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ICT Program and project Management in financial Industries
General conditions and methods
Dr. Frank Stumpe.
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/09
/20
13
2
Agenda
• Agenda
• Introduction
• General Conditions of ICT in financial Industries
• ICT Program Management in financial sector
• Agile program management • Program Management Circle Agile (PMCA)
• Briefly view:Project management • High Service Level Agreement Methods (HiLa)
• Low Service Level Agreement Methods (LoLa)
• What have we done in practice
Program Management Circle Agile (PMCA)
Central theme
General Conditions of ICT in financial Industries
Preview overall methods used at
Program Manager
Tool kit
• Introduction / ICT / Frank Stumpe • General Conditions for IT management in the financial services sector
Program management at . For this I would have a number of questions that would be exciting for the discussion with students:
• - What is meant by ICT in program management? The tasks included - What the ICT meant by Agile Program Management? - Why does the ICT Program Mgmt. agile? Do not speak the previously imposed conditions of the financial environment against -? Security are not addressed all of the programs agile? Which and why? ? - How is the coordination of traditional and agile projects run by the program management? Brief insight into the project management at ICT. Again, there's starting points for discussion with the students: - How is the combination of program and project management starts at ICT made? ? - What are the implications of the Agile program management for project management - What exactly are and how important the hilar and Lola? Agile application of program management (including methods used) using the example
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Who am I? • Frank Stumpe
• Program Manager • Married with 3 children
• Actual: • CRM Corporate Banking • Commercial Finance • CSOB Lease • Fraud and money laundry systems Federal Police • Development E2E Enterprise Services
• Main milestones Training • PhD Engineering (RWTH Aachen)
Project Management in complex and cybernetic systems
• Main milestones professional • CEO IPS Ltd Sofia, Bulgaria • DEN European Commission DG7 Transport and Energy • Docent Project management RWTH Aachen / TU Zürich
• Contact
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General Conditions ICT in financial industries: Security • Security
• HackerWatch.org
• 24 hours: 7,198,762
• 7 days: 52,973,944
• 30 days: 98,932,530
Bank transactions are
number two on the list of
attacked branches
behind governmental
institutions
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General Conditions ICT in financial industries: Risk
• Risk
• Banks do not work with their own money
• For each risk in a process or product a risk-capital is necessary (Tier-1: 11% ≈ 2*109 €)
• Product risk
• Process risk
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General Conditions ICT in financial industries: Tracking • Each activity will be tracked within
financial industry
• Defending money laundry and fraud
• Defending irrepealably activities
• Defending handling stolen data
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General Conditions ICT in financial industries: Reporting
• Each bank has to report quarterly
• Impact on
• Shareholders
• Marked value
• Capital structure
• Legally obligated financial numbers
Consequences of the General Conditions • Ensure that all your software is secure
=> long testing periods => destructive testing
• For each risk you have to reserve risk capital => know your risks as soon as possible => design precise and in advanced
• Make sure that you know at each moment each activity => expensive tracking programs => double databases one for operation and one for tracking
• Allow as much as possible automated reporting => humans can make differences between report n and n-1
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The only way to take care about these conditions: Classic waterfall method
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Classic waterfall method
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
designV2
Technical
designV2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / ProjectIdea
ClarificationPrestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
designCBD-UML
Functional
designCBD-UML
Technical
designCBD-UML
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New approach in project delivery (2005 we got permission to use Agile programming)
All core systems are to be delivered in High secured delivery with HiLa and waterfall approach
All non-core systems can be delivered with faster delivery with LoLa projects and agile approach or High secured delivery
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
designV2
Technical
designV2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / ProjectIdea
ClarificationPrestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
designCBD-UML
Functional
designCBD-UML
Technical
designCBD-UML
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
designV2
Technical
designV2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / ProjectIdea
ClarificationPrestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
designCBD-UML
Functional
designCBD-UML
Technical
designCBD-UML
Responsibilities of a Program Manager (1/2)
• Program Management = Portfolio Management • Official:
• Independent programme design and structure, in consultation with the business will propose sensible scope, organisation and project phasing, all this in line with the strategy outlined for the business and Group.
