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Australian Institute of Project Management
Technology Enabled Project Engagement Process
Dr. Chris StevensProgramme DirectorGroup Technology
Commonwealth Bank of AustraliaTuesday, 15th October 2002
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What is Zip - A Common Lifecycle Framework
The Zip Lifecycle Framework is not…
“a revolutionary new way of engaging………”
another IT&T methodology
a ‘silver bullet’
restricted to engagements between the Bank and EDS
is… the product of a joint Bank-EDS
initiative
a formalisation of proven practice on successful IT&T projects within the Bank
concerned with defining phase entry and exit criteria and a common terminology
aligned with the Bank’s PM Lifecycle and Project Investment Processes
relevant to all IT&T projects – EDS and other vendors
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What is Zip - Collaboration and Teamwork
Five Zip Guiding Principles
1 Full-lifecycle collaboration between business stakeholders and IT&T Vendors!
open, honest communication - no surprises
2 Understand the business drivers from the start, for example speed, cost, reliability
design the right solution, then deliver the solution right – first time
3 Collocate project team members from the outset where practical Together Everyone Achieves More
4 Joint project planning, requirements definition, and estimating a team-based activity to achieve a shared understanding
5 Assign the right people, to the right jobs, at the right time dedicated SME’s rather than thinly-spread generalists
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Start up Concept Build Implementation
It’s worth pursuing but...
about how much?
about how long?
and the benefits?
What do I really need?
What will it look like?
When will it be ready?
What will it really cost?
Let’s build it
Does it work?
Plan & Design
Let’s roll it out
Benefits
Let’s hand it over to the Business Teams
• Are we achieving our planned business outcomes and producing benefits
• What worked well?• Could we do it
better?
We have an idea
Is it worth pursuing
The Bank’s Project Management Life Cycle
How Does Zip Work? The KISS Principle
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Work Request or Work Plan
From the ‘Start Up Phase’ of the Bank Project Life
Cycle
EstimateDesign
Parallel Workstreams as required, depending on the content of the request
WorkshopStakeholder
Review
High-level Process Design
High-level Process Estimate
High-level Technology
Design
High-level Technology
Estimate
RFITechnology
Solution Paper
Concept Assessment
+ HLR
High-level Product Design
High-level Product Estimate
Product Definition
Paper
or
Concept Feasibility Request
Project Brief(if project funding
required)
Concept Phase Work
Plan
EDS SOW 0 (if EDS
involved)
EDS Best Practice,Technology Innovation
Concept Paper
Yes as a New Project
Yes as an Enhancement
No
End
Go?Concept
Feasibility Assessment
TechnologyGovernance
Gate 0
Concept Feasibility
Assessment Paper
SOW1
3rdParty
FRM
FRM
Process Definition
Paper
Detailed Plan D&P
Phase
Zip Framework - Concept Phase
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Concept Phase - Understanding on One Page
Process Business Outcomes• Scope of the concept or initiative is defined with its business and technology impact.
• Business outcome(s) defined and Business Benefits examined.
• Alternative technology approaches identified (EDS Best Practice, Technology Innovations and where appropriate 3rd Party alternatives).
• Recommendation made on whether the concept is worth pursuing to progress to the next project Phase.
Excludes• Documents required for submission to obtain financial approvals to proceed to the next
phase Design and Plan: Contents of Concept Paper (if project) or Work Request or Work Plan (if not a
project); Contents of Statement of Work (if EDS involved) or High Level Estimates.
• Any documents that are of a commercially binding nature.
