l10 pm for global banking projects
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© Y.B. Yeung – all rights reserved by the author
IS5540- Project Management andIS5540- Project Management and Quality Assurance Quality Assurance
Project Management for global banking Project Management for global banking projectsprojects
Prof. Y.B. YeungProf. Y.B. Yeung
2/4/13 November 20092/4/13 November 2009
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IS5540L11: PM for global banking projects 2© Y.B. Yeung – all rights reserved by the author
Learning objectivesLearning objectives
Review examples of global IT projects of a Review examples of global IT projects of a major international bankmajor international bank
Understand the challenges and experience Understand the challenges and experience gained from these IT project examplesgained from these IT project examples
Understand the critical success factors of Understand the critical success factors of managing global IT projectsmanaging global IT projects
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Global banking IT projectsGlobal banking IT projects
DefinitionDefinition IT projects that have users in multiple countries
around the world(user focus) IT projects that are developed in multiple software
centres in multiple countries(development focus)
Many international companies have projects Many international companies have projects that fit both the above categoriesthat fit both the above categories
Requires advanced project management skillsRequires advanced project management skills
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Global banking environmentGlobal banking environment
International bank group operating in many International bank group operating in many countriescountries
Customers need to access their bank Customers need to access their bank anywhere they travelanywhere they travel
Common brand and products worldwideCommon brand and products worldwide Support services sourced from different Support services sourced from different
countries(IT, call centres, data entry)countries(IT, call centres, data entry) Need to face different regulators and Need to face different regulators and
governmentgovernment
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Study of a major global bankStudy of a major global bank Fact sheetsFact sheets Two global IT projectsTwo global IT projects Experience gainedExperience gained Critical success factors Critical success factors
for managing global IT for managing global IT projectsprojects
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Organisation of a global commercial bankOrganisation of a global commercial bank
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HSBC HSBC fact sheet (1)fact sheet (1)
One of the largest banking and financial One of the largest banking and financial service organisation in the worldservice organisation in the world
Asset = USD2,421 billion as of end June, 2009Asset = USD2,421 billion as of end June, 2009 Profit = USD3.7b for first half 2009Profit = USD3.7b for first half 2009 Number of offices worldwide = 8500Number of offices worldwide = 8500 Total staff = 295,610Total staff = 295,610 Number of customers = >100m(25m on Number of customers = >100m(25m on
Internet banking)Internet banking)
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HSBC HSBC Fact sheet (2)Fact sheet (2)
Established in 1865 in Hong KongEstablished in 1865 in Hong Kong Head office in LondonHead office in London Operations in Europe, Asia Pacific, Americas, Operations in Europe, Asia Pacific, Americas,
Middle East & AfricaMiddle East & Africa
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Asia Pacific region operationsAsia Pacific region operations
HSBC Asia PacificHSBC Asia Pacific Head office in Hong KongHead office in Hong Kong Branches in 20 countriesBranches in 20 countries
HK, China, India, Indonesia, Taiwan Philippines, Thailand, Malaysia, Singapore Brunei, Australia, New Zealand, Macau Pakistan, Bangladesh, Sri Lanka, Japan Vietnam, Korea, Kazakhstan
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System connectivitySystem connectivity
branches branches
Global Data network
Global Data network
Software coe
Software support
Regional data centresGlobal servicing centres
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Example of global IT projectsExample of global IT projects
HUB(universal banking system)HUB(universal banking system) Central core team, regional customisation, used in
multiple countries
Internet bankingInternet banking Multiple development teams, used in multiple
countries
Group project strategyGroup project strategy Develop once, use in as many places as possible
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EXAMPLE 2EXAMPLE 2
HUB PROJECTHUB PROJECT
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HUB projectHUB project
HHSBC SBC UUniversal niversal BBanking project (anking project (HUBHUB)) Software that supports branch banking in Software that supports branch banking in
various countriesvarious countries Initial design is for small and medium size Initial design is for small and medium size
countries (eg. Thailand)countries (eg. Thailand) Functionally rich (deposits, loans, time Functionally rich (deposits, loans, time
deposits, payments, trade finance, securities, deposits, payments, trade finance, securities, credit cards)credit cards)
Now enhanced to handle large countries (eg. Now enhanced to handle large countries (eg. Canada, India)Canada, India)
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Technology used by HUBTechnology used by HUB
IBM mid range computer – iSeries(formerly IBM mid range computer – iSeries(formerly called AS400)called AS400)
Software in-house developedSoftware in-house developed Use RPG (report program generator) languageUse RPG (report program generator) language Front end – intelligent terminal software Front end – intelligent terminal software
developed in-house using Unisys technologydeveloped in-house using Unisys technology Development started in 1984 and took four Development started in 1984 and took four
years to completeyears to complete First global project for the bankFirst global project for the bank
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Challenges faced by the project teamChallenges faced by the project team
Technology is new and evolving(S/34 to S/36 Technology is new and evolving(S/34 to S/36 to S/38 to AS400)to S/38 to AS400)
Technology not as robust as mainframeTechnology not as robust as mainframe Needs rich functionality to cater for all aspects Needs rich functionality to cater for all aspects
of branch bankingof branch banking First Group project – develop once and use First Group project – develop once and use
