Part 1 Problem2 1.1 Definition, definition of the problem 2 and considerations 4 1.5 Liming considerations 4 1.5 Timing considerations 4 1.5 Importance of the delivery of the benefits to Government 4

Part 3 Strategic response5 3.1Method and criteria5 3.2Strategic option analysis5 3.3Recommended strategic option 5 4 Part 4 Project options analysis6 4.1Project options considered 6 4.2Stakeholder identification and data privacy 6 4.3Social impacts 6 4.4Environmental impacts 7 4.5Economic impacts7 4.6Overall evaluation of the socio-economic and environmental impacts 7 4.7Financial analysis 7 4.8Risk comparison 8 4.9Integrated analysis and options ranking8 5 Part 5: Deliverability of recommended solution 8 5.1Details of recommended solution 9 5.2Commercial and

COMMBANK
i
STRATEGIC ASSESSMENT

Contents
Executive summary 1
Part 1 Problem...................................................................................................................2
1.1 Background....................................................................................................2
1.2 Definition of the problem...............................................................................2
1.3 Evidence of the problem...............................................................................2
1.4 Timing considerations...................................................................................4
1.5 Consideration of the broader context............................................................4
2. Part 2 Benefits...............................................................................................4
2.1 Benefits to be delivered................................................................................4
2.2 Importance of the benefits to Government...................................................4
2.3 Evidence of the benefit delivery...................................................................4
2.4 Interdependencies.........................................................................................4
3. Part 3 Strategic response...............................................................................5
3.1 Method and criteria.......................................................................................5
3.2 Strategic option analysis...............................................................................5
3.3 Recommended strategic option.....................................................................5
4 Part 4 Project options analysis......................................................................6
4.1 Project options considered............................................................................6
4.2 Stakeholder identification and consultation..................................................6
4.3 Social impacts...............................................................................................6
4.4 Environmental impacts.................................................................................7
4.5 Economic impacts.........................................................................................7
4.6 Overall evaluation of socio-economic and environmental impacts..............7
4.7 Financial analysis..........................................................................................7
4.8 Risk comparison...........................................................................................8
4.9 Integrated analysis and options ranking........................................................8
5 Part 5: Deliverability of recommended solution...........................................8
5.1 Details of recommended solution.................................................................9
5.2 Commercial and financial.............................................................................9
5.2.4 Funding sources..............................................................................12
5.3 Management................................................................................................12
5.4 Delivery......................................................................................................13
Appendix 1: Benefit management Plan 14
Appendix B: Sign-off checklist 15
References..........................................................................................................16
Appendix D: Project management strategy........................................................18
ii

Executive summary
This business case is purposed to get formal approval for investing $50 million in 2019 to
2021. Decision makers are requested to consider the low profit that CommBank has registered
since the data scandal that came from outsourcing some operations dealing with delicate
customer data. The proposal is in agreement with the government policy of addressing
cybercrime and minimising losses incurred by banks from the same. The different options that
are available for the project are hiring professionals on permanent basis and creation of staff
awareness on the dangers of cybercrime. This project can be successfully completed within
three years with minimal cost. The cost that will be incurred will be realized as increased
profit in the first one year into implementation.
1

