Corporate Database Development & Implementation for First National Bank (FNB)

This presentation discusses the Corporate Database Development & Implementation project for First National Bank (FNB), including its requirements, benefits, deliverables, and learning outcomes. The project involves technical infrastructure analysis, network compatibility & implementation, security analysis of the database, user access and control, training to the FNB employees, syncing with other tools, and integration with BI tools. The presentation also covers effective risks management, project scheduling & budgeting, change management, communication planning, and resource management in projects. The areas of improvement include technical knowledge on the database implementation process, project planning & analysis activities, and team collaboration skills.

FIRST NATIONAL
BANK (FNB)
Project Presentation

INTRODUCTION
 First National Bank (FNB) – Fastest growing
bank in Midwest
 Increase in staff by 35%
 Increase in total assets by 70%
 Growing need of efficient data management
 Corporate Database Development &
Implementation for the bank

PROJECT REQUIREMENTS
 Corporate Database Development and
Implementation
 Management of the Changes (Atkinson,
Crawford, & Ward, 2006)
 Technical Infrastructure analysis
 Network Compatibility & Implementation
 Testing & Verification Processes

PROJECT REQUIREMENTS
 Security Analysis of the database
 User Access and control
 Training to the FNB Employees
 Syncing with other tools (Wearne, 2006)
 Integration with BI tools

PROJECT BENEFITS
 Higher Return on Investment (ROI)
 Engagement of the Employees
 Reduction of the Business Costs
 Elimination of the Business Risks

PROJECT DELIVERABLES
 Project Proposal & Plan
 Migrated information sets (Turner, 2006)
 Change Report
 Minutes of Meetings
 Final Report

LEARNING OUTCOMES
 Effective Risks Management in Projects
 Series of Phases
 Preparation of Risk Register (Teller, 2013)

LEARNING OUTCOMES
 Project Scheduling & Budgeting
 Use of Work Breakdown Structure (WBS)
 Estimation Techniques
 Earned Value Analysis (EVA)
 Management of the changes

LEARNING OUTCOMES
 Change Management in Projects
 Phased Approach
 Initiation, Execution, and Management of
the Changes

LEARNING OUTCOMES
 Communication Planning in Projects
 Effective communication management plan
 Communication Guidelines (Koskinen, 2004)
 Tools and Techniques to be used
 Ethical Guidelines
 Team Involvement (Missonier, & Loufrani-
Fedida, 2014)

LEARNING OUTCOMES
 Resource Management in Projects
 Discussions with the Resources
 Allocation of Roles
 Performance Tracking
 Use of Key Performance Indicators (KPIs)
 Goal Setting

AREAS OF IMPROVEMENT
 Technical Knowledge on the Database
Implementation Process
 Project Planning & Analysis Activities
(Dalcher, 2015)
 Team Collaboration Skills

CONCLUSION
 Need for data and information sets is
increasing
 Project management is a key discipline
involved
 Several knowledge areas of project
 Integration of technical and managerial
side

REFERENCES
Atkinson, R., Crawford, L., & Ward, S. (2006). Fundamental uncertainties in projects
and the scope of project management. International Journal Of Project
Management, 24(8), 687-698. doi: 10.1016/j.ijproman.2006.09.011
Dalcher, D. (2015). Going Beyond The Waterfall: Managing Scope Effectively
Across the Project Life Cycle. Project Management Journal, 46(1), e2-e2. doi:
10.1002/pmj.21475
Koskinen, K. (2004). Knowledge Management to Improve Project Communication
and Implementation. Project Management Journal, 35(2), 13-19. doi:
10.1177/875697280403500203
Missonier, S., & Loufrani-Fedida, S. (2014). Stakeholder analysis and engagement
in projects: From stakeholder relational perspective to stakeholder relational
ontology. International Journal Of Project Management, 32(7), 1108-1122. doi:
10.1016/j.ijproman.2014.02.010
Teller, J. (2013). Portfolio Risk Management and Its Contribution to Project Portfolio
Success: An Investigation of Organization, Process, and Culture. Project
Management Journal, 44(2), 36-51. doi: 10.1002/pmj.21327
Turner, J. (2006). Towards a theory of project management: The nature of the
project governance and project management. International Journal Of Project
Management, 24(2), 93-95. doi: 10.1016/j.ijproman.2005.11.008
Wearne, S. (2014). Evidence-Based Scope for Reducing “Fire-Fighting†in
Project Management. Project Management Journal, 45(1), 67-75. doi:
10.1002/pmj.21395

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