Process Improvement at Global Bank

 

Background

In late 2010, the Core Technology and Solutions (CTS) team undertook an effort to improve the entire software delivery process for their Global Wealth Management clients. The need to improve the overall delivery process was based on years of feedback from both within the organization as well as external clients. Every facet of the delivery operation was reviewed: integration, release management, testing, data management and performance engineering, stability, and lifecycle management. An assessment was performed to identify “points of pain” as well as recommendations to improve specific functions.

After the current “to be” analysis was completed, the CTS team formed a Steering Committee and six Catalyst teams. The Steering Committee was staffed with director level people from within the organization who were accountable for the process improvement effort. Each Catalyst was a senior person in the organization considered a SME by their peers in their respective service area, as well as someone who could affect change. After the Program was launched, CTS looked to Princeton Information to staff the project managers to coordinate and manage all process improvement efforts, as well as establish PMBOK practices to effectively and consistently manage each project.

Challenge

The CTS delivery process was in need of improvement based on years of rewarding employees on reactive versus proactive execution. Once the process improvement program was funded, there was a strict need to deliver on time and on budget. There were over 500 people providing services to deliver software, and process improvement projects required matrixed management, so coordination amongst a high number of people proved challenging.

There was no formal project management function within the organization, so PMBOK standards had to be developed as the program started in order to effectively manage the portfolio of projects. Therefore, changing and improving the process within CTS meant not only the identification of improvement opportunities, but more importantly the identification and use of effective project management principles so the work of 500 people would be manage effectively.

Solution

Through our Project Management services group, Princeton Information identified strong project managers with both PMBOK and Six Sigma / process improvement experience. Each project manager was assigned to a specific Catalyst to help them manage their portfolio of projects. Since the program started in 2011, over 90 projects were managed and delivered by the team of PI project managers. Services delivered included:

  • Creating and staffing the program office.
  • Creating PMBOK aligned project management deliverables.
  • Creating and managing project charters, project schedules, issues/risks logs, resource allocations, etc.
  • Providing guidance on how to affect change within an organization based on past experience.
  • Applying consistency when managing each individual project.
  • Creating and delivering of all program communication.
  • Creating project reporting templates and a program dashboard for senior management.
  • Creating a demand management process to objectively prioritize new process improvement work.
  • Delivering expertise and first hand knowledge in the testing, release management, and integration services space.

Vitals

PMBOK, PMI, Six Sigma