Consultancy Report on Strategic Changes in HTB Bank

This consultancy report discusses the proposed strategic changes in HTB Bank, including key issues, assessment and management of the proposal, programme and scope deliverables, estimating of programme, resources and schedule, and more. The report also includes a detailed schedule of the project tasks and activities.

Business Project & Programme Management
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Business Project and Programme Management
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Business Project & Programme Management
Table of Contents
Part A.........................................................................................................................................2
Business Case.........................................................................................................................2
Key Issues to be considered...............................................................................................2
Assessment & Management of the Proposal......................................................................3
Programme & Scope Deliverables.........................................................................................3
Estimating of Programme, Resources & Schedule................................................................4
Key Milestones.......................................................................................................................9
Risk Management Strategy....................................................................................................9
Key Risks & Issues..........................................................................................................10
Proposed Mitigation Steps...............................................................................................11
Organizational Structure & Key Stakeholders.....................................................................11
Key Stakeholder Issues....................................................................................................11
Programme Control Approach.............................................................................................13
Options for Contracting Outsourcing & Off-shoring Projects.............................................13
Conclusion................................................................................................................................14
Part B........................................................................................................................................15
Two Project Management Frameworks...............................................................................15
Recommended Framework & Justification..........................................................................15
References................................................................................................................................17
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Business Project & Programme Management
Part A
Business Case
HTB is a bank that is based out of the United Kingdom and operates globally. There are
currently over 45,000 staff members engaged with the bank. The investment banking
operations of the bank are carried out in UK, USA, Europe, and Hong Kong. The bank carries
out retail operations and activities in other parts of Europe. The organization is financially
secure; however, the operating costs of the bank are under scrutiny. The bank has been
subjected to several changes since the financial crisis that came up in 2008. There are
strategic changes that are being carried out in the bank to provide enhanced services to the
customer to attain improved customer engagement and satisfaction.
Key Issues to be considered
The strategic change programme that will be carried out by the company will involve various
activities, such as diversification, enhancement of market shares, and lowering down of the
operational costs. The bank has acquired a large retail branch network from TTLB, a large
retail bank based out in the UK. It is necessary to make sure that the regulatory and legal
compliance is maintained and the acquisition is made as per Banking Authority Regulations
& Oversight. The integration of the components as resources, their capabilities, and core
competencies shall be adequately done to make sure that the strategic changes are correctly
implemented. Shared Service Centre (SSC) was set up in the bank and the project
experienced several issues in terms of budget and schedule overrun, inadequate change
handling, and poor implementation. The central services associated with the new acquisition
will be merged with SSC (Shaw, 2015). In order to handle the costs, the Chief Financial
Officer has proposed to relocate the shared services to Far East. Such a move may bring up
the migration and security issues. There may also be enhanced dissatisfaction among the
employees with restricting and relocating of the members of the staff. The potential loss of
jobs and job rotation may be an issue. The introduction of the agile practices by the Chief
Information Officer (CIO) did not work in the initial attempts due to the limited contribution
by the system users. The development processes and activities were also poorly managed.
Outsourcing of the key project deliveries is proposed by the CIO; however, the use of fixed
price contracts is an issue that may come up. The scope is not adequately defined and in such
cases, the use of fixed price contracts may not be the best idea. The step of moving to new
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Business Project & Programme Management
Headquarters in London may also be exposed to several issues as there may be issue of
unwanted and unexpected delays that may come up. The involvement of fixed price contracts
is an issue in this step. The handling and management of the transitions and business changes
is one of the most significant issues that the bank will be required to manage.
Assessment & Management of the Proposal
There is a defined approach that shall be followed to assess and manage the proposed
strategic changes and recommendations.
The use of a phased approach for managing the changes along with the use of an adequate
project management strategy shall be used to assess and manage the proposal. Project
Management Body of Knowledge (PMBoK) methodology for handling the project activities
and the associated changes shall be used. The methodology will provide the mechanisms to
estimate the schedule and costs associated with the implementation of the elements in the
proposal. The issues around the fixed price contracts and procurement issues shall also be
handled using the PMBoK methodology (Parry et al., 2013). The changes shall be handled by
starting with the initiation step by defining the changes and analysing the impacts of the
changes. The schedule and budget around the changes shall be planned and the execution of
the changes shall be carried out. The monitoring and control of the changes shall be done by
using review and inspection processes followed by the closure of the changes.
