Estrutura Documento da oferta:

1. Contexto:
§ Explicar necessidade (Definição de segmentação de tipo de projetos –
Transformação Banca/ Transformação Seguros / Outros
§ Explicar Oferta
· Várias metodologias (agile, waterfall, etc)
§ Explicar como Oferta resolve necessidade
§ Lista de Benefícios
2. Framework:
§ Qual é a nossa abordagem genérica para estes projetos?
3. Hands-on Approach:
§ Calendário base / Principais atividades
§ Overview das diferentes ofertas: eixo dos X = funcionalidades; eixo dos Y = Tipos de
Projetos – o que inclui cada tipo?
§ Core Principles
4. Why Deloitte

CONTEXTO

Necessidade e como oferta resolve necessidade

- PMOs in the finance industry have a few more responsibilities than some other industries. As the
department responsible for the success of project portfolios, the PMO is also responsible for
ensuring the completion of regulation and compliance projects. Staying compliant with federal
regulations is an incredibly complex task. Adhering to regulations protecting consumers’ private
financial information has become particularly difficult as organizations develop new online
capabilities for banking, transferring money, investing and other activities. A PMO will
coordinate all necessary stakeholders, legal departments, developers, etc., to make sure these
projects are completed. Consumers’ demands on financial institutions have increased rapidly in
recent years. Consumers expect evolving technologies to make their financial activities even
easier than before. Financial institutions will need to rely on PMOs to manage the huge influx
of technology projects they undergo to meet consumer demands. For many financial
institutions, meeting these demands means taking on employees with skills not traditionally
associated with the financial industry and committing to projects they have never done before. A
PMO will facilitate the planning, staffing and execution of these new projects.
Caso Banco Panamá (Banco Continental) – projeto de transformação de um banco no qual um PMO foi
essencial na fase de implementação

1. Business Issues:

(Our client is one of the most important banks of Panama, with a strong presence in the
country and the region. It offers diverse products and services and is supported by a large
network of offices distributed along the country. In the early 2007, Banco Continental was
the second private Bank, based on its assets and investments, after having acquired several
banks in the last years.)

Due to the big growth experienced in the last years, the processes and the technology that
supported the operations started to show some of the following deficiencies:

- Lack of integration between the core system and the rest of the applications due to several
modifications not based on standards nor documented
- Poor automation of transactional functionalities
- Poor flexibility for the creation of new products and services
- Poor data reliability and complex extraction procedures
- Lack of validations to assure data integrity
- Poor opportunity of the developments due to the obsolescence of the development
platform

These issues decided the Bank to start a transformation effort, including the definition of the
business, operative and IT management models, starting with the modernization of the core
system platform.

This Project was divided in two phases:

1.- New solution selection and gap analysis

2.- Implementation and roll-out of the solution

The first phase (6 months) was developed with the support of Accenture, and the solution
selected was Finacle from Infosys.

The second phase was called “Action Project”. The complexity and critical nature of this
phase confirmed the need of a Project Management Office (PMO), which would ease the
management, control and coordination of the different elements involved. This PMO
would act as the strategic link between the Bank and the implementer.

2. Engagement Scope & Approach:

Objectives:
 Scalibility in centralized operations;
 Process standardization and minimization along the channels, aligning the Bank
procedures with Finance definitions;
 Alignment of the tools with the commercial and service strategy of the Bank;
 Provide management tools with the commercial and service strategy of the bank;
  Provide management tools to maximize the relationship with the clients;
 Implementation of a new technological platform that allows to provide the flexibility
and the response times required by the business
 Based on these objectives, the scope of Action was the following:

- Core system implementation (Infosys): general ledger, remittances clearing, cash

manager, , guarantees, trade finance documentary credit, collection and cost center
modules
- CRM implementation (Infosys): 360 view, campaign management, originations and
claims, credit report and trade ticket
- eBanking system implementation (Infosys): retail and corporate
- Workflows development (Ultimus): account opening, loans, clearing, Visa debit
card and Visa chip card payment service (electronic purse)
- Middleware design and implementation for the integration of the applications map
(Advantis)
- Other modules development (other vendors): insurance, history, stockholders,
payment accounts and limits

3. Value delivered and impact

The scope of the PMO included the Organization, Finance, Communications, Work Plan,
Risks/Issues, Scope/Change and Quality modules of our PMM4 methodology.

