project and ict team management · (pmi definition) project management, then, is the application of...

Project and ICT

Team

Management

From theory to

reality…

From waterfall

to Agile…

Gianni Farini

Structure of presentation

Prerequisite => BNP Paribas Fortis

Introduction => Disclaimer

Project Management definition

Tasks of an ICT Team

Main deliverables for ICT projects

Agile way of working

Conclusion => Tips

Mons February 2018

Prerequisite => BNP ParibasPresentation of BNP Paribas Fortis

BNP Paribas is the leading provider of banking and

financial services in Europe.

It operates in 73 countries with more than 198,000

employees

More than 30 000 000 individual customers

Nearly 1 000 000 professional and corporate

customers

Mons February 2018


Mons February 2018


Retail banks (domestic markets) French Retail Banking (FRB) in France

BNP Paribas Fortis in Belgium

BNL in Italy

BGL BNP Paribas in Luxembourg.

Specialized business lines Arval (corporate vehicle leasing and services)

BNP Paribas Leasing Solutions (leasing and financing solutions)

BNP Paribas Personal Investors (online savings and brokerage)

Mons February 2018


International Finance Services International Retail Banking: Group‘s retail banks in 15 non-eurozone countries,

including:

Bank of the West in the United States

TEB in Turkey

BGŻ BNP Paribas in Poland.

BNP Paribas Personal Finance: credit solutions for individual customers, such as:

Cetelem

Cofinoga

Findomestic.

BNP Paribas Cardif (savings and protection solutions in 35 countries )

Wealth & asset management:

BNP Paribas Wealth Management (a world-renowned private bank)

BNP Paribas Asset Management (a major asset management player)

BNP Paribas Real Estate (European real estate services)

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Mons February 2018

** Basel III common equity Tier 1 ratio

Prerequisite => BNP Paribas

Mons February 2018

Presentation of BNP Paribas Fortis

The values

For climateWorking with our customers and partners, to accelerate the energy transition

For young peoplePromoting their inclusion in society by encouraging their projects and by fostering intergenerational dialogue and solidarity

For entrepreneursEncouraging people to create and develop businesses, and supporting social and entrepreneurial innovation

For our local ecosystemsImproving the urban, social and cultural environment in the regions where we do business


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The company engagement

PhilanthropyBNP Paribas Foundation :€42 million of support was provided to more than 5,000 projects worldwide.

Tennis

Cinema


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Philanthropy and sponsorship


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Process to raise demands between users of applications and ICT

MOA = Maitrise d’ouvrage

MOE = Maitrise d’oeuvre

Ctrl M manages scheduling of chains, batches

BP2I manages infrastructure (servers, hardware)

End

Users

Key

users

Support

MOA MOE

Ctrl M BP2I …

Introduction => DisclaimerIs Project / Team Management a science ?

Mathematics

Theory is undoubtedly the truth

applied rigorously

Science

Theory is (almost) undoubtedly the truth

Theory applied rigorously to make calculations

Uncertainty can be rigorously defined

when measurements are done

when theories are proposed

Mons February 2018


Human science and economy

Theory depends on evolving (in time and space)

human factors

Law influence way of calculating balance sheet,

P&L, economic indicators…

Environmental issues => Green marketing

Z generation, millennials => digitalization

Theory applied rigorously…

But not in same way

As yesterday or tomorrow

in all countries

Mons February 2018


Project and Team Management Several theories => best practices exist

These theories evolve(d) Taylorism (1880) / Fordism (1908)

PMI (1970, but it evolved)

Prince 2 (1980, but evolved)

Agile (Agile manifesto in 2001)

Theory(ies) must be applied… in a pragmatic way

Each company => each squad has

its own culture

Its own customers

Mons February 2018


Project and Team Management

Spending 20 mandays to manage perfectly a

demand whose goal is to forward an email is not a

good deal for shareholders !

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Project

What is a project according to you ?