The use of this methodology will make sure that the various areas of the strategic changes,
such as schedule, budget, procurement, risks, resources, stakeholders, and changes will be
integrated and managed with each other (Zwikael, 2009).
Programme & Scope Deliverables
There is currently 3,500 staff members engaged with the IT organization associated with the
bank. The integration of the IT systems for TTLB will also be done by these resources. There
have been scenarios of poor performance in the past along with the issues of schedule and
budget overrun. The CIO has decided to outsource the project delivery to the external IT
consultancy called CCC. It will be necessary to determine the scope and requirements of IT
outsourcing process before carrying out the activities with CCC.
The key scope deliverables for the outsourcing process are as listed below:
 Project Plan: The document shall cover the details of the project in terms of the
outsourcing details, requirements, schedule, budget, associated risks, and similar
details regarding the project (Pinto, 2013).
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Business Project & Programme Management
 Service Level Agreement: CCC is an external IT consultancy and the terms of service
shall be legally documented. The document shall include the services to be provided
by CCC and the ones to be done by the bank. The details on the expenditure,
resources, technical environment, and maintenance shall also be included in the
document.
 Contractual Agreement: The current contract type that is followed and used by the
bank is fixed price contracts. However, there are other contractual terms and types,
such as cost plus contracts and incentive contracts that may also be used (Gomes,
2013).
 Change Report: There may be certain changes that may be needed in the terms and
service agreed upon. The details of such changes and the change requests shall be
included as one of the deliverables.
 Review Report: The review comments and details shall be included in the deliverable
and the reviews shall be done by the senior officials of the bank and the
representatives of the CCC.
 Closure Report: The details of the changes implemented shall be documented in a
formal report and the details of the performance shall also be included in the report.
Estimating of Programme, Resources & Schedule
The estimating of the schedule is done as per the bottom-up estimation technique. According
to this technique, the activities at the lowermost level are estimated first followed by the
activities at the levels above. The use of the estimation technique ensures that the project
tasks are provided with the duration as per the requirement.
WBS Task Name Duration Start Finish Predecessors Resource
Names
1 HTB Strategic Changes 307 days Mon 29-
10-18
Tue 31-
12-19
1.1 Initiation and Planning 16 days Mon 29-
10-18
Mon 19-
11-18
1.1.1
Listing of Changes and
Determination of
Feasibility
4 days Mon 29-
10-18
Thu 01-
11-18
Project
Manager,
Business
Analyst
1.1.2 Strategic Change 5 days Fri 02- Thu 08- 3 Chief
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Business Project & Programme Management
Proposal 11-18 11-18
Information
Officer,
Project
Manager,
Chief
Operating
Officer,
Chief
Financial
Officer
1.1.3 Analysis of Changes 7 days Fri 09-
11-18
Mon 19-
11-18 4
Chief
Information
Officer,
Project
Manager,
Chief
Operating
Officer,
Chief
Financial
Officer
1.1.4
Milestone 1: Feasibility
Report, Strategic Change
Proposal
0 days Mon 19-
11-18
Mon 19-
11-18 5
1.2 Diversification & SSC 113 days Tue 20-
11-18
Thu 25-
04-19
1.2.1 Retail Expansion 36 days Tue 20-
11-18
Tue 08-
01-19 6
Chief
Financial
Officer
1.2.2 Relocation of SSC to
Far East 36 days Wed 09-
01-19
Wed 27-
02-19 8
Business
Analyst ,Chie
f Financial
Officer
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Business Project & Programme Management
1.2.3 Contractual and
Regulatory Compliance 12 days Thu 28-
02-19
Fri 15-
03-19 9
Chief
Operating
Officer,
Chief
Financial
Officer,
Project
Manager
1.2.4 Migration of Data &
Services 15 days Mon 18-
03-19
Fri 05-
04-19 10 Technical