The PMO was organized in groups (Technology, Core, CRM and Processes), and each group
included resources from both Deloitte and the Bank.

The deliverables and tools related to the Start and Plan phases of the PMM4 were developed
before the startup of the Project and adjusted and improved during the execution. This was
one of the keys of the success of the PMO, as all the necessary resources were finished and
adjusted before the implementation phase had started.

Besides the basic tools included in the PMM4, automatic tools were developed, which
allowed important time reductions in the information analysis and reporting activities. This is
an important achievement not only for this project but for the practice development and
future project with similar characteristics.

Some of these tools are:

- Dashboard with indicators for the following views: Finance, Processes, Internal Customers
and Learning
- User interface for the work plan (generated through macros), which allowed to analyze
information from different views, easing the reporting tasks of the PMO
- Automatic reporting tool feed from the work plan, for the different reporting levels
- Work plan progress indicators, customizable for different control criteria
- Web enabled application for controlling the status of the requirements of the project

In the Action Project, Deloitte not only executed the control and follow up tasks expected
from the PMO, but also participated in the following activities:

- General ledger processes redesign

- Change management and Training methodology
- Clients segmentation definition
- Clients unique request definition
- Campaign processes redesign
 - Business and operative processes design (Business Process Definition phase)
- Definition and implementation of testing and issues management methodologies and tools
- Finacle security schema definition

In 2007, after 15 months of having started the Project, Banco Continental and Banco General
de Panama started a fusion process that should be finished in the same year.

At that moment, Action was starting the integration tests phase, after having implemented
most of the customizations, interfaces and peripheral applications.

Despite the progress, the management decided that the risk of continuing with Action during
a fusion process was too high, so, 3 months after the Project was ended.

However, there is an interest of continuing with the Project in the future, as the
technological evolution reached during Action (core applications, CRM, eBanking, SOA
architecture, process automation, infrastructure, etc.), placed the Bank as one of the most
advanced in the region.

Caso UniCredit Bank (Czech Republic)

UniCredit Bank decided to replace the Core Banking System in the Czech Republic. During the program,
the client faced issues with timely delivery of project outputs, its quality and communication issues across
involved organizations. Deloitte was asked to support the program by boosting main project streams by
managerial resources providing advisory support aimed at improving overall quality and program
performance. Deloitte advised the client on project management methodology and best practices.
Deloitte team also provided a review of PMO processes.

Business issues

 UniCredit was running a long-term complex program with the aim of replacing the Core Banking
System in the Czech Republic (EuroSIG) with the UniCredit group standard solution (CORE02)
 The program also included an upgrade of several other key systems such as front end and
middleware
 The client experienced delays in delivery of project outputs together with communication issues
across involved organizations
 Deloitte was asked to support the program by boosting main project streams by senior
managerial resources providing advisory support aimed at improving overall quality and program
performance

Engagement scope & approach

The main project objectives consisted of:

 Provision of project management methodology and best market practice by a confrontation and
gap analysis with solutions suggested or decided by the client
 Support in collecting information and documentation relevant in order to run the program
 Assessing the communication channel towards business
 Recommending actions to improve synchronization among all the streams in project
management
 Identifying opportunities for increasing efficiency of PMO processes and activities
Value delivered & impact
Provision of professional services in required areas:

 Provided an expert point of view about the status of art of the key deliverable and overall health
of project streams
 Reviewed the project scheduling process
 Reviewed program communication
 Provided analysis about the areas of improvement with tangible and concrete actions to be
executed
 Supported user acceptance test management, reporting and planning

Caso Banco Alemão

Engagement summary

 Deloitte helped the client, a Top Ten German bank, implementing the FATCA requirements in all
affected departments to become compliant
 Furthermore we laid foundations for related projects in the future (example: Common Reporting
Standard)

