ Business Continuity Plan

Go?Yes

No

AppropriateRework

Comms & Training

Comms & Training Materials

Implementation Planning

Business Implementation

Plan

Technology Implementation

Plan

Release Schedule

Business Plan

New Business Model

Integrated Schedule

Integrated Test Strategy

SOW2


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Need to Adapt Process to Changes in Business Demands

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Operational Model – a Federal Structure

Process Support

Feedback and Process

Improvement

Bank Business Divisions

Projects

Project Delivery

Technology Vendors

State Level

Tailor to Local Conditions

Perform the Process

Provide Metrics Reporting

Deliver Project Outcomes

Realise Benefits

Federal Level

Define a Common E2E

Process

Support Business

Units/Divisions

Monitor Process Effectiveness

Continuous Improvement

Retail Banking Services

Premium Financial Services

Investment and Insurance Services

Institutional and Business Services

Metrics and Reporting

Non-productive Federal Bureaucracy kept to a “Bare Minimum”

Technology Project Delivery resources under Business Unit/Division control

Bank and EDSA Process Owners

Process Team

Group Technology EDSA

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Summary

Zip improves and simplifies engagement between two

organisations, primarily the Bank and its technology

outsourcers EDS, focussed on the delivery of technology

enabled projects.

Zip is an engagement model transcending Project

Management Methodologies.

Zip provides a framework where both Customer and

Vendors understand what is required before serious

expenditure is made.

Zip is simple, framed it around an agreed Lifecycle, made

it template driven with clearly identified Acceptance

Criteria.

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Five Zip Guiding Principles

1 Full-lifecycle collaboration between business stakeholders and IT&T Vendors!

open, honest communication - no surprises

2 Understand the business drivers from the start, for example speed, cost, reliability

design the right solution, then deliver the solution right – first time

3 Collocate project team members from the outset where practical Together Everyone Achieves More

4 Joint project planning, requirements definition, and estimating a team-based activity to achieve a shared understanding

5 Assign the right people, to the right jobs, at the right time dedicated SME’s rather than thinly-spread generalists

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Make it

happen. [email protected]

1 Australian Institute of Project Management Technology Enabled Project Engagement Process Dr. Chris...

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