Expert
1.2.5 Determination &
Handling of Risks 14 days Mon 08-
04-19
Thu 25-
04-19 11
Project
Manager,
Chief
Financial
Officer
1.2.6 Milestone 2: Regulatory
Report 0 days Thu 25-
04-19
Thu 25-
04-19 12
1.3 IT Outsourcing 51 days Fri 26-
04-19
Fri 05-
07-19
1.3.1
Contractual Processes
& Service Level
Agreements with CCC
15 days Fri 26-
04-19
Thu 16-
05-19 13
Chief
Information
Officer,
Chief
Operating
Officer
1.3.2 Development & project
delivery 25 days Fri 17-
05-19
Thu 20-
06-19 15
Chief
Information
Officer,
Chief
Operating
Officer
1.3.3 Review and regulatory
compliance
11 days Fri 21-
06-19
Fri 05-
07-19
16 Chief
Information
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Business Project & Programme Management
Officer,
Chief
Operating
Officer
1.3.4 Milestone 3: Project
Delivery 0 days Fri 05-
07-19
Fri 05-
07-19 17
1.4 New Headquarters &
Programme Overview 111 days Mon 08-
07-19
Mon 09-
12-19
1.4.1 Refurbishment of HQ
Building 45 days Mon 08-
07-19
Fri 06-
09-19 18
Chief
Operating
Officer,
Chief
Information
Officer
1.4.2 Transformational
Change Programme 33 days Mon 09-
09-19
Wed 23-
10-19 20
Chief
Information
Officer,
Chief
Operating
Officer
1.4.3 Monitoring & Control 18 days Thu 24-
10-19
Mon 18-
11-19 21 Project
Manager
1.4.4 Implementation &
Integration 15 days Tue 19-
11-19
Mon 09-
12-19 22
Project
Manager,
Data Analyst
1.4.5 Milestone 4:
Implementation Results 0 days Mon 09-
12-19
Mon 09-
12-19 23
1.5 Project Closure 16 days Tue 10-
12-19
Tue 31-
12-19
1.5.1 Assessment of
performance and results 8 days Tue 10-
12-19
Thu 19-
12-19 24 Data Analyst
1.5.2 Continuous 8 days Fri 20- Tue 31- 26 Project
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Business Project & Programme Management
Improvement & Lessons
Learned 12-19 12-19 Manager
1.5.3 Milestone 5: Closure
Report 0 days Tue 31-
12-19
Tue 31-
12-19 27
The proposed distribution of the resources as per the project tasks and activities is as shown
in the table below.
Resource Name Work
Project Manager 664 hrs
Listing of Changes and Determination of Feasibility 32 hrs
Strategic Change Proposal 40 hrs
Analysis of Changes 56 hrs
Contractual and Regulatory Compliance 96 hrs
Determination & Handling of Risks 112 hrs
Monitoring & Control 144 hrs
Implementation & Integration 120 hrs
Continuous Improvement & Lessons Learned 64 hrs
Chief Information Officer 1,128 hrs
Strategic Change Proposal 40 hrs
Analysis of Changes 56 hrs
Contractual Processes & Service Level Agreements with CCC 120 hrs
Development & project delivery 200 hrs
Review and regulatory compliance 88 hrs
Refurbishment of HQ Building 360 hrs
Transformational Change Programme 264 hrs
Chief Operating Officer 1,224 hrs
Strategic Change Proposal 40 hrs
Analysis of Changes 56 hrs
Contractual and Regulatory Compliance 96 hrs
Contractual Processes & Service Level Agreements with CCC 120 hrs
Development & project delivery 200 hrs
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Business Project & Programme Management
Review and regulatory compliance 88 hrs
Refurbishment of HQ Building 360 hrs
Transformational Change Programme 264 hrs
Chief Financial Officer 880 hrs
Strategic Change Proposal 40 hrs
Analysis of Changes 56 hrs
Retail Expansion 288 hrs
Relocation of SSC to Far East 288 hrs
Contractual and Regulatory Compliance 96 hrs
Determination & Handling of Risks 112 hrs
Technical Expert 120 hrs
Migration of Data & Services 120 hrs
Data Analyst 184 hrs
Implementation & Integration 120 hrs
Assessment of performance and results 64 hrs
Business Analyst 320 hrs
Listing of Changes and Determination of Feasibility 32 hrs
Relocation of SSC to Far East 288 hrs
Key Milestones
Task Name Start Finish
Milestone 1: Feasibility Report, Strategic Change
Proposal Mon 19-11-18 Mon 19-11-18
Milestone 2: Regulatory Report Thu 25-04-19 Thu 25-04-19
Milestone 3: Project Delivery Fri 05-07-19 Fri 05-07-19
Milestone 4: Implementation Results Mon 09-12-19 Mon 09-12-19
Milestone 5: Closure Report Tue 31-12-19 Tue 31-12-19
Risk Management Strategy
There may be several risks that may come up during the lifecycle of the implementation of
the proposed changes.
