time saver presentation

8/9/2019 Time Saver Presentation

1/93

Timesaver

v5 April 2014

Designed by:

Salahuddin Khawaja

s@de!lara"i#n$#m


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3/93

IIntroduction

IIBasic Slides

IIIExecutive

Summary

Templates

IVModels and

Objects

VProject

Management

Templates

VIFrameor!s

and

Met"odologies

VII# $ec! %ules


4/93

%hy re&inven" "he wheel

when building

presen"a"i#ns'


5/93

(us" #py&s"eal&pas"e


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This de! has 100) slides "ha" an easily beleveraged *#r any presen"a"i#n "ha" y#u need

"# build

Slides here have ev#lved #ver "he years based

#n my w#r! a" "hese #rgani+a"i#ns ,primarily#nsul"ing-


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Salahuddin Khawaja has 15

years #* e.periene/ primarily

in "he inanial Servies

ndus"ry$ e*#re j#ining (3

#rgan he spen" 11 years a"

Del#i""e T#uhe helping

#r"une 500 lien"s wi"h

vari#us "ypes #* S"ra"egi

ni"ia"ives$

6e believes in "he p#wer #*

3resen"a"i#ns/ S"#ry"ellingand 7isual Design$ Tha" is

Ab#u" "heAu"h#r


8/93

IIntroduction

IIBasic Slides

IIIExecutive

Summary

Templates

IVModels and

Objects

VProject

Management

Templates

VIFrameor!s

and

Met"odologies

VII# $ec! %ules


9/93&

Organi'ed Sections Bullets

Over t"e years Morp"(pp "as evolved and it is increasingly complex to add )unctionality* Programs "ave been

launc"ed to strategically c"ange t"e core plat)orm*

+ey Issues

,o Forard (pproac"

-urrent State

Process. "as evolved over t"e last /0 years

1 Processes and systems "ave been cobbled toget"er as a result o) mergers and ac2uisitions

T"e core plat)orm "as "ad no strategic structural c"ange

T"e organi'ation is currently structured in )unctional silos

En"ancing or adding )unctionality is increasingly complex and re2uires signi)icant e))ort and cost

Increasingly di))icult to !eep pace it" t"e c"anging business landscape and providing value added services

1 It is expected t"at current and ne business strategic initiatives ill ma!e increasing demands

T"e Process. li)ecycle "as become )ragmented "ic" increases internal control ris!s

3ig" ris! o) not being able to meet certain complex re2uirements

4aunc"ed multiple programs to move toards5

1 ( single integrated global Plat)orm 6)rom a process and tec"nology perspective7

1 T"e adoption o) a 89tility Mindset:

1 4everage 4i!e Functions; -enters o) Excellence; (cross 4OBs

1 3olistic business process management 6alignment it" client; end


10/93/=

Simple Table

Overall project is green and on trac!* Planning; Scoping > (nalysis and Build are 0=? complete* Testing "as

commenced and a signi)icant number o) de)ects "ave been )ound*

# Phase Status Progress Trend Status

I Planning ,reen

Vision or!s"op completed

$etermine critical pat" Operating Model items

$evelop "ig"

(nalysis,reen

Selected MVPs )or )unctional delivery $ra)ted -onceptual To


11/93//

-"evrons

(pproac" to -"ange 1 9nderstanding t"e )uture o) t"e Ban!ing Sector and a ban! can get t"ere ill involve

launc"ing a Strategic Initiative t"at ill "ave A p"ases*

$etermine )uture state basedon strategic objectives; c"ange

drivers and leading practices

Per)orm ,ap (nalysis

$evelop business case androadmap based on project

priorities; impact; cost and

resource re2uirements

$evelop met"odology )or

prioriti'ation and critical pat" o)

t"e identi)ied projects; and

de)ine resources and cost

implications it" executiveinputs

Implement various program

(ssess internal and external)actors 6%is! (ppetite;

%egulations; Tec"nology trends

etc7

Identi)y c"ange drivers

Per)orm a current state

assessment across People;