Part 1 Problem
The world has witnessed many cases of cybercrime. These crimes have the potential
to collapse the banking industry and see businesses run bankrupt. Cybercrime is an
ongoing problem that financial institutions must learn to prevent. Sensitive customer
data and finances are at risk and vulnerable if any bank does not take adequate
proactive measures. Over-reliance on third parties to provide services in CommBank
has cost the bank billions of dollars. Fuji-Xerox was contracted to destroy some
magnetic tapes that contained sensitive customer information and that was the cause
of the problem. It is very critical to be careful when contracting third parties to handle
customer related data since their interests may not rhyme with the interests of the
institution. CommBank has not stopped hiring third parties to perform some of the
tasks required to be performed in the bank. Due to the benefits of outsourcing
(Varajão, Cruz-Cunha, & Da Glória Fraga, 2017), the bank finds it cheaper to
outsource services instead of hiring the professionals who perform some of the
sensitive tasks. This poses threats t the customers and more customers will be
refraining from banking in banks they are not confident of the security of their data.
The Australian banking industry has not been spared and specifically, CommBank.
1.1 Background
There has been an escalation in the rate of data breaches and data crime (Burlakov,
2019; Malik and Islam, 2019). Financial institutions are bearing the brunt of the
attacks in terms of millions of dollars’ loss per year. The advent of technology has
birthed many of the problems the world is battling today. Although not all technology
is disruptive (Christensen, 1997), there is an urgent need to address the issue before it
ruins the future of financial institutions.
1.2 Definition of the problem
CommBank has been providing financial services for a long time. Due to the
experience that the bank has, it would be expected that the bank can easily address the
challenges that threaten it. However, this is a fast-paced industry where things change
at a high speed. Data breaches and data crime are a continual threat to CommBank.
For instance, last year (2018) saw a high quantity of data that span 15 years lost form
the bank. This backup data was on customer accounts where over 20 million accounts
were affected. The data loss was attributed to cybercrime. As a result of the data loss,
customers and potential customers were bound to have a negative perception of the
bank and this saw a decline in income in the first quarter of 2019. The bank posted a
profit of $4.7 billion, much less than what was expected (Freeman, 2019).
1.3 Evidence of the problem
Customers are getting more concerned with their privacy due to the level of
cybercrimes in the world. This has seen some significant decline in the overall
financial performance for the bank over the last couple of months. Figure 1 shows the
financial performance for the period spanning from January 2018 to January 2019.
2

Source: https://www.google.com/url?
sa=i&source=images&cd=&ved=2ahUKEwjB0KrggLziAhU68uAKHaFnDPIQjRx6
BAgBEAU&url=https%3A%2F%2Fwww.netcials.com%2Fstock-performance-
current-year-australia%2FCBA-COMMONWEALTH-BANK-OF-AUSTRALIA
%2F&psig=AOvVaw0UBxZgLzeeCLg6-MvB5Zaa&ust=1559054933996958
Figure 1.1: Financial Performance for CommBank
From figure 1, it is clearly evident that the financial performance drastically dropped
in March 2018. This is the same time that the scandal of data loss came into the
public as mentioned earlier. Evidently, there is a connection between the data loss and
the dismal performance. There may be other factors that could have contributed to the
poor performance of the bank but it is unlikely that this could coincide with the
sandal.
3

1.4 Timing considerations
Reduced customer confidence will see CommBank continue performing dismally. If
the problem is not solved urgently, there may be more incidences of cybercrime that
are waiting. An increase in such incidences will ultimately discourage customers and
erode any confidence in the bank. This may finally lead to the collapse of the bank.
1.5 Consideration of the broader context
Cybercrime is expected to cause ripples in the banking sector. All banking institutions
are expected to suffer some form of loss in connection to cybercrime. The problems
are not limited to CommBank alone and addressing the problem in a comprehensive
manner would be beneficial to the entire industry. There is a need for all stakeholders
to marshal their strength together and address the issue before it brings the sector to
its knees.
2. Part 2 Benefits
2.1 Benefits to be delivered
This project is aimed at improving value for CommBank customers. There has been
in an increased rate of cybercrime in CommBank, making customer data to be
vulnerable to attacks by fraudsters. When customers put their money in CommBank,
they want safety and interest on their savings. When this is addressed, customers will
not need to worry about losing their money when they have already accumulated it
and saved it for future use or investment.
2.2 Importance of the benefits to Government
Once cybercrime is addressed and eliminated in CommBank, there are several
stakeholders who will benefit. First, the government will be able to realize part of its
goals of trimming cybercrime so as to encourage investment in open banking. On the
other hand, CommBank will be one of the greatest beneficiaries since they stand to
make more profit by increased savings and transactions when customers have
confidence in the bank’s cyber security. On the other hand, the customers will also
benefit and in turn help in nation-building.
2.3 Evidence of the benefit delivery
The key performance indicators showing the status of the benefits will be the financial
performance of CommBank in the next three years. There needs to be an improved
financial performance that will be measured by the bank’s balance sheet. From the
balance sheet, it will be clear the amount of profit that was made over the year. Matt
Comyn, the Chief Executive Officer will be the person who is expected to facilitate
the realization of these benefits. As expected from the closure of many offline
branches as the bank focuses on online transactions, more transactions at a lower cost
are expected (Vercoe, 2019).
2.4 Interdependencies
Although cybercrime is an issue, it is not the only concern when forecasting the future
performance of CommBank. Introductions made by the new leader, Matt, like laying
off laborers to cut expenditure is a key thing. There is also a key role played by the
4

