Contexto Necessidade e Como Oferta Resolve Necessidade
Contexto Necessidade e Como Oferta Resolve Necessidade
Contexto Necessidade e Como Oferta Resolve Necessidade
1. Contexto:
§ Explicar necessidade (Definição de segmentação de tipo de projetos –
Transformação Banca/ Transformação Seguros / Outros
§ Explicar Oferta
· Várias metodologias (agile, waterfall, etc)
§ Explicar como Oferta resolve necessidade
§ Lista de Benefícios
2. Framework:
§ Qual é a nossa abordagem genérica para estes projetos?
3. Hands-on Approach:
§ Calendário base / Principais atividades
§ Overview das diferentes ofertas: eixo dos X = funcionalidades; eixo dos Y = Tipos de
Projetos – o que inclui cada tipo?
§ Core Principles
4. Why Deloitte
CONTEXTO
- PMOs in the finance industry have a few more responsibilities than some other industries. As the
department responsible for the success of project portfolios, the PMO is also responsible for
ensuring the completion of regulation and compliance projects. Staying compliant with federal
regulations is an incredibly complex task. Adhering to regulations protecting consumers’ private
financial information has become particularly difficult as organizations develop new online
capabilities for banking, transferring money, investing and other activities. A PMO will
coordinate all necessary stakeholders, legal departments, developers, etc., to make sure these
projects are completed. Consumers’ demands on financial institutions have increased rapidly in
recent years. Consumers expect evolving technologies to make their financial activities even
easier than before. Financial institutions will need to rely on PMOs to manage the huge influx
of technology projects they undergo to meet consumer demands. For many financial
institutions, meeting these demands means taking on employees with skills not traditionally
associated with the financial industry and committing to projects they have never done before. A
PMO will facilitate the planning, staffing and execution of these new projects.
Caso Banco Panamá (Banco Continental) – projeto de transformação de um banco no qual um PMO foi
essencial na fase de implementação
1. Business Issues:
(Our client is one of the most important banks of Panama, with a strong presence in the
country and the region. It offers diverse products and services and is supported by a large
network of offices distributed along the country. In the early 2007, Banco Continental was
the second private Bank, based on its assets and investments, after having acquired several
banks in the last years.)
Due to the big growth experienced in the last years, the processes and the technology that
supported the operations started to show some of the following deficiencies:
- Lack of integration between the core system and the rest of the applications due to several
modifications not based on standards nor documented
- Poor automation of transactional functionalities
- Poor flexibility for the creation of new products and services
- Poor data reliability and complex extraction procedures
- Lack of validations to assure data integrity
- Poor opportunity of the developments due to the obsolescence of the development
platform
These issues decided the Bank to start a transformation effort, including the definition of the
business, operative and IT management models, starting with the modernization of the core
system platform.
The first phase (6 months) was developed with the support of Accenture, and the solution
selected was Finacle from Infosys.
The second phase was called “Action Project”. The complexity and critical nature of this
phase confirmed the need of a Project Management Office (PMO), which would ease the
management, control and coordination of the different elements involved. This PMO
would act as the strategic link between the Bank and the implementer.
Objectives:
Scalibility in centralized operations;
Process standardization and minimization along the channels, aligning the Bank
procedures with Finance definitions;
Alignment of the tools with the commercial and service strategy of the Bank;
Provide management tools with the commercial and service strategy of the bank;
Provide management tools to maximize the relationship with the clients;
Implementation of a new technological platform that allows to provide the flexibility
and the response times required by the business
Based on these objectives, the scope of Action was the following:
The scope of the PMO included the Organization, Finance, Communications, Work Plan,
Risks/Issues, Scope/Change and Quality modules of our PMM4 methodology.
The PMO was organized in groups (Technology, Core, CRM and Processes), and each group
included resources from both Deloitte and the Bank.
The deliverables and tools related to the Start and Plan phases of the PMM4 were developed
before the startup of the Project and adjusted and improved during the execution. This was
one of the keys of the success of the PMO, as all the necessary resources were finished and
adjusted before the implementation phase had started.
Besides the basic tools included in the PMM4, automatic tools were developed, which
allowed important time reductions in the information analysis and reporting activities. This is
an important achievement not only for this project but for the practice development and
future project with similar characteristics.