• The end-to-end management of the programme including the planning (phasing, milestones), money (budget), information (agreements concerning reporting and communications), organisation (composition of the team, escalation structure) and quality (quality requirements, test planning etc.).
• Management of the project leaders and as appropriate also team members working on other people's programmes (BANs, TANs, project team members, etc.). This is primarily management on tasks, but people management will also be important, and will also involve coaching project leaders in working together, communication, and providing input for evaluations.
• Take responsibility for the quality of the work delivered, for documenting SLAs and for transferring the results delivered to the existing organisation.
• Reporting on the progress of all components of the programme to the programme steering committee; reporting will cover management aspects as well as the programme contents. His/her contribution will ensure that the steering committee is well-prepared.
• Play an active role in the implementation of the programme. Take the necessary action to ensure that the “change” is implemented smoothly. Act as contact person for dealing with problems arising during the programme and also during the guarantee period.
Responsibilities of a Program Manager (2/2)
• This means: • Entrepreneurship • Customer focus • Decision-making • Achieving goals • Efficient organisation • High level of experience and training • Analysis • Shaping vision • Innovating • Self-development • Sharing knowledge • Communicating clearly • Communicating persuasively • Cooperating • Building and using a network • Dealing with change • Constructive handling of stress • Promoting company interests • Encouragement and motivation • Appraisal and appreciation • Delegation and supervision
By the end the program manager is responsible to lead a multi skilled large team, sub-organized in projects to deliver according the requirements and rules a high quality and fitting solution for the customer
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Approach: Agile, iterative
Open
Projects Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary
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Steering
Committee
Aanpak: Steering Committee
Participants
Customer (decision makers)
ICT (decision makers)
Preparation
ICT (Lead): Program manager
Customer : Program manager
Task
Steering of the program
Definition priorities and projects
Decision taking
Redirecting program
Monthly meeting
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Project
Definition
Approach: Project definition
Task Design architecture
Preparation project charters and change Vision statements into projects
Definition of resources and processing time
Translating of decisions into requirements
Daily work
List of deliverable and details adapted according order
Nr. Description In scope
1 Eco System Customer PD
2 Information model PD
3 Process Model PD
4 Service Model PD
5 Use cases / User stories PD/WE
6 Prototype in Visio WE
7 Data model in Visio to generate a script for the data model WE
8 Extra documents of the client WE
PD: Project definition
WE Work execution
Project definitie
Functioneel design
Kosten
Doorlooptijd
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Project
delivery
Approach: Project delivery Task
Development of the requested functionalities
Daily processing Faster delivery with LoLa projects and agile approach
High secured delivery with HiLa and waterfall approach
Time and material budgeting Project budget according consumptions with target max
Yearly budget envelop
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
designV2
Technical
designV2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / ProjectIdea
ClarificationPrestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
designCBD-UML
Functional
designCBD-UML
Technical
designCBD-UML
Delivery
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Project
evaluation
Approach: Project evaluation Task
Evaluation of delivered tasks, projects, software, solutions, etc according predefined value system
Preparation PMSC
Monthly meeting
Value system
Don’t
Lage prioriteit Hoge prioriteit
Strategisch
Business Valuehigh
Don’t
low priorities High priorities
Strategic
Co
mp
lex
itie
s High
Low
LowA2EA2E BudgetBudget TimingTiming
FunctionalitiesFunctionalities ProgramProgram
SteeringSteering
SecuritySecurity RiskRisk TrackingTrackingReportingReporting
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Budget
envelop
Approach: Budget envelop Budget envelop
Basic principle 1: ICT takes the commitment to provide the necessary and skilled resources to execute the program in cooperation with the customer in time and material modus
Basic principle 2: The customer takes the responsibility to define necessary requirements to steer the provided resources and agrees to follow the architectural advices of ICT.
