1. 1 CIBC COINS CIBC Retail Banking – Branch Platform Project and Engagement Best Practices Gord Fogel, PMP March, 2002

2. 2 Topics 1. Project Background 2. Best Practices 3. Key Learnings

3. 3 Background Financial Models Company Established in 1976 Global leader in delivering technology solutions and portfolio management systems to the investment management community. Headquarters in Toronto, and subsidiaries in the United States, Australia and Europe FMC supports over 500 clients managing in excess of $3 trillion.

4. 4 The Problem Client: Canadian Imperial Bank of Commerce COINS: Commerce On-Line Inquiry System CIBC ’ s retail bank system 1380 branches across Canada and in the call centre network. 25,000+ users. Provides all retail bank functionality (Teller, Advisor, CIF) Problem: Branch Server Platform not positioned to the client ’ s strategic goals. An antiquated application, extended over many years. IBM announcing the sunset date for OS/2 Several failed attempts to move to a Web-based model Need for a reliable, secure, cost-effective delivery platform for new applications and services as CIBC refocused its branch network.

5. 5 The Solution Performing Organization: Financial Models Company The Proposal: CIBC paid for the proposal phase (sizing, forensic s/w engineering). FMC partnership with Microsoft was an influencing factor Several different options were quantified Each one had an associated benefit / cost / risk statement. Recommendation supported through facts, but not popular with client Standing our ground kept our credibility intact The Solution: Re-design of the branch platform Microsoft n-tier, DNA application model Respect current architecture, network, & legacy application environment Provide flexibility to grow & change as these constraints are removed over time.

6. 6 Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer

7. 7 Sponsorship   Project Mgmt   Architecture   Development   Quality   Deployment   Joint decision making Partnered management Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer Vendor with “ skin in the game ” 

8. 8 Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer Self-contained: All sub- projects working in the same space Constructed to the specific requirements of the project War-Wall Dedicated meeting space Team location in line with project work-flow Few distractions Connected to the bank ’ s test environments

9. 9 Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer Requirements – driven – Architecture Architecture – driven – Design & Development Architectural Proofs-Of- Concepts: Mitigate technical risk Build team skill and confidence Demonstrate a focus on tangible results to the client & the team

10. 10 Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer Project Management – PMI / PMBoK Team Decisioning Model – Microsoft Solutions Framework Development Approach – Rational Unified Process Quality Assurance Requirements – based testing Adopted bank processes

11. 11 Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer Fully automated builds: the build created the final deliverable configuration, every time. Continuous and controlled Automated Smoke-Tests and Regression Test suites Tools were a particular challenge Build Integrate Test

12. 12 Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer Consistent Status Reporting Monthly Executive Summaries  Sponsorship from all stake- holder groups in attendance Detail budget / resource tracking  Allowed us to show baseline divergence in the budget several months in advance  Gives the client room to prepare and maneuver Planned Actual / Target

13. 13 Key Success Factors Complete Client Involvement Development Environment Results-oriented Process Iterative development Expectation Management Knowledge Transfer Ease hand-over issues with the client Ensure they ’ re able to support the product An above-board requirement  Built into the schedule & budget Review / Decision Sessions:  Client participation in all team sessions; plus,  21 sessions specifically targeted to the client for knowledge transfer

14. 14 Project Metrics Delivery:  To CIBC System Integration Testing (SIT) - November 27, 2000.  To CIBC User Acceptance Test – January 04, 2001  System Hand-over – February 20, 2001 Exactly as planned. No known defects. No overtime rush to make these deliveries. Total project budget: $2.99M Included unplanned charge of $275K to Microsoft. We made our estimates (0.5% variance!) Total recorded defect count using integrated QA: 91! Extremely low for a project of this size. CIBC told FMC that this is the 1 st time a project of this magnitude was delivered with this level of quality on-time and on-budget.

15. 15 Postscript Pilot phase – July 2001 Roll-Out commenced – Aug 2001  FMC carried pagers for 4 months, and received only 1 call. 550 Branches deployed so far  Virtually incident free CIBC Don Mills Branch

16. 16 Key Learnings Scope Management Quality Management Relationship Management

17. 17 Key Learnings Differences in managing scope in the internal (corporate) and the consulting roles Moving from “ Controlling ” to “ Managing ” Acting in the “ Advisory Role ” Scope Mgmt

18. 18 Key Learnings Quality is effected by much more than just the Triple Constraint  Scope, Time, Cost, ??? The relationship with the client can be a differentiating factor Quality Mgmt

19. 19 Key Learnings 1. Relationship Management and Project Management are inseparable 2. Consulting skills are critical to building and maintaining productive project relationships 3. A defined process can be leveraged Relationship Mgmt

20. 20 Key Learnings 1. Relationship Management and Project Management are inseparable  Partnership is a critical success factor  Client needs frame the context for every project decision  Success is a shared objective Relationship Mgmt

21. 21 Key Learnings 2. Consulting skills are critical to building and maintaining productive project relationships  Balance: between substantive and effective thinking  Communication means Listening  Authenticity builds trust and open communication  Build Influence at every juncture Relationship Mgmt

22. 22 Close-OutMaintenanceDevelopment Key Learnings 3. A defined process can be leveraged  Optimal alignment of goals  Integration with other PM processes  Collaborative, trusting & productive relationships for the project  Enhance the relationship with the stakeholder through the experience Initiation Relationship Mgmt

23. 23 Where can I get MORE? Project Management Initiative, UofT Professional Development Centre,  Visit www.pdc.utoronto.ca.www.pdc.utoronto.ca  Great Project Relationships: Moving Beyond the Nine Knowledge Areas May 24 & 25, Toronto See you at … Or …

24. 24 CIBC COINS CIBC Retail Banking – Branch Platform Project and Engagement Best Practices Gord Fogel, PMP March, 2002