PARKWELL. An Introduction to. Parkwell Management Consultants

Transcription

1 PARKWELL An Introduction to Parkwell Management Consultants

2 Table of Contents Page 1. Introduction 2 2. Background to Parkwell 3 3. Parkwell s methods 4 4. Case studies 12 1

3 1. Introduction Parkwell Management Consultants Ltd is an independent firm of management consultants specialising in the provision of tactical and strategic IT and implementation consultancy for financial services clients. We are one of the UK s fastest growing management consultancies employing approximately 40 highly experienced consultants. Our services include: IT strategy Programme management Project management IT systems and services selection IT Health Check Business continuity planning Interim IT management We do not develop software nor do we have any link with package, hardware or service suppliers and thus we are able to remain impartial and independent. Parkwell s key contacts Bob Cossey worked in Deloitte's management consultancy division prior to founding Parkwell in Bob focuses on information technology and financial services. He has worked closely with CIOs providing strategic advice and directing many major IT change programmes throughout the financial services sector. Clients he has worked at include: Abbey, Baring Asset Management, Dresdner, Lloyds TSB and Schroders. Tom Calder worked in the management consultancy practice at Coopers & Lybrand prior to joining Parkwell in Tom specialises in financial services and IT. Tom has worked at a range of financial institutions advising on the implementation of the Parkwell project management approach, on the set up of Programme Management Offices and business continuity planning. He is a well known conference speaker. Clients include EBRD, Dresdner, Abbey, Royal Bank of Scotland and WestLB. Andrew Fisher joined Parkwell in His background has been in sales and marketing and he is responsible for business development across the full range of Parkwell services. Andrew is also experienced in executive search and selection and has recruited many senior executives for financial services clients. How to contact Parkwell If you have any enquiries please contact us: Parkwell Management Consultants Ltd 8 Laurence Pountney Hill, London EC4R 0BE Main switchboard: +44 (0) Bob Cossey: +44 (0) (mobile: ) Tom Calder: +44 (0) (mobile: ) Andrew Fisher: +44 (0) (mobile: ) 2

4 2. Background to Parkwell Our history We are independent and privately owned. We were established in 1988 (incorporated in 1992). We currently employ 40 full time staff, based in the City of London. We have two subsidiaries offering benchmarking and IT support services. Our services Our strategy is to be the first choice for premium consultancy services to blue chip organisations. Consultancy services: IT strategy; IT Health Check; systems and service selection and implementation; disaster recovery and business continuity planning. These services are underpinned by robust programme and project management expertise. Recruitment: search and selection; interim management. Training: high value management training based on programme and IT project management, project risk management, team building and leadership. Examples of our clients Abbey, Barclays, Baring Asset Management, Cazenove, CCLA, Commonwealth Bank of Australia, EBRD, Egg, Kleinwort Benson Private Bank, Lloyds TSB, Morley, Royal Bank of Scotland, Schroders. Our people Our approach has been to recruit primarily from the largest consultancy firms and targeted blue chip organisations. We recruit only the very best people who have something special to offer in terms of technical expertise and sector specific experience. Culture and ethics We believe in delivering only high added value work. We believe in working in a collaborative and inclusive style with our clients. We believe in giving impartial advice. We only work with people who share our values and beliefs. We have based our business on developing long-term relationships. 3

5 3. Parkwell s Methods Parkwell has developed a number of robust methods that support the delivery of our services. When we work for you these methods ensure a consistent, reliable and managed approach to our work which will provide you with a much greater assurance in realising genuine measurable benefits. The methods described cover the following services: 1. IT strategy 2. Programme management 3. Project management 4. IT systems and services selection 5. IT Health Check 6. Business continuity planning 7. Interim IT management 4