-500
0
500
1000
1500
2000
2500
3000
3500
4000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal budget
Totaal ACT
Totaal planned
Totaal Free
Briefly view: Project management
High Service Level Agreement Methods (HiLa)
Low Service Level Agreement Methods (LoLa)
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High Service Level Agreement Methods (HiLa)
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
designV2
Technical
designV2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / ProjectIdea
ClarificationPrestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
designCBD-UML
Functional
designCBD-UML
Technical
designCBD-UML
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Detailed methods (anonymous) • Program scope (portfolio management)
• Budget tracking with free/reserved budget
• Project organization
• Time schedules
• Change management
• Issue and Risk management
• Communication management
• …
Initializing the Program
• Definition of the organization • What are the decision bodies
• What are the communication channels?
• How to manage the scope • Risk, issue and scope changes
• Scope reduction, scope extensions
• What are the timings • Overview planning
• Detail planning
• Definition of the budget • What is the budget
• How to follow up the budget
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Examples
Core-CRM
Project organization,Project modelPMSC
Internal
PMSCExternal
PMSC
Interfaces/Infrastructure
CIF/PSN
Excel
CAS/VRS
Excel
CRIMS
ExcelExcel ORG ID2
BO/Excel
BO-profitability
BO
BO-profitability
PSC
Lotus
Internal PSC External PSC
Monthly
Weekly
Package Reports
Business Projects
M014004
Infrastructure POM CRM
Karen Wyns
M014019
POM-CRM-core application
Frank Stumpe
M014277
Quality insurance project POM-CRM
Frank Stumpe
M014284
Program and Project management
POM-CRM
Frank Stumpe
M014480
POM-CRM Interfaces
Nico Vermassen
M014277
Overall Testing
Barbara Rochus
M014277
Consolidated Analyses
Dirk Mussen
M01427
Maintenance acquisition
Marc Swerts
Avanade
integrator
Project Organization, hierarchical model
Corporate banking BE
CBI
Corporate banking BE
CBI
KBC ICT ServicesKBC ICT Services
Program
TrackTrack TrackTrack Track
Work-streamsWork-streams Work-streams
ActivitiesActivitiesActivities Activities ActivitiesActivitiesActivities
Projects
Work-streams
Organizations
Hierarchical model
Committee model
Track-Activity-Project model
Staff/Resource-chart
Test Model
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Project organization
Customer ICT SERVICES
PMSC
PgM
Decision maker Decision maker
Bilateral meeting
two weekly
meeting
Bilateral meeting
monthly
Adviser
Track Track Track Track
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Communication and Information management
Communication management
Naming conventions
Used wordings/ glossary
Communication archiving
Processes and timings
Information management
“Wall of fame” => A0 print of the project
User-experience
Intra-Net sites
News-letter
Publications
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Issue and Risk management
• Issue management
• Issue: not pre-know attention point
• Risk: not pre-know attention point
• Follow-up with PMI-database
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Change management
• Change management
• Defined process Requester->Evaluation->Decision->Execution