Which key words would you use to

define a project ?

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Project (PMI definition)

A project is temporary in that it has a defined beginning and end in

time, and therefore defined scope and resources.

And a project is unique in that it is not a routine operation, but a

specific set of operations designed to accomplish a singular goal. So a project team often includes people who don’t usually work

together – sometimes from different organizations and across

multiple geographies.

And all must be expertly managed to deliver the on-time, on-

budget results, learning and integration that organizations need.

Mons February 2018


Project (triangle Scope – Budget - Time)

Mons February 2018


Project Management (PMI definition)

Project management, then, is the application of knowledge, skills,

tools, and techniques to project activities to meet the project

requirements.

It has always been practiced informally, but began to emerge as a

distinct profession in the mid-20th century.

Mons February 2018


Examples of Projects

The development of software for an improved business process

Upgrading one tool to a more recent one

Basware 3 => Basware 5

SAP R3 => SAP 4 Hana

Transferring activities to common tool and harmonized process

Creation of a new platform to harmonize ways to transfer payment

activities from dedicated applications to a common and one by

harmonizing tools and processes

Or adding a field in a tool (in theory)...

the construction of a building

Building a house (or a bridge or any other building)

Making a house carbon neutral

the expansion of sales into a new geographic market

Moving activities from one country to another

Roll-out of one new entity into a new tool / process

Mons February 2018


Project Vs program

A project has a defined start and end point and specific objectives

that, when attained, signify completion.

A program is defined as a group of related projects managed in a

coordinated way to obtain benefits not available from managing the projects individually. A program may also include elements of on-

going, operational work. So, a program is comprised of multiple

projects and is created to obtain broad organizational or technical

objectives.

=> One notable difference is time; for example, a project by definition has a beginning and an end (or at least one hopes so!); certain programs, while having a beginning may not have an end.

Mons February 2018


Examples of programs:

An annual construction program

Roll-out of several entities in a new tool

Ensuring a bank is GDPR compliant (General Data Protection

Regulation)

Ensuring a country / a company is carbon neutral

In several companies, budgets are defined by epics , an epic being

quite similar to a program.

Mons February 2018


7 Prince 2 processes

Starting Up A Project

the project team is appointed including an executive and a project manager

a project brief is produced

Initiating A Project

the business case is refined

Directing A Project

It dictates the ways in which the Project Board oversees the project

Controlling A Stage

It dictates how each individual stage should be controlled, including the way in which work packages are

authorized and distributed

Managing Product Delivery,

It has the purpose of controlling the link between the Project Manager and the Team Manager(s) by

placing formal requirements on accepting, executing and delivering project work

Managing Stage Boundaries,

It dictates how to transition from one stage to the next one

Closing A Project,

It covers the formal decommissioning of the project, follow-on actions and evaluation of the benefits.

Lessons learned can be defined.

Mons February 2018


5 PMI Process management processes Initiating

Planning

Executing

Monitoring and Controlling

Closing

=> Several analogies with PRINCE 2 processes

Companies define guidelines / best practices mixing best practices

from all methodologies.

Mons February 2018

Tasks in ICT TeamsWhat are tasks of an ICT Team ?

ICT Team dedicated to a project

Working on the project(s)

ICT Team dedicated to one or several tools (assets)

Any ideas ?

Mons February 2018

Tasks in ICT TeamsAn ICT team is supposed to realize projects… but not only !

Projects (between 30 and 70 % of time of a squad)

Maintenance (between 25 and 65 % of time of a squad)

Incidents solving

Punctual works

Providing extracts

Answering questions of customers

Executing a batch

Recurrent work

Same examples as Punctual works, but to be done in a recurrent way

=> Try to automate them

Small new enhancements

=> Small projects (less than 10 mandays)

Create new fields in a tool / database

Mons February 2018

Tasks in ICT TeamsAn ICT team is supposed to realize projects… but not only !

