Consulting Presentation Time Saver

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Double Charts (Twin Column In Example)
Title Here
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60
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100
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
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Y-AxisTitle
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Source: Publications, Study, Consultant Consulting Analysis
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Series One Series One Series One
Series One Series One Series One

Client
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Waterfall Chart
1,573 61
TOTAL
GTI
Out of
Scope
2,392 79
909
449
110
TOTAL Out of
Scope
Accounted
for
To Be
Inventoried
Group A Group D Group E
285278
953
Group B Group C
39
278
451
282
1404
24
365
1270
137
Accounted
for
To Be
Inventoried
Group F Group G Group H Group I
176
742
93
Group X – 9
Group Y – 70 Group A – 81
Group B – 228
Group C – 209
Group D – 233
Group E – 158
Group Z – 61
Group F - 365
35
68
%
81
%
Completed
Not Yet
Inventoried
Out of Scope

Client
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Business Continuity Program Philosophy Has Evolved Over The Years
From Recovery To Resilience. X’s Thinking Is Ahead Of IndustryBusinessContinuity
“NearImmediateBusiness
Resumption”
Tokyo Subway
Attack
Oklahoma
Bombing
Key events revealed the
need for a more
proactive approach -
focused on building
partial resistance and
taking into consideration
human and
environmental factors.
Business Continuity
evolved as a result
Post 9/11,
organizations
realized that a
greater level of risk
mitigation was
required and started
thinking about end-
to-end Business
Resilience
Late
80s
Early 90s Mid 90s Late 90s Mid 00sEarly 00s
DisasterRecovery
“MissionCriticalDataRecovery”
BusinessResiliency
“TotalProcessResilience”
Y2K
In the mid 80s DR
thinking evolved as
businesses
recognized the
need to recover
and restore data
after a crisis
Evolution of Business Continuity Thinking
Sale of Y revealed the
need for alternative
recovery solutions
Merger significantly
increased
concentration in
the US staff
Blackout
White Paper
Published
9/11
WTC Bombing
Bishopgates
Bombing
Fed requires DR for
Mainframe
Formal BCP
Program
introduced
Primary focus was
on “mission critical
recovery” and no
attempt to return
to ‘business as
usual’ until after
normal production
was available
Sustaining end-to-end
process availability
requires a menu of risk
mitigating solutions
taking into account
business priorities, risk
levels and cost
EMU
ILLUSTRATIVE
Financial Services
X

Comparison Slide Samples

Model & Org Structure Sample Slides

Client
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Analysis Details: Step 3 Displacement Seating
Displacement seating involves a less critical function being displaced by a more critical function in their BAU operating
location. Two opportunities exist for Americas Operations to utilize displacement: 1) Data center operations can
return to New York in an event at data center; and 2) All locations with RTOs greater than 1 day can relocate to an
alternative BAU site (e.g. LCS can return to New York if the RTO is greater than a day)
Post Deployment Configuration Post-Optimization Configuration
DR
BAU
Numbers
represent
Headcount
Numbers
represent
Recovery
Seats DR
BAU
Numbers
represent
Headcount
Numbers
represent
Recovery
Seats
• In a disaster scenario 20 seats are required, 5 seats have an RTO of 3 days
• If the denial of access occurs at NY Campus or Singapore, Data Center
will provide 13 recovery seats, and 2 recovery seats will be required in
the applicable recovery site. The 5 remaining seats with RTO of 3 days
will displace non-critical functions in another location
• If the denial of access occurs at DC, the remaining locations will
provide 16 seats, and 4 seats will be required at the DC recovery site
• In a disaster scenario 20 seats are required
• If the denial of access occurs at NY Campus or Offshore site, Data
Center will provide 13 recovery seats, and 7 recovery seats will be
required in the applicable recovery site
• If the denial of access occurs at Data Center, the remaining locations
will provide 16 seats, and 4 seats will be required at the Data Center
recovery site
Seats Avg. Cost per Seat Total Cost
DC
LCS
Off
Total
7
7
-
14
$5,846
$5,846
-
$5,846
$40,922
$40,922
-
$81,844
Seats Avg. Cost per Seat Total Cost
DC
LCS
Off.
Total
2
2
-
4
$5,846
$5,846
-
$5,846
$11,692
$11,692
-
$23,384
Post Deployment Scenario Step 3: Displacement
Cash Securities – Purchase and Sales
LCS
Recovery
Site
(7 Seats)
NY Campus
(HC 8)
Data Center
(HC 5)
LCS Site (HC 8)
Data Center
Recovery Site
(7 Seats)
LCS
Recovery
Site
(2 Seats)
NY Campus
(HC 8)
Data Center
(HC 5)
LCS Site (HC
8)
Data Center
Recovery Site
(2 Seats)RTO 3 Days
(Seats 5)
RTO 3 Days
(Seats 5)

