The document discusses ICT program and project management in financial industries. It provides an agenda covering general conditions of ICT in the financial sector, program management, agile program management using the Program Management Circle Agile (PMCA) method, project management, and high and low service level agreement methods. Examples of applying these methods in practice are also briefly discussed.

1. ICT Programand projectManagement
in financialIndustries
General conditions and methods
Dr. Frank Stumpe.

2. 11/09/20132
Agenda
• Agenda
• Introduction
• General Conditions of ICT in financial Industries
• ICT Program Management in financial sector
• Agile program management
• Program Management Circle Agile (PMCA)
• Briefly view:Project management
• High Service Level Agreement Methods (HiLa)
• Low Service Level Agreement Methods (LoLa)
• What have we done in practice

3. Program Management Circle Agile
(PMCA)
Central theme
General Conditions of ICT in financial
Industries
Preview overall methods used at
Program Manager
Tool kit

4. • Introduction / ICT / Frank Stumpe
• General Conditions for IT management in the financial services sector
Program management at . For this I would have a number of questions that
would be exciting for the discussion with students:
• - What is meant by ICT in program management? The tasks included - What
the ICT meant by Agile Program Management?
- Why does the ICT Program Mgmt. agile? Do not speak the previously
imposed conditions of the financial environment against -? Security are not
addressed all of the programs agile? Which and why? ? - How is the
coordination of traditional and agile projects run by the program
management?
Brief insight into the project management at ICT. Again, there's starting
points for discussion with the students: - How is the combination of
program and project management starts at ICT made? ? - What are the
implications of the Agile program management for project management -
What exactly are and how important the hilar and Lola?
Agile application of program management (including methods used) using
the example

5. 11/09/20135
Who am I?
• Frank Stumpe
• Program Manager
• Married with 3 children
• Actual:
• CRM Corporate Banking
• Commercial Finance
• CSOB Lease
• Fraud and money laundry systems Federal Police
• Development E2E Enterprise Services
• Main milestones Training
• PhD Engineering (RWTH Aachen)
Project Management in complex and cybernetic systems
• Main milestones professional
• CEO IPS Ltd Sofia, Bulgaria
• DEN European Commission DG7 Transport and Energy
• Docent Project management RWTH Aachen / TU Zürich
• Contact

6. General Conditions of
ICT in financial
Industries Security
Risk
Tracking
Reporting

7. 11/09/20137
General Conditions
ICT in financial industries:
Security• Security
• HackerWatch.org
• 24 hours: 7,198,762
• 7 days: 52,973,944
• 30 days: 98,932,530
Bank transactions are
number two on the list of
attacked branches
behind governmental
institutions

8. 11/09/20138
General Conditions
ICT in financial industries: Risk
• Risk
• Banks do not work with their own
money
• For each risk in a process or
product a risk-capital is necessary
(Tier-1: 11% ≈ 2*109 €)
• Product risk
• Process risk

9. 11/09/20139
General Conditions
ICT in financial industries:
Tracking
• Each activity will be tracked within
financial industry
• Defending money laundry and fraud
• Defending irrepealably activities
• Defending handling stolen data

10. 11/09/201310
General Conditions
ICT in financialindustries:Reporting
• Each bank has to report
quarterly
• Impact on
• Shareholders
• Marked value
• Capital structure
• Legally obligated financial
numbers

11. Consequences of the
General Conditions
• Ensure that all your software is secure
=> long testing periods
=> destructive testing
• For each risk you have to reserve risk capital
=> know your risks as soon as possible
=> design precise and in advanced
• Make sure that you know at each moment each activity
=> expensive tracking programs
=> double databases one for operation and one for tracking
• Allow as much as possible automated reporting
=> humans can make differences between report n and n-1
11/09/201311
The only way to take care about these conditions:
Classic waterfall method

12.  11/09/2013  12 
Classic waterfall method
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
design
V2
Technical
design
V2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / Project
Idea
Clarification
Prestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
design
CBD-UML
Functional
design
CBD-UML
Technical
design
CBD-UML

13. 11/09/201313
New approachin projectdelivery
(2005wegotpermissiontouseAgileprogramming)
 All core systems are to be delivered in High secured delivery with HiLa and waterfall
approach
 All non-core systems can be delivered with faster delivery with LoLa projects and agile
approach or High secured delivery
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
design
V2
Technical
design
V2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / Project
Idea
Clarification
Prestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
design
CBD-UML
Functional
design
CBD-UML
Technical
design
CBD-UML
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
design
V2
Technical
design
V2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / Project
Idea
Clarification
Prestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
design
CBD-UML
Functional
design
CBD-UML
Technical
design
CBD-UML