• Follow-up E.g. Requester, functionality, area, budget, etc
• Templates allows fast processing
Change Creation
Change EvaluationCRF
Change Owner Delivery PL PSC PMSC
Evaluated
CRF Change Proposition
To
PMSC
Proposed
CRF
End
Change Decission
GO/
NOGO
Decided
CRF
OrderEnd
Decided
CRF
OrderEndChange
Implementation
Dircet
Change
Change
request
number
Change request description: Avanade Date: Source: Type:Priority
:Status
Budget
(md) Budget (€)
1 VRS detail N 7/10/2009 Feed VRS Scope increase High closed - €
2 Mail integration LoNo-CRM Y 26/10/2009 New Lotus Notes Integration mailScope change High accepted on PSC 12.750,00 €
3 Remove 2 risk flows N 18/01/2010 Feed Risk data Scope decrease Low closed
4 CIF Filtering Package Y 28/01/2010 Scope increase High accepted on PMSC 10 8.500,00 €
5 CIF/PSN Migration Y 28/01/2010 Technical Change (db to txt) Scope change High accepted on PMSC 3 2.550,00 €
6 Additional User Roles Y 23/01/2010 Scope increase High accepted on PMSC 2 1.700,00 €
7 Import Segment-values for Company MigrationY 15/02/2010 Scope increase Low accepted on PMSC 7 5.950,00 €
8 Additional Support and fixing due to EAI Y 19/02/2010 EAI delay Budget increase High accepted on PMSC 5 4.250,00 €
9 Scripted Installation Y 28/01/2010 Additional Support of AVA Scope increase Low declined tbd
10 Environment Support on DEV during Training PhaseY 28/01/2010 Additional Support of AVA Scope increase Low declined tbd
11 Reports on Report Usage Y 28/01/2010 Extended Functionality Scope increase Low declined tbd
12 Auto-erase Business-created Reports Y 28/01/2010 Extended Functionality Scope increase Low declined tbd
13 Extention of the availibility of ICT for testing N 24/02/2010 leave VBU Scope increase High 40
14 Additional workload for infrastructure fixing N 22/02/2010 Escalated risks infrastructure Scope increase High 21,3
15 Bulk PR Beneficary Assignment Y 15/02/2010 Extended Functionality Scope increase Low accepted on PMSC 3 2.550,00 €
16 ORG Migration Y 5/03/2010 Technical Change (db to txt) Scope change High Initiated 3 2.550,00 €
17 Handle Invalid ExportMode Y 28/05/2010 Scope increase High Initiated
18 Primary Commercial Group Y Scope change Initiated
19 <POM-CRM>
20 <POM-CRM>
21 <POM-CRM>
22 <POM-CRM>
23 <POM-CRM>
24 <POM-CRM>
25 <POM-CRM>
26 <POM-CRM>
Change Request follow-up
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Budget follow-up in practica (1/3)
Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
ACT totaal 0 0 80 160 230 230 330 410 410 410 560 710 860 885 965 1015 1070 1070
Blokked total 0 350 400 380 380 380 380 810 810 810 1130 1160 1085 1085 1095 1045 1070 1070
Delta Pld-(ACT+ETC) 0 0 0 20 20 0 0 -30 0 0 -20 -50 -75 -75 -10 20 0 0
Pld 0 250 250 250 250 150 150 150 0 400 400 400 400 400 200 180 185 0
ACT 0 0 80 160 230 0 100 180 0 0 150 300 450 475 80 130 185 0
ETC 0 250 170 70 0 150 50 0 0 400 270 150 25 0 130 30 0 0
Reserved 0 100 150 150 150 0 0 400 400 0 300 300 200 200 0 0 0 0
Free 1000 650 600 620 620 620 620 190 190 190 -130 -160 -85 -85 -95 -45 -70 -70
Totaal 500 500 500 500 500 500 500 500 500 500 500 370 340 415 415 405 455 430 430
ACT totaal 0 50 100 150 200 200 200 200 225 250 300 329 350 350 350 350 350 350
Blokked total 0 200 200 200 200 200 200 350 350 350 350 350 350 350 350 350 350 350
Delta Pld-(ACT+ETC) 0 0 0 0 0 0 0 0
Pld 0 200 200 200 200 0 0 0 150 150 150 150 150
ACT 0 50 100 150 200 0 0 0 25 50 100 129 150
