凱捷-平衡計(jì)分卡-WestpacBSC-DiscussionPaper-Sanitised

<Client>

ManagingPerformanceWithTheBalancedScorecard

DiscussionPaper11April2002ContentsBackgroundandIntroductionTheBalancedScorecardConceptBenefitsoftheBalancedScorecardProposedApproachtoBalancedScorecardDesign&ImplementationIndicativeProjectTimingOurCredentialsAppendix

BusinessObjectivesTheExecutiveGeneralManagerOf<BusUnit>HasCommissionedTheConstructionOfA‘Blueprint’ToTransform<Client>AdapttomarketconditionsfasterRecognisenewconnectedbusinessenvironmentSegmentcapabilities–trueflexibilityandtwo-wayscalabilityUtilisetechnologytooptimallyfitandleadthebusinessReducefixedcostbaseWhyPerformanceManagement?The‘Blueprint’willmaximisethepotentialvalueofthenew<BusUnit>TeamandprovideaframeworkforinfrastructurethatsupportsourBusinessObjectives<Client>understandsthatacriticalfactortoasuccessfultransformationwillbethedevelopmentofarigorousperformancemanagementsystemTheBlueprintforTransformationwillidentifyopportunitiestoaddressthefollowingneeds:AconsistentapproachtoperformancemanagementiscriticaltothesuccessoftheBlueprintfortransformationABalancedScorecardapproachtoperformancemanagementwillensure:PerformancemeasurescanbeusedtodrivebehaviouralchangethroughouttheorganisationWilllinkperformancethroughoutthebusinessanddirectlyaligntocorporatestrategyAchievingcommonalityofperformancemeasuresacrosstheorganisationwillhelptomeettheneedsoutlinedinthe‘Blueprint’WillensurethatinitiativesareidentifiedandproperlytrackedToday,ThereAreANumberOfDifferentMethodsInWhichPerformanceIsMeasuredAcross<ClientBusUnits>GroupExecutiveManager&SeniorManagerAppointedOfficerBU1BU2BU3BU4ExecutiveGeneral/ChiefManagerGeneralManagersPerformanceSystem:ValueManagementPerformanceMeasures:Shareholder;Customer;Employee;CommunityProjectManagementGroupPerformanceSystem:Performance,Planning&ReviewPerformanceMeasures:ProjectDelivery;Relationships;Leadership;StaffDevelopment;BestPracticeTotalHeadcount9999999HC999HC999HC*999HC999999999999999999999999999999Specialist99999999999Other9999PerformanceSystem:Performance,Planning&ReviewPerformanceMeasures:VaryaccordingtoroleOperationsPerformanceSystem:PerformancePaysPerformanceMeasures:Shareholder;Customer;Employee;CommunityCurrentperformancemeasurementssystemsareadhocandinconsistentPerformanceMeasuresarenotcloselyalignedtotheorganisationalstrategyClientSpecificdataremovedTheCurrentSuiteOfPerformanceMeasurementSystemsWithin<BusUnit>MakeItDifficultToManageTheBusinessPerformanceMeasurementisnotalignedtoorganisationalstrategyLackofkeyperformanceindicatorsandfewcustomerfocusedmeasureswithinbusinessprocessesThereisamismatchbetweenpeopleandprocessmeasurementThemeasurementandmanagementofperformanceisnotconsistentthroughouttheorganisationPerformancemeasurementsystemsdon’tallowforeffectivecommunicationacrosstheorganisationAconsolidationofexistingperformancemeasurementsystemsthroughtheimplementationofanorganisationwideperformancemanagementsystemisessentialUncertaintyastowhetherwearemeasuringtherightthingsNobalancedapproachtoperformancemeasurement.WhatcustomersvalueisnotdefinedwithinmeasurementsystemsUncertaintyastowhetherwearemeasuringtherightthingsInconsistentapproachtoperformancemeasurement.Difficulttogetconsolidatedviewofperformance.Difficulttocommunicateperformance.Withouteffectivecommunicationmaybealackofunifiedvisionandbuy-intoperformancetargets*TobevalidatedearlyoninthisprojectPossibleEffect*ProblemAScorecardIsRequiredToProvide<Client><BusUnit>WithAMeasurementSystemToTrack‘TheReorientation’OfTheBusinessPerformanceMeasuresthatarelinkedtoExecutivestrategyTransparentandconsistentperformanceobjectivesAsetofmeasuresthatcanbeclearlycommunicatedtoallemployeesofthebusinessAsetofmeasuresthatwillprovidecompleteunderstandingofwhateachemployeedoesandhowitdrivesbusinessperformanceAmeasurementsystemthatcanbeextendedtoallareasofthebusinessAperformancesystemthatcandrivethebehaviouralchangerequiredtoachieveacustomerdrivenstrategyThe‘reorientation’focusesondeliveryofvaluetocustomersandalignmentofresourcestoexecutecustomerdrivenstrategy.Thesuccessfulimplementationofthe‘blueprint’willrequireabalancedscorecardwhichprovides:ContentsBackgroundandIntroductionTheBalancedScorecardConceptBenefitsoftheBalancedScorecardProposedApproachtoBalancedScorecardDesign&ImplementationIndicativeProjectTimingOurCredentialsAppendix