Business issues
After having completed the impact analysis of Foreign Account Tax Compliant Act (FATCA) regulations at
the bank, the Client asked Deloitte to manage and coordinate the whole FATCA project from an end-to-
end view.
Engagement scope & approach

 Activities supporting internal project management including steering committee presentations

and workshop moderation
 Entity wide communication of FATCA – project scope and relevance
 Implementation of functional processes and customized IT - architecture
 Detailed assessment and specification of impacted processes and business areas
 Design of sample to-be processes and working instructions
 Compliance with FATCA requirements in all areas of the bank
 Derive functional requirements from regulatory framework and current monitoring of regulatory
updates
 Solution design for TOM regarding FATCA

Value delivered & impact

 Pre-study with deep insight in Final Regulations (IRS) and Intergovernmental Agreements (IGA)
 Global PMO with global support of FATCA-requirements (SWAT-function)
 Definition of business requirements

o Ongoing FATCA requirements monitoring

o Account identification and classification
o Reporting (Transitional Reporting, FATCA Reporting)
o Expanded Affiliated Group Analysis
o FATCA withholding tax
o Solution design of IT-architecture
  Implementation of functional and technical processes

o Global end-to-end-test for onboarding, due diligence and reporting

o Development of Organizational measurements
o Registration IRS
o Implementation of US withholding tax for FATCA (due to QI-status)
o Compliance framework with involvement of responsible officers to ensure corporate
compliance (guidelines, roles responsibilities and KPI's)
 Change Management and FATCA compliance

o Structuring of roles and implementation of competence-centers and FATCA-operations

in US- European and Asian hubs
o Training and preparation of Point of Contacts, back office units, relationship managers
o Internal and external communication
o Structuring of Internal Control System

Caso Seguradora Panamá

Business issues
Grupo Mundial carried out a transformation initiative in Aseguradora Mundial Panama. This effort
addressed the deployment of ACSEL/x (provided by Consis International), which is a core system. This was
the first step towards a technological integration with the remaining insurance companies in Grupo
Mundial.

Engagement scope & approach

Deloitte was engaged to set up a Program Management Office (PMO) to support their Core Insurance
System deployment.

 Focus on the tactical perspectives of project execution by providing standardized methodologies,

templates, processes, tools, training and support
 Monitor and control work plan and budget, identifying variances
 Identify, monitor and control risks and issues
 Provide support to coordinate teams from different areas
 Maintain active communication across the project team
 Develop and implement an efficient change management and communications plan

Deloitte identified three areas to perform the initiative:

 Functional thread: This thread focused on the control and monitoring of developments,
functional testing, business procedures definition and follow up of different tracks.
 Technical thread: This thread focused on the control and monitoring of data migration strategy
design – execution, interface development, installation of technology architecture, applications,
database and configuration.
 Change management and communications: This thread focused on promoting organizational
readiness. We worked with the project team and key leaders throughout the organization to
implement the change management and communications plan that would lead to end user
acceptance and adoption of business processes and systems.
Value delivered & impact

 Provided management leadership to support the development and implementation of a system

solution
 Applied and deployed a consistent set of project methodologies, processes and tools

Caso Business Bank australiano

Engagement summary

The client was looking for a partner to reimagine and drive improvements in the end-to-end experience
delivered by its business banking processes. The client is Australia’s leading business bank and the largest
business lender. Its end-to-end customer processes contained significant variation by product, location,
and channel, and did not deliver consistent, fast service.
Starting in business lending, the client was seeking to institute rapid improvement in its banking
processes, and to establish a program to drive and manage improvements. Deloitte delivered an
accelerated process diagnostic into business lending and established the foundations for a broader
program of work.
Business issues
The client's business banking customers demand processes that satisfy needs in the way, when and how
they desire – that banking services are the best they can be, every time. However, its end-to-end
customer processes contained significant variation by product, location, and channel, and did not deliver
consistent, fast service required. In addition, the client was seeking to make life easier for bankers via
efficient and fast processes to remove substantial waste in the process, freeing-up banker time to serve
customers and clients better.
Engagement scope & approach
Phase 1
Project Management Office work stream:

1. Design and implement agile rituals for project team including visual management
2. Management of project room wall display and any workshop material captured in PowerPoint or
other format
3. Design and distribute strategic communications to stakeholders and schedule key meetings and
workshops
4. Facilitate agile rituals, engage stakeholders and remove impediments of scrum teams
5. Develop set of metrics to baseline and then use to measure transformation progress
6. Develop user stories and epics to transition process from ‘as-is’ to ‘north star’, aligned to three
work packages (‘quick-win’, ‘fast-lane’ and ‘slow lane’)
7. Prepare high-level implementation plan for Agile delivery

‘As-is’ process review work stream:

1. Collate and review existing documentation and develop cohesive baseline view of:
o The end-to-end process from Sales to Fulfilment, excluding non-sales related servicing
activities
o Known pain points
o Controls
o Process flow performance
 o Key operational metrics
o IT systems/tools used
o Existing process maps to level 3

2. Conduct interviews and observations to validate and refine understanding and/or fill gaps as
required
3. Identify process simplification opportunities to inform ‘quick win’ user stories
4. Conduct a half day simplification workshop to stress test and prioritise identified simplification
opportunities

‘NorthStar’ process design work stream:

1. Develop an unconstrained target state process for business lending ‘north star’ via:
o Internal, core team brainstorming to develop strawman
o Deloitte subject-matter expert consultation and input
2. Conduct a series of ‘north star’ workshops with key client stakeholders such as risk, compliance,
controls, frontline and operations to stress test and define the target-state process from a
customer and risk perspective

Phase 2

1. Mobilise multiple disciplinary squad teams and execute agreed ‘quick wins’ and ‘fast lane’ user
stories using agile delivery (one-week sprints, four-week pilots)

2. Mobilise multiple disciplinary squad teams and commence agreed ‘slow lane’ builds using agile
delivery
3. Conduct PMO activities, governance and benefits tracking, leveraging scaled agile techniques
(such as scrum of scrums)
4. Continue to provide dedicated agile coaching support

Value delivered & impact

Deloitte was handpicked as a highly experienced delivery team that was supported by a panel of subject
matter experts.
The team created a suite of valuable deliverables including:

 ‘As-is’ end-to-end value stream map detailing process performance, known pain points, controls
and IT systems used
 ‘NorthStar’ process design, socialised with key client stakeholder groups
 Epics and user stories to transition process from ‘as-is’ to ‘north star’
 Set of metrics to baseline and then use to measure transformation progress
 High-level implementation plan for agile delivery

Explicar oferta (várias metodologias)

Definition of PMO: The PMO is a unit or department, in matrix organizations or in project-based

organizations, for developing of methodologies and institutionalizing project management
practices (Kerzner, 2009).
According to Desouza & Evaristo, (2006), PMO is an exercise to customize and sustain the
practices, methods, techniques, and tools in organizations. Dai & Wells, (2004) describe the
PMO as an organizational unit that provides project managers, project teams, and functional
managers with access to the principles, practices, methodologies, tools, and techniques that are
used for efficient and effective project management.

Roles of PMO (3 levels):

- Operational level: PMO provides basic centralized support to individual projects and ensures
professionalism and excellence in applying widely accepted principles and preferred project
management practices to each project. This may include activities such as the selection and
maintenance of project management methodology, providing assistance to teams with logistics,
production of regular reporting, risk assessment, and logging activities;
- Tactical level: PMO services provide further added value through multi-project coordination and
the management of cross-project dependencies. This may include resource integration across
projects and ensuring that project management disciplines are adhered to.
- Strategic level: All aspects of operational and tactical level with the addition of being equipped
with the authority to prioritize projects in relation to corporate objectives and strategies to
advise senior management on the viability of project investments.