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Business Project & Programme Management
The risk management strategy that shall be followed to handle the changes shall make use of
certain steps. The identification of the risks shall be done in the first step. The varied sources
of data shall be used, such as HTB, employees of the bank, CCC, and other stakeholders. The
information shall be gathered to prepare the list of the risks. The identified set of risks shall
then be analysed. The analysis shall provide the probability and impact scores for each risk.
The evaluation and prioritization of the risks shall be done to determine the treatment strategy
for each of the risks identified and analysed. The risk treatment strategy shall include the
mitigation, avoidance, acceptance, sharing, or transfer of the risks. The risks shall also be
monitored and controlled followed by the closure (Dey and Kinch, 2008).
The use of the above approach will ensure that the risks are adequately handled and managed.
Key Risks & Issues
The strategic change programme that will be carried out by the company will involve various
activities, such as diversification, enhancement of market shares, and lowering down of the
operational costs.
Retail Expansion
The bank has procured a huge retail branch arrange from TTLB, a substantial retail bank
based out in the UK. It is important to ensure that the administrative and lawful consistence is
kept up and the securing is made according to Banking Authority Regulations and Oversight.
The incorporation of the parts as assets, their capacities, and centre capabilities will be
enough done to ensure that the key changes are effectively actualized (Reiss, Rayner and
Macnicol, 2013).
Shared Service Centre
Shared Service Centre (SSC) was set up in the bank and the undertaking encountered a few
issues as far as spending plan and calendar overwhelm, insufficient change taking care of,
and poor usage. The focal services related with the new procurement will be converged with
SSC. With the end goal to deal with the costs, the Chief Financial Officer has proposed to
move the shared services to Far East. Such a move may raise the relocation and security
issues. There may likewise be upgraded disappointment among the workers with limiting and
migrating of the individuals from the staff. The potential loss of employments and occupation
turn might be an issue (Bannazadeh, Zomorodian and Maghareh, 2013).
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Business Project & Programme Management
IT Outsourcing
The presentation of the deft practices by the Chief Information Officer (CIO) did not work in
the underlying endeavor because of the constrained commitment by the framework clients.
The improvement procedures and exercises were likewise inadequately overseen. Re-
appropriating of the key venture conveyances is proposed by the CIO; be that as it may, the
utilization of settled value contracts is an issue that may come up. The degree isn't
sufficiently characterized and in such cases, the utilization of settled value contracts may not
be the best thought.
New Headquarters & Programme Overview
The progression of moving to new Headquarters in London may likewise be presented to a
few issues as there might be issue of undesirable and surprising defers that may come up. The
association of settled value contracts is an issue in this progression. The taking care of and
administration of the advances and business changes is a standout amongst the most huge
issues that the bank will be required to oversee.
Proposed Mitigation Steps
There shall be regulatory reviews and compliance analysis that shall be done during the entire
process of retail expansion. The bank may also involve external regulatory analysts and legal
advisors to provide information on the key strategies to follow.
The relocation of SSC and migration of the data sets will be exposed security risks and
attacks. It shall be made sure that the migration is done in a phase by phase manner. The
information and data sets shall be protected using the authentication and access control
mechanisms. The encrypted data sets shall be migrated so that the issues of data breach and
data loss may be avoided. The use of anti-malware and anti-denial tools shall also be done to
mitigate the risks (Lindholm, 2015). The use of automated data analysis tools shall be done
so that the risk patterns and trends are identified and determined in advance.