ETC 0 150 100 50 0 0 0 0 125 100 50 21 0
Reserved 200 0 0 0 0 0 0 150 0 0 0 0 0 0 0 0 0 0
Free 300 300 300 300 300 300 300 150 150 150 20 -10 65 65 55 105 80 80
Totaal 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000
ACT totaal 0 0 0 180 365 555 725 905 905 1095 1285 1496 1678 1903 2002 2002 2002 2002
Blokked total 800 800 800 900 900 900 2100 2055 2035 2035 2035 1905 1905 1943 2002 2002 2002 2002
Delta Pld-(ACT+ETC) 0 0 0 0 0 0 0 -5 0 0 0 0 -38 -97
Pld 0 0 0 900 900 900 900 900 1130 1130 1000 1000 1000 1000
ACT 0 0 0 180 365 555 725 905 190 380 591 773 998 1097
ETC 0 0 0 720 535 345 175 940 750 409 227 40 0
Reserved 800 800 800 0 0 0 1200 1150 1130 0 0 0 0 0 0 0 0
Free 1200 1200 1200 1100 1100 1100 -100 -55 -35 -35 -35 95 95 57 -2 -2 -2 -2
Totaal budget 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500
Totaal ACT 0 50 180 490 795 985 1255 1515 1540 1755 2145 2535 2888 3138 3317 3367 3422 3422
Totaal planned 800 1350 1400 1480 1480 1480 2680 3215 3195 3195 3515 3415 3340 3378 3447 3397 3422 3422
Totaal Free 2500 2150 2100 2020 2020 2020 820 285 305 305 -145 -75 75 37 -42 58 8 8
Tra
ck 1
Tra
ck 2
Tra
ck 3
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Budget follow-up in practice (2/3)
-200 -100
0100200300400500600700800900
100011001200130014001500160017001800190020002100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal
ACT totaal
Free
Blokked total
-200 -100
0100200300400500600700800900
100011001200130014001500160017001800190020002100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal
ACT totaal
Free
Blokked total
-200 -100
0100200300400500600700800900
100011001200130014001500160017001800190020002100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal
ACT totaal
Free
Blokked total
Scope reduction
Communicating projects
FT/FP
Scope reduction
Scope according budget
Project with flexible budget
Project with flexible scope
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Budget follow-up in practica (3/3)
-500
0
500
1000
1500
2000
2500
3000
3500
4000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal budget
Totaal ACT
Totaal planned
Totaal Free
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Budget gevolgen Totaal overzicht
- €
500.000,00 €
1.000.000,00 €
1.500.000,00 €
2.000.000,00 €
2.500.000,00 €
3.000.000,00 €
3.500.000,00 €
4.000.000,00 €
4.500.000,00 €
Janu
ary
Febru
ary
Mar
chApr
il
May
June Ju
ly
Augus
t
Septe
mbe
r
Octob
er
Nov
embe
r
Dec
embe
r
Janu
ary
Febru
ary
Mar
chApr
il
May
June Ju
ly
Ontwikkeling
Kosten
Totaal
The total budget reduced by 25%
Increase functional requirements within packages
(buy)
Decission: delivery an significant part as package
(buy)
Development follows cost
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Time schedules
• Time schedules
• OTS (Overall Time Schedule)
• DTS (Detail Time Schedule)
• Time lines
• Release-Planning
Design core processes from Mission Statement
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Management and pay-out dividend
Management and shareholder advantages
Management shareholder involvement
Support and sponsoring of social
projects
Publicity of
Cera
Operational
processes
Management Processes
Design an Ecosystem
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ud Eco-systeem
1.1.1 Kern Processen
(Potentiële) Vennoot
(a1.0)a1.0 Beheren Vennoten &
uitbetalen Div idend
1.1.3 Ondersteunende