Process and Tec"nology

$e)ine t"e strategic objectives

P"ase III5

%oadmap

P"ase II5

Future (rc"itecture

P"ase I5

Strategy $evelopment

Approach

I II III


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Model /

( model )or strategy development

Strategy $evelopment-urrent State (ssessment

%is! (ppetite

Business -onstraints

%egulatory $rivers

4eading Practices

Tec"nology Trends

Economic Environment

and Forecast

,eograp"ical

-onsiderations

Mission; Values and

Vision

Strategic Objectives

Per)ormance Measures

and Targets

%egulatory $rivers

-ompetitive Position

Scenario (nalysis

Industry $irection

Financial Modeling and

Planning

Strategy Formulation

-ustomer (nalysis

Mar!et (nalysis

Organi'ational (nalysis

Process

People

Tec"nology

4ine o)

BusinessSecurities

Services

Treasury

Services

(sset

Management

-ommercial

Ban!ing

Investment

Ban!ing

Private

Ban!ing

O9TP9TSICP9TS


13/93/A

%egionally de)ined

processes it" increased

automation FunctionalProduct aligned

organi'ation

Fragmented )ocus on

customer experience

$e)ined Proactive

,lobally de)ined and

integrated processes

Business and customer

aligned organi'ation

Tec"nology strategy is

developed in conjunctionit" t"e business strategy

Engaged )ocus on

customer experience

Service (dvocate

4ocally de)ined processes

Indigenously gron

organi'ation and

tec"nology

Initial (d "oc

89tility mindset: 1 4everage

4i!e Functions; -enters o)

Excellence; (cross 4OBs

Process optimi'ed across

t"e enterprise and globe to

support business innovation

Tec"nology is a value

enabler and becomes a

core part o) t"e client

o))ering

Focus on customerexperience is embedded in

B(9

(gile business model it" a

decreased time


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15/93/0

,eneral Timeline

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.......... ..... ..........

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Timeline 1 ,antt -"art

T"e best ay to plan out a project is to loo! at t"e various activities visually* T"e best tool to do t"at is a simple

,antt -"art* ( ,antt -"art is a visual representation o) t"e various project activities*

2014 2015 2016 2017

H@ HA HH/ (M O $CSF M ( H/


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IIntroduction

IIBasic Slides

IIIExecutiveSummary

Templates

IVModels andObjects

VProjectManagement

Templates

VIFrameor!sand

Met"odologies

VII# $ec! %ules


18/93/D

Executive Summary / 6Situation; -omplication; %esolution7

To support t"e )uture grot" o) our business; loer t"e cost o) running Process.; and more e))iciently manage

our business e recommend t"e implementation o) t"e Strategy.

Internal meetings it" various teams con)irmed t"at current and ne strategic initiatives; and evolving business needs

ill continue to put increasing demands on t"e legacy system

To support t"e )uture grot" o) our business; loer t"e cost o) running Process.; and more e))iciently manage our ris!s

t"e program team recommends t"e implementation o) Strategy.

Since $ecember; e "ave completed t"e Planning p"ase; updated )inancials; gat"ered customer vies; and complied a

list o) !ey projects

Based on t"ese results t"e ne proposed plat)orm meets our needs and could be implemented it"in a @


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Executive Summary @ 6Business -ase Vie7

Insert tagline "ere

Business Imperative

Financial Summary

Program Status

%ecommendation


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Executive Summary A 6(nalysis Summary7

Insert tagline "ere

(nalysis

-onclusion To


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IIntroduction

IIBasic Slides

IIIExecutiveSummary

Templates

IVModels andObjects

VProjectManagement

Templates

VIFrameor!sand

Met"odologies

VII# $ec! %ules


22/93@@

4ist / 1 Simple

/ $esign )or ,rot"

A $esign to Balance Flexibility and Integration

0 $esign )or -ollaboration

$esign )or E))iciency and -entrali'ed Strategic ,uidance@

$esign )or %obust ,overnance

G $esign )or -lear (ccountability

# $esign it" Mar!et and -ustomer Focus


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@

-"evrons / 1 Timeline %oadmap

T"e )uture roadmap based on t"e strategic objectives; current state assessment and recommendations*

$evelop )uture state*

T"en develop

recommendations

6projects; etc*7 to

address gaps*

Prioriti'e projects based

in impact and cost*

$evelop "ig"


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@0

-"evrons @ 1 Process


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@G

-"evrons A 1 -ircular

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Text

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@#

Pyramid / 1 T"ree 4evels

3o e are organi'ed todeliver

J"at e are delivering

Program Vie

3o tec" ill delivery

'peratona!