The outsourcing and refurbishment of the building will involve the use of contracts. The
fixed price contracts shall be replaced with the cost plus and incentive contracts so that the
changes in the scope do not have a negative implication on the end-results. It will also make
sure that the scalable approach is involved.
Organizational Structure & Key Stakeholders
The organizational structure that is currently implemented in the organization is the matrix
structure. The employees of the organization have dual reporting structure followed and it is
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Business Project & Programme Management
an amalgamation of more than two types of organizational structures. Functional and
divisional structures are combined and reflected in the same.
Key Stakeholder Issues
There will be various stakeholders that will be involved with the process. The stakeholders
may have their own set of issue. Some of the internal and external stakeholders involved with
the project will be HTB, business partners, customers, CCC, employees of HTB, regulatory
& legal bodies, and supplier groups (Missonier and Loufrani-Fedida, 2014).
The stakeholders may face issues in terms of communication of the information sets,
involvement with the process, contribution to the project, and the varying levels of interests.
The stakeholder assessment is done in the table below.
Name of the
Stakeholder
Contribution Level Interest Level Influence Level
HTB The stakeholder will
significantly
contribute to the
strategic changes.
The stakeholder will
be highly interested
in the changes
proposed and their
outcomes.
The stakeholder will
have high influence
in the project.
Business Partners The stakeholder will
significantly
contribute to the
strategic changes.
The stakeholder will
be highly interested
in the changes
proposed and their
outcomes.
The stakeholder will
have high influence
in the project.
Customers The stakeholder will
have limited
contribution to the
strategic changes.
The stakeholder will
be highly interested
in the changes
proposed and their
outcomes.
The stakeholder will
have high influence
in the project.
CCC The stakeholder will
have limited
contribution to the
strategic changes.
The stakeholder will
be highly interested
in the changes
proposed and their
outcomes.
The stakeholder will
have high influence
in the project.
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Business Project & Programme Management
Employees The stakeholder will
significantly
contribute to the
strategic changes.
The stakeholder will
be moderately
interested in the
changes proposed
and their outcomes.
The stakeholder will
have moderate
influence in the
project.
Regulatory & Legal
Bodies
The stakeholder will
have limited
contribution to the
strategic changes.
The stakeholder will
be moderately
interested in the
changes proposed
and their outcomes.
The stakeholder will
have high influence
in the project.
Supplier Groups The stakeholder will
have moderate
contribution to the
strategic changes.
The stakeholder will
be moderately
interested in the
changes proposed
and their outcomes.
The stakeholder will
have moderate
influence in the
project.
Communication will be the key approach that will be used for handling the stakeholder
issues. The internal and external stakeholders shall be communicated using the defined
communication plan and strategy. The stakeholders shall be provided with the updates
regarding the change being implemented. They shall be provided with the updates and reports
regarding changes being carried out. The use of effective communication practices will make
sure that the stakeholders are kept involved and the associated issues are resolved.
Programme Control Approach
The utilization of a staged methodology for dealing with the changes alongside the utilization
of a sufficient project management system will be utilized to evaluate and deal with the
proposition. Project Management Body of Knowledge (PMBoK) philosophy for dealing with
the project exercises and the related changes will be utilized. The procedure will give the
components to appraise the timetable and expenses related with the execution of the
components in the proposition. The issues around the settled value contracts and obtainment
issues will likewise be taken care of utilizing the PMBoK procedure. The changes will be
taken care of by beginning with the inception venture by characterizing the changes and
investigating the effects of the changes. The calendar and spending plan around the changes
will be arranged and the execution of the changes will be completed. The observing and
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Business Project & Programme Management
control of the changes will be finished by utilizing audit and review forms pursued by the
conclusion of the changes (Gareis and Huemann, 2008). The utilization of this philosophy
will ensure that the different territories of the vital changes, for example, plan, spending plan,
acquisition, dangers, assets, partners, and changes will be coordinated and dealt with one
another.