Processen
1.1.2 Management
Processen
(a2.0)a2.0 Verstrekken
Vennotenv oordelen
(c3.0)c3.0 Bepalen Thema's &
Voordelen
(a4.0)a4.0 Ondersteunenmaatschappelijke
projecten
(b1.0)b1.0 Jaarlijkseconsolidatie &
afsluiting BH
(c2.0)c2.0 Beheren &
ev alueren budgetten
(b4.0)b4.0 Ondersteunen Cera
organisatie HR/IT
(b2.0)b2.0 Beheren
algemene kosten &betalingen
(c1.0)c1.0 Beheren stabiliteit &ontwikkeling KBC groep
KBC Groep
(a3.0)a3.0 OrganiserenInspraak & BRS
werking
Vennoot
Externe DeskundigeRAR-lid
Vrijwilligers
Partners
Business & Society
Belgium
Netwerk Duurzaam
Leuv en
VOSEC
(b3.0)b3.0 Beheren relatiesexterne Organisaties
KBC/CBC Bank
HIVA
CES-UL
Joker NV
Liv ing Stone
Coöperatie
Jonge Vennoot
(c4.0)c4.0 DagelijksManagen Cera
Organisatie
Cera Comité
Dagelijks Bestuur
Cera
Managementcomité
Cera Medewerker
KBC IT Medewerker
(a5.0)a5.0 Kenbaar maken
Cera
Rev isor
NRC
Projectorganisatie
PubliekHandelaar/DVN
(Omni-lev el)
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Approach: Agile, iterative
Open
Projects Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary
2ND ITERATION
Detailing scope (Process → high level user story)
First agile project: Propose and scope (high level user story → user story)
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ad Ondersteunen Nationale Projectwerking
Partner/Experten/Projectorganisatie(s) Cera Coördinator/Directie Project Stuurgroep/Adviesgroep Domeinstuurgroep
Start
Inkomende vraag v/d
partner/sector (reactief)
(2.0)Positioneren
projectaanv raag inCera kader
(2.0)
(3.0)Coördineren &
tussentijds opv olgenproject
Projectvoorstel concreet
(3.0) (3.0)(3.0)
(4.0)
(5.0)
Einde v/d betrokkenheid van Cera
Aanv raagformulier v oor
steun Nationaal Project
(1.0)
StartInitiatief van
Cera (pro-actief)
(1.0)
(2.0)
Contract
(1.0)Onderzoeken
MaatschappelijkeBehoeften
Start v/h project
Beslissingsnota
Nationaal Project
Inhoudelijke & financiële
rapportering
Uitbetaling schij f
VerslagKilometerv ergoeding
Herinnering
Project beëindigen?
Project tussentijds geëvalueerd
(4.0)Ev alueren v /h Project
(5.0)Organiseren nazorg
project
(5.0) (5.0)
Project afgesloten en geëvalueerd
Project geheel op eigen benenBeperkte
financiële steun
Projectidee vereist extra onderzoek?
(1.0)
Starten vervolgproject?
(4.0)
Uitnodiging-
Agenda
Nota Manco
[ja]
[neen]
[ja]
[neen]
[neen]
[ja]
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ad Ondersteunen Nationale Projectwerking
Partner/Experten/Projectorganisatie(s) Cera Coördinator/Directie Project Stuurgroep/Adviesgroep Domeinstuurgroep
Start
Inkomende vraag v/d
partner/sector (reactief)
(2.0)Positioneren
projectaanv raag inCera kader
(2.0)
(3.0)Coördineren &
tussentijds opv olgenproject
Projectvoorstel concreet
(3.0) (3.0)(3.0)
(4.0)
(5.0)
Einde v/d betrokkenheid van Cera
Aanv raagformulier v oor
steun Nationaal Project
(1.0)
StartInitiatief van
Cera (pro-actief)
(1.0)
(2.0)
Contract
(1.0)Onderzoeken
MaatschappelijkeBehoeften
Start v/h project
Beslissingsnota
Nationaal Project
Inhoudelijke & financiële
rapportering
Uitbetaling schij f
VerslagKilometerv ergoeding
Herinnering
Project beëindigen?
Project tussentijds geëvalueerd
(4.0)Ev alueren v /h Project
(5.0)Organiseren nazorg
project
(5.0) (5.0)
Project afgesloten en geëvalueerd
Project geheel op eigen benenBeperkte
financiële steun
Projectidee vereist extra onderzoek?
(1.0)
Starten vervolgproject?
