ICT Program and project Management in financial Industries

General conditions and methods

Dr. Frank Stumpe.

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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

General Conditions of ICT in financial Industries

Security Risk

Tracking Reporting

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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

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Low Service Level Agreement Methods (LoLa)

Agile program management

Program Management Circle Agile (PMCA)

ICT Program Management in financial sector

What does this means?

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

Details methods Examples

Program Management Circle Agile (PMCA)

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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

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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

Initialisation

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Planned: Management, Pre-studies, conditional buy, etc

1ST ITERATION

Define first possible projects

Define portfolio

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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)

Detailing scope: first reduction

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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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Iterative incremental definition

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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

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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

3RD – 7TH ITERATION

Agile development (user story → sprint back-log item → development)

Further detailing scope, RFI/RFP

Contracting 2 packages, design integration order infrastructure

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Penalization of RFI/RFP, development, infrastructure and design

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8TH ITERATION

Christmas

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9TH ITERATION

Agile development (user story → sprint back-log item → development)

Build or Buy, RFP of contractor, cost estimation development

Contracting changes on packages

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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

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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

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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

10TH TO 17TH ITERATION

Agile development (user story → sprint back-log item → development)

Changes on packages

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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

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What have we done in practice

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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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Any Questions? 63