Other tasks (about 5 % of time of a squad)

Following (or providing) training

Attending Tribe events

Remarks:

NB : Continuous Improvement tasks (training, improving code,

improving ordering of nightly batches) can be in different categories

NB: In several companies, project managers are not same persons as

Team leaders.

With Agile way of working, dedicated roles have been created.

Mons February 2018

Main deliverables for projectsBusiness case

Is the project (or program) profitable ?

High level cost estimation is mandatory in a business case

Profitable can mean:

Generating money (costs < benefits after duration of …)

Automating tasks which were done by human employees (reports, recurrent tasks,…)

Improving a tool / a process to reduce workload of employees => costs)

Bank offices will be merged in one new building carbon neutral (less costs of energy => cost by FTE reduced)

But not only…

Mons February 2018


Profitable can also mean:

Ensuring company complies with law => no penalties to pay

GDPR

Radar

All needed reports provided to the authorities

VAT and benefits well calculated => no fraud

No business with countries being on black list of EU or USA (North Korea, Iran, South Sudan,…)

Improving (bank) reputation => more customers => more

benefits

No business anymore with companies producing coal

Mons February 2018


Profitable can also mean:

Improving customers experience => customers happier of

provided service => more customers => more benefits Digitalization (apps on smartphone to manage bank accounts)

Improving employees ways of working => employees work in

amore efficient way => more benefits Home working

Trainings

Reducing chance big risks appear => less risk of big lose Ensuring there are good DRP’s

Ensuring each employee has a back up able to do all tasks colleague can do

Ensuring all codes are well documented to reduce too big cost of future

correction / improvement

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Main deliverables for projectsPlanning

Tips to make a good planning (and a good cost estimation =>

business case):

Split the project in tasks

Estimate duration of these tasks

NB: story points can also be used in Agile way of working

Define a Gantt diagram (this is only done for big projects)

Mons February 2018

Main deliverables for projectsPlanning

The planning must be reviewed in a regular way.

If delays appear (there are delays in almost all projects)

Review the planning

Explain why to the sponsor (often the management and / or the

customer)

Tip: it is better to anticipate the future potential delays.

=> This can be done with a good Risk & issue log

Mons February 2018

Task for ICT Squad Go No Go milestone

CORE MODEL / BLUE PRINT

MIGRATION / MASTER DATA PREPARATION

FUNCTIONAL SPECIFICATIONS

TECHNICAL SPECIFICATIONS

DEVELOPMENT

SYSTEM TESTS

UNIT TESTING

USER ACCEPT. TESTS

DEFINITION TEST SCENARII

MIGRATIO

N

TRAINING PREPARATION

TRAINING KEY USERS

TRAINING END USERS

AFTER CARE

USER GUIDES AND PROCEDURES

INFRASTRUCTURE (SERVERS, DATABASE)

PERFORMANCE TESTS

Task to be achieved by customers

SUPPLIERS CHANGE MANAGEMENT

USERS CHANGE MANAGEMENT

Solution

Design &

Build

Infrastructure

Change

Management

Mons February 2018

Main deliverables for projectsExample of high level planning

Main deliverables for projectsIssue log

Issue: problem that has been encountered in executing project activities.

=> This problem impairs a project’s ability to successfully complete.

NB: in PRINCE 2 methodology, a positive event is also considered

as an issue, as it affects the planning.

Successful means: delivering the project

On time

With a cost not higher than the expected cost

With same scope

Mons February 2018

Main deliverables for projectsIssue log

Examples of issues:

A difficulty in completing a work item/task that is already on the

project’s plan

as other stakeholders are required

as a prerequisite (e.g. server unavailable, feed-back from

customer) is not met

as a resource is sick

The discovery that a work item/task (that is necessary for project

success) was not identified or scheduled in the project plan

NB: an issue (and risk) log may be defined

at project level

at squad level

Mons February 2018

Main deliverables for projectsRisk log

Risk : the fact there is a chance (> 0) that an issue will appear.