macro-economy. People’s acceptance of open banking is another variable that
intertwines with cybercrime. There will definitely be a need for flexibility while
executing the proposal.
3. Part 3 Strategic response
To be effective in responding to disruption in a business, there is a need to be
competitive. An organization will need to consider being clear, creating a sense of
urgency, considering the disruption as an opportunity and threat, defending the core
business, and disrupting the disruptor.
3.1 Method and criteria
CommBank will need to respond by creating a sense of urgency and by defending the
core business. When a sense of urgency is created and the issued considered, it will
present a timely intervention before the reputation of the bank suffers immensely,
hindering future customers. Defending the core business will entail making sure that
the existing customers and their data are intact. Deliberate moves to ensure that the
data is not made accessible to third parties will be of utmost importance.
3.2 Strategic option analysis
3.2.1 Strategic interventions
First, it will be needful to accept that there is a threat to the bank. This is an important
thing that will create the need for intervention. If the bank does not perceive that there
is any threat to the operations and functions of the bank, then it will be impossible to
come up with an intervention. After this, the bank will need to defend the core
business. This will be impactful since the activities of the bank must be protected
from any further threat of cybercrime to restore customer confidence. The other
intervention will be addressing the issue of cyber-security immediately. This will be
impactful since the issue can be easily arrested before it gets out of hand and more
staff are involved.
3.2.2 Strategic options
Due to disruptive threats, CommBank has been ready to put its strategic options into
use. When Matt took over as the new CEO in 2018, he came with a plan to cut the
labor costs by closing up branches and laying off employees as the bank looks into
open banking. The main aim of the bank is to improve financial performance in the
next few years by cutting on cost. This would address cybercrime and defend the core
business.
3.2.2 Strategic fit
Unmatched customer data security to all.
3.3 Recommended strategic option
This report makes a recommendation that CommBank employs professionals it
requires on a permanent basis instead of outsourcing services. This is because service
providers who are outsourced may not have the heart of the permanent employees in
guarding the company. Tayauova (2012) argues that despite outsourcing being a good
and effective way to cut down on labor costs, it is quite disadvantageous in leaking
organizations’ data to outsiders. It was through outsourcing that CommBank got into
trouble with customer data management.
5

4 Part 4 Project options analysis
When all required professionals are hired on a permanent basis, it may seem like a
move against the intention of the bank to cut on cost. However, this move perfectly
rhymes with this since it will ensure that there are no costs emanating from litigation
due to data security-related cases. These are cases that can cost the bank immensely.
Consequently, this move continues CommBank’s existing strategy and also ensures
that there is adequate data security, an issue that will see more customers gain
confidence with the bank and see the bank make more profit.
It is proposed that CommBank creates awareness on all its staff on modern threats to
delicate bank data. The employees will be able to provide needed support to the
professionals who are hired in the IT department for enhanced customer data security.
Again, the bank can offer top-notch service to its customers and ensure that their
privacy is guaranteed.
4.1 Project options considered
CommBank will need to be clear. There will be a singleness of purpose so that the
vision is achievable in an easy manner. All ambiguity will be eradicated. The entire
areas that the bank’s services are available will be addressed and covered in this. Due
to this, the market will be receptive to the banks services since they will be focussed.
It will be assumed that all the branches of the bank will cooperate with what the CEO
wants.
There will also be the creation of a sense of urgency. There will be a need to treat this
as urgent wherever CommBank is. This will be meant to ensure that the solution is
achieved within a short time. It will be assumed that all the staff will be like-minded
and will refrain from being involved in dubious transactions. This is congruent with
the government since the government wants cybercrime to be eliminated by all
means.
Again, the threat will be considered as a distraction and a threat to the bank. This will
be in the whole of Australia.
4.2 Stakeholder identification and consultation
The investors and customers of the bank will be impacted on by the options. When
the financial performance of the bank is improved, the investors will have more trust
with the management of the bank and the entire bank fraternity. In addition to that,
the customers will feel safer to transact with the bank and will be in a position to refer
their friends and family to the bank’s services. All this will see the bank on the road
to recovery from the tainted image and making more profit in the long- run.
4.3 Social impacts
When there is a singleness of purpose, the entire staff of ComBank will be bound
together in unity and there will be a better performance. On the other hand, when a
sense of urgency is created, all the stakeholders will appreciate the way the matter is
addressed and trust with the bank will be restored before long. Additionally, the threat
once treated as a distraction in the bank, the stakeholders will have a positive attitude
with the bank’s management and trust will be restored.
6