many; implies building one software that cater many; implies building one software that cater for the needs of multiple countries for the needs of multiple countries
Difficult to gather requirementsDifficult to gather requirements
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IS5540L11: PM for global banking projects 16© Y.B. Yeung – all rights reserved by the author
Where is HUB todayWhere is HUB today
Probably one of the best branch banking Probably one of the best branch banking software in the world (in-house or package)software in the world (in-house or package)
Implemented in many countries (all of Asia, Implemented in many countries (all of Asia, Canada, Europe). Large sites (HK, UK, USA) Canada, Europe). Large sites (HK, UK, USA) use selected modules from HUBuse selected modules from HUB
Vancouver development centre is HUB COEVancouver development centre is HUB COE Local support provided by regional teamLocal support provided by regional team A major rewrite project has started to A major rewrite project has started to
modernise HUBmodernise HUB
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Experience gainedExperience gained
Set up a Group HUB user coordination Set up a Group HUB user coordination department to control scope and user liaisondepartment to control scope and user liaison Staffed by bankers and not IT staff
Have clearly defined rolesHave clearly defined roles Core software developed in Hong Kong Sites allowed to make local changes Have to retrofit periodically back to core
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Experience gained(2)Experience gained(2)
PPCR procedure(program problem change PPCR procedure(program problem change request)request) Change control request vetted by HUB
coordinators before passed to IT for evaluation
Close partnership with IBM to improve the Close partnership with IBM to improve the robustness of AS400(logical partitions, multiple robustness of AS400(logical partitions, multiple processors, speed improvements)processors, speed improvements)
Strong project manager crucial to success of Strong project manager crucial to success of projectproject
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EXAMPLE 2EXAMPLE 2
INTERNET BANKING PROJECTINTERNET BANKING PROJECT
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Internet banking projectInternet banking project
PIB(personal internet banking) PIB(personal internet banking) BIB(business internal banking)BIB(business internal banking) Software historySoftware history
Base software purchased from IBM(from Integrion project)
basic functionality• Mainframe based engine for message routing to
underlining applications• Server(RS6000) software for message handling,
encryption/decryption
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Internet banking project(2)Internet banking project(2)
Components developed in-houseComponents developed in-house All the customer facing screens – each
country/bank group member is different Chinese support Hong Kong will not go live without Securities
Trading Later addition – All corporate banking functions,
including imports and exports
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Internet banking connectivityInternet banking connectivity
Internet Internet
FIREWALL FIREWALL
MainframeTDM
SAV CUA TD CARD LOANSEC
WEB SERVERSINTERNETBANKINGSERVERS
APPLICATIONS
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Characteristics of projectCharacteristics of project
Core engine controlled by New York teamCore engine controlled by New York team Each country has variations onEach country has variations on
Web page (language, local content) Functionality (products, local interfaces)
Regional team has to develop local functionsRegional team has to develop local functions Parallel development & implementation Parallel development & implementation
requiredrequired Global and regional project management officeGlobal and regional project management office
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Hong Kong site – English and ChineseHong Kong site – English and Chinese
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Korean site – Korean and EnglishKorean site – Korean and English
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India – Unique NRI(non resident service)India – Unique NRI(non resident service)
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Internet banking project todayInternet banking project today
Rollout worldwideRollout worldwide Hong Kong has over 1 million registered Hong Kong has over 1 million registered
customers using internet bankingcustomers using internet banking Fast growing and popular channelFast growing and popular channel High customer satisfactionHigh customer satisfaction The Hong Kong system has won many The Hong Kong system has won many
rewards from trade magazinesrewards from trade magazines
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Experience gainedExperience gained
Constant feedback required for Customer Constant feedback required for Customer ExperienceExperience
Non IT support structure(eg. Call centre) also Non IT support structure(eg. Call centre) also crucial to successcrucial to success
Difficult to balance Difficult to balance Ease of useEase of use vs. vs. RiskRisk IT security is a constant threat but no security IT security is a constant threat but no security
incidents caused by weak IT defense since incidents caused by weak IT defense since launchlaunch
Regulators/media watch like a hawkRegulators/media watch like a hawk
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How to manage global projects effectivelyHow to manage global projects effectively
Stick to project management principlesStick to project management principles Secure support from senior management Secure support from senior management Have clear roles and responsibilitiesHave clear roles and responsibilities Good project planningGood project planning Setup multi-site monitoring proceduresSetup multi-site monitoring procedures Avoid scope creepAvoid scope creep Have common goals for all staff to overcome Have common goals for all staff to overcome
geographical and culture barriersgeographical and culture barriers Communicate, communicate, communicateCommunicate, communicate, communicate
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Stick to project management principlesStick to project management principles
The basics do not changeThe basics do not change Variations for global projects are in:Variations for global projects are in:
Cost Geography Multiple teams of IT and users Politics and turf war Complexity of managing change How many balls can you keep in the air?