A risk is defined with:

Its impact if it occurs

Its likelihood = probability it will occur

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Main deliverables for projects

Type Probab. Impact Risks Mitigation

Cost

Vs

Benefits

High HighBudget exceeded (e.g.

if wrong assumptions)

• Workshops will clarify the assumptions and requirements =>

cost more accurate

Low High

Difficult to convince

suppliers send EDI’s or

Signed PDF

Change management => communication to main suppliers

To convince them of added value:

• cheaper to send invoices

• Payment quicker

• Less risk of conflicts (=> credit notes)

Planning Medium Low

Not enough availability

of customer resources to

help achieving project

=> Delay

• Planning of workshops will be scheduled as early and

clearly as possible

• Advised to dedicate some customer resources to this

project

Planning /

InfraMedium Low

Delay in infrastructure

installation

• Make planning challenging, but realistic

• Organize quickly a workshop to clarify infrastructure needs

Planning /

Change

manag.

Medium Medium

Change management

more complex than

expected

• Make planning challenging, but realistic

• Change management can be continued after Go Life

Change

manag.Medium High

Need of less employees

to manage purchasing

with future process

Resources converted in other tasks:

• Scanning done locally (internal resources could do it)

• Involvement in future roll-outs

• Reallocation in other departments

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Example of risk log

Main deliverables for projectsCahier de charges / requirements

Document containing a description of the requirements => product

to be delivered (output of the project)

Main inputs come from customer…

The document is then reviewed / challenged in collaboration with

ICT Squad

Size, content and name of document depend on size of the project:

Blue print for big projects

Example: Transfer Payment activities from dedicated applications to a common and one by harmonizing tools and processes (more than 1000 mandays)

Etude de besoin for smaller enhancements (2 to 100 mandays)

Mons February 2018

Main deliverables for projectsCahier de charges / requirements

Main sections of the document:

Context (=> added value) of the demand

Exact scope

What is out of scope

=> Impacts of the demand on other teams

That is a good tip to ensure to not forget actions

Test scenario / Acceptance criteria

they can clarify the requirements

Mons February 2018

Main deliverables for projectsSpecifications

Functional specifications Document written by ICT Team explaining how the development

must be done.

Document reviewed and validated by customer

It contains

Remembering of the need (to ensure it is good understood by ICT)

Description of the solution

Impacts of the demand

Technical specifications Pseudo code – inputs for the developer

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Test documentation

Test scenarii Useful to define tests dedicated to the enhancement

There exist different kinds of tests

Unit testing

Integration testing

Performance testing (mass testing)

System testing (=> User Acceptance Test)

Non regression tests

Tools exist to

List the tests

Automate partially the tests

Record results of tests

Example of tool: Quality Centre

Mons February 2018


Test documentation

PV of tests (User Acceptance Tests)

Document signed off by customer after UAT

It confirms a Go for Production is given

Disclaimers can be added:

Minor remaining issues having to be solved later (… or not if issue too minor)

Topics not being tested (risk is assumed)

New requirements added while testing

Mons February 2018

Main deliverables for projectsLessons learned

Lessons learned are not often formalized…

But it is useful to determine them to improve future way of working

NB : Lessons learned can be defined after each project…

… but overall in a recurrent way

after each sprint in Agile way of working

Through sprint retrospectives

Mons February 2018

Agile way of workingRemembering of Agile principles

What are main characteristics of Agile

methodology according to you ?