6 3.1 IT Strategy Our own methodology, STRATEGY, helps us to develop IT strategy, with these stages: Review the business plans and goals The purpose of this stage is to gain an understanding of the business plans and goals and how information technology may be used to support those goals. Review of the structure and skills of the IT function This stage is an objective review of how IT fulfils the present and future needs of the business. Review the existing applications, systems and services This stage establishes an inventory of all applications and systems mapped against the functional needs of the business. This enables these systems to be evaluated relative to each other and that will establish a set of priorities for subsequent changes. Review the existing IT services This step is to identify all IT services to the business, covering such areas as service level agreements, service level assessments and service risk assessments. Assessment of IT opportunities This step identifies IT opportunities which may create new strategic or tactical options based on industry trends, the availability of new products and technology and IT budget constraints. Identification of strategic opportunities From the work performed above, we identify the options and make recommendations. Development of the strategy plan The options and recommendations will cover the following areas: Technology. Applications. Organisation structure and skill sets of the IT function. Methods and internal processes of the IT function. Alternative approaches, such as outsourcing. Discussion and agreement on the way forward It is likely that the options and recommendations will be discussed in a workshop environment. The results are documented in a report setting out clear recommendations for the next steps. Conclusion The objective of this approach is to ensure that: All relevant members of the organisation s staff are involved in the process and support the strategy. The process is seen as independent and the strategy is not seen as being imposed by the IT function. The strategy is comprehensive and ensures that all aspects of IT are considered. Deliverables The deliverables from this work are: A document reviewing the existing IT function, with an inventory of systems, applications and external service providers. A documented strategy for the IT function, in line with the business strategy. A plan for proposed changes to the IT function. 5

7 3.2 Programme Management Our hands-on approach is designed to enable organisations to gain and retain control of all project activity and to create an environment in which projects will succeed. A programme may be defined in a number of ways: One complex project broken down into components or stages. A number of distinct projects which are connected to one strategic change. A view of an organisation s entire investment in projects (i.e. the portfolio). The projects in a programme are linked by: interdependence. competition for resource (capacity, skilled people, senior management). competition for finance (investment). impact on same business area. Projects are temporary and do not usually reflect business operations, in terms of management structure. Our approach to programme management is designed to connect this temporary work to the permanent organisational structure and decision making processes of the business. The essential elements of our approach are: A clearly understood business strategy which determines the business priorities. A programme management structure permanently connected to the organisation structure of the business that facilitates the tactical management of projects. A clearly understood process for project start up. An objective process for prioritising projects. An objective method for assessing benefits of projects, the likelihood of their realisation and sensitivity analysis. An approach to managing resources across the programme. An approach to managing risks across the programme. An approach to managing interdependencies across the programme. An approach to managing communications across the programme. Project support undertaking many of the administrative and housekeeping tasks that are common across the programme and would be more efficiently managed from the centre. Project assurance providing management support and QA of management standards and also undertaking post-project reviews. Promoting project management standards, so that all projects are undertaken in a similar manner, thereby reducing systemic management risks. We believe that our approach should be applied pragmatically, as no two organisations are the same or have the same challenges. Deliverables Project start up document. Programme initiation document. Programme resource schedule. Programme interdependency map. Programme progress report. All of the standard project documentation will feed into the programme management function. 6

