Coins Pmi Gt Islig March 2002
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CIBC Retail Banking – BranchPlatform
Project and Engagement Best
Practices
Gord Fogel, PMP
March, 2002
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TopicsTopics
1.1. Project BackgroundProject Background
2.2. Best PracticesBest Practices3.3. Key LearningsKey Learnings
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Backg
roundBackground Financial Models Company
Established in 1976
Global leader in delivering technologysolutions and portfolio managementsystems to the investment managementcommunity.
Headquarters in Toronto, and subsidiariesin the United States, Australia and Europe
FMC supports over 500 clients managingin excess of $3 trillion.
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The ProblemThe Problem
Client: Canadian Imperial Bank of Commerce
COINS: Commerce On-Line Inquiry System
CIBC’s retail bank system
1380 branches across Canada and in the call centre network. 25,000+ users.
Provides all retail bank functionality (Teller, Advisor, CIF)
Problem: Branch Server Platform not positioned to the client’s
strategic goals. An antiquated application, extended over many years.
IBM announcing the sunset date for OS/2
Several failed attempts to move to a Web-based model
Need for a reliable, secure, cost-effective delivery platform for new
applications and services as CIBC refocused its branch network.
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The SolutionThe Solution
Performing Organization: Financial Models Company
The Proposal:
CIBC paid for the proposal phase (sizing, forensic s/w engineering).
FMC partnership with Microsoft was an influencing factor Several different options were quantified
• Each one had an associated benefit / cost / risk statement.
• Recommendation supported through facts, but not popular with client
• Standing our ground kept our credibility intact
The Solution: Re-design of the branch platform
Microsoft n-tier, DNA application model
Respect current architecture, network, & legacy application environment
Provide flexibility to grow & change as these constraints are removed over
time.
S
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Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
IterativeIterative
developmentdevelopmentExpectationExpectationManagementManagement
Knowledge Transfer Knowledge Transfer
S
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Sponsorship
Project Mgmt
Architecture Development
Quality
Deployment
Joint decision making
Partnered management
Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
IterativeIterative
developmentdevelopmentExpectationExpectationManagementManagement
Knowledge Transfer Knowledge Transfer Vendor with “skin in thegame”
K S
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Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
IterativeIterative
developmentdevelopmentExpectationExpectationManagementManagement
Knowledge Transfer Knowledge Transfer
Self-contained: All sub-projects working in the samespace
Constructed to the specificrequirements of the project War-Wall Dedicated meeting space Team location in line with
project work-flow Few distractions Connected to the bank’s test
environments
K S
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Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
IterativeIterative
developmentdevelopmentExpectationExpectationManagementManagement
Knowledge Transfer Knowledge Transfer
Requirements – driven –Architecture
Architecture – driven –Design & Development
Architectural Proofs-Of-Concepts: Mitigate technical risk Build team skill and
confidence Demonstrate a focus on
tangible results to the client& the team
K S
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Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
IterativeIterative
developmentdevelopmentExpectationExpectationManagementManagement
Knowledge Transfer Knowledge Transfer
Project Management –PMI / PMBoK
Team Decisioning Model –
Microsoft SolutionsFramework
Development Approach –Rational Unified Process
Quality Assurance
Requirements – basedtesting
Adopted bank processes
K S
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Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
IterativeIterative
developmentdevelopmentExpectationExpectationManagementManagement
Knowledge Transfer Knowledge Transfer
Fully automated builds: the buildcreated the final deliverableconfiguration, every time.
Continuous and controlled
Automated Smoke-Tests andRegression Test suites
Tools were a particular challenge
BuildBuild
IntegrateIntegrateTestTest
K S
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Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
IterativeIterative
developmentdevelopmentExpectationExpectationManagementManagement
Knowledge Transfer Knowledge Transfer
Consistent Status Reporting Monthly Executive Summaries
Sponsorship from all stake-
holder groups in attendance Detail budget / resource tracking Allowed us to show baseline
divergence in the budget severalmonths in advance
Gives the client room to prepare
and maneuver
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PlannedActual / Target
K S
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Key Successey uccess
FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement
DevelopmentDevelopment
EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess
Iterative developmentIterative development
ExpectationExpectation
ManagementManagementKnowledge Transfer Knowledge Transfer
Ease hand-over issues with theclient
Ensure they’re able to supportthe product
An above-board requirement Built into the schedule & budget
Review / Decision Sessions:
Client participation in all teamsessions; plus, 21 sessions specifically
targeted to the client for knowledge transfer
P tt
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Pro ectro ect
MetricsMetrics Delivery: To CIBC System Integration Testing (SIT) - November 27, 2000.
To CIBC User Acceptance Test – January 04, 2001
System Hand-over – February 20, 2001
Exactly as planned. No known defects. No overtime rush to makethese deliveries.
Total project budget: $2.99M Included unplanned charge of $275K to Microsoft.
We made our estimates (0.5% variance!)
Total recorded defect count using integrated QA: 91! Extremely low for a project of this size.
CIBC told FMC that this is the 1st time a project of this magnitude wasdelivered with this level of quality on-time and on-budget.
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PostscriptPostscript Pilot phase – July 2001
Roll-Out commenced – Aug 2001 FMC carried pagers for 4 months, and received only 1 call.
550 Branches deployed so far
Virtually incident free
CIBC
DonMillsBra
nch
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KeyLearnings Scope Management
Quality Management
Relationship Management
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Key LearningsKey Learnings
Differences in managing scope in theinternal (corporate) and the consulting
rolesMoving from “Controlling” to
“Managing”
Acting in the “Advisory Role”
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c
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Key LearningsKey Learnings
Quality is effected by much morethan just the Triple Constraint
Scope, Time, Cost, ???
The relationship with the client canbe a differentiating factor
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Key LearningsKey Learnings
1. Relationship Management andProject Management are inseparable
2. Consulting skills are critical to buildingand maintaining productive projectrelationships
3. A defined process can be leveraged
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Key LearningsKey Learnings
1. Relationship Management andProject Management are
inseparable Partnership is a critical success factor
Client needs frame the context for
every project decision Success is a shared objective
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Key LearningsKey Learnings
2. Consulting skills are critical tobuilding and maintaining productive
project relationships Balance: between substantive and
effective thinking Communication means Listening
Authenticity builds trust and opencommunication
Build Influence at every juncture
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Close-OutClose-OutClose-OutClose-OutMaintenanceMaintenanceMaintenanceMaintenanceDevelopmentDevelopmentDevelopmentDevelopment
Key LearningsKey Learnings
3. A defined process can be leveraged
Optimal alignment of goals
Integration with other PM processes Collaborative, trusting & productive
relationships for the project
Enhance the relationship with the
stakeholder through the experience
InitiationInitiationInitiationInitiation
h
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Where can IWhere can I
getget MORE?MORE?
Project Management Initiative,
UofT Professional Development Centre,
Visit www.pdc.utoronto.ca. Great Project Relationships: Moving Beyond the
Nine Knowledge Areas May 24 & 25, Toronto
See you at …
Or …
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CIBC Retail Banking – BranchPlatform
Project and Engagement Best
Practices
Gord Fogel, PMP
March, 2002