Client
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COE Structural Design
COE Design
GFO Lead
Location
Manager
COE Management (e.g. Finance
Operations GSC Mumbai)
OrganizationalStructure
Role Alignment Low Moderate High
RoleAlignment
Process
Ownership
SME
Operations
Execution
Tech
Liaison
Vendor
Mgmt
Business
Analysis
CFO
Project
Mgmt
Location
Mgmt
Business
Mgmt
Relation-
ship Mgmt
Ops Risk
MgmtJobs
Roles
Process Vendor Manager
Operations Team Member
Process Tech Liaison1
COE CFO
COE Project Manager
Process SME
Process Project ManagerLocation Manager
Business Manager
Process Owner
1 Share across processes when platform is standardized – position will include responsibility for GFA / GFT functionality and may be sourced by either technology or operations
Process
SME
Process
Project
Manager
Process1 Team
Operating
Team
Process
Owner 1
Process 2 Team
(Outsourced)
Process
Owner 1
Business
Manager
COE CFO
COE
Project
Manager
Generic nature of the COE design allows implementation of a similar structure in all three generations
Internal Function Outsourced Function
Tech Support
Tech
Maintenance
Process
Tech
Liaison1
Process
SME
Process
Project
Manager
Process
Vendor
Manager
Operating
Team
Tech Support
Tech
Maintenance
Process
Tech
Liaison1

Gantt Charts Samples

Client
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Site Analysis
Proposed Timeline
2003
Incentives&Site
Selection
Business
Analysis
Human
Resources
ResInvtyExecutionManagement
Wave
Struct
Wave Planning
Real Estate Selection
Location Analysis
Secondary Site Visits
RI
HR Packages Confirmation (Business Case)
November December January February March
2004
Go / No-Go Recommendation
Resource Inventory Complete
City Finalists Selected
Real Estate Selected
Detailed Wave Plan Completed
Wave 0 Touch Down
Wave 0 Planning and Prep
Coordination and Management of Activities (Execution and Trouble-shooting)
Reporting and Communication
Set-Up
Governance
Executive Governance (Business Strategy)
Additional RefinementsFinal Economics
Initiate Wave 1 Planning
Program Governance (Policies and Procedures)
MilestoneEstimated Timeframes Holiday Scheduled End Date
Recruiting & Training Development & Implementation
Site
Visit 4