FeedbacksystemusedtotestthehypothesesonwhichstrategyisbasedStrategydevelopmentisacontinuousprocessStretchtargetsareagreedInvestmentsaredeterminedbythestrategyAnnualbudgetsarelinkedtolong-rangeplansGoalalignmentexistsfromtoptobottomOpencommunicationofstrategyisbasisforemployeeempowermentClarifyingandTranslatingtheVisionandStrategyStrategicFeedbackandLearningPlanningandTargetSettingCommunicationandLinkingBalanced

ScorecardABalancedScoreboardCreatesAStrategicFrameworkForActionThestrategyisthereferencepointfortheentiremanagementprocessThesharedvisionisthefoundationforstrategiclearningABalancedScorecardIsNotJustASetOfMeasures,RatherAPerformanceManagementSystemThatDrivesValueLearning/OrganisationalPeoplepolicy

AlliancemanagementCustomerfocusManagementspanofcontrolNumberof“l(fā)earning”partnerships”%mgmttimeinterfacingwithcust.Trebleinthreeyears

10infiveyears

20%intwoyearsOwner/AccountabilityFinanceDirector

CEOBusinessDevelopmentManagerTargetsTop10%ofFTSEcompanieseachyearRPI+X%annually25%inthreeyearsMeasurementsEVA

