JP Morgan North American Remote to Core Justification
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JP Morgan North American Remote to Core Justification

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JP Morgan North American Remote to Core Justification, presented by John Napier, PMP, CSM. A key component of Chase's Data Protection Initiative

JP Morgan North American Remote to Core Justification, presented by John Napier, PMP, CSM. A key component of Chase's Data Protection Initiative

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  • The backup groups has an average of 300 projects in the air at any time. <br /> Typical month (4 weeks) below. <br /> Capacity is how many hours are assigned compared to how many hours are available. <br />
  • Project initiation 25% <br /> PM requires help in entering TRM (2%) <br /> When project comes in verify cross impact, project end date (20% incorrect) <br /> Tracking new requests with Team Lead <br /> PAR management <br /> “Emergency escalation 5% <br /> Validation of emergency <br /> cost of not meeting time dates <br /> Alternate plans <br /> Re-prioritizing current queue <br /> - Blips on T-SPAN <br /> Execution 10% <br /> (Team leads manage engineers) <br /> Escalation point <br /> Peacemaker <br />
  • Project Closure 25% <br /> Contact PM and engineer on closure week <br /> Validation <br /> Extend engagement (20%-40% require extension) <br /> Extended project require re-verification. <br /> Project Audit as requested. <br /> Planning 25% <br /> Weekly Reports <br /> PAR tracking <br /> -Team Reports <br /> Load Forecasting <br /> Maintenance 10% <br /> OTHER: (0% - 50%) <br /> Special Projects <br /> Data Center cycle (1BOP example) <br /> Internal Project coordinating multiple teams <br /> Any Project that requires resources interacting with backup resources. <br />
  • Tools: <br /> 2 Years ago. <br /> Assignment to projects was by who yelled the loudest. <br /> 18 months ago we implemented an excel based system. <br /> Engineers were assigned to the life of the project <br /> - No load leveling <br /> - No idea when a project began or end <br /> - Group was unable to charge out their time. <br /> 1 year ago we were given tools <br /> Training LOB PMs <br /> Throughout we have had a steady increase in work <br /> By the end of 2006 <br /> Increased team loads <br /> 7x24 operation <br /> Worldwide staffing <br />
  • A lot of my work can be automated. <br /> So far, for every automation there has been extra work. <br /> Increased accountability <br /> Audits <br /> Increased number of projects <br /> The list shows some of the ways that I feel the group can be improved. <br /> What ideas do you have? <br />

JP Morgan North American Remote to Core Justification JP Morgan North American Remote to Core Justification Presentation Transcript

  • Project Overview North American DCS Solutions North America Backups John Napier
  • Project Goals  Provide system Backups  Every project needs a Backup  “No one cares about backup, they only care about restores” – Mike Walker
  • Description  Project Initiation 25%=>  Project Execution  Project Closure 25%=> 10% => % time spent on standard backup projects
  • Current Status  ‘Lack of planning on your end necessitates an emergency on mine.’ – 70% request a resource for ‘next week’ – 8% are in ‘Emergency’ mode – 7% have planned ahead
  • Improvements  Tools – – – – – 2 years ago, no project management 1.5 years ago, Excel spreadsheet 1 year ago TRM, PAR, SRM to PTD Consistent, improved reporting New tools in September  PMs – OJT training – Structured training  Steady increase in work
  • Automation / Fixes            TRM checks validity of Project TRM sends out ‘end of project’ email PM closes out request TRM assigns PAR code PAR notifies of holes Justification for ‘emergencies’ Better usage tracking ____________________ ____________________ ____________________ ____________________
  • Project Manager’s Job  If everything goes perfectly, I have no work to do. - AKA “I will always have plenty of work to do.”