Upravljanje portfeljem projekata u PBZu

Transcription

Upravljanje portfeljem projekata u PBZu
Sanja Zagajšek,
Head of PMO Office
June 2012
Agenda
Uspostava portfelj menadžmenta
Geneza
Opseg portfelja
Izrada i upravljanje portfeljem projekata: procesi i uloge
Korištenje Primavere
2
Agenda
Geneza
Opseg portfelja
3
Uspostava portfelj menadžmenta u Banci
Standardni razlozi...previše projekata za raspoložive resurse; IT poslovna
kolaboracija, optimalno korištenje budžeta i resursa u smislu profitabilnosti i
strateških smjernica
Kraj 2007, početak 2008
• Prepoznavanje portfelj menadžera (bazirano na Master planu 2005-2007)
• Edukacija, radionice, prepoznavanje elemenata portfelj menadžmenta
(bazirano na 10Step metodologiji)
• Rezultat je bio Master plan 2008-10
• Prezentacija Master plana Upravi Banke je sadržavala sve kritične točke za
uspjeh i potrebne prijedloge Odluka Uprave
4
8.6.2012.
Uspostava portfelj menadžmenta u Banci
Tijekom 2008
• Uspostava Upravljačkog odbora/Governance Board (GB), izrada pravilnika,
održane prve sjednice....
Kraj 2008, početak 2009
• Reorganizacija, novi članovi, novi član Uprave predsjeda
• Novi obrasci, revizija Metodologije vođenja projekata
• 'High level planning' (HLP) podaci uneseni u Primaveru
Od 2009
• Održavaju se sastanci sa portfelj menadžerima na kvartalnoj bazi
•
Podaci se održavaju u Primaveri
• Praćenje isporuka za naredni period
5
8.6.2012.
Portfelj projekata u PBZ-u
Opseg
Projekti, inicijative sa IKT komponentom i projekti općih poslova
Tip posla uključen
Projekti, programi, održavanja i mala unapređenja, investicijski projekti
Kategorizacija
PBZ portfelj projekata je moguće promatrati po više parametara: Poslovna
područja, Tip promjene, veza prema strateškim smjernicama.
Zbog organizacije zaduženja najčešće se koristi podjela po Poslovnim područjima;
tu prepoznajemo 12 pod-portfelja:
Retail, SME, Large Corporate, Corporate Governance, Controlling, Risks,
Operations and Payment, Managing Enterprise, HR, GA, Security and ICT.
Svako poslovno područje predstavlja Portfelj menadžer
6
Agenda
Geneza
Opseg portfelja
7
Project portfolio management
Why:
Companies must allocate the right resources to the right projects. We all work in environments
where there are unlimited needs but limited resources
Goals
Assumptions
Project portfolio aligned with strategic
objectives
Timely gathering of project initiatives
Defining of budget proposals and
resources requirements
Managing multiple projects optimization of budget & resource
usage
Resource allocation – iterative
collaboration of business and IT
Deciding what project to fund; i.e.
selecting the right project: utilization
of prioritization and selection process
Data consolidation
Prioritization based on strategic
alignement, business drivers and
expertise
Deliver quality projects on time, within
the budget and scope
8
Project Portfolio Management Process
√
√
9
Project portfolio - definition
A portfolio is a collection of projects and/or programs and other work
that is grouped together to facilitate the effective management of that work
to meet strategic business objectives. The projects or programs as
“components” of the portfolio may be mutually independent or directly
related.
Key players in project portfolio are:
Senior executives
Portfolio managers
Managers of project and program managers
Project managers and other project team members
Members of a project or program management office
Functional managers and process owners with resources in a portfolio
10
Building PBZ Master plan 2012 overview
Status
Business proposals filled for all initiatives for 2012
Capex and ICT resource allocation were estimated based on workshops and meetings held
Different views on Project portfolio enabled: by business area, type of change, strategic guidelines
Resource allocation for special skills and maintenance were recognized (for prioritization
purposes)
Prioritization has been done according to strategic guidelines and other business drivers
(regulatory requirements for example)
In the first draft over allocation of resources was for cca. 20% to 30%
Bottlenecks were recognized, scenarios for cutting are suggested
Risks & Facts
Detail plans for large projects can not be done for the whole year
Not yet clear scopes and deliverables for some projects (IRB approach for example)
New Regulatory requirements possible
New ISP triggered projects
Other new initiatives during the year
Poor project management
Process
Quarterly re-prioritization of Master plan and mutual agreement on the activities for the next
quarter – tasks for regular Governance meetings. Responsible are portfolio managers and
PMO.