OperatingMarginRevenuefromnewservicesBusinessObjectivesShareholdervalue

ProfitNewrevenuePerspectiveShareholderRequirements(Financial)MarketingDirector

BusinessDevelopmentManagerMarketingDirectorNumberonecustomerrating$Xminfiveyears

#1customerratingValueformoney

Profitsfromalliances

Customersatisfact.Differentiation

Strategicalliances

CustomerserviceIndustry/CustomerPositioningChiefOperatingOfficer

R&DManager

MarketingDirectorBest-in-classwithinfiveyears

Reducedby50%intwoyears60%withinoneyearRevenue/workhourProductdevelopmentcycletimeNumberofinitiativestargetedatprofitablesegmentsProductivityNewproductdevelopmentSegmentationHumanResourcesDirectorBusinessDevelop.ManagerCEOInternalCapabilitiesInitiativesImplementEVACreatecustomersegmentationmodelRedefinechannelstrategyReengineerNewProductDevelopmentprocessDevelopnewHRstrategyImplementperformancebasedcompensationprogramIllustrativeTheBalancedScorecardcreatesvaluebyprovidingaconsistent,disciplinedapproachtolinkstrategytoday-to-dayoperationsTheBalancedScorecardhasfourperspectivesTheBalancedScorecardlinksBusinessObjectivesandStrategytoInitiativesPartialRevenueStrategyShareholderEVARevenuemixRevenuegrowthCustomerCustomersatisfiedsurveyCustomerretentionDepthofrelationInternalShareofsegmentProductdevelopmentcycleRevenuefromnewproductsHourswithcustomersCross-sellrationLearningEmployeesatisfactionRevenueperemployeeStrategicinfoavailabilityStrategicjobcoveragePersonalgoalsalignmentIncreaseCustomerConfidenceinOurFinancialAdviceBroadenRevenueMixImproveEconomicReturnsUnderstandCustomerSegmentsCross-SelltheProductLineDeveloptheOfferingAchieveEmployeeSatisfactionImproveCustomerInformationBroadenSkills(FinancialPlanner)AlignRewardSystemEVAisbasedonconceptsfromSternStewartMeasuresNeedToBeInterlinkedByCauseAndEffectRelationshipsThatUltimatelyDriveToFinancialIndicatorsAcorrectlybalancedscorecardwilllinkperformancethroughthebusinesstodirectlyaligntocorporatestrategyTheCaseForFinancialMeasuresHasLongBeenTakenForGrantedWhereasNon-FinancialMeasuresAreOftenOverlooked1.StrategyExecution2.ManagementCredibility3.QualityofStrategy4.Innovativeness5.AbilitytoAttractTalentedPeople6.MarketShare7.ManagementExperience8.QualityofExecutiveCompensation9.QualityofMajorProcesses10.ResearchLeadership>40%ofportfoliodecisionsareattributabletonon-financialmeasuresThemorenon-financialinformationanalystsuse,themoreaccuratetheirforecastsNon-financialinformationiswidelyutilisedasaleadingindicatorforfuturefinancialperformanceSource:CapGeminiErnst&YoungStudy,TheMeasuresThatMatter.Understanding&managingnon-financialinformationisakeycomponentofanystrategyforlongtermvaluecreationInarecentstudy,CapGeminiErnst&YoungaskedU.S.investorswhichnon-financialmeasurestheyvaluemost?<BusUnit>ExecutiveGeneral/ChiefManagersOperationsSeniorManagersStrategicObjectivesBusinessObjectivesFunctionalObjectivesMeasuresMeasuresMeasuresTargetsTargetsTargetsMajorInitiativesInitiativesActivitiesDrillDown/CascadingPerformanceMeasurementRoadmapLevelD,Eetc...(TotalHeadcout6036)1ToEnsureAlignment,ATop-LevelScorecardNeedsToBeCascadedDownAndAcrossTheBusinessAndItsOperations1.Note:1)HeadcountsourcedfromP&PCube,Jan022)SharedServicesincludesPMG;BSG;P&P3)OpsHCdoesnotincludeWIBNZ4)IncludesITSpecialistsContentsBackgroundandIntroductionTheBalancedScorecardConceptBenefitsoftheBalancedScorecardProposedApproachtoBalancedScorecardDesign&ImplementationIndicativeProjectTimingOurCredentialsAppendix

ABalancedScorecardDrivesOrganisationalValue….BenefitsFeatureIncreasedPerformanceIncreasedperformancebyusingthecorrectmeasureswhicharewellunderstood,wellalignedwithstrategies,andfocusontherightactivitiesandbehavioursImprovedperformancebyhavingaconsistentview(‘mindmap’)ofthevaluedriversofthebusiness;beingabletomeasurethedriversandensuringthataccountabilitiesfordriversandmeasuresareclearandreinforcedCommunicationCommunicatesthebusinessobjectiveandstrategyinternallyProvidesstrategicfocusRevealsinconsistenciesandgapswithinthestrategyLinksmeasurestostrategicobjectivesImprovesabilitytocommunicatewithexternalstakeholders,investorsandanalystsEfficiencyIncreasedconfidencethatresourcedeploymentandorganisationaleffortviacurrentinitiativesisfocuseddirectlyonsupportingthestrategyandcreatingenterprisevalueEnhancedresponsivenessthroughensuringagreaternumberofleadmeasuresPromotesalignmentupanddowntheorganisationAssurancethatmeasureshavebeenindependentlyselectedfromanexternalstandpointofconsistency,accuracy,clarityofdefinition,andagainstleadingpracticeIndicateswheretofocusinitiativesIsamanagementtoolfordecision-makingImprovescompensation/rewardsystems….AndProvides

