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Uploaded by CaptainThunderArmadillo30
Royal Holloway University of London
CS3003: IT Project Management
Assignment No 3 (20%)
Announced: Monday 06th November 2023Question 1
Question 1
Answer: FALSE
Justification:
While agreeing with the Bank IT colleagues on a phased rollout approach is a
crucial step it does not eliminate the need for further action. Implementing a
phased rollout approach requires careful planning monitoring and
management to ensure its success.
Planning:
Detailed planning is essential in a phased rollout. This
involves defining the phases, determining the order in which the
system's parts will be rolled out, and setting clear objectives and
timelines for each phase.
Resource Allocation:
The phased rollout might require different
resources at various stages. It’s important to analyze and ensure that the
necessary resources (human, technological, financial) are available and
allocated appropriately for each phase.
Risk Management:
Phased rollouts come with their own set of risks,
such as potential issues in integration, user adaptation, and technical
challenges. Identifying assessing, and planning for these risks is a
critical step that cannot be overlooked.
Stakeholder Engagement:
Continuous engagement with stakeholders
is vital. Their feedback can be integral in adjusting the rollout phases to
better suit the organizational needs and user preferences.
Monitoring and Control:
Regular monitoring of each phase is
necessary to track progress identify issues early and implement
corrective actions promptly. This ensures that the project remains on
track and any deviations are managed effectively.
Communication:
Clear and consistent communication throughout the
project is crucial to ensure that all team members and stakeholders are
aware of the progress upcoming phases, and any changes in the plan.
Given these considerations simply agreeing on a phased rollout approach is
not the endpoint. The project requires ongoing management and attention to
numerous details to ensure its successful implementation. The phased rollout
decision is just one step in a series of actions that need to be taken for effective
project management.
Question 2
Risk 1: Technical Challenges with the New Interface with Core
Banking System
Description:
A significant risk involves the technical challenges and
uncertainty associated with the interface/connectivity of the new
system to the Bank’s Core Banking system (Fact 7.i). The existing
interface of the old system (C365) to the Core Banking system is stable
but outdated, and the vendors have proposed a new interface developed
with modern technologies. However, there are concerns about its
functionality and the potential need for changes in the Bank’s Core
Banking system, which were not initially scoped.
Mitigation Action:
To mitigate this risk, the project should conduct a
thorough technical feasibility study and risk assessment of the proposed
new interface. This would involve a detailed analysis of the new
interface's architecture, a review of the vendor's past success with
similar interfaces at other banks, and a technical evaluation to
understand the potential impact on the Core Banking system. This
action aims to ensure that the decision to adopt the new interface is
based on solid technical grounding and realistic assessments of
potential challenges and solutions.
Risk 2: Misalignment in Requirements Analysis
Description:
The project faces challenges in the requirements analysis
phase, with issues in mutual understanding and alignment of processes
and concrete requirements between the Bank’s and the vendors’ teams
(Fact 7.ii). This misalignment has led to increased frustration and
deteriorating morale within the project team.
Mitigation Action:
To address this risk, it's essential to establish a more
structured and clear communication protocol between the Bank’s teams
and the vendors. This can include regular joint workshops with
predefined agendas focused on aligning terminology and understanding,
along with the appointment of a dedicated liaison officer or team. These
steps would facilitate better understanding, reduce the frequency of
miscommunications, and improve overall team morale by providing a
clear and efficient framework for resolving misunderstandings and
aligning requirements.
Question 3
Answer: TRUE
Justification:
Project Scope and Vendor Capability:
The request from the Bank's
"Self-Service Channels" Business Unit is to make the ATMs’ User
Interface web/browser-based instead of desktop-based. According to
Fact No. 6, the vendors have confirmed that the new system/package
supports this capability, and it can be included in the project scope
without additional costs as per the contract. This aligns well with the
project's scope and the vendor's capabilities, making it a feasible
addition.
Strategic Alignment and Future Proofing:
The shift towards a
web/browser-based interface represents a strategic move towards
modernizing the Bank's self-service channels. This not only aligns with
current technological trends but also positions the Bank to easily adapt
to future changes in technology. Such a proactive approach is essential in
the dynamic field of banking technology.
Stakeholder Support:
The idea is supported by the Bank’s IT
Application Development and Management colleagues, indicating
internal alignment and readiness for this change. Gaining support from
key internal stakeholders is crucial for the smooth integration of new
capabilities into existing systems.
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Cost and Contractual Considerations:
As stated, the inclusion of this
feature comes at no extra cost contractually. This makes the decision
financially viable. Moreover, the necessary substitution or upgrade of
about 20% of the Bank's ATM machines to support the new interface is a
considerable investment in modernization that could offer long-term
benefits.
Potential Benefits:
The new capability could provide additional
benefits to the Bank, such as improved user experience, enhanced
accessibility, and potentially increased usage of ATMs, which could
translate into higher customer satisfaction and loyalty.