11
Strategic guidelines
12
Prioritization model
0
0
IDENTIFICATION DATA:
ID:
NAME:
STATUS:
TYPE OF CHANGE:
SHORT DESCRIPTION:
OWNERSHIP:
PBZ GROUP MEMBER:
PROJECT PORTFOLIO:
PORTFOLIO MANAGER: #N/A
BUSINESS IMPACT:
TYPE OF INVESTMENT:
PROJECT TYPE:
MACRO PROJECTS:
KEY MANAGEMENT DRIVERS:
BUSINESS IMPACT:
BENEFITS
ASSUMPTIONS
URGENCY AND CONSEQUENCES IF PROPOSAL WOULD NOT BE AUTHORISED
RISKS
PRIORITY & COMPETITIVE URGENCY:
FINANCIAL INVESTMENT:
PRIORITY ON PORTFOLIO LEVEL:
PROJECT SCORING:
CAPEX 2011 ESTIMATION:
'000 Kn
100
Project
Score
13
Agenda
Geneza
Opseg portfelja
14
Primavera P6 – analize portfelja
Izvješćivanje visokom menadžmentu – vizualizacija parametara
definiranog portfelja
Benchmark analize
Teams capacity
3500
Retail loans further development
DADK (mix) Projects waterline
3140
3140
Retail Further Development
3042
3000
2944
PBZinvestor
1600
2500
PBZCOM@NET Development projects
DASS (mix) Projects waterline
1466
1400
1374
2000
Man Days
Treasury Further Development
1464
1417
Domestic Payment
System Program
SI/RE Program
Corporate SME Front Office Application
DEMA (mix) Projects waterline
350
1200
1000
Man Days
PBZCOM@NET Development projects
Transactional System Reengineering
301
300
1000
eHR - Further development
Corporate IS Further Development
1500
301
Small & other applications
DWH-DPI (mix)
Projects waterline
291
Domestic Payment System Program
282
2500 The Payments System Statistical reports for CNB
ERP Program
CRES
800
DWH Program
M&A Feasibility Study (MeBa)
Retail Integrated System Program
250
500
M&A Feasibility Study
(MeBa)
2163
600
Harmonization
with Payment
Systemwaterline
Act
VIRT(mix)
Projects
Corporate IS Further Development
400
Q2
Q3
1600
Q4
1959
Very Short Liquidity (VSL)
SWIFT IT Infrastructure
1779
150
200
1400
The Payments System Statistical reports for CNB
1500
100
Q1
Q2
Q3
1200
Q4
50
500
AMA - Advanced Measurement Approach
1000
0
Q1
Electronic document management and
archiveing program
ISBD Business Performance Reporting - Compass
2
AS-24 Program
The Payments System Statistical reports for
ISP reporting - Phase 1 CNB
Migration of POPAI functionalities Cash management - further development
Early Warning System (EWS) & PLM
1000
Man Days
0
Man Days
Q1
2034
2000 Harmonization with Payment System Act
200
0
Q2
Organizacija baza podataka UEISP
800
IRB approach (Basel 2&3)
CRES
DWH for the Group
CR-ISP Implementation (POPAI
International)
Compliance Portal
Q3
Q4
600
CNB Reports - Phase 4
0
Domestic Payment System Program
400
Q1
Q2
Q3
Q4
200
Harmonization with Payment System Act
0
Q1
16
Q2
Q3
Q4
Data warehouse & bus. intelligence team
Project name
Q1
DWH Program
Q2
Q3
Q4
Team
Score
115
125
69
92
DWH
120
25
0
0
0
DWH
110
0
0
0
0
DWH
110
10
10
10
10
DWH
110
Calculation of provisions - new CNB classification
50
50
43
45
DWH
100
87
30
20
22
DWH
100
CR-ISP Implementation (POPAI International)
449
449
322
380
DWH
100
DWH for the Group
602
617
228
76
DWH
100
321
321
355
464
DWH
100
18
19
67
39
DWH
100
Migration of POPAI functionalities
84
84
86
97
DWH
100
65
45
28
28
DWH
100
72
100
75
30
DWH
100
0
0
0
29
DWH
94
Related Parties
0
0
25
15
