Management Information Systems Project Organisatio

ManagementInformationSystemsProject-ProjectOrganisationandApproachProjectOrganisationStructureAndProjectRolesandResponsibilitiesProjectSteeringGroupBusinessSponsorITSponsorProgrammeDirectorBusinessrequirementsImplementationandChangeTechnologyBuildworkstreamworkstreamworkstreamBusinessRequirementsWorkstreamImplementationandChangeWorkstreamTechnologyBuildWorkstreamWorkstreammanager(1FTEperson)Workstreammanager(1person)Workstreammanager(1person)BusinessrequirementsforUsersitetechnologypreparation(5peopleSitetechnologypreparation,BusinessRequirementsWorkstreamImplementationandChangeWorkstreamTechnologyBuildWorkstreamcorporatebanking(KPIs/reports/managementtechniques/businessrules)(1FTEperson)includingateamleader)hardwareinstallationandoperationteam(4people)Businessrequirementsforintermediaryservices(KPIs/reports/managementtechniques/businessrules)(1FTEperson)Userdemonstrationsandtraining(4peopleincludingateamleader)Databaseconfiguration(1person)Businessrequirementsforpersonalbanking(KPIs/reports/managementtechniques/businessrules)(1FTEperson)Useracceptancetestingmanagementandexecution(10peopleincludingateamleader)Databaseconfigurationincludinguserinterfacedesignandbuild(3people)Businessrequirementsforrealestatelending(KPIs/reports/managementtechniques/businessrules)(1FTEperson)Useraccessconfigurationandusersecurityaccesssetup(1person)Interfacebuildteam(12-15people)Businessrequirementsforperformancemanagement(KPIs/reports/managementtechniques/businessrules)(0.5FTEperson)Implementationofnewinformationmanagementorganisationstructuresandrolesandresponsibilities(4peopleincludingateamleader)Development/test/livetechnicalenvironmentmanagementteam(1person)BusinessRequirementsWorkstreamImplementationandChangeWorkstreamTechnologyBuildWorkstreamBusinessrequirementsforcreditandmarketriskmanagement(KPIs/reports/managementtechniques/businessrules)(0.5FTEperson)SummaryDataModelandOperationalDataModelmanagement(1person)Metadatamanagement(1person)Businessrequirementsforcustomerrelationshipmanagement(KPIs/reports/managementtechniques/businessrules)(0.5FTEperson)Prelaunchdatacleansing(20peopleincluding2teamleaders)Businessrequirementsforplanningandbudgeting(KPIs/reports/managementtechniques/businessrules)(1FTEperson)Notes:ProjectlaunchstaffnumbersarerepresentinginBoldOtherprojectstaffjoiningtheprojectduringitslifearepresentinginnormaltypeAssumed3rdpartysoftwareandhardwarevendorrole:HardwarecapacityplanningHardwaremanufactureandinstallationHardwareoperationstrainingFinetunedataloadingusingutilitiesDatabaseinstallationDatabaseconfigurationtrainingDatabaseconfigurationDatadistributiontuning(skewing)analysisOnlineanalyticalprocessingmoduleinstallationOnlineanalyticalprocessingmoduleconfigurationtrainingOnlineanalyticalprocessingmoduleconfigurationLDMStrainingLDMSconfigurationProjectmanagementAProgrammeDirectorisneededsupportedbyaProgrammeofficeof3people,thesewouldbeneededfromprojectstartProposedProjectApproachDevelopKeyPerformanceIndicatorsDevelopManagementReportsIdentifyallDataneededIdentifybusinessRulestoensuredataQualityIdentifydataSpecifyInterfacesourcesspecificationsInstallhardwareConfiguredatabaseTestandlaunchAndsoftwareAlreadydoneSummaryofKeyPerformanceIndicatorBusinessRequirementsAlreadyDoneBSCperspectiveCSFKPIKPIdescriptionWhereperformedHOProvCityLocalCustomerAcquirecustomersBrandRecognitionRatingAmeasureofhowwellthebank'sbrandisrecognisedinitschosenmarkets.DDCustomerAcquirecustomersBrandValueRatingAmeasureofhowstrongthebank'sbrandimageisinitschosenmarkets,weightedbyperceivedimportance.DCustomerAcquirecustomersBannerAdClick-ThroughRatePercentageofinternetuserswhoclickonthebank'sbanneradvertisements(bothonthebank'sownsiteandonothersites).SDCustomerAcquirecustomersNewBusinessFromNewCustomersPercentageofsales(newbusiness)thatcomesfromcustomerswithnopreviousrelationshipwiththebank.SDDCustomerAcquirecustomersRevenueFromNewCustomersPercentageofrevenuethatcomesfromnewcustomerswithnopreviousrelationshipwiththebank.SDDCustomerAcquirecustomersProspectsRateNumberofpotentialnewcustomersidentified,asapercentageoftotalcustomers.SDDCustomerAcquirecustomersAcquisitionRateIndicatorofthesuccessofthebankinacquiringnewcustomersSDDCustomerDeepencustomerrelationshipsProductsperCustomerHowmanyproductstheaveragecustomerholdswiththebank.Themoreproductsacustomerhaswiththebankthelesslikelytheyaretoleave,andthemorelikelythebankistomakeaprofitfromtherelationship.SDDDCustomerDeepencustomerrelationshipsRevenuePerCustomerApartmeasureofoverallclientprofitability.SDDDCustomerDeepencustomerrelationshipsDirectMailResponseRatePercentageofdirectmailrecipientswhorespondtothedirectmail(butmaynotactuallypurchase).SDCustomerDeepencustomerrelationshipsDirectMailConversionRatePercentageofdirectmailrecipientswhoactuallypurchasedtheproductoffered.SDCustomerDeepencustomerrelationshipsOutboundTelemarketingConversionRatesPercentageofoutboundtelemarketingleadsthatresultinasale.DCustomerDeepencustomerrelationshipsInboundTelemarketingConv