Functions of PMO:

Group 1 - Monitoring and Controlling Project Performance

Report project status to upper management 83%
Monitoring and control of project performance 65%
Implement and operate a project information system 60%
Develop and maintain a project scoreboard 58%
Group 2 - Development of PM Competencies and Methodologies
Develop and implement a standard methodology 76%
Promote project management within the organization 65%
Develop competency of personnel, including training 55%
Provide mentoring for project managers 49%
Provide a set of tools without an effort to standardize 42%
Group 3 - Multi-project Management
Coordinate between projects 59%
Identify, select and prioritize new projects 48%
Manage one or more portfolios 49%
Manage one or more programs 48%
Allocate resources between projects 40%
Group 4 - Strategic Management
Provide advice to upper management 60%
Participate in strategic planning 49%
Benefits management 28%
Networking and environmental scanning 25%
Group 5 - Organizational Learning
Monitor and control the performance of the PMO 50%
Manage archives of project documentation 48%
Conduct post-project reviews 45%
Conduct project audits 38%
Implement and manage database of lessons learned 44%
Implement and manage risk database 29%
Project Management Methodologies:

1. Waterfall
Most traditional approach. A process in which the phases of the project flow downward.
The waterfall method requires that you move from one project phase to another only
once that phase has been successfully completed.

2. Agile
In a nutshell, Agile project management is an evolving and collaborative way to self-
organize across teams. When implementing the agile methodology, project planning and
work management are adaptive, evolutionary in development, seeking early delivery
and are always open to change if that leads to process improvement. It is fast and
flexible, unlike waterfall project management. The agile methodology offers project
teams a very dynamic way to work and collaborate and that is why it is a very popular
project management methodology for product and software development.

3. Scrum
Scrum is a short “sprint” approach to managing projects. The scrum methodology is It is
ideal for teams of no more than 10 people and often is wedded to two-week cycles with
short daily meetings, known as daily scrum meetings. It is led by what is called a scrum
master. Scrum works within an agile project management framework, though there
have been attempts to scale Scrum to fit larger organizations.

4. Project Management Body of Knowledge (PMBOK)

The Project Management Institute (PMI) is a non-profit membership association, project
management certification and standards organization. This organization produces a
book called the “project management body of knowledge” or PMBOK. The PMBOK
provides definitions and guidelines for project planning, scheduling, executing and
controlling. Almost any project can benefit from PMBOK, as all projects big and small are
going to go through the various stages outlined in the book. It’s a great way to keep
everyone on the same page, so to speak, and offers a clear definition of how a project is
managed.
The Project Management Institute is also the organization that grants the PMP
certification, which is the gold standard among project managers and is recognized all
over the world. PMBOK is a great traditional framework to run a project.

5. Critical Path Method (CPM)

In the critical path method (CPM), you build a model of the project, including all the
activities listed in a work breakdown structure, the duration of those tasks, what if any
task dependencies there are and marking off milestones to indicated larger phases of
the project or points in which your project deliverables are due.
With this information, you can identify the longest sequence of tasks to finish the
project, which is called the critical path. You’ll need to keep an eye on those tasks
because if one of them is delayed, the whole project will be delayed.
CPM works better with smaller or mid-sized projects. The larger the project, the more
difficult it can be to take all the data you need to diagram and make sense of it without
project management software.

6. Critical Chain Project Management (CCPM)

 In CCPM, you’re focusing on resources that you’ll be using to complete the project, such
as teams, equipment, office space, etc. It’s a less technical method of project
management that doesn’t put as much emphasis on task order or schedule, but rather
on balancing resources and keeping them flexible.
Can be applied to both large and small companies, and for projects that include
industries such as construction, software development and tech research and
development.

7. Kanban
The Kanban methodology is a visual approach to project management. It helps manage
workflow by placing tasks on a Kanban board where workflow and progress is clear to all
team members. The Kanban methodology helps reduce inefficiencies and is a great
project management tool for many purposes such as lean manufacturing or agile
projects.

8. Extreme Programming (XP)

XP is a type of agile software development with short development cycles and multiple
releases to improve productivity. Costumer requirements are sought and can adapt the
course of the project.
When to use it: when requirements change frequently.