DWH
93
Anti-money Laundering (AML) ISBD pilot
Very Short Liquidity (VSL)
70
55
20
10
DWH
82
Organizacija baza podataka UEISP
10
0
0
0
DWH
33
Prometeia - introduction of new Asset and Liability Management tool
75
135
153
125
DWH
77
ISP reporting - Phase 1
45
10
46
95
DWH
68
Early Warning System (EWS) & PLM
0
0
41
51
DWH
65
90
77
57
77
DWH
59
Financial data quality improvement - Phase 1
0
0
0
30
DWH
52
Improvements in collection process
0
0
0
121
DWH
47
Retail izvještajni portal
0
0
55
47
DWH
24
SME izvještajni portal
0
0
66
63
DWH
23
TOTAL
2188
2127
1766
1946
8027
Capacity
2163
2034
1779
1959
7935
-25
-93
13
13
-92
Profitability Phase 2
Over / Under
17
Capex
0
Primavera Portfolio Management - ProSight
Why we spend? Business impact
PBZ Group DWH
MEBA integration Project
Centralization of HR function of PBZ Group members
Profitability integration
Retail Integrated System
IRB Implementation
CR-ISP
Financial Value Chain
Retail Loans Program
PBZ Investor
Total cost
Transform
5%
Growth
25%
Disaster Recovery Data Centre Compliance
AML - International subsidiary banks
Asset and Liability management (ALM) - Prometeia
ISP reporting - phase 1
Calculation of provisions - new CNB classification
Harmonization with the Payment System Act
HNB Reporting - Payments statistics 2012
VSL (Very Short Liquidity)
Microsoft IT infrastructure
Information System Continuity
Information System Security
Telecommunication/Communication Network
Central Data Processing
Network Security
BCM Rijeka IT Infrastructure
Migration of nonresidents Kuna accounts (NIS to Merlin)
Domestic & Foreign Payments Trans. Sys. reeng. & int.
Collection Software implementation
Early Warning Sys. (EWS) and Problem Loan Mngt (PLM)
Run
70%
IT Capex
IT Opex
GA Capex
Int. IT Res.
Total cost
19
Where we spend? Type of change
Harmonization with the Payment System Act
HNB Reporting - Payments statistics
Information System Continuity
New generator – Lastovska 23
IRB Implementation
Collection Software Implementation
Early Warning Sys. (EWS) and Problem Loan Mngt (PLM)
Total cost
Branch network -
Risk management
improvement
6%
renovation
13%
CRM
1%
Retail Integral System
Domestic & Foreign Payments Trans. Sys. reeng
Quality & efficiency
improvement
8%
Profitability Integration
Retail Loans Program
PBZ Investor
Migration of non resident Kuna acc.
GA renovation and relocation projects
Governance
improvement
2%
VSL (Very Short Liquidity)
PBZ Group DWH
Regulatory
requirements
11%
ICT Infrastructure
improvements
18%
Products / services /
channels
8%
Microsoft IT infrastructure
Information System Security
Telecommunication/Communication Network
Central Data Processing
Network Security
Other
12%
Financial Value Chain
ISP requirements
AML - International subsidiary banks
14%
Asset and Liability management (ALM) – Prometeia Mergers & Acquisitions
ISP reporting
1%
Disaster Recovery Data Centre Compliance
BCM Rijeka IT Infrastructure
Alternate IT center - Rijeka
20
Investment
maintenance
6%
IT Capex
IT Opex
GA Capex
Int. IT Res.
Total cost

Upravljanje portfeljem projekata u PBZu

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