DifferentTypesOfValueFORALMOSTEVERYBODYINMANYCASESFORSOMERigorousMeasurementSystem:“Interpretsourstrategyintoasetofmeasurestotrackperformance.”AlignedManagement:“Aligningexecutivesbehinddecisionsneededtohitgoals.”“Wehadideas‘inashoebox’;BSCorganizedtheminanicestructuredcloset.”CommunicatedtoOrganization:“CommunicatedourstrategybetterthananythingelseIhaveseen.”FocusedonKeyAreas:“Consensustoorganizebehindthekeyinitiativesthatdrivevalue.”“Cantakebusinessoutofareactionarymodeintoaproactivemode.”ClarifiedLinkages:“Highlightscause-and-effectrelationshipsbetweenobjectives;highlightslinkagesacrossorganizations.”“Highlightedthatnofunctioncanoperateindividually.”HelpedRefineStrategy:“‘Linkagemap’sessionshelpedusrefineoneperson’sideasonvisionintoacommonstrategyforthebusiness.”“Madeusre-thinkoursupplychainstrategy—fromstate-of-the-arttocustomer-friendly.”“Comparingfunctionalstrategieswithinside/outsideaspirationshelpedrefineourstrategy;trackingmarketdatawilldrivebetterstrategyformulation.”“Becomingtheframeworktodiscussstrategy;replacingLongRangePlan.”TypesofValueContentsBackgroundandIntroductionTheBalancedScorecardConceptBenefitsoftheBalancedScorecardProposedApproachtoBalancedScorecardDesign&ImplementationIndicativeProjectTimingOurCredentialsAppendix

Toensurestrategyalignment,theBalancedScorecardiscascadeddownthebusinessover3yearsDesignImplementDesignImplementDesignImplementSep‘02Sep‘03Sep‘04GroupExecutiveManager&SeniorManager*AppointedOfficerGeneral/ChiefManagerSpecialistOtherAllStaff123*45678+LevelOurProposedApproachforYear1CanBeSplitIntoThreeDistinctPhases:Design,ImplementationAndRefinementScorecardDesignPhase(6-8Weeks)ScorecardImplementationPhase(10-12Weeks)TransitionStreamScorecardRefinementPhase(Ongoing)1SeptCommunicationsplanChangeAgentNetworkTrainingTechnologyStream**BSCPortalDesignAnalysisofCurrentStateFutureStateDesignLook&FeelFunctionalityProgrammingBSCPortalImplementationTechrolloutTrainingProjectManagementStreamBudget&ResourceMgt&ReportingScheduleMgtResourceMgtManagementStreamImprovement/Review/RefinementDay-to-daymanagementofBSCTrainingPost1SeptGoLiveKick-offCurrentStateFutureStateImplementationPlanningDevelopSub-EntityScorecardsCascade&RolloutScorecardProcessStream**ConfirmTermsofReferenceOnboardingIntroduceMethodologyStrategyCurrentPerf.MgtCurrentPortalenablerExec/GMStrawModelScorecardAlignwithStrategyDevelopMeasuresSettargetsFutureTechVisionKick-offDetailedImplementaitonWorkplansDevelopframeworkforsub-entityscorecardsProcessforcascadingscorecardRollout.Workshopsforusingframeworktosetindividualmeasures&targetsSet-upManagementFrameworkProcessforreview&refinementMajorWorkshopAnumberofsmallerworkshopsandfocusinterviewswillbeusedthroughoutthisapproachinconjunctionwithmajorworkshops**Accelerators–SuchasASEandADCmaybeutilisedwhereappropriateProvide<Client>withasetofkeyvaluedriversforinvestments/activitiesandabasisfordeterminingwhatshouldbetracked/measuredtoeffectivelygaugebusinessperformanceandcontributiontoenterprisevalueIdentifythosemeasuresthatbestrelatetokeyvaluedrivers,reflectbusinessobjectives,andsupportbusinessstrategyAssessthegapbetweencurrentmeasuresanddesirablemeasuresDeterminewhatisrequired,intermsofdataandreportingprocesses,tosupport<Client>valuescorecardValue-drivermapsoutliningcauseandeffectrelationshipsandviewofhowtheycascadethrough<Client>anditskeybusinessesTemplatefor<Client>Scorecardandhigh-levelscorecardsforkeyentitiesMapofintegrationpointsforperformancereportingHigh-levelimplementationplanObjectives:Deliverables:EachPhaseWillDeliverSpecificDeliverablesScorecardDesignPhaseScorecardImplementationPhase6–8Weeks8-10weeksPhases:Timings:CommunicateBalancedScorecardtotherestoftheorganisation.CascadeExecutive/GMScorecardandDevelopfunctionalbalancedscorecardsDevelopmentandImplementprocessesforongoingmanagementofBalancedScorecardsystemIntegratebalancedscorecardwithtechnologyenablerstoautomateprocessesIntegratetheBalancedScorecardintothebusinessplanningprocessIntegrateInitiativemanagementintotheBalancedScorecardprocessCascadedFunctionalScorecardsCommunicationsPlanIntegrationplanforautomationwithexistingtechnologyenablersProceduresmanualformanagingtheBalancedScorecard(Reporting,Reviewcycles)Theendgamefor<Client>’sperformancemanagementsolutionenablesahighperformancecultureGroupperformancemeasuresalignedtostrategyStandardapproachtoperformancemanagementConsolidateddashboardviewofgroupperformanceEfficient,accessible,transparentviewExecutiveperformancemeasuresalignedtostrategyEquitableperformancebasedrewardsFacilitatesbehaviouralchangeEncouragesandrewardshighperformersProvidesfocusforinitiativestodrivevalueArangeofcompetenciesarerequiredtodelivertheBalancedScorecardCompetencies\StreamProcessTechnologyTransitionProjectManagementOngoingManagement#ProjectManagement&Coordination213FinancialModelling&Analysis415MeasuresDevelopment213ProcessRe-engineering22PortalApplicationDesign11PortalApplicationDevelopment22PortalApplicationTesting11PortalApplicationIntegration11ChangeManagementCoordination11ChangeAgents(Ops,eBusiness,IT,SS)448Communications&Training112WorkshopFacilitation22StrategyAlignment112HumanResources112TOTAL95921035Note:Subjecttodetailedscoping;notallcompetencieswillrequirefulltimerolesforthefulldurationContentsBackgroundandIntroductionTheBalancedScorecardConceptBenefitsoftheBalancedScorecardProposedApproachtoBalancedScorecardDesign&ImplementationIndicativeProjectTimingOurCredentialsAppendix