Dashboards, Status Reports & Agenda Samples

Client
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- 36 -
Status Update: Overview
Impact To ’04 Plans / Budgets
Comments
Ops IT
Infra-
structure
Inc.
Revenue
($MM) Overall FO IT
Controllers
IT
H
M
L
Client
Aligned (PC) Operations
Content/
Client
Focus
Support for Content/Client focus initiatives is largely known and
underway
Unlikely to be an impact in 2004 however there is potential for
Headcount increases for IT support in London and Asia Pacific in
2005 and 2006
L L41 L L L LAmericas
EMEA
Asia
L M72 L L L L
H H84 M L L M
Execution
Support for Execution initiatives is largely known and underway
AES volume increases and the conversion of transition
management from an agency business to a capital business may
create issues for operations and infrastructure stability
M ML L L L
M ML L L L
L M
99Americas
EMEA
Asia
56
15 L L L L
ECM
Support for ECM plans, which are largely market driven, can be
handled by existing resources
L L86 L L LAmericas
EMEA
Asia
L L32 L L L
L L12 L L L
L
L
L
1,396Total
Derivatives
Significant growth planned is substantially accounted for in
existing initiatives however additional guidance from the business
is required to confirm
Data center capacity and infrastructure stability, particularly in Asia
and Europe, will be an issue
TBD L79Americas
EMEA
Asia
178
44
TBD L
TBD L
Proprietary
Trading
Significant growth expected in both Equities and FID Proprietary
Trading. Integration between the two will be an issue
Municipal bonds is the only product the business is willing to
commit to not trade
Global data center capacity constraints will be an issue
L HM M TBD L207Americas
EMEA
Asia
137
54
L HM M TBD L
H HH M TBD
TBD
TBD
TBD L
Prime
Services
Significant growth planned
Cross product margining, data center capacity, infrastructure
stability and a few emerging initiatives requiring affirmation are
the biggest issues to be addressed
H HH M TBD TBD M115Americas
EMEA
Asia
77
8
H HH M TBD TBD M
M HM M TBD TBD M
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
High Impact: A major initiative is required or a substantial change to
an existing initiative requiring a significant budget or H/C adjustment
Medium Impact: Initiatives are underway but requires incremental
budget or head count not previously accounted for
Low Impact: No or minimal impact to existing initiatives
Key
Impact Assessment Ratings To Be Confirmed By Managers
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
TBD
L
L
L

Client
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FA&O European Support Strategy On-Site Agenda
Break, 15 mins
Objectives & Expected OutcomesSectionTime DescriptionFacilitator
Increase awareness of objectives and their
interdependencies
Identify any additional interdependencies
Understand regional priorities
14.15
90 mins
Key departmental objectives presented by
each department lead
Each Department Lead
II. Objectives by
Department – Group
Discussion
Break, 15 mins
I. Welcome/Scene Setting
14.00
15 mins
Lead
Review agenda for session
Set the tone and focus of meeting
Understand perspective and expectations
Welcoming remarks & introductions
Understand key suggestions for current state
and governance
18:15 am
30 mins
One person from the breakout session
present results and solutions
Consultant/RMO
VI. Presentation –
Governance Suggestions
Agree high priority European objectives for key
themes
Review and agree key interdependencies
16:00
50 mins
Breakout into defined groups to review
current objectives
Discuss potential changes in strategy or
implementation
Consultant/RMO
III. Objectives Review by
Theme - Breakout Session
Understand priorities by theme
16:50
20 mins
Group discussion with a member of each
breakout group and facilitators
Consultant/RMO
IV. Objectives Review by
Theme - Group Discussion
19.00 ~ Cocktails and Dinner
Identify potential challenges and changes to
governance structure
17:25
50 mins
Breakout into defined groups to discuss
governance structure
Discuss potential changes, practicality,
benefits and risks
Consultant/RMO
V. Governance, Current
State, Brainstorming
Understand next steps and involvement going
forward
18:45 am
15 mins
Next Steps
Closing Remarks
Costas MichaelidesVII. Wrap Up & Next Steps

