1 CIBC COINS CIBC Retail Banking – Branch Platform Project and Engagement Best Practices Gord...

1

CIBC COINS

CIBC Retail Banking – Branch Platform

Project and Engagement Best Practices

Gord Fogel, PMP

March, 2002

2

TopicsTopics

1.1. Project BackgroundProject Background

2.2. Best PracticesBest Practices

3.3. Key LearningsKey Learnings

3

BackgroundBackground Financial Models Company

Established in 1976 Global leader in delivering technology

solutions and portfolio management systems to the investment management community.

Headquarters in Toronto, and subsidiaries in the United States, Australia and Europe

FMC supports over 500 clients managing in excess of $3 trillion.

4

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.

5

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.

6

Key Success Key Success FactorsFactors

Complete Client Complete Client InvolvementInvolvementDevelopment Development EnvironmentEnvironmentResults-oriented Results-oriented ProcessProcessIterative Iterative developmentdevelopmentExpectation Expectation ManagementManagementKnowledge TransferKnowledge Transfer

7

Sponsorship Project Mgmt Architecture Development Quality Deployment

Joint decision making Partnered management


Complete Client Complete Client InvolvementInvolvementDevelopment Development EnvironmentEnvironmentResults-oriented Results-oriented ProcessProcessIterative Iterative developmentdevelopmentExpectation Expectation ManagementManagementKnowledge TransferKnowledge Transfer Vendor with “skin in the

game”

8



Self-contained: All sub-projects working in the same space

Constructed to the specific requirements 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

9



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

10



Project Management – PMI / PMBoK

Team Decisioning Model – Microsoft Solutions Framework

Development Approach – Rational Unified Process

Quality Assurance Requirements – based

testing Adopted bank processes

11



Fully automated builds: the build created the final deliverable configuration, every time.

Continuous and controlled Automated Smoke-Tests and

Regression Test suites Tools were a particular

challenge

BuildBuild

IntegrateIntegrateTestTest

12



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 several months in advance

Gives the client room to prepare and maneuver

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

Apr May June Jul Aug Sep Oct Nov Dec Jan Feb Mar

$

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

Apr May June Jul Aug Sep Oct Nov Dec Jan Feb Mar

$

PlannedActual / Target

13



Ease hand-over issues with the client

Ensure they’re able to support the product

An above-board requirement Built into the schedule &

budget

Review / Decision Sessions: Client participation in all team

sessions; plus, 21 sessions specifically

targeted to the client for knowledge transfer

14

Project Project 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 make

these 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 was delivered with this level of quality on-time and on-budget.

15

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

CIB

C D

on

Mill

s B

ranc

h

16

Key Learnin

gs Scope Management Quality Management Relationship Management

17

Key LearningsKey Learnings Differences in managing scope in the

internal (corporate) and the consulting roles

Moving from “Controlling” to “Managing”

Acting in the “Advisory Role”

Sco

pe M

gm

t S

cop

e M

gm

t

18

Key LearningsKey LearningsQuality is effected by much more than just the Triple Constraint Scope, Time, Cost, ???

The relationship with the client can be a differentiating factor

Qu

ali

ty M

gm

t Q

uali

ty M

gm

t

19

Key LearningsKey Learnings1. Relationship Management and

Project Management are inseparable

2. Consulting skills are critical to building and maintaining productive project relationships

3. A defined process can be leveraged

Rela

tion

ship

Mg

mt

Rela

tion

ship

Mg

mt

20

Key LearningsKey Learnings1. Relationship Management and

Project Management are inseparable Partnership is a critical success factor Client needs frame the context for

every project decision Success is a shared objective

Rela

tion

ship

Mg

mt

Rela

tion

ship

Mg

mt

21

Key LearningsKey Learnings2. Consulting skills are critical to

building and maintaining productive project relationships Balance: between substantive and

effective thinking Communication means Listening Authenticity builds trust and open

communication Build Influence at every juncture

Rela

tion

ship

Mg

mt

Rela

tion

ship

Mg

mt

22

Close-OutClose-OutClose-OutClose-OutMaintenanceMaintenanceMaintenanceMaintenanceDevelopmentDevelopmentDevelopmentDevelopment

Key LearningsKey Learnings3. 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

Rela

tion

ship

Mg

mt

Rela

tion

ship

Mg

mt

23

Where can I Where can I get get 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 …

http://www.pdc.utoronto.ca/





24

CIBC COINS

CIBC Retail Banking – Branch Platform

Project and Engagement Best Practices

Gord Fogel, PMP

March, 2002

Date post:	17-Dec-2015
Category:	Documents
Upload:	brittany-malone
View:	218 times
Download:	2 times

1 CIBC COINS CIBC Retail Banking – Branch Platform Project and Engagement Best Practices Gord...

Documents