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CIBC Retail Banking – BranchPlatform

Project and Engagement Best

Practices

Gord Fogel, PMP

March, 2002



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TopicsTopics

1.1. Project BackgroundProject Background

2.2. Best PracticesBest Practices3.3. Key LearningsKey Learnings



3

Backg

roundBackground Financial Models Company

Established in 1976

Global leader in delivering technologysolutions and portfolio managementsystems to the investment managementcommunity.

Headquarters in Toronto, and subsidiariesin the United States, Australia and Europe

FMC supports over 500 clients managingin excess of $3 trillion.



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The ProblemThe Problem

Client: Canadian Imperial Bank of Commerce

COINS: Commerce On-Line Inquiry System

CIBC’s retail bank system

1380 branches across Canada and in the call centre network. 25,000+ users.

Provides all retail bank functionality (Teller, Advisor, CIF)

Problem: Branch Server Platform not positioned to the client’s

strategic goals. An antiquated application, extended over many years.

IBM announcing the sunset date for OS/2

Several failed attempts to move to a Web-based model

Need for a reliable, secure, cost-effective delivery platform for new

applications and services as CIBC refocused its branch network.



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The SolutionThe Solution

Performing Organization: Financial Models Company

The Proposal:

CIBC paid for the proposal phase (sizing, forensic s/w engineering).

FMC partnership with Microsoft was an influencing factor Several different options were quantified

• Each one had an associated benefit / cost / risk statement.

• Recommendation supported through facts, but not popular with client

• Standing our ground kept our credibility intact

The Solution: Re-design of the branch platform

Microsoft n-tier, DNA application model

Respect current architecture, network, & legacy application environment

Provide flexibility to grow & change as these constraints are removed over

time.

S



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Key Successey uccess

FactorsFactorsComplete ClientComplete ClientInvolvementInvolvement

DevelopmentDevelopment

EnvironmentEnvironmentResults-orientedResults-orientedProcessProcess

IterativeIterative

developmentdevelopmentExpectationExpectationManagementManagement

Knowledge Transfer Knowledge Transfer

S



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Sponsorship

Project Mgmt

Architecture Development

Quality

Deployment

Joint decision making

Partnered management





IterativeIterative


Knowledge Transfer Knowledge Transfer Vendor with “skin in thegame”

K S



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IterativeIterative



Self-contained: All sub-projects working in the samespace

Constructed to the specificrequirements of the project War-Wall Dedicated meeting space Team location in line with

project work-flow Few distractions Connected to the bank’s test

environments

K S



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IterativeIterative



Requirements – driven –Architecture

Architecture – driven –Design & Development

Architectural Proofs-Of-Concepts: Mitigate technical risk Build team skill and

confidence Demonstrate a focus on

tangible results to the client& the team

K S



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IterativeIterative



Project Management –PMI / PMBoK

Team Decisioning Model –

Microsoft SolutionsFramework

Development Approach –Rational Unified Process

Quality Assurance

Requirements – basedtesting

Adopted bank processes

K S



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IterativeIterative



Fully automated builds: the buildcreated the final deliverableconfiguration, every time.

Continuous and controlled

Automated Smoke-Tests andRegression Test suites

Tools were a particular challenge

BuildBuild

IntegrateIntegrateTestTest

K S



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IterativeIterative



Consistent Status Reporting Monthly Executive Summaries

Sponsorship from all stake-

holder groups in attendance Detail budget / resource tracking Allowed us to show baseline

divergence in the budget severalmonths in advance

Gives the client room to prepare

and maneuver

0

5 0 0 ,0 0 0

1 ,0 0 0 ,0 0 0

1 ,5 0 0 ,0 0 0

2 ,0 0 0 ,0 0 0

2 ,5 0 0 ,0 0 0

3 ,0 0 0 ,0 0 0

3 ,5 0 0 ,0 0 0

A p r M a y Ju n e J u l A u g S e p O c t N o v D e c J a n F e b M a r

$

PlannedActual / Target

K S



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Iterative developmentIterative development

ExpectationExpectation

ManagementManagementKnowledge Transfer Knowledge Transfer

Ease hand-over issues with theclient

Ensure they’re able to supportthe product

An above-board requirement Built into the schedule & budget

Review / Decision Sessions:

Client participation in all teamsessions; plus, 21 sessions specifically

targeted to the client for knowledge transfer

P tt



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Pro ectro ect

MetricsMetrics Delivery: To CIBC System Integration Testing (SIT) - November 27, 2000.

To CIBC User Acceptance Test – January 04, 2001

System Hand-over – February 20, 2001

Exactly as planned. No known defects. No overtime rush to makethese deliveries.

Total project budget: $2.99M Included unplanned charge of $275K to Microsoft.

We made our estimates (0.5% variance!)

Total recorded defect count using integrated QA: 91! Extremely low for a project of this size.

CIBC told FMC that this is the 1st time a project of this magnitude wasdelivered with this level of quality on-time and on-budget.



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PostscriptPostscript Pilot phase – July 2001

Roll-Out commenced – Aug 2001 FMC carried pagers for 4 months, and received only 1 call.

550 Branches deployed so far

Virtually incident free

CIBC

DonMillsBra

nch



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KeyLearnings Scope Management

Quality Management

Relationship Management



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Key LearningsKey Learnings

Differences in managing scope in theinternal (corporate) and the consulting

rolesMoving from “Controlling” to

“Managing”

Acting in the “Advisory Role”

S

c

S

c



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Quality is effected by much morethan just the Triple Constraint

Scope, Time, Cost, ???

The relationship with the client canbe a differentiating factor

QQ



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1. Relationship Management andProject Management are inseparable

2. Consulting skills are critical to buildingand maintaining productive projectrelationships

3. A defined process can be leveraged



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1. Relationship Management andProject Management are

inseparable Partnership is a critical success factor

Client needs frame the context for

every project decision Success is a shared objective



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2. Consulting skills are critical tobuilding and maintaining productive

project relationships Balance: between substantive and

effective thinking Communication means Listening

Authenticity builds trust and opencommunication

Build Influence at every juncture



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Close-OutClose-OutClose-OutClose-OutMaintenanceMaintenanceMaintenanceMaintenanceDevelopmentDevelopmentDevelopmentDevelopment


3. A defined process can be leveraged

Optimal alignment of goals

Integration with other PM processes Collaborative, trusting & productive

relationships for the project

Enhance the relationship with the

stakeholder through the experience

InitiationInitiationInitiationInitiation

h



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Where can IWhere can I

getget MORE?MORE?

Project Management Initiative,

UofT Professional Development Centre,

Visit www.pdc.utoronto.ca. Great Project Relationships: Moving Beyond the

Nine Knowledge Areas May 24 & 25, Toronto

See you at …

Or …

http://www.pdc.utoronto.ca/









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CIBC Retail Banking – BranchPlatform

Project and Engagement Best

Practices

Gord Fogel, PMP

March, 2002

coins pmi gt islig march 2002

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