9. Lean
Lean Project Management is a way to cut waste and in doing so increase value in
projects and manufacturing processes. So, lean focuses on eliminating waste from key
processes to continuously be impacting positively on the value stream. It does this by
optimizing separate technologies, assets and verticals.

10. Six Sigma

Six Sigma works to improve quality by identifying what is not working in the project. It
applies quality management, including empirical statistics, and employs personnel who
are experts in these disciplines. There is also a Lean Six Sigma that adds lean
methodology to eliminate waste. As a doctrine, it says that continued efforts to achieve
results that are stable and expected are most important to success. Processes can be
refined and improved. It takes the whole organization, from the top down, to sustain
quality in a project.
This methodology works best in larger organizations. Even companies with a few
hundred employees are likely too small to take advantage of its benefits. It requires a
certification to practice.

11. PRINCE2
PRINCE2 stands for Projects IN Controlled Environments and is a structured certified
methodology. It was initially created by the UK government for IT projects. PRINCE2 is
not like other traditional methods like waterfall, in that it’s not a one-size-fits-all
solution, but follows seven principles, themes and procedures. Not always suitable for
smaller projects.

Lista de Benefícios

- Improved visibility
 Visibility that allows program management office (PMO) leaders to transparently predict risk to
project outcomes might be the single most impactful task your PMO fulfills. Once visibility gets
everyone aligned behind real-time facts, you’re more likely to be aligned behind overall PMO
goals. Often times the project managers know the inner workings of projects and where the
bottlenecks are but aren’t able to show that information or prove to executives what the
problems are. Having visibility into the portfolio enables everyone to be on the same page and
make decisions based on accurate data rather than gut feels. Storing all project data in one
location will save time and money in searching for information or not having critical project
data. Centralizing projects into one system of record will provide key stakeholders a full picture
of the business, not just what they care about. Improving visibility into where time and
resources are being spent is the first step to ensuring they are where they need to be.

- Top down strategic alignment in the PMO

Visibility into the portfolio of projects is the first step to strategic alignment. Understand all the
projects in flight and all the requests coming to you. Then understand what the goals of the
business are and which projects support those goals. Align the portfolio priorities with corporate
objectives from the top down to deliver more value from your project selections. Score, prioritise
and plan the most valuable projects and business cases with full transparency among
stakeholders. When your portfolio of projects is strategically aligned to the goals of the
organization, you will drive more impact with your time, resources and value provided. Your
enterprise will be able to capitalize on opportunities for innovation, control costs by balancing
resource utilization around the most valuable activity and manage current and future budget
risk.

- Bottom up, execution driven alignment

Your planning practices will promise value, but you also need bottom up alignment to deliver on
that promise. Connecting strategy with execution is not always as easy as it sounds. Do you have
multiple demands and requests plus an array of programs already in flight? PMO leaders know
the importance of project collaboration and task management to the overall successful of the
project and ultimately the portfolio. Your PMO needs to understand the linkages and
dependencies between various projects in the portfolio, and will be able to learn what will
derail your productivity.

Additionally, all these project can come in a variety of project structures – Agile, Scrum, Hybrid,
Kanban and Waterfall – and need to be executed in a way that best fits the project. Various
project methodologies can hinder your project efficiency if not managed correctly. The
enterprise will benefit from being able to manage all types of projects and able to execute
according to the needs of the project—agile and waterfall timelines and budgets can be
managed very differently at the project level but can be rolled up in a single PMO view.

- Deliver value beyond “on time, on budget”

Most project managers get caught up managing projects based on their ability to be delivered on
time and on budget; but that just isn’t good enough in today’s competitive market. Meeting
goals, becoming outcome-oriented and delivering on stakeholder expectations will surpass
traditional KPIs in the long run. Ensuring you are measuring toward the right KPIs through proper
portfolio management will empower assessment of projects against business needs, allocating
resources effectively, and executing projects to gain the most impact for the company. You can
be on-time, of course, to save weeks of effort and open bandwidth for high-potential work.
However, with program planning that goes beyond on-time, on-budget, you identify the
strategic value drivers of your business.