Analysis of Post Deployment Review Metrics Workflow at BT Financial Group Information Technology September 2006

2 Background BT Financial Group (BT) manages Westpac's wealth management operations in Australia. BT has more than AUD 72 billion in assets under management and administration in Australia. The core business is investment management, margin lending, life insurance, superannuation and wealth administration platform as well as alliances with global investment managers. Investment management provides the operational foundational capability for BT. BT invest on behalf of their institutional customers, master funds and wraps, businesses and individual investors. BT also provide associated services including performance and attribution, exposure management, consultant relationships, customer reporting and institutional business development. BT also provide investment management products and services across all key asset classes using a "best of breed" strategy, which utilises both internal and external investment capabilities. BT Information Technology (IT) covers Corporate Systems and Shared Applications & Services (SAS) and offers second level technical and development support to a number of applications used within BT and in the greater Westpac community. © 2006 BearingPoint, Inc.

3 The Proof of Concept project will address a number of constraints facing the business today Current Scenario Currently Microsoft Excel spreadsheets are used to manage defects in systems within BT IT that are released into production regularly on a monthly basis. This manual business process represents poor quality in capturing defect information of systems released to production and great inefficiency in the use of BT IT staff resources. A specific example of this is the collection, collation and publication of metrics that measure the quality of projects delivered to the business by BT IT where the extracted defect information on the Microsoft Excel spreadsheet can have calculation errors and inaccurate data. During the current process: ● Project Managers are prompted, normally via , to begin manual entry of the data in relation to system defects into the Microsoft Excel spreadsheets. ● The Project Managers extract the data from Clearquest, TRS (Time and Reporting System) and Function Point Workbench or other Function Point tool. ● The extracted data is then returned to the Project Metrics Collator. ● The Project Metrics Collator collects relevant Microsoft Excel spreadsheets or additional defect information of systems released to production as required to compile a final Microsoft Excel spreadsheet. ● Statistics and reports are created based on the results of the final Microsoft Excel spreadsheet. ● The collated Microsoft Excel spreadsheet is then saved to a shared drive and sent to all stakeholders including the Project Managers via . © 2006 BearingPoint, Inc.

4 The Proof of Concept project will address a number of constraints facing the business today The Proof of Concept project The Proof of Concept (PoC) uses InfoPath Webform, workflow and version control in SharePoint 2007 to automate the current manual process of managing systems defects using Microsoft Excel spreadsheets. The new workflow eliminates the need for Microsoft Excel spreadsheets. The workflow also helps Project Managers make better decisions and helps them manage business critical needs through improved capability to search, find and share defect information. Future Scenario Below is a summary of the new process which tackles a number of constraints faced within the existing manual process. ● The workflow is started when the Project Manager selects the URL* on the Intranet to initiate a new InfoPath web form. The defect information of systems released to production is pre-populated on the webform from Clearquest. ● This data may be altered by the Project Manager or BT Business unit staff depending on their security access level. ● When the form is updated it is submitted for update\approval\rejection. Once the submission and approval is completed, the updated form is saved. If the form is rejected then the system defect information will need to be modified. ● When the form is approved by the Project Manager, the system defect information is uploaded into a centralised metrics database. ● Reporting on statistics of system defect information can be performed from the data on the centralised metrics database. This automated process is known as the Post Deployment Review Metrics Workflow. * URL – Universal Resource Locator

5 Harnessing the Proof of Concept project to deliver Business Value The PoC illustrated that BT can achieve the following real and measurable business benefits from the new Post Deployment Review Metrics workflow: ● Improvement in the quality and accessibility of information by displaying system defect information on single web form removing the need for Microsoft Excel spreadsheets. ● Faster and efficient access to knowledge by reducing the time employees search, monitor and respond to request from business unit staff on system defect information. ● Data entry, calculation errors and error checking are reduced by displaying defect information on the web form. ● Business processes that are a drain on organisational productivity are streamlined though workflow by eliminating manual process activities. ● Ability to make better informed decisions throughout BT IT with a single point of access for system defect information. ● Simplify internal collaboration using webform to find system defect information easily that users can initiate, track, and participate. Significant reduction in cost through improvement in the operational efficiency is achieved with the new workflow. Reduction in risk to business from greater compliance with traceability built into SharePoint 2007 internal processes. Improvements in BT’s ability to meet its strategic objectives, to deliver on its mandate in alignment with its values in using a "best of breed" strategy. © 2006 BearingPoint, Inc. * URL – Unified Resource Locator