8 3.3 Project Management Our comprehensive and proven approach is based on PRINCE2 with more flexibility for project managers to apply the degree of control appropriate for the risks of each project they run. Project Management Lifecycle: delivery vs. management Projects tend to follow a similar pattern: a stream of delivery work, supported by several ongoing streams of management work where the control is maintained. This management work covers scope, benefits, quality, stakeholders and communication, risks and issues. The responsibility of the project manager is to adopt the tools, methods and techniques throughout the life of the project that support its delivery. This will require the following: 1. Definition of the project A clear business case is essential so that the project is understood within the context of the business and that the anticipated project benefits are evaluated from the start and project tolerances are quantified. To support this, the project scope (and exclusions to scope) and quality criteria, acceptance criteria and project risks need to be defined. Also project executives and key stakeholders must be identified for making key decisions. 2. Project planning The effectiveness of project planning is entirely dependent on the quality of the definition. Planning is concerned with anticipating how the project will be produced: what are the critical deliverables and milestones; when major decisions need to be made; how limited resources will be applied to the project production; how project risks can be anticipated and avoided; who does what and when. 3. Project monitoring Project monitoring will follow the definition and plans and tracks progress, anticipates risks and milestones, tracks the resolution of project issues and gathers information appropriate for the identified project executives and stakeholders to make the decisions necessary to keep the project moving forwards. 4. Project control Project controlling is driven by the decisions described above. A formal basis for delegating authority and decision making in advance will enable project managers and sponsors to work most effectively and keep the project moving forwards. 5. Project closure Project closure needs to be a formal process involving acceptance of the project (or project stage) by key stakeholders and the ending of the project manager s responsibility. 6. Post-project review Reviewing work after it has been completed enables improvements in project standards and techniques and identifies any final actions required to realise a project s benefits. Deliverables Project business case. Project Initiation Document. Project plans (Gantt and PERT charts, resource plans and descriptive text). Project quality plan. Project communications plan. Project issues log. Project risks log. Project change log. Project control documentation, such as sign-off documents and change requests. Project progress reports. Project closure documents. 7

9 3.4 IT System and Service Selection Our approach is based on our own proprietary methodology, SELECT, which we use to identify requirements and assess software packages, their suppliers and implementation partners. We use the same approach to identify and assess external service providers. SELECT allows us to be objective in selecting the suppliers most closely able to match our client s needs. SELECT works most effectively with the close involvement of client staff. SELECT ensures that we gain a full understanding of the business and that the staff fully understand our approach and are able to buy in to the results of the exercise. In overview, the methodology includes the following steps: Definition of requirements Obtain an understanding of the client s future business strategy / plans. Produce a detailed user requirements specification working with the client s management and staff. Confirm the requirements by holding a series of workshops. Identification of potential packages, suppliers and implementation partners Confirm the IT strategy and identify any constraints in respect of the choice of the solution. Identify a list of software packages / suppliers that have the potential to meet the requirements. In the case of software selection identify a list of potential implementation partners. It is not appropriate to approach implementation partners until closer to the choice of software vendor. Prepare an invitation to tender / request for information and send it to the suppliers identified above together with the user requirements specifications. Evaluation of the options Agree on the detailed evaluation method. We have a method for performing this evaluation in an objective manner. Perform a preliminary evaluation of the responses to the invitation to tender. Produce a shortlist of suppliers. Visit approximately three suppliers to assess such areas as: suitability; the flexibility of the supplier in respect of modifications and the development; the quality of support and training to be provided by the supplier; the quality of the staff and the financial viability of the supplier. We have a structured approach to conducting supplier visits. Take up several references for each short-listed supplier to gain an objective profile of the supplier. We have a structured approach for taking up references for suppliers. Carry out due diligence exercise with the final short-listed supplier. In some cases it may be necessary to conduct a pilot study. Provide a report documenting how the final selection was made. Review the supplier s contracts from the commercial aspects only. The client s solicitors should still conduct a legal review. Assist in negotiating the price and the terms of the contract. Deliverables A detailed user requirements specification. An invitation to tender / request for information. A list of potential suppliers. A full evaluation report outlining all stages of the process and a brief recommendation. Our comments on the supplier contracts. Our approach provides a fully audited documented trail so that the decision can be demonstrated to have been reached in an objective manner. 8