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Support from senior managementSupport from senior management
Essential for:Essential for: Funding – global projects are expensive. IT strategy support – core engine plus regional
customisation; mainframe hardware at regional data centres plus servers(AIX and unix)
User commitment – IT cannot do it alone and users pay for the project at the end
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Clear roles and responsibilitiesClear roles and responsibilities
New York team – hsbc.comNew York team – hsbc.com Custody of core software; interface with IBM
Regional teamsRegional teams User department – content; presentation; user
acceptance test User coordinator department – control the rollout
schedule and user liaison with all countries IT department – all technical development, testing
and implementation
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Clear roles and responsibilities(2)Clear roles and responsibilities(2)
Business departments have to allocate Business departments have to allocate resourcesresources
Work with graphic design companies on web Work with graphic design companies on web page design and navigationpage design and navigation
Work with IT on how to construct the web Work with IT on how to construct the web pagespages
Prototype test with selected real life customersPrototype test with selected real life customers User acceptance testUser acceptance test
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Good project planningGood project planning
Plans have to be prepared at various levelsPlans have to be prepared at various levels Group; region; country
Seek input from all stakeholdersSeek input from all stakeholders Marketing department will also provide input as Marketing department will also provide input as
to market segmentation in rolling out the to market segmentation in rolling out the productproduct
IT department has to input on hardware IT department has to input on hardware procurement, testing time slots, etc.procurement, testing time slots, etc.
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Setup multi-site monitoring proceduresSetup multi-site monitoring procedures
Steering Committee at group & regional levelSteering Committee at group & regional level All stakeholders participate(IT and business,
computer audit) High level progress reporting, issues
Project manager has to work at the detailed Project manager has to work at the detailed level by communicating with local and remote level by communicating with local and remote teamsteams
Periodic progress reportsPeriodic progress reports Action quickly; escalate if necessaryAction quickly; escalate if necessary
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Avoid scope creepAvoid scope creep
Absolutely essential especially for multi-site Absolutely essential especially for multi-site projectsprojects
Have a tight change control process on the Have a tight change control process on the scopescope
One small change may have significant impact One small change may have significant impact to the core infrastructure and other sitesto the core infrastructure and other sites
Project manager needs strong control on Project manager needs strong control on scopescope
Work with the sponsor and usersWork with the sponsor and users
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Have common goalsHave common goals
Differences in culture, geographies and Differences in culture, geographies and processes must be overcomeprocesses must be overcome
Solution:Solution: Built into award system Communicate often through intranet, working
group meetings Form virtual teams Have escalation process in case of impasse
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Communicate, communicate, communicateCommunicate, communicate, communicate
Share all information using intranet, Share all information using intranet, newsletters, team meetingsnewsletters, team meetings
Encourage synergy with other group members Encourage synergy with other group members in other countriesin other countries
Have escalation procedure in case of a Have escalation procedure in case of a communication block or tough issuescommunication block or tough issues
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SummarySummary
The basic principles of project management do The basic principles of project management do not change for global projectsnot change for global projects
Complexity on scale, countries, people and Complexity on scale, countries, people and politicspolitics
The project manager plays a key role in the The project manager plays a key role in the success of the projectsuccess of the project
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ReferenceReference
Hsbc.com websiteHsbc.com website All HSBC information courtesy of HSBC Group All HSBC information courtesy of HSBC Group