4.4 Environmental impacts
A better financial performance by the bank will have an impact on the environment.
As the bank moves from outsourcing to handling all the operations, it will be
important for the bank to consider waste disposal. Waste paper and other things like
used print cartridges will need to be properly disposed of in a safe manner. There will
be adherence to the guidelines set by the local government on waste disposal.
Additionally, safety standards will be maintained in the banks.
4.5 Economic impacts
Data security is key in the banking industry and banks have a responsibility to protect
the information of their clients (Pacelli, 2016). When the customer data in
CommBank is secured, the bank will report improved financial performance. This
will mean that the dividends shared by the shareholders will be more. Consequently,
the living standards of the shareholders will be improved and this will have a
spiraling impact on the local economy. This is because the buying and spending
patterns of the shareholders will be altered. An improvement in the local economy
will have an impact on the overall GDP of the country. Improved performance will
mean a higher chance for the workforce to be paid well. These are people who also
engage other services like cleaning services in their homes and the overall economy
in the locality will be improved.
4.6 Overall evaluation of socio-economic and environmental impacts
Table 4.1 Cost-Benefit Analysis
Key: Units in $Thousand
4.7 Financial analysis
There are significant benefits that the project has. The application of the cost
reduction and cybercrime variables has the potential to realize a growth of 10 percent.
This would realize a saving of $58 million in 3 years. There are ready benefits to be
realized from the savings that do not require underperformance of the current
functions of the bank. The fact that the functions of the bank that touch on data will
be comprehensively handled by permanent employees of the bank does not have any
7

additional cost implication since the overall expenditure is lower than when
outsourcing the services and getting involved in litigation emanating from misuse of
private customer information.
4.8 Risk comparison
In sound risk management, balance is quite essential. The interests of the CommBank
customers should be weighed against the better financial performance of CommBank.
Increased cybercrime will negatively impact on the financial performance of
CommBank. It is essential to address cybercrime in CommBank. Leakage of
customer data will negatively impact on the financial performance of the bank.
4.9 Integrated analysis and options ranking
The Failure Model Effects Analysis (FMEA) is a very effective tool to analyse
potential pitfalls in a project and avoid them
(Dastjerdi, Khorasani, Yarmohammadian, & Ahmadzade, 2016; Vázquez-Valencia,
Santiago-Sáez, Perea-Pérez, Labajo-González, & Albarrán-Juan, 2018).
Table 4.2 FMEA
FAILURE MODEL EFFECTS ANALYSIS
Potential Failure Mode A) Severity
Rate 1-10
10 = most
severe
B)
Occurrence
Probability
Rate 1-10
10=highest
probability
C)
Probability
of detection
1-10
10=lowest
Risk
preference
number
AxBxC
Inability to impact
financial performance
2 1 3 6
Management’s refusal to
adopt change
5 2 2 20
Inability for customer
confidence t be rebuilt
4 4 5 40
5 Part 5: Deliverability of recommended solution
The solution can be delivered. Addressing cybercrime is an achievable goal that this
case put forth. When loopholes that expose CommBank to customer data leakage are
sealed by avoiding outsourcing, customers will gain trust with the bank. Once this is
achieved, the bank will be on its way to great growth. Many families and friends’
referrals will be witnessed. More profit will be made by the bank as it embraces open
banking and there are fewer employees, meaning fewer costs to run the business. This
solution is the best as compared to the other options since it is more practical and
addresses the core problem without any delay.
8

5.1 Details of recommended solution
CommBank will be ready to put its recommended options into use. Although Matt
introduced layoffs as a way of addressing the financial shortfall, the recommended
solution will be to deal with cybercrime as it is the root cause of reduced customer
confidence hence reduced profits. When customers will be presented with a data
secure CommBank, they will have their confidence restored and this will realize
better profit margins. Awareness creation through advertising will be considered
keenly since the customers and staff alike need to know the risks associated with data
security in the banking industry. All stakeholders will be considered and involved in
this endeavour.
5.2 Commercial and financial
5.2.1 Procurement
This part is not applicable since there will be nothing to be bought/procured.
5.2.2 Risk assessment and management
Table 5.1: Key success risks
Risk Management strategy
Loss of
customer
confidence
Lack of finances
Restoring customer confidence
Ensure better financial performance
5.2.3 Detailed costing and economic evaluation
Following is the cashflow for three years from 2019 to 2021.
9