10 3.5 IT Health Check Our IT Health Check is designed to take a snapshot of the IT function and determine how it matches up against best practice and to identify which areas need improvement. The methodology includes the following steps: Initiation At initiation we confirm the scope of the work, confirm the deliverables, agree the project governance and produce a project plan. Review of the existing function Understand the IT business plans and objectives: Gain an understanding of existing IT strategy, objectives and plans. Identify how closely the IT strategy aligns with the business strategy. Understand how the IT department interfaces with the business. Understand how the IT function is managed: Review the IT organisation structure. Review skills sets. Review the IT budget. Review of applications and systems: Prepare an inventory of applications and systems. Review the key applications and systems. Ascertain how well the applications are aligned to the business. Review of services provided to the business: Review all services provided by IT to the business and to determine how efficient and effective these are. Evaluate the IT component of the disaster recovery and business continuity plans. Examine performance data (e.g. the responsiveness of the help desk). Review of other areas: Analyse the security policies. Review the third party contracts. The output for this stage is a report documenting the current IT operating model. The report will include: a skills matrix: a services inventory; an inventory of applications and systems; an inventory of contracts and third party SLAs; details of current processes and procedures. Assessment Once the current operating model report has been agreed we will conduct a gap analysis of the performance of the IT department against best practice, industry norms and competitor metrics. Reporting We will deliver a report which will contain prioritised recommendations for improvements that should be actioned to ensure that IT is delivering service that is appropriate for the needs of the business. Deliverables The deliverables from this work are: Project initiation document. Current operating model report. Recommendations report. A plan to deliver the recommendations. 9

11 3.6 Business Continuity Planning Ensuring the business can continue in the event of a disaster is a business-wide concern, with the responsibility falling on senior operations management. Our approach is split into three phases, which are as follows: Phase 1 determine the high-level policies. These are the policies that will apply right across the business and upon which the other phases will be based. Phase 2 develop a plan for head office and central services building. Phase 3 develop a plan for the other offices. Phase 1 must be completed first. However phases 2 and 3 may be executed in parallel with one another. Phase 1 Determine the policies Before the detailed Disaster Recovery (DR) plans and Business Continuity Plans (BCP) can be developed, a series of high-level policies need to be determined: Perform a high-level business impact analysis to establish the criticality of data, systems, processes and people. Clarify the scope of the DR plans and BCP. Identify scenarios for disasters that are to be catered for and the areas of the business that are covered. For example, unlikely and unquantifiable scenarios, such as war, may be considered outside the scope. Agree how to identify a disaster and how to invoke the BCP. Document and categorise potential disasters to determine appropriate courses of action. Determine a procedure for resuming normal business. This requires as much careful planning as the original disaster recovery. Identify the high-level roles and responsibilities of individuals in a disaster. Phase 2 Develop a plan for head office Typically a central or head office supplies a variety of services to other regional offices, such as IT, HR, finance and payroll. The disaster recovery plan should concentrate on this. Develop and document a detailed yet concise plan. The plan should include invocation procedures and all the key information required to support rapid action. It must be easy to read, up to date and accessible. Ensure all facilities are in place to support the agreed plan. It may be necessary to implement new facilities, procedures and technology, such as space and access, support, business functions, IT and so on. Communicate and test the disaster recovery plans. Phase 3 Develop a plan for the regional offices Develop a template plan that can be applied to all regional offices. The template must be consistent with the head office plans. Pilot the template by developing the detail plans for a selected office. Train staff in the production of plans for all other offices using the developed template. Review the plans produced. Ensure that local facilities are in place to support the agreed plan. It may be necessary to implement new facilities, procedures and technology to support the plan. Test all (or a sample) of the disaster recovery/business continuity plans. Deliverables A DR/BCP policy document. This is maintained in line with the business strategy. DR/BCP plans and templates. These are maintained in line with systems and procedures, and exist to fulfil the policy document. Testing procedures, documentation and results, which support bi-annual testing. 10