Options for Contracting Outsourcing & Off-shoring Projects
Currently, fixed price contracts are used in the projects. The recommended options for
contracting outsourcing and off-shoring the projects shall go beyond the fixed price contracts.
There are cost plus and incentive contracts that shall be used in the place of fixed price
contracts. The cost plus contracts state that the purchaser will agree to pay the cost of labour
along with the material needed to refurbish the HQ building. The contract will also include a
specific amount for contractor overhead along with the profit. The profit is calculated as a
percentage of the labour and material costs. There may be various forms of contracts that may
be included under this type, such as combination of cost & fixed percentage contract or cost
and fixed with bonus contract, and likewise.
Another form of contract that may be used is the incentive contract. In these contracts, the
agreements and contract is based upon the two categories of the contracts as fixed price and
cost reimbursement contract. The performance is made on the basis of the target costs and
schedule.
The use of the above contract types will make sure that the contractual process is flexible yet
fixed and the changes are incorporated in the contract with much ease.
Conclusion
Project Management Body of Knowledge (PMBoK) methodology for handling the project
activities and the associated changes shall be used. The methodology will provide the
mechanisms to estimate the schedule and costs associated with the implementation of the
elements in the proposal. The risk management strategy that shall be followed to handle the
changes shall make use of certain steps. The identification of the risks shall be done in the
first step followed by analysis, evaluation, prioritization, treatment, control, and closure of
the risks. The fixed price contracts shall be replaced with the cost plus and incentive contracts
so that the changes in the scope do not have a negative implication on the end-results. It will
also make sure that the scalable approach is involved. Some of the internal and external
stakeholders involved with the project will be HTB, business partners, customers, CCC,
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Business Project & Programme Management
employees of HTB, regulatory & legal bodies, and supplier groups. The stakeholders shall be
kept involved with the use of effective communication practices.
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Business Project & Programme Management
Part B
Two Project Management Frameworks
There are different methodologies that may be used for managing the project and programme.
The first methodology that may be used is Project Management Body of Knowledge
(PMBoK). It is the methodology in which the project tasks and activities will be managed
using a defined set of phases as initiation, planning, execution, control, and closure. The
methodology is defined by Project Management Institute (PMI). It will offer several
advantages to the project. The Project Manager is the primary resource responsible for
managing the project tasks and activities. The manager will make sure that effective control
and monitoring is carried out. There are different areas that are covered by this methodology,
such as schedule, budget, risks, resources, procurement, stakeholders, quality, control, etc.
that will be integrated with each other (Rose, 2013). The integration of these elements will
make sure that the project outcomes are achieved and the chances of failure and occurrence
of loopholes are avoided. There are a few disadvantages that are also associated with the
methodology. For instance, it does not include the scope for too many changes to be
implemented and there may also be issues of standardization that may be witnessed.
The other methodology that is recommended is agile methodology for project management.
The methodology is ad-hoc and adaptive in nature and will make sure that the project
activities are effectively carried out. The management will be done in a series of iterations
and there will be short term goals that will be defined for the project. There will be various
advantages that will be offered by the methodology to the project. The changes during the
project timeline will be easily managed using the guidelines defined under this methodology.
The customers will also be kept involved during the entire lifecycle and will be asked for the
feedback. The continuous improvement to the project tasks and activities will be made for
effective management. There may also be a few disadvantages to the project as there will be
too much reliance on the skills and competencies of the team members (Juricek, 2014).
Recommended Framework & Justification
The framework recommended for the project is agile methodology for project management.
The methodology is recommended because there are strategic changes that have been
proposed and there are chances of the occurrence of further changes that may come up. The
changes will be handled and managed using the agile frame work for project management.
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Business Project & Programme Management
The involvement of the customers and all the other project stakeholders will also make sure
that the project is adequately carried out and the expectations of each of the stakeholders are
targeted. This will lead to the enhancement of stakeholder engagement and satisfaction levels.
The use of ad-hoc approach will ensure that all the processes are flexible and scalable in
nature. The scalability of the operations will make sure that the project tasks and activities are
scaled up and down as per the need.
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