table©
2021 2020 Diff Diff% 2019 Diff Diff%
ASSETS
Non-current assets
Property – cost 5,179,545 4,874,545 305,000 6.3% 4,709,795 164,750 3.5%
Property - accum dep (1,926,248) (1,379,718) (546,530) (39.6%) (929,418) (450,300) (48.4%)
Intangible assets – cost 1,040,500 1,040,500 - - 1,040,500 - -
Intangible assets - amortization (416,200) (312,150) (104,050) (33.3%) (208,100) (104,050) (50.0%)
Investments 2,302,500 1,782,500 520,000 29.2% 300,000 1,482,500 494.2%
6,180,097 6,005,677 174,420 2.9% 4,912,777 1,092,900 22.2%
Current assets
Inventory 352,913 313,745 39,168 12.5% 248,196 65,549 26.4%
Trade debtors 568,079 495,942 72,137 14.5% 456,039 39,903 8.7%
Loans & advances 60,000 48,200 11,800 24.5% 30,220 17,980 59.5%
Other debtors 24,000 44,500 (20,500) (46.1%) 22,600 21,900 96.9%
Bank accounts 326,674 393,980 (67,306) (17.1%) 187,624 206,356 110.0%
Cash on hand 1,000 990 10 1.0% 1,000 (10) (1.0%)
1,332,666 1,297,357 35,309 2.7% 945,679 351,678 37.2%
10

Total assets 7,512,763 7,303,034 209,729 2.9% 5,858,456 1,444,578 24.7%
EQUITY & LIABILITIES
Equity
Shareholders' contributions
1,000 1,000 - - 1,000 - -
Reserves
- - - - - - -
Retained earnings
5,223,874 4,339,805 884,069 20.4% 3,335,138 1,004,667 30.1%
5,224,874 4,340,805 884,069 20.4% 3,336,138 1,004,667 30.1%
Non-current liabilities
Long term loans
1,265,992 1,967,685 (701,693) (35.7%) 1,646,180 321,505 19.5%
Finance leases
85,325 146,420 (61,095) (41.7%) 209,394 (62,974) (30.1%)
Deferred tax
(33,790) 17,377 (51,167) (294.5%) (47,278) 64,655 136.8%
1,317,527 2,131,482 (813,955) (38.2%) 1,808,296 323,186 17.9%
Current liabilities
Bank overdraft
- - - - - - -
Trade creditors
186,802 219,900 (33,098) (15.1%) 166,325 53,575 32.2%
Accruals
110,937 86,520 24,417 28.2% 71,708 14,812 20.7%
Sales tax 75,891 59,835 16,056 26.8% 55,891 3,944 7.1%
Other provisions 214,823 214,870 (47) (0.0%) 211,637 3,233 1.5%
11

Dividends payable 150,000 100,000 50,000 50.0% 75,000 25,000 33.3%
Provision for taxation 215,724 131,926 83,798 63.5% 118,400 13,526 11.4%
Interest payable 16,185 17,696 (1,511) (8.5%) 15,061 2,635 17.5%
970,362 830,747 139,615 16.8% 714,022 116,725 16.3%
Total liabilities 2,287,889 2,962,229 (674,340) (22.8%) 2,522,318 439,911 17.4%
Total equity & liabilities 7,512,763 7,303,034 209,729 2.9% 5,858,456 1,444,578 24.7%
5.2.4 Funding sources
The funding sources for this case will be internal funding from the bank. The bank has the ability to fund this project and therefore it will
not require any sourcing for funds from other sources.
5.3 Management
The costs that are related to the management of the project will be kept minimal since the existing management team will continue and
handle the project.
5.3.1 Governance
The governance structure of the project will assume the existing governance structure in the bank so as to reduce financial constraints.
5.3.2 Stakeholder engagement and Communication plan
The key stakeholders are the bank, the bank customers, the community and the government. There will be need to effectively
communicate with the stakeholders concerning the project so that every interested party is kept in the light. Stakeholders will be engaged
in an ongoing basis once the project starts. As the project is on course, evaluations and monitoring will be done and communicated to all
the stakeholders so that they make any required decisions based on the provided information.
12

