2017
ImplementIng CmmI for Development moDelmaturIty level 2 (StageD)
CIB SuCCeSS Story
Quality is “Priority”!
To uphold CIB’s distinct reputation as a leading and trusted financial institution in Egypt.
To create outstanding stakeholder value by providing best in class financial solutions to
individuals and enterprises that drive Egypt's economy.
To grow and help others grow.
2017 awards
• Best Trade Finance Provider in Egypt - by Global Finance• Best Treasury & Cash Management Providers in Egypt - by Global Finance • Best Foreign Exchange Provider in Egypt - by Global Finance • Best Bank in Egypt 2017 - by Global Finance • Best Bank in Egypt - by Euromoney • Best Bank in the Middle East 2017 - by Euromoney • Best Securities Services Providers in Egypt - by Global Finance • Best Cash Management Services in North Africa - by EMEA Finance• Best FX Services in North Africa - by EMEA Finance
World'S BeSt Bank
In the emergIng marketS
by EuromonEy
Client FoCus
our success is dependent upon our capability to provide the best products and services to our clients; we are committed to helping our clients achieve their goals and be the best at what they do.
our clients are at the center of our activities and their satisfaction is our ultimate objective.
Client FoCus – industry oriented
Client FoCus – industry oriented
More effective and efficient project management and System development Processes.
projeCt management\
SyStemDevelopment
Client FoCus – industry oriented
More effective and efficient project management and System development Processes.
optimized project delivery in terms of time, cost and deliverable quality.
projeCt management\
SyStemDevelopment
It
Client FoCus – industry oriented
More effective and efficient project management and System development Processes.
optimized project delivery in terms of time, cost and deliverable quality.
• Enhanced Time-to-Market• Enhanced business
alignment
projeCt management\
SyStemDevelopment
It
CIB
Client FoCus – industry oriented
More effective and efficient project management and System development Processes.
optimized project delivery in terms of time, cost and deliverable quality.
• Enhanced Time-to-Market• Enhanced business
alignment
CIB customers would enjoy better banking services, better experience, resulting in higher customer satisfaction and stronger customer loyalty.
projeCt management\
SyStemDevelopment
It
CIB
external CuStomer
Client FoCus – industry oriented
More effective and efficient project management and System development Processes.
optimized project delivery in terms of time, cost and deliverable quality.
• Enhanced Time-to-Market• Enhanced business
alignment
CIB customers would enjoy better banking services, better experience, resulting in higher customer satisfaction and stronger customer loyalty.
projeCt management\
SyStemDevelopment
It
CIB
external CuStomer
BankIng InDuStry
• Higher competitive advantage
• Enhanced image and reputation
why ProCess-based Model
why ProCess-based Model
To be able to deal with an ever-changing world
why ProCess-based Model
Technology is changing at an incredible speed
To be able to deal with an ever-changing world
People also change frequently
why ProCess-based Model
Technology is changing at an incredible speed
To be able to deal with an ever-changing world
People also change frequently
Everyone realizes the importance of having a motivated, quality work force and the latest technology, but even the
finest people can’t perform at their best when the process is not understood or operating at its best.
transForMing For suCCess strategy
transForMing For suCCess strategy
CIB BuSIneSS exCellenCe• Maximizing the performance of our existing businesses
transForMing For suCCess strategy
It exCellenCe
CIB BuSIneSS exCellenCe• Maximizing the performance of our existing businesses
It performanCe exCellenCe
transForMing For suCCess strategy
It exCellenCe
tIm
e
Co
St
Qu
alIt
y
Ch
ang
e m
anag
emen
t
team
pr
oD
uC
tIvI
ty
CIB BuSIneSS exCellenCe• Maximizing the performance of our existing businesses
It performanCe exCellenCe
SynergIzIng the performanCe anD overall proDuCtIvIty of the It Department In the form of• decreased project delivery delays.• Decreased cost• decreased defects in the final project deliverables• Enhanced project stability through effective change management • Enhanced team productivity.