Webelievethatwewillcompletetheengagementinan

18weektimeframe**Assumingallrequiredinternaldocumentation(incl.entitystrategiesandcurrentmanagementreportsandperformancemetrics)isreadilyavailable,pluskeyinternalinterviewsandanyworkingsessionscanbearrangedpromptly*Pleasenote:Thisproposedapproachdoesnotpresentlyinclude:QuantitativeevaluationofvaluedriversStrategyevaluationordevelopmentProcessredesignSystemchanges/trackingdevices/businessintelligenceanalyticsImplementation.Scorecardswillbedesignedforkeyreportingentities,notindividualsorsubentitiesHighLevelIndicativePlanWeeks12345678ProjectKickoffPhase1:ScorecardDesign0910Phase2:ScorecardImplementation1213141516171811ContentsBackgroundandIntroductionTheBalancedScorecardConceptBenefitsoftheBalancedScorecardProposedApproachtoBalancedScorecardDesign&ImplementationIndicativeProjectTimingOurCredentialsAppendix

SelectAustralianCredentialsSelectInternationalCredentials<Client>BankingCorporationAssistedinthedevelopmentofabalancedscorecardforitsInstitutionalandInternationalBusinessGroupFacilitatedseriesofworkshopstoeducateemployeesandderivescorecardinformationAxaAustraliaDevelopmentofFinanceFunctionbalancedscorecardBHPDevelopedbalancedscorecardswithinitsbusinessunitsAlignedscorecardwithcorporatesharedservicesprogrammeSimplotCreatedandcascadedmultiplebalancedscorecardsforcorporateandbusinessunitsSouthcorpCreatedandcascadedmultiplebalancedscorecardsforcorporateandbusinessunitsTelstraAlignedscorecardwithcorporateEVAprogramme,includingcascadingofhigherlevelvaluedriversintoscorecardobjectivesandmeasuresBlueCrossBlueShieldofCentralNewYork(USA)Developedmultiplebalancedscorecardstosupportshiftfromindemnitytomanagecarestrategy