In conclusion, including the Bank's "Self-Service Channels" Business Unit
request for a new capability in the project scope is a strategic decision that
aligns with the project's objectives, technological trends, and stakeholder
expectations. It is financially viable and offers potential long-term benefits,
making it a suitable addition to the project’s scope.
Question 4
Answer: FALSE
Justification:
Technical Challenges and Uncertainty:
The project faces significant
technical challenges and uncertainty regarding the successful
integration of the new system with the Bank’s Core Banking system.
This is a critical success factor, and the current stable, albeit old,
interface of the C365 system poses less risk compared to the proposed
new interface which might require substantial changes in the Core
Banking system (Fact 7.i).
Risk of New Interface:
The new interface, proposed by the vendors,
involves adopting modern technologies. Although they have developed
similar interfaces for other banks, there is still uncertainty about its
functionality and the possible need for changes in the Bank’s Core
Banking system. This could lead to additional costs, scope creep, and
potential delays, which were not initially scoped.
Alternative Option:
Keeping the existing interface of the old system
and having the new system interact with it is an alternative. While this
would incur an additional annual maintenance cost of £100,000, it
might be a safer and more cost-effective option in the long run, given the
high risk and uncertainty associated with the new interface.
Cost-Benefit Analysis:
A thorough cost-benefit analysis should be
conducted to weigh the potential risks and benefits of both options. This
includes evaluating the long-term implications of both technological and
financial aspects. Given the high risks associated with the new interface,
the more conservative approach of maintaining the existing interface
might be more prudent, despite the additional cost.
Stakeholder Consultation:
Consulting with key stakeholders, including
the Bank’s IT Application Development and Management colleagues, is
crucial to make a well-informed decision. Their insights, combined with
a detailed risk assessment, can provide a clearer picture of the
implications of adopting the new interface.
In conclusion, the decision to adopt the vendor's proposal for a new interface
with the Core Banking system might not be the best course of action,
considering the high level of risk and uncertainty involved. A more
conservative approach of maintaining the existing interface, despite the
additional cost, might be more beneficial in ensuring project stability and
success. This analysis takes into account the specifics of the project, focusing
on risk management and stakeholder considerations.
Question 5
Action 1: Enhanced Communication and Collaboration Tools
Description:
The first action involves implementing enhanced
communication and collaboration tools to bridge the gap between the
Bank's and the vendors' teams. This includes setting up a unified
platform for document sharing, change tracking, and real-time
communication. Such tools can streamline the exchange of documents
and clarifications, reducing misunderstandings and ensuring that all
stakeholders are on the same page.
Justification:
Given the issues of misalignment and misunderstandings
between the teams, a centralized communication tool would facilitate
clearer and more efficient interactions. It would help in reducing the
"backs and forths" of documents, enhancing the mutual understanding
of requirements, and ensuring that everyone has access to the latest
information.
Action 2: Regular Alignment Meetings and Workshops
Description:
The second action involves organizing regular alignment
meetings and workshops between the Bank's business analysts and the
vendors' development teams. These meetings should focus on
discussing and clarifying requirements, aligning on common
terminology, and resolving any ambiguities in real-time.
Justification:
Regular, structured interactions would help address the
lack of mutual understanding and alignment on processes and concrete
requirements. These meetings would provide a forum for both sides to
voice concerns, seek clarifications, and align on expectations, thereby
reducing frustration and improving the overall project atmosphere.
These actions are specifically designed to address the issues of
communication and alignment challenges in the requirements analysis phase
of the project. By implementing these measures the project can move forward
more smoothly with a reduced risk of delays and misunderstandings.
Question 6
Answer: YES
Justification:
Logical Sequence of Testing:
Conducting the stress test immediately
after the UAT phase is a logical step in the testing sequence. User
Acceptance Testing focuses on ensuring that the system meets the
business requirements and is user-friendly. Once UAT confirms that the
system is functionally sound and meets user expectations, it is practical
to proceed to stress testing, which will assess the system's performance
under extreme conditions.
Efficiency in Testing Process:
Executing the stress test right after UAT
can lead to a more efficient testing process. The team will already be
mobilized and familiar with the system, reducing the ramp-up time
needed for the stress test. This continuity can lead to quicker
identification and resolution of performance issues.
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Readiness for Production Environment:
Stress testing immediately
after UAT ensures that any performance issues are identified and
addressed before the system goes live. This is crucial for the banking
environment, where system performance and reliability are paramount,
especially under high-load conditions.
Resource Utilization:
Conducting the stress test without delay
optimizes the use of resources. The project team, including testers and
developers, can address any issues that arise during stress testing while
they are still fully engaged with the project. Delaying the stress test
might lead to challenges in resource availability or allocation.
Stakeholder Confidence:
Timely execution of the stress test builds
confidence among stakeholders, including the bank’s management and
end-users. It demonstrates the project team's commitment to delivering
a robust system that can withstand real-world operational pressures.
In conclusion, performing the stress test immediately after the UAT phase is
advisable as it ensures a logical progression of testing, optimizes resource
utilization, and prepares the system for the production environment. This
approach aligns with the project’s goal of delivering a high-quality, reliable
banking system.