Consultancy Report on Strategic Changes in HTB Bank

Business Project & Programme Management
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Programme MSc Management with Streams
Module name
Business Project and Programme Management
(BMT7075)
QAA Level 7
Schedule Term Summer,2018
Student Reference Number (SRN) BP0183622
Report/Assignment Title Consultancy report
Date of Submission
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any extension received)
Declaration of Original Work:
I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is my
original work, researched, undertaken, completed and submitted in accordance with the
requirements of BPP Business School.
The word count, excluding contents table, bibliography and appendices, is 4392 words.
Student Reference Number: BP0183622 Date:
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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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