transForMing For suCCess strategy
It exCellenCe
tIm
e
Co
St
Qu
alIt
y
Ch
ang
e m
anag
emen
t
team
pr
oD
uC
tIvI
ty
theSe oBjeCtIveS are BuIlt on a SolID founDatIon of• Continuous improvement• Effective risk management • Applying latest technologies
CIB BuSIneSS exCellenCe• Maximizing the performance of our existing businesses
It performanCe exCellenCe
SynergIzIng the performanCe anD overall proDuCtIvIty of the It Department In the form of• decreased project delivery delays• Decreased cost• decreased defects in the final project deliverables• Enhanced project stability through effective change management • Enhanced team productivity
ContInuouS proCeSS Improvement
teChnologyexCellenCe
rISk management
Cib suCCess story
Cib suCCess story
CmmI-Dev ml2 CertIfICate
CMMi-deV Ml2 iMPleMentation aPProaCh
approaChImplementatIon
CMMi-deV Ml2 iMPleMentation aPProaCh
CoaChIng anD traInIng
• introduction to CMMi OfficialTraining
• Coachingtheteamthroughouttheproject
approaChImplementatIon
CMMi-deV Ml2 iMPleMentation aPProaCh
CoaChIng anD traInIng
• introduction to CMMi OfficialTraining
• Coachingtheteamthroughouttheproject
• Performagapanalysis• ImplementCMMI-DEV
ML2processareas
ConSultIng
approaChImplementatIon
CMMi-deV Ml2 iMPleMentation aPProaCh
CoaChIng anD traInIng
• introduction to CMMi OfficialTraining
• Coachingtheteamthroughouttheproject
• Performagapanalysis• ImplementCMMI-DEV
ML2processareas
ConSultIng• IntroductiontoCMMIOfficial
Training• Coachingtheteam
throughouttheproject
aSSeSSment
approaChImplementatIon
teaM CollaborationTeam Collaboration
Management Support and Commitment
Project Management
PMOBRM
Project Management Head
PP PMC
CM MA
Project Management
Peer Review
REQ
M
PP PMC
REQ
M
PP PMC
System Development
CM MA
AnalysisGovernance and Control
Design
Peer Review
System Development Head
PPQA
Quality AssuranceCertification Office
- Gap Analysis- Process Definition- Process Implementation
- Introduction to CMMI-DEV
- Spot Check- ATM Training- Readiness Assessment- SCAMPI A
Auditing
QA Policy
AuditChecklist
Audit Log
FindingsReport
CommonFindings Report
EscalationLog
Reporting
REQ
M
SAM
PP
Team Coaching
Gap AnalysisReport
Project Plan
VisitReports
Contract
SECC
Consultation
Training
Assessment
Analysis and Trending
QA Audit Plan
QA Audit Plan
Coordination
Coordination
PPQA
Feedback for Continual Improvement
Plan
Do Check
Act
Continual ImprovementTr
igge
rs
CMMi For Cib it –iMPleMentation sCoPe
iMPleMentation sCoPe is deliMited by the Following boundaries
CMMi For Cib it –iMPleMentation sCoPe
iMPleMentation sCoPe is deliMited by the Following boundaries
Commercial International Bank – Egypt
organIzatIon
CMMi For Cib it –iMPleMentation sCoPe
iMPleMentation sCoPe is deliMited by the Following boundaries
Commercial International Bank – Egypt
IT Department
SyStem DevelopmentDeveloping internal
enhancements
projeCt management Managing outsourced
projects
organIzatIon organIzatIonal unItS
CMMi For Cib it –iMPleMentation sCoPe
iMPleMentation sCoPe is deliMited by the Following boundaries
Commercial International Bank – Egypt
IT Department
ImplementatIon type
SyStem DevelopmentDeveloping internal
enhancements
projeCt management Managing outsourced
projects
organIzatIon organIzatIonal unItS
Staged
CMMi For Cib it –iMPleMentation sCoPe
iMPleMentation sCoPe is deliMited by the Following boundaries
Commercial International Bank – Egypt
IT Department
ImplementatIon type
SyStem DevelopmentDeveloping internal
enhancements
projeCt management Managing outsourced
projects
SCope of proCeSS areaS
All process areas are applied except the “SAM”
process area for the system development function
organIzatIon organIzatIonal unItS
Staged
CMMi For Cib it –high leVel sChedule
CMMI for CIB IT – High Level ScheduleContractingMay 2015
Gap AnalysisJune 2015
ConsultationProcess Definition
August 2015
ConsultationImplementation
January 2016
Spot check
October 2016
Reediness Assessment
February 2017
Formal Appraisal
March 2017
5-2015 6-2015 7-2015 8-2015 9-2015 10-2015 11-2015 12-2015 1-2016 2-2016 3-2016 4-2016 5-2016 6-2016 7-2016 8-2016 9-2016 10-2016 11-2016 12-2016 1-2017 2-2017 3-2017
• The project had taken more time than planned as CIB was synchronously running two vitalstrategic projects that consumed all key resources.
• Thankfully, SECC appreciated and tolerated this prioritization with minimum effect on the CMMIimplementation project.