&e!very

(usness

&e!very

Technca!&e!very


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@D

Trust -ommitment

4eading

Ban!

Per)ormance

-lient Service

")SS)'*

+A,-.S

+)S)'*

4eading

Ban!

Pyramid @ 1 Multi


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@&

Venn $iagrams

Text

Text Text

Text

Text Text

Text

Text Text


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A=

MISSIOC

V(49ES

VISIOCS

S"are"olders Board

-ustomersManagement

SocietyEmployees

Partners%egulators

-ircle / 1 Basic


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A/

-ircle @ 1 -allouts

+ey to getting t"e certi)ication is getting a deep understanding o) t"e & +noledge (reas and t"eir corresponding

sub


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AA

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-ircle 0 1 Flo 60 steps7

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AG

3oneycomb

%is!

Management

4ines

o) Business

Operations

-ompliance

-ontrol Tec"nology

Finance

2

4

6

5

3

1

%is!

Management


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A#

Organi'ational -"art

P!!arna%ehere P!!arna%ehere P!!arna%ehere

*a%ehere

Title"ere

Came"ere

%esponsibility/

%esponsibility/

*a%ehere

Title"ere

Came"ere

%esponsibility/

%esponsibility@

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%esponsibility/

%esponsibility@

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%esponsibility/

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%esponsibility/

%esponsibility@

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%esponsibility/

%esponsibility@

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%esponsibility/

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AD

-ube

(usness eure%ents

Technca! eure%ents

'peratona! eure%ents

*onunctona! eure%ents

P e o p l e

P r o

c e s s

T e c

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g y

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r a t # o n

P ! a n n # n g

. n g # n e e r # n g

) n t e g r a t

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IIntroduction

IIBasic Slides

IIIExecutiveSummary

Templates

IVModels andObjects

VProjectManagement

Templates

VIFrameor!sand

Met"odologies

VII# $ec! %ules


40/93

=

Status %eport /

Overall project is green and on trac!* Planning; Scoping > (nalysis and Build are 0=? complete* Testing "as

commenced and a signi)icant number o) de)ects "ave been )ound*

# Phase Status Progress Trend Status

I Planning ,reen

Vision or!s"op completed

$etermine critical pat" Operating Model items

$evelop "ig"

(nalysis,reen

Selected MVPs )or )unctional delivery $ra)ted -onceptual To


41/93

/

Status %eport @

-urrent status is ,reen )or ,o 4ive on $ec 0* P"ase @ sc"eduled )or H@ @=/0*

Phase Status Progress Acheve%ents $urrent ocus *et Steps

P"ase IV5

9(T (mber

D@? 9(T Test -ases completed 6#0? passed7

/= de)ects remain open 6D are critical7

− Total @@ de)ects "ave been opened till


42/93

@

,antt -"art

T"e best ay to plan out a project is to loo! at t"e various activities visually* T"e best tool to do t"at is a simple

,antt -"art* ( ,antt -"art is a visual representation o) t"e various project activities*



43/93

A

,antt -"art 1 Variations and Symbols

Various variations and symbols can be used to give more dimensionsdept" to visual ,antt c"arts

2014 2015 2016 2017



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Objects 1 3arvey Balls and Status

K.9

%ed5 Major delay 6AL

ee!s delay7

(mber5 Slig"t delay

6/


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G

%is!Issue Template

Type Tt!e &escrpton )%pact "tgaton Strategy )%pact ':ner &ate asedTarget

&ate

%ed

%ed

(mber

(mber

,reen

,reen


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#

(ctions Item Template

# )te% Acton -pdate ':ner &ate 'pened Status

/ $e)ects Management re2uested t"at t"e programteam get a )irm plan to address de)ects