- Dashboard with indicators for the following views: Finance, Processes, Internal Customers
and Learning
- User interface for the work plan (generated through macros), which allowed to analyze
information from different views, easing the reporting tasks of the PMO
- Automatic reporting tool feed from the work plan, for the different reporting levels
- Work plan progress indicators, customizable for different control criteria
- Web enabled application for controlling the status of the requirements of the project
In the Action Project, Deloitte not only executed the control and follow up tasks expected
from the PMO, but also participated in the following activities:
In 2007, after 15 months of having started the Project, Banco Continental and Banco General
de Panama started a fusion process that should be finished in the same year.
At that moment, Action was starting the integration tests phase, after having implemented
most of the customizations, interfaces and peripheral applications.
Despite the progress, the management decided that the risk of continuing with Action during
a fusion process was too high, so, 3 months after the Project was ended.
However, there is an interest of continuing with the Project in the future, as the
technological evolution reached during Action (core applications, CRM, eBanking, SOA
architecture, process automation, infrastructure, etc.), placed the Bank as one of the most
advanced in the region.
UniCredit Bank decided to replace the Core Banking System in the Czech Republic. During the program,
the client faced issues with timely delivery of project outputs, its quality and communication issues across
involved organizations. Deloitte was asked to support the program by boosting main project streams by
managerial resources providing advisory support aimed at improving overall quality and program
performance. Deloitte advised the client on project management methodology and best practices.
Deloitte team also provided a review of PMO processes.
Business issues
UniCredit was running a long-term complex program with the aim of replacing the Core Banking
System in the Czech Republic (EuroSIG) with the UniCredit group standard solution (CORE02)
The program also included an upgrade of several other key systems such as front end and
middleware
The client experienced delays in delivery of project outputs together with communication issues
across involved organizations
Deloitte was asked to support the program by boosting main project streams by senior
managerial resources providing advisory support aimed at improving overall quality and program
performance
Provision of project management methodology and best market practice by a confrontation and
gap analysis with solutions suggested or decided by the client
Support in collecting information and documentation relevant in order to run the program
Assessing the communication channel towards business
Recommending actions to improve synchronization among all the streams in project
management
Identifying opportunities for increasing efficiency of PMO processes and activities
Value delivered & impact
Provision of professional services in required areas:
Provided an expert point of view about the status of art of the key deliverable and overall health
of project streams
Reviewed the project scheduling process
Reviewed program communication
Provided analysis about the areas of improvement with tangible and concrete actions to be
executed
Supported user acceptance test management, reporting and planning
Deloitte helped the client, a Top Ten German bank, implementing the FATCA requirements in all
affected departments to become compliant
Furthermore we laid foundations for related projects in the future (example: Common Reporting
Standard)
Business issues
After having completed the impact analysis of Foreign Account Tax Compliant Act (FATCA) regulations at
the bank, the Client asked Deloitte to manage and coordinate the whole FATCA project from an end-to-
end view.
Engagement scope & approach
Pre-study with deep insight in Final Regulations (IRS) and Intergovernmental Agreements (IGA)
Global PMO with global support of FATCA-requirements (SWAT-function)
Definition of business requirements
Business issues
Grupo Mundial carried out a transformation initiative in Aseguradora Mundial Panama. This effort
addressed the deployment of ACSEL/x (provided by Consis International), which is a core system. This was
the first step towards a technological integration with the remaining insurance companies in Grupo
Mundial.
Functional thread: This thread focused on the control and monitoring of developments,
functional testing, business procedures definition and follow up of different tracks.
Technical thread: This thread focused on the control and monitoring of data migration strategy
design – execution, interface development, installation of technology architecture, applications,
database and configuration.
Change management and communications: This thread focused on promoting organizational
readiness. We worked with the project team and key leaders throughout the organization to
implement the change management and communications plan that would lead to end user
acceptance and adoption of business processes and systems.
Value delivered & impact
Engagement summary
The client was looking for a partner to reimagine and drive improvements in the end-to-end experience
delivered by its business banking processes. The client is Australia’s leading business bank and the largest
business lender. Its end-to-end customer processes contained significant variation by product, location,
and channel, and did not deliver consistent, fast service.