13

5.3.3 Project management strategy
Keenness will be required to manage the project. First, there will be the definition of
the project so that there is a clear path to follow. After this, the strategy will be created
followed by planning as pertains to the project. Once planning is adequate,
implementation and control will start followed by reviewing and learning (see
appendix 1).
5.4 Delivery
5.4.1 Change management
For this project to succeed, there will be a need to train staff on modern data security
methods and implications of data breaches. There will be an emphasis on attitude
change so as to realize maximum results. In addition to this, there will be on-going
seminars that will bring together all the stakeholders periodically. This will be
n]meant to ensure that every party plays its role as expected in this joint venture.
5.4.2 Timelines and milestones
Following is the timelines and the milestones for this project. Before the
commencement of the project, a public awareness will b done on all customers
through divers means as already explained.
Kick off call 1st check point 2nd check point 3rd check point
July 2019 July 2020 July 2021
Integrating all customer Securing customer Incooperating all customers
Data data
14

Appendix 1: Benefit management Plan
15

Appendix B: Sign-off checklist
For endorsement, model checklist Prepared by:
……………………………………………..…… Date: …………………
Approved: …………………………………………… Date: …………………
…………………………………………………….
(name of approving officer or delegate) (title)
Secretary: ……………………………………………..…… Date:
…………………
16
Investment title: Addressing Cybercrime
Agency: CommBank
Is the need well established?
Do government policies’ link appear explicitly?
Is there a noting of future implications and is the project scope and
the benefits clear?
Do operational and capital phases have provisions for cost
estimates?
Is there a signing off of risk and cost estimators on their work
adequacy?
Is there an adequacy of the project budget?
Is there value for money in cost and benefit analysis and estimates?
Is there clarity in stating project deliverables?
Is a there an inclusion of benefit management?
Are assumptions stated and are there risk management processes
that are in place?
Hs the proposal tested market appetite?
Is there identification of government structures?
Are there detailed stakeholder interfaces?
Are there an identification of regulatory requirements?
Does the project qualify as a High Risk /High Value?
Are there gateway reviews undertaken?

17

References
Burlakov, G. (2019, May 16). 10 Challenges for the Financial Services Industry in 2019
[Web log post]. Retrieved from https://technorely.com/blog/financial-industry-
challenges/
Christensen, C. (1997). The innovator's dilemma. Cambridge MA: Harvard Business School
Press.
Dastjerdi, H., Khorasani, E., Yarmohammadian, M., & Ahmadzade, M. (2016). Evaluating
the application of failure mode and effects analysis technique in hospital wards: a
systematic review. Journal of Injury and Violence Research, 9(1).
doi:10.5249/jivr.v9i1.794
Freeman, G. (2019, February 8). CBA result highlights challenges facing Aussie
banks. Morningstar.
Malik, M. S., & Islam, U. (2019). Cybercrime: an emerging threat to the banking sector of
Pakistan. Journal of Financial Crime, 26(1), 50-60. doi:10.1108/jfc-11-2017-0118
Pacelli, V. (2016). The Case Study of Goldman Sachs. Managing Reputation in The Banking
Industry, 79-99. doi:10.1007/978-3-319-28256-5_4
Tayauova, G. (2012). Advantages and disadvantages of outsourcing: analysis of outsourcing
practices of Kazakhstan banks. Procedia - Social and Behavioral Sciences, 41, 188-
195. doi:10.1016/j.sbspro.2012.04.02
Varajão, J., Cruz-Cunha, M. M., & Da Glória Fraga, M. (2017). IT/IS Outsourcing in Large
Companies – Motivations and Risks. Procedia Computer Science, 121, 1047-1061.
doi:10.1016/j.procs.2017.11.135
Vercoe, P. (2019, April 12). Bloomberg [Web log post]. Retrieved from
18

https://www.bloomberg.com/news/articles/2019-04-11/commonwealth-bank-working-
on-plan-to-cut-10-000-jobs-australian
Vázquez-Valencia, A., Santiago-Sáez, A., Perea-Pérez, B., Labajo-González, E., & Albarrán-
Juan, M. E. (2018). Usefulness of failure mode and effects analysis for improving
mobilization safety in critically ill patients. Colombian Journal of
Anesthesiology, 46(1), 3-10. doi:10.1097/cj9.0000000000000002
19

Appendix D: Project management strategy
20