$e)ect trac!ing "as been put in placeac! une # Open

@ ProductionParallel

%evie issues t"at resulted )rom t"e paralleltest

Post Mortem and 4essons learned to be completedane uly 0 -losed

A

0


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D

%is! and Issues are communicated to management via t"e $as"boarding process*

O))


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A8 Status

Acheve%ents $urrent ocus *et Steps

Tech ,ead;"anager; )ntatve ,ead;

Scope

$urrent Status Su%%ary)ntatve (ac


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2014 2015 2016 2017

H@ HA HH/ (M O $CSF M ( H/ 8antt

A8 Status


K.9,reen (mber ,% (

Cot StartedOn 3old -omplete C3 -

%ed

0=

A8 Status


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Addtona! $o%%ents

A8 Status


0/

A8 Status


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s


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A8 Status


P!anned '/ectves 8ap &e!taAcheved '/ectves

Post )%p!e%entaton eve:

0A

A8 Status


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A8 Status


'==trac< Su%%ary 8et We!! P!anoot $ause

'== Trac<

0


55/93

IIntroduction

IIBasic Slides

IIIExecutiveSummary

Templates

IVModels andObjects

VProjectManagement

Templates

VIFrameor!sand

Met"odologies

VII# $ec! %ules


56/93

< 0G <

Slides

presented in

t"is section are

in no particular order

B i T ) ti ( "


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0#

Business Trans)ormation (pproac"

( complex business trans)ormation could ta!e multi


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0D

Business Trans)ormation (pproac" 1 $etails

3ig"

current state assessment

across People; Process

and Tec"nology 6identi)y

gaps7

$etermine target state

based on strategic

objectives; c"angedrivers and leading

practices

$evelop business case

and roadmap based onproject priorities; impact;

cost and resource

re2uirements

P"ase IV5

Program Implementation

P"ase III5

Vendor Selection

P"ase II5

Business -ase > %oadmap

P"ase I5

Strategy (ssessment

Approach

I II III IV

St t S l M bil St t


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0&

Approach

Strategy Sample 1 Mobile Strategy

Mobile applications s"ould be developed using a met"odology tailored )or mobile devices

$evelop various mobile

products $evelopmodi)y services

Integrate mobile it"

existing c"annels

System Testing

End to end testing

4aunc" various mobileproducts

− Mobile eb

− Mobile app

− Blog

− Social Media

$e)ined mobility goals

6revenue; e))iciency;customer experience

etc*7

$e)ine business case

and prioriti'e t"e

roadmap

Budget approval

-urrent state assessment

o) Mobility in)rastructure

$evelop mobile use

cases− Process re2uirements

− 9ser inter)ace

− $ata re2uirements

$evelop overall solution

arc"itecture

$evelop ire)rames

Prototype critical )eatures

$evelop launc" approac"

$eploy$evelop$esign$e)ineI II III IV

P Vi i d St t i P i i l


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G=

Program O))ice Vision

Program Vision and Strategic Principles

T"e Program Management O))ice 6PMO7 vision and associated strategic objectives

guide all c"ange related activities*

Manage and execute all c"ange initiatives to "elp maintain a

leaders"ip position in Trade Processing*


Ter 1

Ter 2

@

/

A

-ontinuously improve e))iciencies 6initially by consolidating processes and systems7

(ddress existing and ne regulatory re2uirements

Partner it" !ey sta!e"olders to drive en"anced experience and ne )unctionality

G

0

En"ance organi'ational capabilities

Ensure a structured and met"odical approac" is in place to manage c"ange

Streamline processing business and tec"nical arc"itecture to increase time to mar!et

Strateg $e elopment Frame or!


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G/

Strategy $evelopment Frameor!

