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

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2

Financial Models – Net Present Value and Payback Method

Selected Methods

2

Non-Financial Models - Multi Weighted Scoring Matrix

Selected Methods

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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

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Defining Planning Executing Delivering 2

Project Life Cycle

Defining the Project

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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

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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

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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

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Time and Cost Estimations

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Managing Risk

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Gantt Chart

Resource AllocationBefore Levelling: 230 days

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After Leveling: 237 days

Executing

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3

Tracking Gantt Chart (Jul-16)

Earned Value Chart

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Indexes Period

$0.00

$50,000.00

$100,000.00

$150,000.00

$200,000.00

$250,000.00

$300,000.00

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ACWP BCWP BCWS

Actual Cost Linear (ACWP)

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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

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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

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1 2 3

Va

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Time Period

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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?

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