6 Harnessing the Proof of Concept project to deliver Business Value - Operational Efficiency The business value study captured and, as far as possible, quantified the extent to which current processes and systems are slowing people down and undermining effective working. On average there are 5-10 staff working for the duration of 3-6 months on BT IT projects with a total of around 100 projects running during the course of a year. Considerable operational efficiency has resulted from the deployment of the pilot within BT IT. Financial improvements – effort and cost reduction The new solution has freed staff time for both Project Managers and Project Metrics Collators to perform more value-adding work by: ●Reducing the time Project Managers and Metrics Collators spent searching for system defect information. ●Reducing the time spent by Project Managers and Metrics Collators in responding to requests for system defect information. ●Raising Project Managers’ and Metrics Collators’ productivity by simplifying everyday business activities. ●Providing an integrated, extensible platform to effectively manage defect information. ●Increasing the accuracy of defect information. ●Decreasing the number of s sent throughout the organisation. ●Reducing the need for resourcing with projected equivalent savings of ¼ FTE*. © 2006 BearingPoint, Inc. * FTE – Full Time Equivalent

7 Areas of Potential Effort and Cost Savings User groupActivityTypical Effort (Mins.) Number of Employees Frequency (per week) projected Typical Effort in PoC (Mins.) Total Effort Saved per week (Mins) Total Effort Saved (hrs per year in a 48 week year) Total Cost ($ per Year) Project Metrics Collator -Search for Microsoft Excel spreadsheets -Phone communication to collect data -Update multiple copies of Microsoft Excel spreadsheets for errors/conflicting information - Collate multiple copies of Microsoft Excel spreadsheets - Upload defect information into SQL db from spreadsheets - Maintain older versions of content for reference/audit/traceability, etc / (single source - core data) 5 (Reduction in phone communication) 10 (2 x manual updating – erroneous data entry) 0 (Eliminated the need for collation) < 10 (Automated upload of data) < 5 ( SharePoint keeps track of version / reference / audit / traceability) ,200 8,000 19,200 2,000 9,200 © 2006 BearingPoint, Inc.

8 Areas of Potential Effort and Cost Savings © 2006 BearingPoint, Inc. User groupActivityTypical Effort (Mins.) Number of Employees Frequency (per week) projected Typical Effort in PoC (Mins.) Total Effort Saved (Mins per week) Total Effort Saved (hrs per year in a 48 week year) Total Cost ($ per Year) Project Manager - Phone communication to collect data - Populate information into Microsoft Excel spreadsheet - Extract Data from ClearQuest ½½1½½ 5 (Reduction in phone conversation) 60 (Clearquest information presented in web form) 0 (Increase in accuracy and no manual extraction needed) , , ,000 Intranet coordinator - Review page, Change page template, author new page, ensure change control processes are followed 0(Does not exist in old system) 1¾40 (The effort spent in ensuring the intranet link/Webform is consistent with branding look & feel) TOTAL ,400

9 Harnessing the Proof of Concept project to deliver Business Value – Strategic Benefits Quality and accessibility improvements to defect tracking information has had a positive impact on the quality of service provided by BT IT to their business unit staff. The PoC has provided a range of benefits, affecting business insight and strategic objective delivery. Such improvements will be felt and seen outside of the organisation and will help promote BT as a leading wealth management organisation. Continued use of the PoC system will: ●Improve staff perception and morale – the use of best of breed systems that aid efficient and effective work will reflect positively on BT IT, showing that they are a modern and forward thinking organisation. ●Meet the demand for work group level workflow systems. ●Minimise the cost and complexity to provide and support the organisation in its use of Information and Communications Technology. ●Eliminate the need to manually collate defect information in Microsoft Excel spreadsheets. ●Improve the reliability of data with in built prompts and validation within the InfoPath webform. ●Enhance the ease of access to the required system defect information. ●Reduce the number of s, phone calls and meetings. © 2006 BearingPoint, Inc.

10 Harnessing the Proof of Concept project to deliver Business Value – Compliance Risk Management This exercise has identified that improvements obtained from use of the new solution will assist BT IT in meeting its responsibilities, in term of compliance with: ●Legislation such as: State Records Act 2000; Copyright Act 1993; Sarbanes-Oxley act; and ●Regulatory requirements on security and control of access to information, or retention of content. In addition there has been improvement in the quality of information, governance and statutory reporting requirements. BT IT is better equipped to align with internal policies and best practices on accuracy, auditability and traceability of organisational information. © 2006 BearingPoint, Inc.

11 Business Benefits of Performance Improvement Performance ImprovementBusiness Benefit SFC* Reduce Project Manager’s time in populating system defect information Improved resource utilisation Reduced Project Metric Collator’s time in meeting communication to collect data Improved resource utilisation Improved capture of form/application information through the use of forms. Streamlined business processes Efficient Post Deployment Review Metrics w\Workflow process for collection, collation and publication of defects information Streamlined business process, improved business insight Increased accuracy in system defect information Improved business insight, improved ability for business decision making *Strategic, Financial, Compliance The PoC delivered business benefits by simplifying information management processes, and enhancing people’s ability to collaborate effectively. © 2006 BearingPoint, Inc.

12 Acknowledgements BearingPoint would like to thank staff from BT Financial Group and Winapp who participated in this project. Steven Markovich – BT Project Team Hans Olthof – BT Product Manager, Testing, User Education Teesaan Koo – Winapp Project Team Sergio Otoya – Winapp Project Team Their willingness to contribute their time and insights is greatly appreciated. © 2006 BearingPoint, Inc.