Starting in business lending, the client was seeking to institute rapid improvement in its banking
processes, and to establish a program to drive and manage improvements. Deloitte delivered an
accelerated process diagnostic into business lending and established the foundations for a broader
program of work.
Business issues
The client's business banking customers demand processes that satisfy needs in the way, when and how
they desire – that banking services are the best they can be, every time. However, its end-to-end
customer processes contained significant variation by product, location, and channel, and did not deliver
consistent, fast service required. In addition, the client was seeking to make life easier for bankers via
efficient and fast processes to remove substantial waste in the process, freeing-up banker time to serve
customers and clients better.
Engagement scope & approach
Phase 1
Project Management Office work stream:
1. Design and implement agile rituals for project team including visual management
2. Management of project room wall display and any workshop material captured in PowerPoint or
other format
3. Design and distribute strategic communications to stakeholders and schedule key meetings and
workshops
4. Facilitate agile rituals, engage stakeholders and remove impediments of scrum teams
5. Develop set of metrics to baseline and then use to measure transformation progress
6. Develop user stories and epics to transition process from ‘as-is’ to ‘north star’, aligned to three
work packages (‘quick-win’, ‘fast-lane’ and ‘slow lane’)
7. Prepare high-level implementation plan for Agile delivery
1. Collate and review existing documentation and develop cohesive baseline view of:
o The end-to-end process from Sales to Fulfilment, excluding non-sales related servicing
activities
o Known pain points
o Controls
o Process flow performance
o Key operational metrics
o IT systems/tools used
o Existing process maps to level 3
2. Conduct interviews and observations to validate and refine understanding and/or fill gaps as
required
3. Identify process simplification opportunities to inform ‘quick win’ user stories
4. Conduct a half day simplification workshop to stress test and prioritise identified simplification
opportunities
1. Develop an unconstrained target state process for business lending ‘north star’ via:
o Internal, core team brainstorming to develop strawman
o Deloitte subject-matter expert consultation and input
2. Conduct a series of ‘north star’ workshops with key client stakeholders such as risk, compliance,
controls, frontline and operations to stress test and define the target-state process from a
customer and risk perspective
Phase 2
1. Mobilise multiple disciplinary squad teams and execute agreed ‘quick wins’ and ‘fast lane’ user
stories using agile delivery (one-week sprints, four-week pilots)
2. Mobilise multiple disciplinary squad teams and commence agreed ‘slow lane’ builds using agile
delivery
3. Conduct PMO activities, governance and benefits tracking, leveraging scaled agile techniques
(such as scrum of scrums)
4. Continue to provide dedicated agile coaching support
‘As-is’ end-to-end value stream map detailing process performance, known pain points, controls
and IT systems used
‘NorthStar’ process design, socialised with key client stakeholder groups
Epics and user stories to transition process from ‘as-is’ to ‘north star’
Set of metrics to baseline and then use to measure transformation progress
High-level implementation plan for agile delivery
- Operational level: PMO provides basic centralized support to individual projects and ensures
professionalism and excellence in applying widely accepted principles and preferred project
management practices to each project. This may include activities such as the selection and
maintenance of project management methodology, providing assistance to teams with logistics,
production of regular reporting, risk assessment, and logging activities;
- Tactical level: PMO services provide further added value through multi-project coordination and
the management of cross-project dependencies. This may include resource integration across
projects and ensuring that project management disciplines are adhered to.
- Strategic level: All aspects of operational and tactical level with the addition of being equipped
with the authority to prioritize projects in relation to corporate objectives and strategies to
advise senior management on the viability of project investments.
Functions of PMO:
1. Waterfall
Most traditional approach. A process in which the phases of the project flow downward.
The waterfall method requires that you move from one project phase to another only
once that phase has been successfully completed.
2. Agile
In a nutshell, Agile project management is an evolving and collaborative way to self-
organize across teams. When implementing the agile methodology, project planning and
work management are adaptive, evolutionary in development, seeking early delivery
and are always open to change if that leads to process improvement. It is fast and
flexible, unlike waterfall project management. The agile methodology offers project
teams a very dynamic way to work and collaborate and that is why it is a very popular
project management methodology for product and software development.
