credit suisse securities (europe) limited project management and other things james walker january...

CREDIT SUISSE SECURITIES (EUROPE) LIMITED

Project Management and Other Things

James WalkerJanuary 2011

Produced by: James Walker Date: Slide 2

This presentation

Some things about Credit Suisse Some things about me Some things about project management Some things they don’t teach you at university


Credit Suisse at a glance

Credit Suisse

Investment Banking

Private Banking Asset Management

Operations, IT and Shared Services

Provide financial advisory and capital raising services, sales and trading and the supply of capital around the world

Provide comprehensive advice and a range of investment products and services which are tailored to the needs of High Net Worth individuals

Manage portfolios, mutual funds and other investment vehicles for our clients by offering a full range products and alternative assets on a global basis

Are critical to the smooth running of the business. Operations, IT and Shared Services have many different areas and work directly with specific business areas on regional or firm wide projects


Staff Size

Credit Suisse IT Size

0

5,000

10,000

15,000

eBay Yahoo Google CreditSuisse IT

Intuit Adobe

11,000 IT staff globally

Overall IT budget of 3 billion CHF

1.3 billion CHF of total IT budget is for investment in new systems

Investment Banks spend twice as much on IT as other Financial Service companies

Gartner

The IT Division at Credit Suisse is larger than many Fortune-listed companies highlighting the importance of technology to our business

There is a broad spectrum of technology in use from high-scalability to cutting-edge low latency systems

We cover the entire IT portfolio, from technical research to hardware deployment, from business requirements analysis through software development to support, from security and risk to IT finance – requiring a broad range of skills and interests


Global IT Workforce

Main Business: Investment Banking

(~20% of FTEs)

New YorkMain Business: Investment Banking, AssetManagement(~12% of FTEs)

LondonMain Business: Private Banking, Private and Cor-porate Clients(~36% of FTEs)

Zurich

Captive near-shore, primarily supporting NYactivities

(~3% of FTEs)

RaleighOutsourced offshore (managed services)in different locations(~5% of FTEs*)

IndiaCaptive off-shore supporting NY, ZH, London and onshore Asia(~17% of FTEs)

Singapore

~7% FTEs in other locations

* does not include staff in managed services modelSites with managed services model


Credit Suisse IT Complexity

Users 50'000 supported users in 550 locations

Data Centres 4 main data centres

Hardware 97'000 workstations / laptops 29'000 physical servers with more than 17'000 Terabyte storage 15 mainframes (Printing 250,000,000 pages a year, running 295,000

batch jobs a night)

Network 316,000 IP addresses 5,600 trader turrets

Software 5'300 applications

Email 75'000 email accounts 7.4 million emails/day (whereof 2 million spam)


About me

James Walker, Managing Director (senior manager) at Credit Suisse BA Economics University of Newcastle Upon Tyne Started as a programmer for the family software business Joined Walt Disney Studios as a programmer in 1990 but soon

became the IT infrastructure manager Joined JP Morgan as network manager in 1995 and was outsourced

to CSC in 1997 (occupational hazard of working in IT) Lots of interesting jobs at CSC, business development, line

management. Joined Credit Suisse in 2005 as a Director – Head of Networks.

Promoted to MD January 2007 Set up the IT wide program office in 2009 Moved to a new role as head of IT Strategic Sourcing in January

2011 ……….. I’ve had an interesting and varied career in IT and I’m only

half way through……….


What is Project/Program Management?

Project Management is the discipline of planning, organizing, securing and managing resources to bring about the successful completion of project goals and objectives.

A project is a temporary endeavour, having a defined beginning and end, undertaken to meet unique goals and objectives.

A project is successful if it meets its scope, time and budget in an optimal way.

Program managers deliver a group of closely related projects that result in an aggregate outcome.

Project managers are responsible for delivering individual projects. Project Management Offices (PMOs) typically manage the process

of delivery e.g. tracking metrics, and dependencies between workstreams.

Project managers generally use a project management methodology to guide their work.


The Relationship between Project Management and Organisational Strategy

Source: The Standard for Portfolio Management—Second Edition©2008 Project Management Institute, Inc. All rights reserved.