SUB Process Deliverables Acceptance Criteria Prime Accountability Workshop Concept Assessment/ High Level
Requirements Clarity on scope, business outcomes And High Level Requirements Fit with Concept Feasibility Request (or if funding required Start Up Concept Paper) Details issues and basis of resolutions
Business Project Manager
Stakeholder Review Concept Assessment/ High LevelRequirements signed off
Concept Phase Work Plan signed off
Confirmation and acceptance of content of Concept Assessment/ High Level Requirements,and Concept Phase Work Plan
Details issues and basis of resolutions
Business Project Manager
High Level Product/ProcessDesign and Estimates
Product and/or Process DefinitionPaper
Details at a sufficient level to: Understand business process impact and technology requirement(s) Include cost, time, resource and benefit estimates (at a predetermined level/ range of
accuracy – see below) Define transition strategy from exiting to new process model with timeframes Cover Design & Plan, Build, Implementation and Benefits phases Provides enough clarity for the Business Owner to verify reasonableness of estimates and
assumptions, and to make decisions on viability Accuracy expressed as percentages, and to comply with CBA Investment Planning
Process
Business Project Manager
High Level TechnologyDesign and Estimates
Technology Solution Paper Request for Information (RFI) iif
applicable
Details at a sufficient level with: Alternative solutions Include cost, time, resource and benefit estimates (see above) Impacts with existing technology and implementation dependencies with other systems/
processes Implementation and conversion strategies with timeframes Alignment with GT and BSU technology architectures and strategies Hardware and software infrastructure requirements Cover Design & Plan, Build, Implementation and Benefit phases Provides enough clarity for the business owner to verify reasonableness of estimates and
assumptions, and to make decisions on viability Accuracy expressed as percentages, and to comply with CBA Investment Planning
Process
Technology Project Manager
Concept FeasibilityAssessment
Concept Feasibility Assessment Paper Provides recommendation as to Concept’s feasibility and whether the project should proceed Business Project Manager
WorkRequest orWork Plan
From the ‘StartUp Phase’ of theCBA Project Life
Cycle
EstimateDesign
Parallel Workstreams as required,depending on the content of the request
WorkshopStakeholder
Review
High-levelProcessDesign
High-levelProcessEstimate
High-levelTechnology
Design
High-levelTechnology
Estimate
RFITechnology
SolutionPaper
ConceptAssessment
+ HLR
High-levelProductDesign
High-levelProductEstimate
ProductDefinition
Paper
or
ConceptFeasibilityRequest
Project Brief(if projectfunding
required)
ConceptPhase Work
Plan
EDS SOW 0(if EDS
involved)
EDS Best Practice,TechnologyInnovation
ConceptPaper
Yes as a NewProject
Yes as anEnhancement
No
End
Go?Concept
FeasibilityAssessment
TechnologyGovernance
Gate 0
ConceptFeasibility
AssessmentPaper
SOW1
3rdParty
FRM
FRM
ProcessDefinition
Paper
DetailedPlan D&P
Phase
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Accountabilities
Business GT EDS
Deliverables by PhaseKey:R – Responsible OverallA - Approves or AcceptsS – Supports or ReviewsI - Receives Info/OutputC - Contributes/Provides InputP - Performs Work
Pro
ject Sp
on
sor
Bu
siness O
wn
er
Pro
gram
me
Directo
r
Steerin
gC
om
mittee
TB
A
Bu
siness P
roject
Mg
r
Bu
siness A
nalyst
Bu
siness S
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BS
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echn
olo
gy
SM
E
BS
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ystemO
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BS
U F
inan
ceM
anag
er
Arch
itecture
Relatio
nsh
ipM
anag
er
Tech
Pro
gram
Man
ager
Tech
Pro
jectM
anag
er
ED
S B
us D
evM
anag
er
ED
S A
ccou
nt
Man
ager
ED
S S
ME
Prin
cipal
Arch
itect
Th
ird P
artyV
end
or
Start Up Phase
Startup Concept Paper/ Project Brief
EDS SOW0 for Concept Phase
Concept Phase Work Plan
Concept Phase
High Level Estimate % Range