DBBreweries(NewZealand)Identifiedkeyperformanceindicatorsfornumerousorganisationallevels

ExxonChemical(USA)Createdcauseandeffectmodelsforstrategicobjectivesthatledtoidentificationofvaluedriversandkeymeasures

Fidelity(USA)DesignedbalancedscorecardsandmeasurementsystemtoshiftorganisationtoacustomerintimacystrategyKellogg’s(UK)ModelledbalancedscorecardstosupportandcommunicatestrategydowntheorganisationAlignedscorecardstocorporateandEuropeanunitstrategy

LockheedMartin(USA)Developednewstrategyandassociatedbalancedscorecardstocommunicateanddrivedesiredbehaviouralchange

CGE&Y’sExpertise,ExperienceAndTrackRecordOfDealingWith<Client>MakeItAUniquePartnerSelectedAustralianandInternationalcredentialsinBalancedScorecardDevelopmentinclude:<Client>ExperienceHowhaveweassistedothercompaniestousetheBalancedScorecardsuccessfully?ConsumerProductsCompanyUsedthebalancedscorecardasaframeworktostructuretheinformationinaGlobalDecisionSupportSystem,ofparticularvaluewasthecauseandeffectcomponentofthescorecardmethodology.RegionalRetailBankThebalancedscorecardhashelpedtostandardisemeasurementacrossabroadarrayofbusinessunitseachwithverydifferentproductsandservices.Ofcourse,theBalancedScorecardalsohelpedconsolidateaninordinatenumberofmetricsandfocusedmanagementattentiononwhatwasstrategicallyimportant.PropertyandCasualtyInsuranceCompanyUsedthebalancedscorecardtohelpimplementaspecialiststrategyandshapeanall-encompassingchangeeffort.Thescorecardalsoservedasthefrontendofalargerknowledgemanagementinitiativeaimedatcreatingasourceofcompetitiveadvantagebasedonlearning.ContentsBackgroundandIntroductionTheBalancedScorecardConceptBenefitsoftheBalancedScorecardProposedApproachtoBalancedScorecardDesign&ImplementationIndicativeProjectTimingOurCredentialsAppendix

Tools,TechniquesandMethodologiesSomeofthethingsthatmustworkwellwithinthe‘daytoday’operationsoftheprojectmanagementgroupinclude:CapGeminiErnst&Youngcouldenhance/developPMG’srepositorieswiththeproprietarymethodologiesof:TeamBuy/TeamSell/TeamDeliver(TB/TS/TD)&DELIVERProjectManagement“Account”Management(CGE&Y’sTeamBuy/TeamSell/TeamDeliver)ieBusinessEngagementManagers(BEMs)inITProjectManagement(CGE&Y‘DELIVER’)ProjectScopeandManagementProjectoffice(CGE&YePMO)TeamBuy/TeamSell/TeamDeliver(TB/TS/TD)-AnOverviewTB/TS/TDprovides“account”managerswithacontinuousprocessofplanning,sellinganddeliveryTB/TS/TD-Enablingallteamstoworktogether

toachievethebestsolutionTB/TS/TD-TheApproach,StreamsandStagesStage1MarketPlanningStage2AccountPlanningStage4Relation-shipBuildingStage5FinalisingtheSolutionStage6ProposingStage7FormalisingtheAgreementStage3OpportunityAssessmentandQualificationPURSUITMANAGEMENTSALESANDCOMMERCIALACTIVITIESSOLUTIONDEFINITIONDELIVERYMANAGEMENTBuildRelationshipsWithBuyerNetworkIdentifyCompetitivePositionSet-upPursuitTeamGo/NoGoDecisionInitiateSolutionBuildingTeamDebriefSalesProcessDevelopSolutionAssess