Portfolio Management

links Programs / Projects


Credit Suisse IT Governance Example; Portfolio / Program / Project Management

Project SuppliersProgram Provider

IT ProgramManager

BusinessProgram Manager

Program SponsorProgramSteeringCommittee

IT P

rogr

am

Body Business roles IT roles

Project SuppliersProgram Provider

IT ProgramManager

BusinessProgram Manager

Program SponsorProgramSteeringCommittee

IT P

rogr

am


Project SuppliersProject Provider

IT ProjectManager

BusinessProject Manager

Project SponsorIn ProgramSTC /dedicated

IT P

roje

ct


Project SuppliersProject Provider

IT ProjectManager

BusinessProject Manager

Project SponsorIn ProgramSTC /dedicated

IT P

roje

ct


Busi

ness

/ IT

IT C

OO

, IT

Arc

hit

ect

ure

, IT

Str

ate

gy

Owner

Planning, monitoring & control Performance, time, resources, costs Project organization Communication Documentation

Governance, Methods, Standards Strategic direction & alignment Budget planning and financial

controlling Book of work Resource management

Approvals of project status Dependencies, Synergies Optimize Project-Portfolio Resource management Monitor & control

Strategy & Portfolio management

IT Programs

IT Projects


A Few Words On Project Methodology

Traditional project management methodology (waterfall) provides a framework for managing the typical stages of a project. e.g.;– Requirements– Analysis– Design– Build– Test

Waterfall methodologies are well suited to large systems integration projects where the scope is well known

“Extreme Project Management” techniques (iterative, agile) are increasingly being used where human interactions need to be maximised e.g. where initial solution is unclear and where speed and flexibility are paramount.


A Typical Waterfall Project

Projects are organised into phases. Each phase is broken down into deliverables.Resources, costs, dependencies, timelines etc are estimated and tracked… The assumption is that you know enough to be able to do all of this …The theory is that good initial specifications will lead to a satisfactory outcome


Waterfall projects often require expensive rework

Boehm’s Cost of change

Requirements Analysis Design Build Test

1. We try to Prevent rework

2. We make mistakes & learn as we do the project

3. Rework happens at the most expensive time

4. Testing duration unpredictable &

50%+ of total

5. We often de-scope or run-late

6. Not testing,

REWORK, in practice

Source: Vision Consulting


Agile techniques break down big projects into small, stand-alone deliverables or “increments”

Great for applications (e.g. trading) where there is lots of scope for interaction with

users and the requirements are subject to constant change.Less effective for large systems integration projects with multiple

interfaces to otherSystems e.g. A general ledger


Project management is about delivering change

Change in large organisations is difficult– Successful change must be aligned to strategy. Are we doing the right

thing?– How do we best deliver the change? Are we doing things right?– What are the risks? Can we predictably deliver what our customers

want? Do they know what they want? What happens if they change their minds?

– How do we bring people with us? What are the vested interests that this change will attack?

– Do we have the skills? What is the right mix of internal/external resources?

Successfully managing large enterprise projects requires constant communications, compromise, pragmatism, attention to detail and a focus on outcomes.

Projects fail for a number of reasons, but mostly because change are not effectively managed


Good project managers have to be multiskilled

Vision and Strategy Establishing direction Aligning people Communicating Negotiating Motivating and inspiring Influencing organizations Overcoming barriers to

change Planning Financial management Managing people Corporate politics Adaptability

Technology savvy Organisational Development Delegation Team Building Conflict Management Solving Problems Writing Listening Speaking Presenting Media Relations


Some things they don’t teach you at university 1

First, get the job– Choose the right firm as much as the right role– Tailor your CV, it’s your marketing tool. Make it interesting.– Show what skills you have and their relevance. Show an interest

in the subject– Demonstrate you are multi-faceted and are well organised– If possible, find a way of making yourself known to the decision

maker– Research the company and demonstrate your commitment by

asking intelligent questions– Lose the silly haircut and wear a suit. If your individuality is

important to you, learn how to be poor. – Delete embarrassing pictures on Facebook!


Some things they don’t teach you at university 2…

Second, do well, get promoted and have a great career– Learn how to get up early and show up every day– Make friends rather than enemies but don’t be a walkover– Be flexible and adaptable– Take risks whilst you can– Dress and act like your boss– Do your bosses job for him/her so that you become a natural

successor– Be a franchise player– Don’t complain, don’t bring a problem without a solution– “I’m not getting paid for this” is a career killing attitude– Time your moves, don’t get stuck in a rut– Companies ultimately exist to make money for their shareholders.

Constantly question the value you are creating and look for ways of impacting the bottom line.


Any Questions?

credit suisse securities (europe) limited project management and other things james walker january...

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