Concept Assessment + HLR
Process & Product Definition Paper
Technology Solution Paper
- Logical & Physical design
- Compliance
- Estimates – Resource & Cost
Concept Feasibility Assessment Paper
Work Schedule
Design & Plan Phase Work Plan &Deliverables Accountability Matrix
Upon acceptance of FeasibilityAssessment
EDS SOW1 for Design & Plan Phase
Business Plan
Concept Paper (if >$5m)
Accountability Matrix - Understand Who Does What
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Deliverables by PhaseKey:R – Responsible OverallA - Approves or AcceptsS – Supports or ReviewsI - Receives Info/OutputC - Contributes/Provides InputP - Performs Work
Start Up Phase
Startup Concept Paper/ Project Brief
EDS SOW0 for Concept Phase
Concept Phase Work Plan
Concept Phase
High Level Estimate % Range
Concept Assessment + HLR
Process & Product Definition Paper
Technology Solution Paper
- Logical & Physical design
- Compliance
- Estimates – Resource & Cost
Concept Feasibility Assessment Paper
Work Schedule
Design & Plan Phase Work Plan &Deliverables Accountability Matrix
Upon acceptance of FeasibilityAssessment
EDS SOW1 for Design & Plan Phase
Concept Paper (if >$5m)
Accountability Matrix
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Accountabilities
Business GT EDS
Deliverables by PhaseKey:R – Responsible OverallA - Approves or AcceptsS – Supports or ReviewsI - Receives Info/OutputC - Contributes/Provides InputP - Performs Work
Pro
ject Sp
on
sor
Bu
siness O
wn
er
Pro
gram
me
Directo
r
Steerin
gC
om
mittee
TB
A
Bu
siness P
roject
Mg
r
Bu
siness A
nalyst
Bu
siness S
ME
BS
U T
echn
olo
gy
SM
E
BS
U S
ystemO
wn
er
BS
U F
inan
ceM
anag
er
Arch
itecture
Relatio
nsh
ipM
anag
er
Tech
Pro
gram
Man
ager
Tech
Pro
jectM
anag
er
ED
S B
us D
evM
anag
er
ED
S A
ccou
nt
Man
ager
ED
S S
ME
Prin
cipal
Arch
itect
Th
ird P
artyV
end
or
Accountability Matrix
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AApprove or Accepts
IInformation
RResponsible
SSupport or SME
PPerform
Agree Acceptance CriteriaFinal Acceptance
Activity orDeliverable
CContribute
Planing Coordination
Reporting
Receive InformationDefine Acceptance Criteria
Perform Work
ParticipationReviewQuality
InformationParticipation
Accountability Matrix - RASICP
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Accountabilities
Business GT EDS
Deliverables by PhaseKey:R – Responsible OverallA - Approves or AcceptsS – Supports or ReviewsI - Receives Info/OutputC - Contributes/Provides InputP - Performs Work
Pro
ject Sp
on
sor
Bu
siness O
wn
er
Pro
gram
me
Directo
r
Steerin
gC
om
mittee
TB
A
Bu
siness P
roject
Mg
r
Bu
siness A
nalyst
Bu
siness S
ME
BS
U T
echn
olo
gy
SM
E
BS
U S
ystemO
wn
er
BS
U F
inan
ceM
anag
er
Arch
itecture
Relatio
nsh
ipM
anag
er
Tech
Pro
gram
Man
ager
Tech
Pro
jectM
anag
er
ED
S B
us D
evM
anag
er
ED
S A
ccou
nt
Man
ager
ED
S S
ME
Prin
cipal
Arch
itect
Th
ird P
artyV
end
or
Start Up Phase
Startup Concept Paper/ Project Brief A S S I R I C I I I I I I I I I I I I
EDS SOW0 for Concept Phase A S S I I I P P R P P P
Concept Phase Work Plan A S I I R I I I P P I I C C
Concept Phase
High Level Estimate % Range A S R I I S S P A C C C
Concept Assessment + HLR A S S I R P C I I I I C I I C C C
Process & Product Definition Paper A S S S R P C I I I I C I I C C C
Technology Solution Paper S S S I S R S A S S
- Logical & Physical design C C C C C I C P R C
- Compliance C C C C P R C
- Estimates – Resource & Cost C C I R P P P
Concept Feasibility Assessment Paper A S S S R P S I I C I S C C C
Work Schedule A C,S C I I S R I A C C C
Design & Plan Phase Work Plan &Deliverables Accountability Matrix
AS I I R I I I P
PI
IC C
Upon acceptance of FeasibilityAssessment
EDS SOW1 for Design & Plan Phase A S S I I C I P P R P P P
Business Plan A S S I R P I I S, A
Concept Paper (if >$5m) A S S S R P I I
Zip Framework - Phase Deliverables and Accountabilities
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Design and Plan Phase
From Concept Phase
Technology Workstream
Technology Requirement
Workshop
Risk Ass’mt and Release Packaging
Technology Solution Design
Workshop
Concept Assessment
+ HLR
No
Go?