• The project time line had been extended as CIB was synchronously running two vital strategic projects that consumed all key resources
• Thankfully, SECC appreciated and tolerated this prioritization with minimum effect on the CMMI implementation project
QualitatiVe beneFits
QualitatiVe beneFits
• opportunities for error • Scope creep• rework and re-planning• redundancy and time waste• Cost - risk
teChnICal BenefItS
QualitatiVe beneFitsQualitatiVe beneFits
• opportunities for error • Scope creep• rework and re-planning• redundancy and time waste• Cost - risk
• opportunities for error • Scope creep• rework and re-planning• redundancy and time waste• Cost - risk
teChnICal BenefItSteChnICal BenefItS
BuSIneSS BenefItSBuSIneSS BenefItS
• Product\Service Quality• Time to Market• Program insight, control and tracking• Customer Satisfaction and
confidence• Management visibility to project
performance
• Product\Service Quality• Time to Market• Program insight, control and tracking• Customer Satisfaction and
confidence• Management visibility to project
performance
QualitatiVe beneFitsQualitatiVe beneFits
• opportunities for error • Scope creep• rework and re-planning• redundancy and time waste• Cost - risk
• opportunities for error • Scope creep• rework and re-planning• redundancy and time waste• Cost - risk
teChnICal BenefItSteChnICal BenefItS
BuSIneSS BenefItSBuSIneSS BenefItS
• Product\Service Quality• Time to Market• Program insight, control and tracking• Customer Satisfaction and
confidence• Management visibility to project
performance
• Product\Service Quality• Time to Market• Program insight, control and tracking• Customer Satisfaction and
confidence• Management visibility to project
performance
CapaBIlItIeS
introduCing Quality assuranCeQuality Assurance audit mechanism was built and became a vital process within both project management and system development methodologies.
Introducing Quality Assurance – Quality Assurance audit mechanism was built and became a vital process within both project management and
system development methodologies.
Sample of QA audit checklist
Sample of QA audit result “ Conformance % per process area”
Sample of QA audit result “Conformance % -project level”
Sample of QA audit result “Escalation % -project level”
Challenges
Challenges
• required a major shift in organizational culture and attitude• Misconception that processes equals bureaucracy and regimentation• Streamline the established process areas with the existing working model• The model added minor overhead in terms of documentation• required a considerable amount of time and effort for implementation with limited resources• Team ability to execute various management and engineering practices as documented, and be able
to prove it by the existence of project artifacts• Team ability to complete the CMMI-related assignments side-by-side with the functional
responsibilities
Key suCCess FaCtors
Key suCCess FaCtors
• Quality initiatives should be linked to the organization strategy• Senior management support and involvement• Alignment with other frameworks and standards (ITIl, CoBIT, SSdlC, PCI-dSS)• Change organizational culture and enhanced learning ability• Started with orientation, continue with coaching and awareness sessions• Focused, stepwise implementation• Effective communication across all key stakeholders
Key suCCess FaCtors
FroM to
We could strengthen our culture by shifting the focus
ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent
Key suCCess FaCtors
FroM to
We could strengthen our culture by shifting the focus
ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent
ProduCts solutions
Key suCCess FaCtors
FroM to
We could strengthen our culture by shifting the focus
ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent
ProduCts solutions
Key suCCess FaCtors
FroM to
We could strengthen our culture by shifting the focus
ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent
ProduCts solutions
ProbleM selling ProbleM solVing
Key suCCess FaCtors
FroM to
We could strengthen our culture by shifting the focus
ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent
ProduCts solutions
ProbleM selling ProbleM solVing
transaCtion driVen strategy driVen
Key suCCess FaCtors
FroM to
We could strengthen our culture by shifting the focus
ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent
ProduCts solutions
ProbleM selling ProbleM solVing
transaCtion driVen strategy driVen
intuitiVe deCisions transParent, MetriCs-based deCisions
Key suCCess FaCtors
FroM to
We could strengthen our culture by shifting the focus
ProjeCt ManageMent \ systeM deVeloPMent ProCess ManageMent
business exCellenCe
ProduCts solutions
ProbleM selling ProbleM solVing
transaCtion driVen strategy driVen
intuitiVe deCisions transParent, MetriCs-based deCisions
oPerational exCellenCe
taKing Cib it CaPabilities to the next leVelTaking CIB IT Capabilities to the Next Level
Project\EnhancementProject Management\System Development --- Operation ---
CMMI-DEV ML3 Certificate CMMI-SVC ML3 Certificate
End-to-end Governance and Control Model
any Questions?