Client
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The Deployment Process
Description
Determine most efficient and effective
long-term placement of global resources
considering IT strategic objectives
Identify execution requirements
Plan an efficient and effective migration to long-
term model
Supporting workstreams - ‘providers’ to
the functional ‘clients’
Results /
Outputs
Confirmed global location of staff at the
role level (e.g. X Developers in
Singapore)
Develop long-term physical distribution
of staff - leveraging model
Future state organization chart
Revised A/B/C designations
Detailed Wave and Execution Plan (cross
program and function specific)
Dependencies list (across all levels of
interaction)
Risks and risk mitigation plans
Structured templates and process for
consistent approach and effective
completion of relocation
Subject matter expertise
Implementation/facilitation of the
workstream component
Deployment
PMO/ Working
Group
Involvement
Develop and gain buy-in Role Based
Deployment model
Facilitate functional areas to develop
long-term objective & opportunities
Bring together and facilitate org
discussions across current functional
lines
Provide a framework for consistent collection of
information
Facilitate process and leverage ‘good ideas’
across functional areas
Assistance in the development of
templates and process
Assistance to functional leaders in
understanding the role and
responsibilities of the workstreams
Communications
IT / Deployment PMO
Planning ExecutionDesign
Role Based
Deployment
Model Review
Organization
Redesign
A/B/C
Designation
Review
Detailed
Scheduling
Deployment
Requirements
Development
Risk
Identification
Training
Facilities
Infrastructure
Knowledge Transfer /
Parallel / Cut-Over
Recruiting
Inputs
Resource Inventory data Resource Inventory data
Future state organization chart
Existing project plans, roadmaps, schedules
Deployment requirements
Detailed Wave and Execution Plans
Risk mitigation strategies
Preliminary
Resource
Inventorying &
Wave Planning
Analysis

Other “Attractive” Slide Examples

Client
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- 48 -
The ‘Setting The Leadership Agenda’ Card Game Set A Number Of
Milestones Across Three Streams
Business of IT
Organizational
Transformation
Delivery Capability
Wave 1
Wave 2
Wave 3
Deployment Outsourcing
Process
Reengineering
Re-
Organization /
Operating
Model
Leadership
Development
Technology
Community
Cost
Transparency
Risk
Transparency
Investment
Governance
Desired
Organizational State
Tariffs / Unit Prices /
Product & Service
Catalog
Solutions House
Common Front-end &
Back-end; Risk
Audited / Risk
Surveillance
Scale Acquisition –
Internal
Risk Taking, Principle
Driven

Client
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The Overall Effectiveness And Efficiency Of X’s BCP Program Was
Evaluated Along Five Key Organizational Attributes
BCP
Program
People
Manner in which resources
address BCP needs and issues
Philosophy
Key influencers of priorities
and strategy
Tools & Processes
Basis on which BCP
effectiveness is managed and
assessed
Operating Model
Alignment of people within
the organization to execute
BCP activities
Cost
BCP expense and funding
mechanism
Roles &
Responsibilities
Staff Mix
Tools
Processes
Priorities
Recovery
Strategy
Governance
Structure
Expenses
Funding &
Allocation
What are the priorities of the Business Continuity
organization?
To what extent does the organization rely on
internal/external capabilities, outsourced providers,
recovery vs. resilience?
What is the dominant operating model?
Where does the Business Continuity organization
report into?
What are the advantages and disadvantages of the
selected model for the organization?
What are the roles and responsibilities of the Business
Continuity organization vis-à-vis Business Units and IT?
How is Business Continuity personnel categorized by
level in the organization?
How is Business Continuity measured and tracked (what
tools including databases, systems, etc. are available)?
Who is responsible for overall Business Continuity plan
maintenance and updates?
What are the key elements of your testing program?
How is staff trained on BC/DR?
What is the company-wide Business Continuity
expense?
How are Business Continuity activities funded?
How are Business Continuity expenses allocated back
to the organization?
Business Continuity Program Evaluation Framework