Yes
Design Plan
Product and Process Workstreams
Product Requirements
Process Requirements
SoW1
Prepare Plans and Estimates
TechnologyGovernance
Gate 1
Product Requirement
Workshop
Process Requirement
Workshop
Technology Solution
Paper
Product Definition
Paper
Process Definition
Paper
RFPTechnology
Business Requirements
Integrated Schedule
No
YesGo?
Integrated Test Strategy
Appropriate rework
3rdParty
Product Plans and Estimates
Process Plans and Estimates
Business Plan [FRM]
(Including Business Case)
SoW2
FRM
Technology Plans &
Estimates
Build Phase Deliverables
Matrix
Schedule
Resources
Project Plan etc
Release Schedules
Project Risk Assessment
Technology Risk
Assessment
Config Mgmt Strategy
Test Strategy
Technology Solution Design
Systems Impact
Assessment
Config Mgmt Strategy
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Build Phase
From Design and Plan Phase
Technology Workstream
Product and Process Workstreams
Technology Business
Requirements
System Design
Functional Specification
Technical Specification
Software Build
Program Specifications
Code
Infrastructure Design and Plan
Infrastructure Specification
Infrastructure Plan and Schedule
Infrastructure Build
Infrastructure
Systems Testing
System Test
E2E Integration
Stress/ Acceptance
System Test Plan
Unit Test
Product and Process Build
Process Components
Business Organisation Components
Product Components
A
B
Service Level Objectives
3rdParty
Final Acceptance
A
B
Project Deliverables
Ready for Implementation
To Implementation Phase
Business Implementation
Plan
Technology Implementation
Plan
Release Schedule
Service Level Agreements
Test Planning
Master Test Plan
Detailed UAT Plan
Process Integration
Test
Comms & Training Materials
Finalise SLAs, DRP and BCPService Level
Agreements
UAT
AB
Organisation Change
Assessment
Conversion
DRP/Business Continuity Plan
DRP/ Business Continuity Plan
Go?Yes
No
AppropriateRework
Comms & Training
Comms & Training Materials
Implementation Planning
Business Implementation
Plan
Technology Implementation
Plan
Release Schedule
Business Plan
New Business Model
Integrated Schedule
Integrated Test Strategy
SOW2
Technology Solution Design
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Operational Model – a Federal Structure
Process Support
Feedback and Process
Improvement
Bank Business Divisions
Projects
Project Delivery
Technology Vendors
State Level
Tailor to Local Conditions
Perform the Process
Provide Metrics Reporting
Deliver Project Outcomes
Realise Benefits
Federal Level
Define a Common E2E
Process
Support Business
Units/Divisions
Monitor Process Effectiveness
Continuous Improvement
Retail Banking Services
Premium Financial Services
Investment and Insurance Services
Institutional and Business Services
Metrics and Reporting
Non-productive Federal Bureaucracy kept to a “Bare Minimum”
Technology Project Delivery resources under Business Unit/Division control
Bank and EDSA Process Owners
Process Team
Group Technology EDSA
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Summary
Zip improves and simplifies engagement between two
organisations, primarily the Bank and its technology
outsourcers EDS, focussed on the delivery of technology
enabled projects.
Zip is an engagement model transcending Project
Management Methodologies.
Zip provides a framework where both Customer and
Vendors understand what is required before serious
expenditure is made.
Zip is simple, framed it around an agreed Lifecycle, made
it template driven with clearly identified Acceptance
Criteria.
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Five Zip Guiding Principles
1 Full-lifecycle collaboration between business stakeholders and IT&T Vendors!
open, honest communication - no surprises
2 Understand the business drivers from the start, for example speed, cost, reliability
design the right solution, then deliver the solution right – first time
3 Collocate project team members from the outset where practical Together Everyone Achieves More
4 Joint project planning, requirements definition, and estimating a team-based activity to achieve a shared understanding
5 Assign the right people, to the right jobs, at the right time dedicated SME’s rather than thinly-spread generalists