DeliveryCapabilityandStrategyEvaluateAlternativeSolutionsObtainclientbuyinDevelopDeliveryStrategyFinaliseDeliveryStrategyInitiateDeliveryProducecontractsValidate&SignContractsFinaliseSolutionAssessPotentialSolutionGo/NoGoDecisionFinaliseWrittenProposalPrepare&PresentProposalObtaininternalsign-offforproposalUpdateSolutionTeamConfirmPursuitPlanUpdateDeliveryStrategyTasksandStepsDeliverablesTasksandStepsDeliverablesTasksandStepsDeliverablesTasks

andStepsDeliverablesTB/TS/TD-AStageinmoredetail(Stage3)Stage3Opportunityassessmentandqualification1324567TB/TS/TD-BenefitsTEAMSELLING/TEAMDELIVERINGYourclients

willbuyinteams,PMGmustsellanddeliverinteams

PROACTIVEPMGwillbeabletopartnerwiththebusinessAbletotakenewinitiatives/ideastothebusinessEMPHASISONQUALIFICATIONOFOPPORTUNITIESGO/NOGOReducesmoneyspentoninitiativesthatshouldnotproceedCONSISTENT,FORMALAllowsformeasurementofeffectivenessofPMGresourcesFormalprocesspreventsmiscommunicationsbetweenDeliveryandAccountManagementGENERIC7stageprocesscanbeusedforallopportunitiesTB/TS/TDtoolscanbetailoredforvariousofferingswithintheBankDELIVERProjectManagementCoreprojectmanagementstreamsintheDELIVERProjectManagementmethodDELIVERProjectManagementisbasedonCGE&Y’sactualexperienceandleadingpracticesusedinsuccessfulprojects.Reflectingvolatilebusinessandtechnicalenvironments,itrecognisesthecomplexityofmostcontemporaryprojects,andtheneedforthoseprojectstoberuninatimecriticalandcost-sensitivemanner.DELIVERProjectManagementsupportsthedeliveryofprojectsontimeandabovecustomerexpectations.DELIVERProjectManagementstreamsofworkprovideachecklistapproachtherebyprovidingprojectmanagerswiththenecessarysupportattheirfingertips.DELIVERProjectManagement&ePMODELIVERcomponentsareaccessibleon-lineallowingeasyaccess,throughvariouspathways,thethemostup-to-dateinformationePMOToolePMOisatoolkitdesignedbyCGE&YProjectManagers.Itisafullyfunctionalprojectdatawarehouse’designedtoprovideautomatedsupportforDELIVERProjectManagementprocesses.WorkingwithintheDELIVERProjectManagementframework,thistoolfacilitatesrapidprojectmobilisationandorientationthroughmanagement,reportingandcontroltemplates.Itallowsforelectronicstorageofdeliverables,therebysavingadministrativetimeandensuringqualityandconsistencyofapproachPartnership/AllianceModel-ProjectDeliverywithExternalAssistanceUseCapGeminiErnst&Young’s(CGE&Y)Capabilities&Peopleforwhentherearetimeorresourceconstraintswhentherearecapabilityorqualityrestraintswhenthereisaneedforacatalyst(facilitator/moderator)roleMakeuseofCGE&Y’s‘3Aces’-i.e.ourAcceleratorsAcceleratedSolutionEnvironment(ASEs)AdvanceDevelopmentCentres(ADCs)ApplicationsManagementServiceCentres(AMSCs)Utiliseoursingle-mindedfocusonqualitydeliveryOTACE(OnTimeandAboveClientExpectations)MarketReportingCapGeminiErnst&Young’sCapabilitiesandPeopleWhyCapGeminiErnst&Youngcanassist<Client>CapGeminiErnst&YounghasextensiveexperienceindeliveringFinancialServicesprojects.Ourpeoplehaveabroadrangeofexperienceindeliveringtheseprojectsandareabletobringthisspecificknowledgeandexpertiseto<Client>.Todemonstrateourprovencapabilityinthisareapleasereferto‘SelectedCredentialsto<Client>BankingCorporation’forasampleofourexperiencewithintheAustralianFinancialServicesarenaoverthelastfewyears.Inaddition,wehaveincludedinthedocumentprofilesofourexperiencedresourcesinthisarea.CapGeminiE