Client
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- 54 -
The Hypothetical Wave Plan Is Reviewed And Refined By Applying
Discreet Criteria Resulting In The Wave Plan
Pass
Risk
Management
Calendar
Planning
Business Case
Coordination
Human
Resources
Considerations
Rationale Activities/Linkages
Balance speed, savings and risk
Identify key/potential risk points and
develop mitigation alternatives – pace,
staffing, etc.
Project cost of mitigation
Overlay all meaningful dates onto the
wave plan (calendar, roll-outs,
upgrades, etc.)
Identify migration issues and risks
Develop mitigation strategies – assess
pros and cons
Project cost of mitigation; weigh against
benefits
Collect all system and project milestone
dates
Overlay dates onto the wave scenarios –
Adjust as required
Swap relocation candidates as required
Assess business case impact of
adjusting components of the wave plan
– composition, order, etc.
Develop wave plan scenarios – tilts of
the baseline construct (e.g. faster,
smaller, higher relocation population,
etc.)
Run scenarios through Business case
Ensure detailed build out and review of
HR activities
Evaluate necessary Groupings, timings
and capacities
Develop plans for retention, relocation,
training, workforce reductions,
recruitment and hiring
Wave Plan
Position Plan
Timeline
Deployment Requirements
Table
Tightly constructed, detailed
schedule that recognizes
interdependencies, and is the
single source of all deployment
details. It is the transition
plan, checklist, and timetable.
To ensure that each task in
this phase represents all
perspectives, the Steering
Committee and Working Group,
identified during Resource
Inventory, will continue to play
an integral part in designing
the Wave Plan.
catalogue
Wave
Composition
Detailed
Wave Plan
Execution
Considerations
2nd & 3rd Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
2004 2005
4th Quarter
Wave 0 Wave 2 Wave 3 Wave 4 Wave 5Wave 1
Group 1 Group 1
Group 2
Group 3
Group 2
Group 4
Group 5
Group 6
Group 1
Group 2
Group 4
Group 5
Group 6
Group 7
Group 2
Group 3
Group 6
Group 7
Group 5
Group 7
Group 8
Group 9
2nd & 3rd Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter
2004 2005
4th Quarter
Wave 0 Wave 2 Wave 3 Wave 4 Wave 5Wave 1
Group 1 Group 1
Group 2
Group 3
Group 2
Group 4
Group 5
Group 6
Group 1
Group 2
Group 4
Group 5
Group 6
Group 7
Group 2
Group 3
Group 6
Group 7
Group 5
Group 7
Group 8
Group 9

Client
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- 57 -
Opportunities To Expand The COE
During the transition to a Generation II COE, additional opportunities to expand the footprint of
services should be examined.
Business Embedded Opportunities
Identify opportunities to incorporate business embedded processes
into the COE
- Analyze business processes to identify similar functions being
performed in the COE (refer sample inventory template below)
- Determine cost, risk, regulatory impact of transferring business
embedded functions into COE
- Reconfigure COE to incorporate additional processing
requirements
Corporate
Tax
Corporate
Controllers
Investor
Relations
Corporate
Sector
XXX
Corporate
Treasury
XXXXXXXXXXXX
Global Opportunities
Identify opportunities to incorporate regional processes into the COE
- Analyze regional processes to identify similar functions being
performed in the COE
Determine cost, risk, regulatory impact of transferring regional
functions into COE
- Cost impacts must be closely analyzed as many operating
countries do not have the scale to justify transferring the
function to the COE
- Regulatory requirements may also preclude transferring certain
functions to the COE
Reconfigure COE to incorporate additional processing requirements

Client
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- 60 -
Major Points
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Client
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- 63 -
Logo Here
Text Here
Text Here: Text here
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Title Here
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2-Palette With Added Bits (Resume Page)
Logo Here
Text Here
Text Here: Text here
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Title Here
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Client
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- 66 -
Multi Column Table of Bullet Points
Row Head
Column Head
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Row Head
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Kicker Box (if required) – Silver 10pt Bold Italics. Kickers should always be a sentence, not a bullet point
so they always have a period at the end.
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Client
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- 69 -
3-Chevrons
Label Label Label
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