Aguison CESAR _S40078616_initiate programs_ assessment 1

Advanced Diploma of Program Management – Initiate Programs Assessment 1 Student Name: AGUISON CESAR Student Number: S40078616 Based on the case study provided, you need to complete this business case template for a new program of work you will be leading. You can be creative and look for a new program of work that the company could do to expand its operations, or you could use some of the future goals already listed in the case study. You must use this template as it contains all the questions and assessment criteria and your assessment must be based on the case study provided. By completing all sections of this template, you will be addressing the following assessment criteria: Business Case Project name: Sustain First: Fostering Environmental, Social, and Economic Resilience in NAB Communities. Date: 21/11/2023 Author: Aguison Cesar

Document Details Author/s: Version Control Version Date Author Changes 1.o 21/11/2023 Aguison Cesar Initial draf 1.01 21/11/2023 Fransis De Cesar The scope of work 1.02 22/11/2023 Angelo Locsin Project work breakdown structure 1.03 22/11/2023 Mary Peters Project deliverables BUSINESS CASE Page 2 of 10

Their collective insights and strategic foresight contribute to a holistic understanding of the potential impacts and opportunities that may arise in this digitally-driven and sustainability-focused banking landscape. This collaborative effort ensures that NAB is not merely responsive to change but positioned as a proactive leader, ready to meet the evolving needs and expectations of its customers in this dynamic financial landscape. A3 – Strategic Objectives and Desired Outcomes Explain each of the strategic objectives and desired outcomes for the program you will be undertaking and how they met the client expectations and align with the organisational goals. This should clearly stage what the future state will be. The strategic objectives for the program are as follows I. Achieve Top NPS Ranking a. Desired Outcome Attain the number one position in Net Promoter Score among major Australian banks in all customer segments. b. Alignment with Organisational Goals Supports NAB's goal to prioritize customer satisfaction and experience. II. Digital Transformation a. Desired Outcome Implement a comprehensive digital transformation across all business units to enhance customer experiences and streamline internal processes. b. Alignment with Organisational Goals Aligns with NAB's focus on simplifying and digitizing services as outlined in the 2022 business overview. III. Sustainable Banking Practices a. Desired Outcome Integrate sustainable finance propositions, including carbon trading, and support customers' climate transition plans. b. Alignment with Organisational Goals Aligns with NAB's commitment to disciplined growth and investing in solutions for sustainable banking. IV. Enhanced Broker Services a. Desired Outcome Become the preferred bank for brokers by delivering speed and certainty in services. b. Alignment with Organisational Goals Supports NAB's strategy in Personal Banking to focus on simplicity and digital services, particularly in response to the growing use of brokers. A4 – Scope Explain the scope of the program, what is in scope and what will not be in scope eg. what will be delivered in this desire future state and what will not be. The scope of the "Sustain First: Fostering Environmental, Social, and Economic Resilience in NAB Communities" program encompasses a comprehensive initiative aimed at enhancing sustainability and resilience in communities associated with the National Australia Bank (NAB). The program includes but is not limited to: In Scope i. Environmental Sustainability Measures Implementation of eco-friendly practices, conservation efforts, and resource management to reduce environmental impact. ii. Social Resilience Initiatives Programs focused on community development, education, healthcare, and social well-being to enhance the quality of life. iii. Economic Resilience Strategies Developing an economic models, support systems, and financial tools to bolster the economic stability of National Australia Bank (NAB) communities. iv. Stakeholder Engagement Collaboration with community members, local authorities, and relevant stakeholders to ensure a participatory and inclusive approach. v. Infrastructure Development Planning and execution of sustainable infrastructure projects to address current deficiencies and future needs. vi. Policy Development and Advocacy Creation and promotion of policies that support sustainable practices and resilience in NAB communities. Out of Scope BUSINESS CASE Page 4 of 10

i. Non-Associated Communities The program will not extend its direct interventions to communities not directly affiliated with the National Australia Bank. ii. Non-Sustainable Industries Sustain First will not support or endorse industries or practices that are not aligned with sustainability goals. iii. Political Agenda The program will not engage in partisan politics or advocate for specific political agendas unrelated to sustainability and resilience. A5 – Gaps between current state and future state Explain the gaps between the current state and future state (Current state as explained in A1 – background and business drivers and Future state A3- strategic objective and desired outcomes). This will provide an overview of what has to happen in the program. i. Environmental Degradation The current state reflects a concerning level of environmental degradation due to unsustainable practices. The future state envisions a reversal of this trend through eco-friendly initiatives and conservation efforts. ii. Social Disparities Current social conditions may include disparities in education, healthcare, and overall well-being. The future state aims to bridge these gaps, fostering a socially inclusive and equitable community. iii. Economic Instability Economic vulnerabilities and dependencies in NAB communities need to be addressed. The future state seeks economic resilience through diversified economic models, financial tools, and support systems. iv. Infrastructure Gaps Existing infrastructure may be inadequate or out-dated. The future state envisions modern and sustainable infrastructure that supports the needs of the community. v. Policy Vacuum The absence or inadequacy of policies supporting sustainability is a critical gap. The future state requires the development and implementation of robust policies that align with sustainable practices. A6 – Timeline Provide a list of the key bodies of work that need to be done to complete this program of work and must state the start and end date for each of these. Key bodies of work Start date End date Environmental Sustainability Implementation 21/11/2023 21/12/2023 Social Resilience Programs 22/12/2023 22/01/2024 Economic Resilience Development 23/01/2024 23/02/2024 Stakeholder Engagement 24/2/2024 24/03/2024 Infrastructure Development Projects 25/03/2024 25/04/2024 Policy Development and Advocacy 26/04/2024 26/05/2024 Approval of the project by the project sponsor 27/05/2024 30/05/2024 B Budget, Benefits, Risks B1 – Budget For each of the bodies of work listed in the timeline above, provide a rough costing for each and then what is the total budget for the project. Key bodies of work Start date End date Amount BUSINESS CASE Page 5 of 10