(pproac" to Strategy $evelopment 1 ( strategy can be developed based on a current state assessment in

conjunction it" a set o) externalinternal inputs*

Strategy $evelopment-urrent State (ssessment

%is! (ppetite

Business -onstraints

%egulatory $rivers

4eading Practices

Tec"nology Trends

Economic Environment

and Forecast

,eograp"ical

-onsiderations

Mission; Values and

Vision


Per)ormance Measures

and Targets

%egulatory $rivers

-ompetitive Position

Scenario (nalysis

Industry $irection

Financial Modeling and

Planning

Strategy Formulation

-ustomer (nalysis

Mar!et (nalysis

Organi'ational (nalysis

Process

People

Tec"nology

4ine o)

BusinessSecurities

Services

Treasury

Services

(sset

Management

-ommercial

Ban!ing

Investment

Ban!ing

Private

Ban!ing

O9TP9TSICP9TS

Maturity Model


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G@

Bac!ground

%egionally de)ined

processes it" increased

automation

FunctionalProduct aligned

organi'ation

Fragmented )ocus on

customer experience

$e)ined Proactive

,lobally de)ined and

integrated processes

Business and customer

aligned organi'ation

Tec"nology strategy isdeveloped in conjunction

it" t"e business strategy

Engaged )ocus on customer

experience

Service (dvocate

4ocally de)ined processes

Indigenously gron

organi'ation and tec"nology

Initial (d "oc

89tility mindset: 1 4everage

4i!e Functions; -enters o)

Excellence; (cross 4OBs

Process optimi'ed across

t"e enterprise and globe to

support business innovation

Tec"nology is a value

enabler and becomes a core

part o) t"e client o))ering

Focus on customerexperience is embedded in

B(9

(gile business model it" a

decreased time


63/93

GA

Business -ase

$eveloping a business case can s"o management t"e business imperative and value o) adopting a particular

approac"*

-omponents o) a Business -ase

%is!s and

$erailers

Vendor

Evaluation

6optional7

Strategy and

-urrent State (ssessment

Executive

Summary

Implementation

Plan

-"ange $rivers -ost and

Bene)its

T"e )inancials s"o t"e overall

investment; brea!


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%ationale )or Plat)orm 9pgrade


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G0

%ationale )or Plat)orm 9pgrade

Varying drivers "ave resulted in a compelling business case to strategically re


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GG

$erailers 1 +ey Implementation %is!s

(s it" any large underta!ing; e )oresee a series o) ris!s t"at can potentially derail various programs and

projects under t"e PMO umbrella*

/

0

(ccelerated implementation approac"

Budget

+ey $ependencies on multiple external initiatives

D Organi'ational strategy c"anges

A Ce regulations or c"anges to existing ones

@ %esources constraints

& S"i)t in priorities

# Vendor dependencies )or some program


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Project Template


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GD

Pro/ect

&escrpton

3ig" Medium 4oPro/ect S?e

Pro/ect *a%e

Project Template

Simple template to gat"er "ig"


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G&

%oadmap 1 Option /2013 2014 2015 2016



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#=

Vendor Evaluation 1 (pproac"

( )ull blon vendor evaluation could include up to # p"ases*

$ue $iligence

Total -ost o) Oners"ip

Independent %esearc"

%e)* -alls > -ustomer Visits

$eep $ive

(ssessments

%FI

%FP

Vendor Evaluation 1 ,uiding Principles


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#/

Vendor Evaluation 1 ,uiding Principles

( set o) principles s"ould be de)ined to guide t"e -ustomer %elations"ip Manager 6-%M7 vendor evaluation

process*

Select a )lexible; )unctionally ric"; and industry proven pac!age t"at can support

our -%M vision and objectives

Jor! it" a strategic partner t"at is proven in t"e -%M space

(ny vendorsolution selected is expected to "ave a D= to D0? )it

4imited customi'ation o) t"e -%M product ill be underta!en to ensure t"at

in"erent product )unctionality and )lexibility is not degraded

Ensure ability to ta!e oners"ip o) product 6not source code7 and support it"

minimal reliance on vendor post implementation

/

A

0

@

Option (nalysis


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#@

Option (nalysis

Phase 'pton 1; 8o West 'pton 2; 8o .ast

Pro

↑ Pro /

↑ Pro @

↑ Pro A

↑ Pro /

↑ Pro @

↑ Pro A

-on

↓ -on /

↓ -on @

↓ -on A

↓ -on /

↓ -on @

↓ -on A

-onclusion RRRR

Program Organi'ation


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#A

Program Organi'ation

T"e Program Organi'ation "as !ey roles5 Program O))ice; Business Integrator; Systems Integrator and Solution

