project management. automation bpm
Post on 22-Jan-2018
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By Gerrit Maess | Lovelyn George| Ramon Rios R | Zainab Sayyed
Project:
Automation of Business Process
Management System
Service Provider Client
WNS Introduction
• Business process management
company (Software and Web Services)
• Headquarter is in Mumbai, India
• The company serves over 200 Fortune
500 companies worldwide
1
2
Financial Models – Net Present Value and Payback Method
Selected Methods
2
Non-Financial Models - Multi Weighted Scoring Matrix
Selected Methods
2
Project Portfolio Matrix
Selected Methods
Net Present Value
Why WNS Selected BPM Automation
(Global Star Travels Project)?
Strategic Project with the highest Net Present Value (NPV) of $196,338
We can recover the investment in 10.9 months
Having the highest weight score of 72
This project is technological breakthrough with highest commercial payoff
3
Defining Planning Executing Delivering 2
Project Life Cycle
Defining the Project
4
Defining Project Scope
Objective: To design an automated Business Process Management System using MS SQL
Server and BI system within `12 months at a cost not to exceed $700,000.
Priority Matrix:
4
Specification
Hardware:
Setup Database server
Setup Web Server
System down time < 4 hours
Software:
BI system (middle and top
management)
Web application system
4
Task
Deliverables:
BI reports (Analytics tools) for
middle and top management
Backend database system
Interfaces / Middleware compatible
with existing front end solutions
Technical reference document
Project Scope Checklist
5
Work Break Down Structure
3
Integration of WBS and OBS
Cost Account
The intersection of WP- Hardware
Service and Organization IT
department creates a cost account.
By rolling up Hardware Service and
Software License WP System
(deliverable) cost is calculated.
Planning
4
Bottom Up: Support Cost Est
6
Top-Down: Function Point
Contract Bid
Time and Cost Estimations
Contract Bid Summary Costs
Total Direct Cost $540,000.00
G&A overhead (10%) $54,000.00
Total Costs $594,000.00
Profit(17.5%) $103,950.00
Total Bid $697,950.00
PERT
6
Time and Cost Estimations
6
Managing Risk
6
Gantt Chart
Resource AllocationBefore Levelling: 230 days
6
After Leveling: 237 days
Executing
4
3
Tracking Gantt Chart (Jul-16)
Earned Value Chart
6
Indexes Period
$0.00
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
Jan
'16
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Jun
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Jul '1
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Oct
'16
No
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De
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ACWP BCWP BCWS
Actual Cost Linear (ACWP)
0
0.2
0.4
0.6
0.8
1
1.2
Jan
'16
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Ap
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Jun
'16
Jul '1
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Oct
'16
Nov '16
Dec '16
SPI CPI
CPI <1 indicates over cost, SPI <1 indicates behind scheduled.
Status Report (Jul-16)
Forecast EAC (July 16)
EAC: $452,130
The final project projected cost forecast is
$452,130 versus $ 240,256 originally
planned.
To Complete Performance Index TCPI:
TCPI: 1.05
6
3
Crashing Activity
Activity 52, 53, 93, 97 are crashed. It cost
$7,400 and Project duration will be reduce
by 8days.
3
Control Chart
Period
Status
Report Task Name
Finish
Actual Finish Baseline
Start
Variance
Finish
Variance
Total
Variance
1 March 1st BPM Automation Mon 11/28/16 Mon 11/28/16 0 days 0 days 0
2 July 1st BPM Automation Thu 12/8/16 Mon 11/28/16 0 days 8 days -8
3 Oct 1st BPM Automation Mon 11/28/16 Thu 12/8/16 0 days -8 days 8
-20
02
0
1 2 3
Va
ria
nce
Time Period
3
Conclusion
More time and cost should be spend in Planning Phase to avoid problems in later
stages
Resource allocation might need to be reconsidered in Planning Phase
Through out project life cycle objectives should always be at the center of attention
and decision making
Once project starts, a dedicated team has to monitor project performance for cost and
schedule evaluation periodically - If required revise time phased schedule
Based on status report and performance indices, actions like crashing or scope creep
have to be taken into consideration
Thank you for your attention!
Questions?
7
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