Desired future state Eg. Lack of staff with expertise Eg. Additional costs, extend timeline and cannot deliver outcome Program execution approach (PMBOK, Prince 2, etc.) Inadequate Project Management Methodology Inefficient execution, lack of coordination, and increased project risks Project delays, budget overruns, and compromised project quality Business case Insufficient Funding Inability to execute planned activities and achieve desired outcomes Project delays, reduced scope, and compromised program success External Factors and Issue likely to cause changes to: Evaluate the impact Desired future state Regulatory Changes Changes in regulations affecting program goals and strategies Increased costs, delays, and adjustments to program activities Program execution approach (PMBOK, Prince 2, etc.) Market Fluctuations Budgetary challenges, resource availability, and project viability Increased costs, potential delays, and scope modifications Business case Economic downturn impacting funding and stakeholder support Funding challenges, project delays, and compromised program success C Program Execution Strategy C1 – How the program will be managed  Explain what project management approach you will take eg. PMBOK, Agile, Prince2, etc. The "Sustain First" program will adopt a hybrid project management approach, combining elements of PMBOK (Project Management Body of Knowledge) for its structured processes and guidelines, and Agile for its adaptability to changing requirements and iterative development. This hybrid approach allows for a balance between detailed planning and flexibility in response to evolving needs.  Provide an overview of how you will manage the project eg. how are you going to monitor whether the project is on track, how will you keep stakeholders informed, etc. i. Monitoring Project Progress To ensure comprehensive oversight, a robust project monitoring system will be implemented. Regular progress meetings, both internal and with stakeholders, will be scheduled to discuss achievements, challenges, and upcoming milestones. This will facilitate open communication and prompt issue resolution. Key Performance Indicators (KPIs) will serve as quantifiable metrics, systematically measuring progress in various dimensions of the program. These KPIs will be meticulously established and continuously monitored to gauge the program's adherence to its goals and objectives. ii. Stakeholder Communication Effective communication with stakeholders is paramount. Regular channels, including newsletters, will be utilized to disseminate pertinent information regarding project developments, achievements, and challenges. These newsletters will serve as a means to keep stakeholders engaged and informed, fostering transparency and trust. Scheduled meetings, both virtual and in-person, will provide a platform for direct interaction. These sessions will not only serve to communicate progress but also allow stakeholders to voice concerns, provide feedback, and actively participate in decision-making processes. BUSINESS CASE Page 7 of 10

iii. Risk Management The program will institute a proactive risk management plan to systematically identify potential risks and formulate effective mitigation strategies. A thorough risk assessment will be conducted at regular intervals to evaluate emerging threats and capitalize on opportunities. The risk management plan will encompass a comprehensive analysis of both internal and external factors that may impact the program's progress. By anticipating challenges, the team can proactively implement strategies to mitigate or navigate potential obstacles.  What organisation policies and procedures will support your management of the program eg. recruitment policy, etc. i. Adherence to organizational policies on recruitment, finance, and ethical practices will be ensured. ii. Periodic reviews will be conducted to align program activities with organizational objectives and policies. C2 – Knowledge management Explain how you will record program documentation, where will it be stored, who will have access etc. eg. use Microsoft products, SAP, user ids and passwords, etc. Program documentation will be stored in a secure, cloud-based repository to ensure accessibility and version control. Microsof SharePoint will be used for document management, collaboration, and version tracking. i. Access Control Access to the documentation repository will be restricted based on role and responsibilities. User IDs and passwords will be managed securely, with access granted only to authorized personnel. ii. Document Types Various document types, including project plans, status reports, risk registers, and policy documents, will be maintained. iii. Version Control Version control will be strictly enforced to prevent confusion and ensure that stakeholders have access to the latest information. iv. Communication Platforms Microsof Teams will be used for real-time communication, collaboration, and virtual meetings. Regular knowledge-sharing sessions will be conducted to disseminate key information among team members. v. Training and On boarding Training sessions will be conducted to familiarize team members with the chosen platforms and document management procedures. On boarding documentation will be readily available for new team members joining the program. D Governance and Stakeholders D1 – Program Management Structure Include the program management organisation chart and identify who is responsible for making decisions in the program eg. finances, risks, recruitment, etc. Organization chat BUSINESS CASE Page 8 of 10 Fransis De Cesar (project sponsor)

representative ) customer perspective meets the needs and expectations of the customers. Valeria Cristina (Chief Board Director) Take part in strategic decisions and high-level program direction by offering overall guidance and strategic alignment Provides strategic alignment and direction. Mary Peters(Chief executive Officer) Offers overall guidance and strategic alignment. Approves the overall handling of the project. Lucas Bueno(Risk management officer) Required to involve in identifying and mitigating risks throughout the program. Identifies and mitigates risks throughout the program Fransis De Cesar(project sponsor) Actively engaged in the strategic direction and overall success of the program. Gives final approval to the project by signing off E Program Sponsor/Program Committee Approval Business case is Approved  Not Approved Program Sponsor: _______________ Fransis De Cesar _____________________________ Signature: _____________________ fdc2023 ________________________ Date: ____27__/__05___/_2024____ BUSINESS CASE Page 10 of 10