$elivery

System

Implementation

Systems

Integrator

Business

Integrator

Solution $elivery

Program

O))ice

Business Strategy and t"e A PQs


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#

Business Strategy and t"e A P s

To manage c"ange t"e Program Management O))ice 6PMO7 is tas!ed it" putting in a disciplined approac"

toards5 Port)olio Management; Program Management and Project Management*

( group o) related projects managed

in a coordinated ay to obtain

bene)its and control not available

)rom managing t"em individually

Progra% "anage%ent

( project is a uni2ue processconsisting o) a set o) coordinated and

controlled activities it" start and

)inis" dates; underta!en to ac"ieve

an objective con)orming to speci)ic

re2uirements including t"e

constraints o) time; cost and

resources

Pro/ect "anage%ent

-orporate and Individual Business

unit strategies t"at de)ine t"e

direction o) t"e corporation

(usness Strategy

T"e e))ective; centrali'ed

management 6including identi)ying;prioriti'ing; aut"ori'ing and

controlling7 o) a collection o) projects

or programs and ot"er or! t"at are

grouped toget"er to meet strategic

business objectives* T"e projects or

programs o) t"e port)olio may not

necessarily be interdependent or

directly related

Port=o!o "anage%ent

(usness Strategy

Port=o!o "anage%ent

Progra% "anage%ent

Pro/ect "anage%ent

%is! Management Process 1 Overvie


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#0

%is! Management Process Overvie

Identi)y; Prioriti'e; and

(ssess ProgramIssues%is!s

(ssign %esponsibility

)or %esolutionMitigation

Implement %esolution

or Mitigation Strategy

%eassess; Monitor >

%eport ProgramIssues%is!s

&eve!op

)ssue @ s<

"anage%entP!an

$!ose s<

%eset 1 Mission Values > Vision


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#G

%eset Mission; Values > Vision

T"e Mission; Values and Vision o) t"e organi'ation s"ould be adjusted based on t"e broader set o) sta!e"olders

Trust -ommitment

4eading

Ban!

Per)ormance

-lient Service

")SS)'*

+A,-.S

+)S)'*

4eading

Ban!

-ost %eduction


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##

-ost %eduction

Implement roadmap

− 3eadcount e))iciency

− 4ocation strategy

− Including updated operating model 6process

improvements are part o) t"is7

%eali'e bene)its based on establis"ed

per)ormance targets

%oadmap Implementation

$evelop

recommendations

based on business

case 6tactical vs*

strategic7

Prioriti'e

recommendationsbased on cost;

impact and ris!

$evelop roadmap

to implement

recommendations

6project plan;

resourcing; etc*7

Set a clear

objectives and

targets

(ssess t"e cost

reduction

opportunity

$ocument business

priorities

(naly'e t"e current

state 6"eadcount;

supplier etc*7

-reating detailed

insig"ts into costs

Meet it" !ey

sta!e"olders

Identi)y

opportunities and

build "ig" level

business case

%oadmap $evelopment (ssessmentPlanning

Approach

%obust Project Management

Sta!e"older management

6buy


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Business Port)olio AxA


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Business Port)olio AxA

$ o % p e t # t # v e P o s

# t # o n

4

o

M e d i u m

3 i g "

Product"ar


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IIntroduction

IIBasic Slides

IIIExecutive

Summary

Templates

IVModels and

Objects

VProject

Management

Templates

VIFrameor!s

and

Met"odologies

VII# $ec! %ules

# $ec! %ules 1 Overvie


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Follo # rules to ma!e compelling presentations*

9nderstand

t"e -anvas

+eep it

Simple

Ma!e it

Sing

Tell a

Story

4everage

a 4ibrary

Solve a

Problem

Focus on

-omposition

# $E-+ %94ES

I

V

II

IIIVI

VII

IV

Follo t"em all to

success)ully convey your

message*

T"ere are # %ules be"ind t"e

art and science o) creating a

great presentations*

# $ec! %ules 1 Bene)its


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D

4everage a tested mec"anism to produce excellent presentations in a s"ort time not t"e )ormat*