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Agile way of workingRemembering of Waterfall principles

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Waterfall AgileDetailed, long-term project plans with single

timeline

Shorter planning based on iterations and

multiple deliveries

Documentation more important than

communication

Communication more important than

documentation

Changes in deliverables are discouraged

and costly

Changes in deliverables are expected and

less impactful

Fully completed product delivered at the

end of the timelineProduct delivered in functional stages

Contract-based approach to scope and

requirements

Collaborative and interactive approach to

requirements

Customer is typically involved only at the

beginning and end of a projectCustomer is involved throughout the sprint

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Waterfall Vs Agile


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Summary Agile Manifesto

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

Source: https://agilemanifesto.org/

https://agilemanifesto.org/

Agile way of workingMy squad

8 members

6 customers

Some resources are dedicated to one

customer

Mons February 2018

Agile way of workingMy squad: totem and Vision Statement

Mons February 2018

• To achieve worldwide Customer

Satisfaction…

• by working proactively and efficiently,

• our multicultural team provides

Customer Data…

• by using multiple technologies &

• by smiling ;)

Agile way of workingMy squad: the 6 customers

Mons February 2018

OneCapp (LOBI)

CAS Fortis (LOBW)

IMEX (XB92)

Factoring (GFRR)

HR (PLBW)

IT (IWPD)

Fraud (FRMF)


Mons February 2018

My squad => tools

LOBI: Tool used to get universes / reports related to One Capp (Invoicing tool managing Purchase orders and Invoices for French perimeter of BNP Paribas)

LOBW: Tool used to get universes / reports related to CAS (Invoicing tool managing Purchase orders and Invoices for Fortis (Belgian) perimeter)

XB92: Tool used to get a universe “Risque Fournisseur” related to IMEX vendors (French Real Estate) ; their global turnover is compared with the invoices paid to them by BNP Paribas

PLBW: tool used to get universes / reports related to HR (Belgian employees)

IWPD: tool used to get universes / reports related to IT (Belgian employees)

GFRR: tool used to get universes / reports related to Factoring (for the group)

Agile way of workingMy squad => ceremonies and ways of working

Sprint duration: two weeks

Sprint reviews done just after each sprint

After each sprint review, a status is sent to all customers with:

User Stories delivered Vs User stories expected

Explanations why some user stories may have been not

delivered

Incidents treated during these 2 weeks

Backlog in UAT

Backlog reviews other Mondays

Mons February 2018


Sprint duration: two weeks

Sprint retrospectives done after each sprint review

They can be very short

Sprint demos done ad hoc

No demo needed if:

Nothing delivered in a sprint for a customer

Only technical User Stories are delivered to this customer

Mons February 2018


All user stories must fit in one sprint (Scrum methodology)

=> Enhancements are split in tasks not exceeding 5 mandays

=> Some of the delivered User Stories are no real deliverables for customers (e.g. technical actions)

Ideation user stories are also split (most difficult user stories to create)

Acceptance criterion: User Story Accepted when delivered in User Acceptance Tests (customers are not (yet) Agile)

But these user stories are not considered as fully finalized ; a back-log of User Stories in UAT is also managed

Mons February 2018


Daily stand-ups

Employees in Home working send a status by email

User stories (covering enhancements, project tasks, punctual

works) are treated in Scrum mode.

Incidents are treated in Kanban mode

Kanban: continuous flow

Vs

Scrum: regular fixed length sprints

Mons February 2018


Quarterly planning (QAP) each quarter

User Stories for next 6 (or 7) sprints are scheduled.

Of course, the content of these sprints can be reviewed (we are Agile ☺, but QAP allows to have an alignment

with customers on main priorities and a clear road map for

next quarter.

Dependencies between squads are highlighted.

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Quarterly planning (QAP) each quarter => output

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Physical board of the squad

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ConclusionSome tips I would share

Be ALWAYS rigorous… But pragmatic

Customer is king… But his requirements need to be challenged

Do your best to achieve your goals… But don’t commit on the impossible !

Don’t go (too quick) for cheapest solution… But neither for the most expensive

Discuss with colleagues to clarify issues, open points… But send a meeting minute and / or summarize the decision(s)

Mons February 2018

Annex: Data architectureLinks between objects

Mons February 2018

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