1. 1 Australian Institute of Project Management Technology Enabled Project Engagement Process Dr. Chris Stevens Programme Director Group Technology Commonwealth Bank of Australia Tuesday, 15th October 2002

2. 2 Agenda  Why did we need Zip?  What is Zip?  How Does it Work?  Q&A

3. 3 Engagement Model for Technology Enabled Projects Why did we need Zip?

4. 4 What is Zip - A Common Lifecycle Framework The Zip Lifecycle Framework is not… “a revolutionary new way of engaging………” another IT&T methodology a ‘silver bullet’ restricted to engagements between the Bank and EDS is… the product of a joint Bank-EDS initiative a formalisation of proven practice on successful IT&T projects within the Bank concerned with defining phase entry and exit criteria and a common terminology aligned with the Bank’s PM Lifecycle and Project Investment Processes relevant to all IT&T projects – EDS and other vendors

5. 5 What is Zip - Collaboration and Teamwork Five Zip Guiding Principles 1 Full-lifecycle collaboration between business stakeholders and IT&T Vendors! open, honest communication - no surprises 2 Understand the business drivers from the start, for example speed, cost, reliability design the right solution, then deliver the solution right – first time 3 Collocate project team members from the outset where practical Together Everyone Achieves More 4 Joint project planning, requirements definition, and estimating a team-based activity to achieve a shared understanding 5 Assign the right people, to the right jobs, at the right time dedicated SME’s rather than thinly-spread generalists

6. 6 How Does Zip Work

7. 7 Start upConceptBuildImplementation It’s worth pursuing but... about how much? about how long? and the benefits? What do I really need? What will it look like? When will it be ready? What will it really cost? Let’s build it Does it work? Plan & Design Let’s roll it out Benefits Let’s hand it over to the Business Teams Are we achieving our planned business outcomes and producing benefits What worked well? Could we do it better? We have an idea Is it worth pursuing The Bank’s Project Management Life Cycle How Does Zip Work? The KISS Principle

8. 8 Work Request or Work Plan From the ‘Start Up Phase’ of the Bank Project Life Cycle EstimateDesign Parallel Workstreams as required, depending on the content of the request Workshop Stakeholder Review High-level Process Design High-level Process Estimate High-level Technology Design High-level Technology Estimate RFI Technology Solution Paper Concept Assessment + HLR High-level Product Design High-level Product Estimate Product Definition Paper or Concept Feasibility Request Project Brief (if project funding required) Concept Phase Work Plan EDS SOW 0 (if EDS involved) EDS Best Practice, Technology Innovation Concept Paper Yes as a New Project Yes as an Enhancement  No End Go? Concept Feasibility Assessment Technology Governance Gate 0 Concept Feasibility Assessment Paper SOW1 3rd Party FRM Process Definition Paper Detailed Plan D&P Phase Zip Framework - Concept Phase

9. 9 Concept Phase - Understanding on One Page Process Business Outcomes Scope of the concept or initiative is defined with its business and technology impact. Business outcome(s) defined and Business Benefits examined. Alternative technology approaches identified (EDS Best Practice, Technology Innovations and where appropriate 3rd Party alternatives). Recommendation made on whether the concept is worth pursuing to progress to the next project Phase. Excludes Documents required for submission to obtain financial approvals to proceed to the next phase Design and Plan:  Contents of Concept Paper (if project) or Work Request or Work Plan (if not a project);  Contents of Statement of Work (if EDS involved) or High Level Estimates. Any documents that are of a commercially binding nature.