%ule I5 9nderstand t"e -anvas


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D0

( typical slide "as G distinct components*

T"e ead!ne is a s"ort title

describing t"e slide/

T"e ,ead is a brie); s"arp

statement summari'ing t"e slide@

T"e (ody is t"e core part o) t"e

slide 6also !non as t"e Storybox7A

T"e -ompany 4ogo is displayed

)or branding purposes

Page number in t"e middle o) t"e

slide0

T"e $epartment or Project Came

is displayed )or branding purposesG

%ule II5 +eep it Simple


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Simplicity is necessary to properly convey an idea*

%educing complexity is in o) itsel) complex and

ta!es a )ocused approac"

-ontinuously Organi'e; -ollect and %educe

content as t"e $ec! as t"e dec! is being built

T"e goal o) simplicity is to emp"asi'e t"e

insig"t)ul and remove t"e distract)ul

Catural tension beteen simple and poer)ul;

)inding t"e rig"t balance is t"e goal

Poer)ulSimple

- o l l e

c t O

r g a n i ' e

Eliminate

%educing

-omplexity

%ule III5 Tell a Story 1 Storyboarding $epicted


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( great storyline "as an

engaging beginning;

insig"t)ul content > a clear

conclusion

Its easier )or t"e audience

to understand complex

concepts "en explained

in a storyline

In combination; t"e Slide

Title and t"e Slide 4ead ill

summari'e t"e entire dec!

T"e storyboard process

converts brilliant; abstract

ideas into a co"erent

storyline

Storyboarding is t"e

met"od )or t"e creation o)

a storyline o) a dec!

3o t"ese 0 point ould be

storyboarded

Storyboarding is a simple met"od to !eep t"e $ec! )ocused and co"erent*

@ 0/ A

%ule IV5 Solve a Problem


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Prncp!e 2; 'rgan?atonPrncp!e 1; Process

$ivide t"e problem into smaller discreet parts suc" t"at t"ere is no

overlap; no gaps*

( met"odical process s"ould be used to )ind t"e rig"t viable solution;

not just any solution*

Prncp!e 3; ra%e:or


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Follo t"ese G principles to ensure riting is in)ormative and direct*

Focus riting on t"e subject matter

(lign riting it" t"e deliverable objective

9se clear; concise and precise language

9tili'e et"ical and ino))ensive 4anguage

9se correct grammar; punctuation > spelling

Follo conventional rules

9se active voice 6vs* passive voice7

Express ideas in positive terms

$istill your message 6levels o) details7

9sing "eadings to label content

,roup t"oug"ts into clusters

Se2uence t"oug"ts logically

Prncp!e 5; ,eve!ng @ ,ae!ng Prncp!e 6; +oce @ TonePrncp!e 4; Structure

Prncp!e 2; ,anguage Prncp!e 3; SustancePrncp!e 1; u!es

%ule VI5 4everage a 4ibrary


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(ll objects and models t"at can be used )or visualsJor! benc" it" basic objects t"at are )re2uently used

Set 2; '/ects and "ode!sSet 1; 'ne Pager

Establis"ed )rameor!s and met"odologies ( standard one page executive summary template

Set 3; .ecutve Su%%ary Set 4; ra%e:or


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Function 6in)ormation7 and )orm 6design7 go "and in "and*

Accentuate :th +sua!s$hoose your $o!ors&rect the .yes

-olors "ave deep meaning*

-"oose your colors as ould c"oose your

ords 1 care)ully*

9se creative diagrams to illustrate 1 as

simply as possible 1 concepts; models

and processes

T"e slide )lo s"ould be understood in a

)las"* To ac"ieve t"is; structure t"e slide in

a ay so as to guide t"e vieer eyes*

$esignIn)ormation3umanQs are

visual creatures

In)ormation

is poer

$esign your in)ormation so it can be

conveyed in an understandable poer


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Keep reading a":

de!lara"i#n$#m8bulle"s&d#&!ill

(ut"orQs Message


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