(4.0)
Uitnodiging-
Agenda
Nota Manco
[ja]
[neen]
[ja]
[neen]
[neen]
[ja]
cd BDOM-Projecten Regionaal
Regionaal Project
Project
1.3.1 BDOM-
Inspraak::Regio
1.3.1 BDOM-
Inspraak::
Regionale
adv iesraad (RAR)
1.3.1 BDOM-
Inspraak::
Betrokkene RAR
1.3.6 SDOM-Persoonsinfo::
Natuurlijk_Persoon
- burgerli jke_staat: Param
- familienaam: String
- geboortedatum: Datum
- geboorteplaats: enumCity
- geslacht: Parameter
- voornaam: String
1.3.1
BDOM-
Inspraak::
RAR-lid
1.3.1 BDOM-
Inspraak::
Kandidaat RAR-lid
Betrokkene
Project
Steunbedrag
Aanv raag
- type: enumAanvraag
1.3.6 SDOM-
Persoonsinfo::
Persoons-Relatie
- omschrijving: String
- tot: Datum
- van: Datum
Betrokkene
Aanv raag
1.3.6 SDOM-Persoonsinfo::
Partij
- Communicatietaal: String
ProjectOrganisatie/Partner
Peter/Meter
Positie
1.3.5 SDOM-
Financieën::
Schuld v an Cera
naar Derde
Basisbudget
Stedelijk budget
Ov ergedragen budget
constraints
{BeperkingBudgetoverdracht}
Werkingsbudget
Regio
1.3.5 SDOM-
Financieën::
Bestemmingsdetail
Verrichting
1.3.5 SDOM-
Financieën::
Betaling-uit
1.3.1 BDOM-
Inspraak::(Regio)-
Adv iseur
Sympathiebudget
Budget Wallonnië
0..*
1
1
1
1
1
+Steunverlener
1..*
0..*
0..1
1
0..*
1
0..1
0..*
0..1
0..*
1
0..*
I N R
Registreren en raadplegen aanvragen tot steun Registreren van planning, vermoedelijke
timing, objectieven, projectplanning inclusief
activiteiten en partners (zie aanvraag
document voor details), eventueel koppelen
aan een uit te voeren studie.
Nieuwe projecten moeten kunnen worden
aangemaakt op basis van een type
project/template.
Link naar oorspronkelijke aanvraag moet
opgeslaan, zodat men hier later altijd
makkelijk kan naar terug refereren.
Inclusief import van website en link naar OCR
documenten 9 44,55
X X X
9 44,55
Valideren aanvragen tot steun m.b.v. checklist Aanvragen worden gevalideerd m.b.v. lijst van
voorgedfinieerde criteria en worden een status
toegekend. Inclusief automatisch check dat
vorige aanvraag 3 jaar geleden is, met
verwijzing naar vorig dossier. 6 29,7
X X X
6 29,7
Registreren van beslissing omtrent aanvraag tot steun Status van project in aanvraag wijzigt naar
project geïnitieerd. Peter/meter wordt
geregistreerd. Historiek wordt bijgehouden. 2 9,9
X X X
2 9,9
Opmaken overeenkomst (contract)
Genereren van contract met o.m. reeds
geregistreerde info, eventueel aangevuld met
opmerkingen manco, timings, uitbetalen
schijven en financierings en
communicatievoorwaarden. 10 49,5
X
8 39,6
Plannen en voorbereiden van activiteiten, o.m.
projectbezoek, vergaderingen, opleidingen en andere
Registreren en plannen van activiteiten en
taken zoals vergaderingen binnen het kader
van een studie of een project. En genereren
van een adressenbestand. 12 59,4
X X NA
12 59,4
Raadplegen, evalueren en opvolgen van het project,
incl. uitvoeren van audits en rapportering, OCR
verwerking en doc. beheer , raadplegen van projecten
op internet portaal
Raadplegen van de projecten,
Opstellen en genereren van een
opvolgingsdossier, inclusief rapportering aan
domeinstuurgoepen op basis van informatie
die door de projecten worden aangeleverd:
inhoudelijke, financiële rapportering inclusief
facturen.