12 3.7 Interim IT Management Through our subsidiary TAPex Interims we have access to some of the best interim IT executives available. Our interim management service is personal, fast and efficient, bringing skills and expertise to our clients at a moments notice. TAPex works with a pool of associates, many of whom have been working with us for a number of years. Our associates are skilled senior level IT line managers who can hit the ground running offering essential cover as it is needed. In order to deliver the highest quality of service TAPex interims employs a four stage methodology as follows: Stage 1 Situation analysis This set up phase is vital to ensure a clear understanding of requirements. The consultant will attend an initial meeting with the client to agree the terms of reference and develop a role and person specification. It is during this stage that the budget and timescales are agreed. This stage is completed once the person and role specifications are signed off by the client. Stage 2 Matching process During this stage the consultant will meet appropriate associates assessing their suitability against the agreed specification documents. The consultant will conduct detailed interviews to ensure that the associates under consideration understand the role and the key deliverables the position will require. This approach ensures that all candidates put forward are suitable for the role, have been fully briefed and understand what they need to deliver for the client. This stage concludes with arranging interviews with the client. Stage 3 Post interview activity During this stage the TAPex consultant will manage the feedback from the interviews and address any queries that may be generated by either the client or the associate. Once a suitable associate has been selected by the client the TAPex consultant will be responsible for agreeing start dates and arranging contracts. Stage 4 Continued support Once the associate commences the contract the TAPex consultant will maintain ongoing contact with both the client and the associate. This is to ensure the smooth running of the administrative elements of the contract. Regular meetings with the client serve as progress reviews. Deliverables The key deliverable is an experienced associate on-site offering our clients the cover they require in line with their terms of reference. The documentation TAPex delivers to support this is as follows: Role specification document Person specification document Curriculum Vitae for appropriate short-listed associates Contracts and supporting documents For more information regarding our Interim Management services please visit the TAPex web site at 11

13 4. Case Studies Case studies of example assignments undertaken by Parkwell are described in this section. They include: 1. A well known private bank: IT strategy development 2. A securities firm: IT due diligence 3. UK asset manager: fund accounting system selection and implementation 4. A UK clearing bank: ITT Process 5. UK asset manager: IT Cost Control 6. A major UK institutional asset manager: CRM system implementation 7. UK based private bank: programme management office set up 12

14 4.1 A well known private bank: IT strategy development Client contact: Parkwell staff: Managing Director, IT Director and COO 2 consultants 1. Objectives and project background As a result of comments raised by the external auditors and the FSA, the bank needed to define its IT strategy in more detail. The emphasis was to focus on how IT could support the bank s business growth plans. Parkwell were engaged to review the business plans, review the existing applications, review infrastructure and review the structure / skills of the IT function. 2. Anticipated benefits The bank was embarking on a period of growth in the majority of its businesses and the key benefit was to ensure that the IT strategy would support the business growth strategy. 3. Scope and boundaries The review focused on the IT strategy within the context of the overall business strategy. It covered: Infrastructure, including: local and wide area networks; communications (voice and data); data services; desktops; servers; operating systems and databases. Applications, including; banking; investment management; treasury; credit; trust; finance and human resources. IT staff numbers, organisation of the IT function and staff skill sets. Current business and IT projects. Outsourcing options. Disaster recovery provision. 4. Deliverables A report, which set out the following: The current position covering our understanding of the existing infrastructure, applications, people and projects. The future position covering our proposals for the infrastructure, applications, people and projects. A detailed plan describing how to get from the current position to the desired position. The plan included a series of projects, which were prioritised and the resources to deliver them identified. A presentation to the bank s board of the new strategy. 5. Project conclusion Following on from our strategy work, the bank with our assistance successfully transformed their IT function into an efficient team that were able to fully support the bank in the execution of its business plan. 13

15 4.2 A securities firm: IT due diligence Client contact: Parkwell staff: MD of Private Equity Company 2 consultants 1. Objectives and project background A consortium was preparing to invest a substantial sum in a securities firm and therefore required that a due diligence exercise be performed on the target organisation s IT infrastructure and resources. There was a desire to expand the business by increasing the market share and by adding a number of new product lines. The broking software and associated back office systems constituted the target s major asset and it was important that these systems provide a robust basis on which to grow the business. 2. Anticipated benefits Confirmation that the existing IT platforms were sufficiently scaleable. 3. Scope and boundaries We reviewed the following: The architecture of the applications, the majority of which had been developed in-house. This included details of the development tools used and the underlying database technology. The methodologies used in the development of the applications. Whether the existing software can form the basis for further development, such as adding additional product lines. The scalability of the software. This included looking at the possibility of increasing the volume of transactions by a factor of 50. The documentation of the applications and associated back office systems. The functionality provided by the applications. The intellectual property rights in respect of the applications were out of scope and handled by lawyers. 4. Deliverables A report setting out Parkwell s findings incorporating our conclusions and recommendations. 5. Project conclusion The current IT department, infrastructure and software were adequate to operate the business and could support a reasonable increase in business volume of between five and ten times current volumes without significant additional capital investment. The current hardware and software platform was a suitable base for further expansion and investment to support further increase in volumes. 14