10. 10 Deliverables - Acceptance Criteria - Prime Accountability

11. 11 Accountability Matrix - Understand Who Does What

12. 12 Accountability Matrix

13. 13 Accountability Matrix

14. 14 Accountability Matrix - RASICP

15. 15 Zip Framework - Phase Deliverables and Accountabilities

16. 16 Design and Plan Phase From Concept Phase Technology Workstream Technology Requirement Workshop Risk Ass’mt and Release Packaging Technology Solution Design Workshop Concept Assessment + HLR No Go? Yes DesignPlan Product and Process Workstreams Product Requirements Process Requirements SoW1 Prepare Plans and Estimates Technology Governance Gate 1 Product Requirement Workshop Process Requirement Workshop Technology Solution Paper Product Definition Paper Process Definition Paper RFP Technology Business Requirements Integrated Schedule No Yes Go? Integrated Test Strategy Appropriate rework 3rd Party Product Plans and Estimates Process Plans and Estimates Business Plan [FRM] (Including Business Case) SoW2 FRM Technology Plans & Estimates Build Phase Deliverables Matrix Schedule Resources Project Plan etc Release Schedules Project Risk Assessment Technology Risk Assessment Config Mgmt Strategy Test Strategy Technology Solution Design Systems Impact Assessment Config Mgmt Strategy

17. 17 Build Phase From Design and Plan Phase Technology Workstream Product and Process Workstreams Technology Business Requirements System Design Functional Specification Technical Specification Software Build Program Specifications Code Infrastructure Design and Plan Infrastructure Specification Infrastructure Plan and Schedule Infrastructure Build Infrastructure Systems Testing System Test E2E Integration Stress/ Acceptance System Test Plan Unit Test Product and Process Build Process Components Business Organisation Components Product Components A B Service Level Objectives 3rd Party Final Acceptance A B Project Deliverables Ready for Implementation To Implementation Phase Business Implementation Plan Technology Implementation Plan Release Schedule Service Level Agreements Test Planning Master Test Plan Detailed UAT Plan Process Integration Test Comms & Training Materials Finalise SLAs, DRP and BCP Service Level Agreements UAT A B Organisation Change Assessment Conversion DRP/Business Continuity Plan Go? Yes No Appropriate Rework Comms & Training Comms & Training Materials Implementation Planning Business Implementation Plan Technology Implementation Plan Release Schedule Business Plan New Business Model Integrated Schedule Integrated Test Strategy SOW2 Technology Solution Design

18. 18 Need to Adapt Process to Changes in Business Demands

19. 19 Operational Model – a Federal Structure Process Support Feedback and Process Improvement Bank Business Divisions Projects Project Delivery Technology Vendors State Level Tailor to Local Conditions Perform the Process Provide Metrics Reporting Deliver Project Outcomes Realise Benefits Federal Level Define a Common E2E Process Support Business Units/Divisions Monitor Process Effectiveness Continuous Improvement Retail Banking Services Premium Financial Services Investment and Insurance Services Institutional and Business Services Metrics and Reporting Non-productive Federal Bureaucracy kept to a “Bare Minimum” Technology Project Delivery resources under Business Unit/Division control Bank and EDSA Process Owners Process Team Group Technology EDSA

20. 20 Summary  Zip improves and simplifies engagement between two organisations, primarily the Bank and its technology outsourcers EDS, focussed on the delivery of technology enabled projects.  Zip is an engagement model transcending Project Management Methodologies.  Zip provides a framework where both Customer and Vendors understand what is required before serious expenditure is made.  Zip is simple, framed it around an agreed Lifecycle, made it template driven with clearly identified Acceptance Criteria.

21. 21 Five Zip Guiding Principles 1 Full-lifecycle collaboration between business stakeholders and IT&T Vendors! open, honest communication - no surprises 2 Understand the business drivers from the start, for example speed, cost, reliability design the right solution, then deliver the solution right – first time 3 Collocate project team members from the outset where practical Together Everyone Achieves More 4 Joint project planning, requirements definition, and estimating a team-based activity to achieve a shared understanding 5 Assign the right people, to the right jobs, at the right time dedicated SME’s rather than thinly-spread generalists

22. 22

23. 23 Make it happen. ? chris.stevens@cba.com.au