Bij het uitblijven van rapportering moet een
herinnering worden gestuurd. 22 108,9
X X X
22 108,9
Uitbetalen aan het project Genereren van een document met alle
noodzakelijke informatie voor de boekhouding
voor het uitvoeren van een boeking en
uitvoeren van een betaling. 5 24,75
X X X
5 24,75
Beheren externe en interne communicatie Beheren van welke info wanneer via welk
kanaal werd verspreid: vanuit perspectief van
project en kanaal. Inclusief het plannen van
toekomstige communicatie, aangeven via welk
kanaal en wanneer er iets over een project
moet verschijnen. 2 9,9
X X X
2 9,9
Beheer publicaties: raadplegen, bewerken en
verwijderen
Beheer publicaties: raadplegen, bewerken en
verwijderen 2 9,9
NA
0
Opvolgen inschrijvingen, bestellingen en betalingen Opvolgen van de verkoop van publicaties en
inschrijvingen op activiteiten. 2 9,9
NA NA
0
Opmaken, beheren en rapporteren m.b.t. budgetten Opstellen van een budget en opvolgen van het
budget m.b.v. rapportering. Cfr. Huidig beheer
in MaatPro en RegPro 6 29,7
X X X
6 29,7
Beheer contacten 2 9,9 X X X 2 9,9
Beheer regiogegevens (overzicht en detail) en
samenstellen supraregio´s, locaties,
interessegebieden, tarieven km. vergoeding,
ontslagredenen en boekhoudcodes. 9 44,55
NA X X
9 44,55
Registreren en raadplegen behoeftenstudies Registreren van een minimaal aantal
gegevens in het kader van een uit te voeren
studie. (domein, partners, experten en budget)
3 14,85
NA X NA
3 14,85
Opvolgen en rapporteren m.b.t. een behoeftenstudie Tussentijdse opvolging en evaluatie van een
studie, met mogelijkheid tot rapportering. 2 9,9
NA X NA
2 9,9
Samenstellen leden domeinstuurgroepen. Beheer domeinen en thema´s en
samenstellen leden domeinstuurgroepen. 2 9,9
NA X NA
2 9,9
Beheren van experten Experten kunnen eveneens gekoppeld worden
aan een onderzoek naar behoeften of een
concreet project. 1 4,95
NA X NA
0
Baseline PrioritisationAlgemene functionaliteit m.b.t. project administratie
Specifieke functionaliteit m.b.t. nationale projecten
User
Stories
11
/09
/20
13
51
Approach: Agile, iterative
Open
Projects Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary
3RD – 7TH ITERATION
Agile development (user story → sprint back-log item → development)
Further detailing scope, RFI/RFP
Contracting 2 packages, design integration order infrastructure
11
/09
/20
13
52
8TH ITERATION
Christmas
11
/09
/20
13
54
9TH ITERATION
Agile development (user story → sprint back-log item → development)
Build or Buy, RFP of contractor, cost estimation development
Contracting changes on packages
11
/09
/20
13
55
Facing the problem: a dilemma
• In-house tailor-made development
+ Fit into processes
- High cost for development
• Buy packages
+ Cheaper investment cost
- High cost for process changes and less user acceptance
• Change packages
+ Medium investment cost
- Cost for process changes and not as needed user acceptance
11
/09
/20
13
56
Solution for the dilemma
• Change packages and extend the tailor-made software
• Buy of changes within one package • Buy with FT/FP/FS
• Extend the functionalities of the tailor-made software • Build in T/M
11
/09
/20
13
57
11
/09
/20
13
58
Approach: Agile, iterative
Open
Projects Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary
10TH TO 17TH ITERATION
Agile development (user story → sprint back-log item → development)
Changes on packages
11
/09
/20
13
59
Final delivery
• Contraction changes on package
• Development in T/M with 1 developer according priorities
• Program evaluation
• Program roadmap
• Possible extensions
• List of not developed items
11
/09
/20
13
60
What have we done in practice
11
/09
/20
13
61
Communicatie
Persoonsinfo Budget &
Facturatiebeheer
Voordeelbeheer Inspraak
Popsy Opgeleverd
Strategisch Mgt. Boekhouding
Projectwerking
LoLa Opgeleverd
LoLa Opgeleverd
Website & Portaal Opgeleverd
BO In An.
DMS Opg.
ThankQ Opgeleverd
In Oplevering
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