system integration as a part of project delivery for large scale complex projects
TRANSCRIPT
Petr Čermák Ing. PMP, Doc. Oto Malý Ing. Ph.D,
[email protected] ,[email protected]
May 13-15, 2015Bratislava, Slovakia
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Projects of 21 s t Century
CONTENT
Experiences with the initiation, setting and execution of the core
banking system replacement programme
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Background
Retail bank with varied
product portfolio and wide
external network of associates
Existing „Core system“ vendor
went out of business,
consequences:
Risk of not compliance with
regulatory requirements,
Limited product flexibility
Opportunity for technological
(cobol) update and overall architecture
renewal
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Scope
• CBS ( Core Banking System ) SCS (Sales and Commission system)Replacement
• CRM, ODS, OMS, RISKImplementation
• Existing internal and external systems (3rd parties)Integration
• Data, Business transitionMigration
• Infrastructure HW, SW, Networking, Security, • System IntegrationDelivery
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Project Specifics
Modified Big bang approach (due to limited time frame, migration strategy)
Complicated ownership and TOP management set up
Substantial changes in architecture
Large number of affected systems integrated (36 systems, 218 interfaces, 8
external vendors)
The number of staff involved was huge (more than 100 people)
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CPS - Cross Projects StreamsMPS - Main Projects Streams
Project Organization
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Steering Cometee
Program director
Quality Assurance
Business Transition
Project Management Work Streams
Program managementPMO
Contract Management
Change Authority
Business Sponzor
Business Analysis
CRM RISK OMSOPSCBS ODS
Architecture and Integration
Infrastructure
Testing
Migration & Deployment
Security
Business transition
Project delivery management
Matrix structure
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Project delivery management
The Issue: Program organization doesn’t cover function
of system integration
System Integration
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System Integration Management (SIM)
Ensuring system interoperability
Enterprise Architecture Management
Integrated Project Delivery (IPD)
Ensuring that the various elements of the
programme are properly coordinated
Project Integration Management
Vendor management
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System integration approach
Business Transition
Program managementPMO
Contract Management
Change Authority
Project delivery management
PD Integrator Chief Architect
System integration SIM
The architecture has key role for system
interoperability
Importance of formal process for SIM and
architecture management
Chief Architect – architecture process
owner
Architecture standards, artefacts
methodology and repository
Key inputs for change management and impact analysis
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System integration IPD
Key role of PD Integrator
Keep in mind „big picture“ delivery
Hold responsibility for delivery as whole
Manage MPS+CPS co-ordination from functional point of
view
Address cross-projects issues and
discover interdependencies
Provide impact assessment to
maintain realistic master plan
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Lessons Learned
System integration doesn’t mean projects management integration Too much strenuous risk mitigation exercise
poses risk itselfManaging project dependencies and change
impact analysis is the keyCommunication and real case experience is
a key to the trust
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[email protected] [email protected]
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web: www.sppr.ske-mail: [email protected] ,
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