16 4.3 UK Asset Manager: Fund accounting system selection and implementation Client contact: Parkwell staff: Chief Operating Officer 2 consultant s 1. Objectives and project background A UK asset manager with very old systems needed to replace its core fund accounting system in London. The business was also about to undergo a strategic transformation in which a number of new senior managers were recruited and it was also planned to launch several new innovative products. We were asked to help select a new fund accounting system and then we were asked to assist with the implementation of the new system. 2. Anticipated benefits The key benefits were the implementation of a modern fund accounting system which automated many of the existing manual processes, made the business scaleable and more able to cope with new complex products. 3. Scope and boundaries The approach taken was as follows: Presented a business case to the board. Prepared a project plan and project initiation document for the selection of a new fund accounting system. Built a project team consisting largely of internal staff. Employed the Parkwell SELECT methodology to identify the correct system and implementation partner. Once the new fund accounting system had been selected we prepared another plan and project initiation document for the implementation work. The work involved changes to the existing organisation structure, people and processes. The project team reported to a steering committee chaired by the Chief Operating Officer. 4. Deliverables The deliverables were as follows: A user requirements document. A recommendation for a new fund accounting system. A detailed plan and a project initiation document. A new organisation structure. Revised processes. A new fund accounting system. 5. Project conclusion The new fund accounting system was implemented as per the plan. 15

17 4.4 A UK clearing bank: ITT process Client contact: Parkwell staff: Director of Financial Systems 3 consultants 1. Objectives and project background A UK clearing bank was considering replacing its accounting systems with an ERP system throughout the UK and setting up an offshore BPO facility. The projected investment was considerable and the bank required our assistance to determine who would be the most appropriate implementation and BPO partners. In conjunction with Group Procurement we were requested to run an ITT process. 2. Anticipated benefits Sizeable savings from setting up a shared service offshore BPO facility. The savings would arise from making the finance processes more efficient and then offshoring them. One of the key challenges was to identify how much could be outsourced. Traditionally, transaction processing activities, e.g. accounts payable, had been outsourced. However the bank also wished to look at the management reporting, financial reporting, regulatory reporting and analysis work performed around the group to determine if any if these activities could also be outsourced. During the evaluation process it was found that many of the traditional outsourcers had limited experience in this area. 3. Scope and boundaries The scope included the following: All UK businesses. The UK s finance shared service centre. All finance processes. The project included the following major steps: A high level definition of the requirements for finance and BPO. The development of appropriate ITTs. An ITT evaluation process for an implementation and a BPO partner. The management of a discovery phase for the successful potential implementation and BPO partner. Contractual negotiations. The project team reported to a steering committee chaired by the Group Finance Director and consisted of the IT Director and the FDs of all the major businesses. 4. Deliverables The deliverables were as follows: An ITT for an implementation partner. An ITT for a BPO partner. Evaluation matrices. Evaluation reports and presentations for the steering group. 5. Project conclusion The project successfully selected an evaluation and BPO partner. 16