3. Scrum
Scrum is a short “sprint” approach to managing projects. The scrum methodology is It is
ideal for teams of no more than 10 people and often is wedded to two-week cycles with
short daily meetings, known as daily scrum meetings. It is led by what is called a scrum
master. Scrum works within an agile project management framework, though there
have been attempts to scale Scrum to fit larger organizations.
7. Kanban
The Kanban methodology is a visual approach to project management. It helps manage
workflow by placing tasks on a Kanban board where workflow and progress is clear to all
team members. The Kanban methodology helps reduce inefficiencies and is a great
project management tool for many purposes such as lean manufacturing or agile
projects.
9. Lean
Lean Project Management is a way to cut waste and in doing so increase value in
projects and manufacturing processes. So, lean focuses on eliminating waste from key
processes to continuously be impacting positively on the value stream. It does this by
optimizing separate technologies, assets and verticals.
11. PRINCE2
PRINCE2 stands for Projects IN Controlled Environments and is a structured certified
methodology. It was initially created by the UK government for IT projects. PRINCE2 is
not like other traditional methods like waterfall, in that it’s not a one-size-fits-all
solution, but follows seven principles, themes and procedures. Not always suitable for
smaller projects.
Lista de Benefícios
- Improved visibility
Visibility that allows program management office (PMO) leaders to transparently predict risk to
project outcomes might be the single most impactful task your PMO fulfills. Once visibility gets
everyone aligned behind real-time facts, you’re more likely to be aligned behind overall PMO
goals. Often times the project managers know the inner workings of projects and where the
bottlenecks are but aren’t able to show that information or prove to executives what the
problems are. Having visibility into the portfolio enables everyone to be on the same page and
make decisions based on accurate data rather than gut feels. Storing all project data in one
location will save time and money in searching for information or not having critical project
data. Centralizing projects into one system of record will provide key stakeholders a full picture
of the business, not just what they care about. Improving visibility into where time and
resources are being spent is the first step to ensuring they are where they need to be.
Visibility into the portfolio of projects is the first step to strategic alignment. Understand all the
projects in flight and all the requests coming to you. Then understand what the goals of the
business are and which projects support those goals. Align the portfolio priorities with corporate
objectives from the top down to deliver more value from your project selections. Score, prioritise
and plan the most valuable projects and business cases with full transparency among
stakeholders. When your portfolio of projects is strategically aligned to the goals of the
organization, you will drive more impact with your time, resources and value provided. Your
enterprise will be able to capitalize on opportunities for innovation, control costs by balancing
resource utilization around the most valuable activity and manage current and future budget
risk.
Your planning practices will promise value, but you also need bottom up alignment to deliver on
that promise. Connecting strategy with execution is not always as easy as it sounds. Do you have
multiple demands and requests plus an array of programs already in flight? PMO leaders know
the importance of project collaboration and task management to the overall successful of the
project and ultimately the portfolio. Your PMO needs to understand the linkages and
dependencies between various projects in the portfolio, and will be able to learn what will
derail your productivity.
Additionally, all these project can come in a variety of project structures – Agile, Scrum, Hybrid,
Kanban and Waterfall – and need to be executed in a way that best fits the project. Various
project methodologies can hinder your project efficiency if not managed correctly. The
enterprise will benefit from being able to manage all types of projects and able to execute
according to the needs of the project—agile and waterfall timelines and budgets can be
managed very differently at the project level but can be rolled up in a single PMO view.
Most project managers get caught up managing projects based on their ability to be delivered on
time and on budget; but that just isn’t good enough in today’s competitive market. Meeting
goals, becoming outcome-oriented and delivering on stakeholder expectations will surpass
traditional KPIs in the long run. Ensuring you are measuring toward the right KPIs through proper
portfolio management will empower assessment of projects against business needs, allocating
resources effectively, and executing projects to gain the most impact for the company. You can
be on-time, of course, to save weeks of effort and open bandwidth for high-potential work.
However, with program planning that goes beyond on-time, on-budget, you identify the
strategic value drivers of your business.