18 4.5 UK asset manager: IT cost control Client contact: Parkwell staff: Chief Operating Officer 2 consultants 1. Objectives and project background A UK asset manager with operations in the Far East, the US, the Channel Islands and Dublin needed to cut costs throughout the organisation and had recognised that IT costs had risen out of control over the previous few years. We were asked to gain an understanding of the cost drivers in IT and understand which costs could be reduced without greatly impacting on the level of service provided by IT. 2. Anticipated benefits Sizeable savings arising from a restructuring of IT without greatly impacting on the service provided by IT and understanding by the users of IT services of their true costs. 3. Scope and boundaries The scope included IT worldwide. The approach taken was as follows: Reviewed the current position in respect of people, systems and processes worldwide. Specific attention was paid to the IT budgeting processes, apparent duplication of services across the various offices, duplication of systems, recharging to the business and the methods for initiating projects. Attention was also given to the post-implementation review and post-project benefits realisation processes. From this review a number of cost drivers emerged. The IT costs of a number of competitor organisations were also reviewed. A recommendation report was produced which included IT budgets for the next three years, a high level IT strategy and an action plan for the implementation of the recommendations. The project team reported to a steering committee chaired by the Chief Operating Officer. 4. Deliverables The deliverables were as follows: A document setting out the current situation. A list of IT accounting policies and practises. A comparison of IT costs with other similar organisations. A recommendation report. A detailed plan for the implementation of the recommendations and a project initiation document. 5. Project conclusion The project team s detailed plan for the reduction of IT costs was accepted by the Steering Committee and subsequently the main board. 17

19 4.6 A major uk institutional asset manager: CRM system implementation Client contact: Parkwell staff: IT Director 3 consultants 1. Objectives and project background A major UK institutional asset manager was implementing a CRM system in London. The business had taken control of the project and required help with user acceptance testing. The CRM system selected was parameter driven and required a considerable amount of effort to implement. 2. Anticipated benefits The key benefit anticipated was the documentation of the contact history of existing clients and of potential clients. Prior to the implementation of the CRM system much of this data resided in personal databases, spreadsheets, Outlook and in peoples heads. 3. Scope and boundaries The scope expanded during the project. Initially the scope was purely managing the user acceptance testing process. However, it soon transpired that the user requirements were insufficiently detailed from which to develop user acceptance test scripts. At this point the scope expanded to include the following: Overall project management. Documenting the user requirements in detail. Developing a technical specification. Managing the third party development team. Developing a system test plan and scripts. Developing a user acceptance test plan and scripts. Managing the systems and user acceptance test process. Data migration. Training. Rollout. The project team reported to a steering committee chaired by the IT Director and consisted of the senior business management. 4. Deliverables The deliverables were as follows: A revised project plan and Project Initiation Document. User requirements. Technical specification. Systems test plan and test scripts. User acceptance test plan and test scripts. Data migration policy and plan. Training plan. 5. Project conclusion The project successfully completed in the revised timescale. 18

20 4.7 UK based private bank: programme management office set up PARKWELL Client contact: Parkwell staff: Programme Manager 2 consultants 1. Objectives and project background Our client had a large number of projects but no method for overall control. They recognised a need for centralised control of major projects and asked Parkwell to help set up a programme management office. Specifically they required Parkwell to assist with: The development of a standard process for starting up and approving projects. The development of standard template documentation for the control of the programme. The development of a standard approach to project management. The conduct of a review of a number of significant projects. The preparation of a corporate handbook to promote the use of the new standards. The development and delivery of a series of lunchtime seminars on different areas of project management to reinforce the new standards. 2. Anticipated benefits Better control over the start-up of projects. Improved projects approval process; resulting in the best projects being chosen. Improved consistency in project management; leading to reduced project problems. Improved realisation of benefits. 3. Deleverables A corporate project management manual. Standard project templates. A series of seminars covering different aspects of project management and other related topics. A report of our findings and recommendations following our review of a selection of major projects. 4. Project conclusion The review of the projects was completed satisfactorily and produced a report highlighting a number of potential improvements in the management of projects. The project management handbook was also completed in good time, and the delivery of the seminars took place within the agreed timescale. Many of the existing projects were cancelled as they did not deliver significant business benefits. 19