14. 11/09/201314
Low Service Level Agreement
Methods (LoLa)

15. Agile program
management
Program Management Circle Agile (PMCA)

16. ICT ProgramManagementin
financialsector
What does this means?

17. Responsibilitiesof a ProgramManager(1/2)
• Program Management = Portfolio Management
• Official:
• Independent programme design and structure, in consultation with the business will propose sensible
scope, organisation and project phasing, all this in line with the strategy outlined for the business and
Group.
• The end-to-end management of the programme including the planning (phasing, milestones), money
(budget), information (agreements concerning reporting and communications), organisation (composition
of the team, escalation structure) and quality (quality requirements, test planning etc.).
• Management of the project leaders and as appropriate also team members working on other people's
programmes (BANs, TANs, project team members, etc.). This is primarily management on tasks, but people
management will also be important, and will also involve coaching project leaders in working together,
communication, and providing input for evaluations.
• Take responsibility for the quality of the work delivered, for documenting SLAs and for transferring the
results delivered to the existing organisation.
• Reporting on the progress of all components of the programme to the programme steering committee;
reporting will cover management aspects as well as the programme contents. His/her contribution will
ensure that the steering committee is well-prepared.
• Play an active role in the implementation of the programme. Take the necessary action to ensure that the
“change” is implemented smoothly. Act as contact person for dealing with problems arising during the
programme and also during the guarantee period.

18. Responsibilitiesof a ProgramManager(2/2)
• This means:
• Entrepreneurship
• Customer focus
• Decision-making
• Achieving goals
• Efficient organisation
• High level of experience and training
• Analysis
• Shaping vision
• Innovating
• Self-development
• Sharing knowledge
• Communicating clearly
• Communicating persuasively
• Cooperating
• Building and using a network
• Dealing with change
• Constructive handling of stress
• Promoting company interests
• Encouragement and motivation
• Appraisal and appreciation
• Delegation and supervision
By the end the program manager is responsible to
lead a multi skilled large team, sub-organized in
projects to deliver according the requirements
and rules a high quality and fitting solution for
the customer

19. 11/09/201319
Approach: Agile, iterative
Open
Projects
Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary

20. 11/09/201320
Steering
Committee
Aanpak: Steering Committee
 Participants
 Customer (decision makers)
 ICT (decision makers)
 Preparation
 ICT (Lead): Program manager
 Customer : Program manager
 Task
 Steering of the program
 Definition priorities and projects
 Decision taking
 Redirecting program
 Monthly meeting

21. 11/09/2013
21
Project
Definition
Approach: Project
definition Task
 Design architecture
 Preparation project charters and change Vision
statements into projects
 Definition of resources and processing time
 Translating of decisions into requirements
 Daily work
 List of deliverable and details adapted according
order
Nr. Description In scope
1 Eco System Customer PD
2 Information model PD
3 Process Model PD
4 Service Model PD
5 Use cases / User stories PD/WE
6 Prototype in Visio WE
7 Data model in Visio to generate a script for the data model WE
8 Extra documents of the client WE
PD: Project definition
WE Work execution
Project definitie
Functioneel design
Kosten
Doorlooptijd

22.  11/09/2013  22 
Project
delivery
Approach: Project delivery
 Task
 Development of the requested functionalities
 Daily processing
 Faster delivery with LoLa projects and agile approach
 High secured delivery with HiLa and waterfall approach
 Time and material budgeting
 Project budget according consumptions with target max
 Yearly budget envelop
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
design
V2
Technical
design
V2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / Project
Idea
Clarification
Prestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
design
CBD-UML
Functional
design
CBD-UML
Technical
design
CBD-UML
Delivery

23. 11/09/201323
Project
evaluation
Approach: Project evaluation
 Task
 Evaluation of delivered tasks, projects, software,
solutions, etc according predefined value system
 Preparation PMSC
 Monthly meeting
 Value system
Don’t
Lage prioriteit Hoge prioriteit
Strategisch
BusinessValue
high
Don’t
low priorities High priorities
Strategic
Complexities
HighLow
Low
A2EA2E BudgetBudget TimingTiming
FunctionalitiesFunctionalities ProgramProgram
SteeringSteering
SecuritySecurity RiskRisk TrackingTrackingReportingReporting

24. 11/09/2013
24
Budget
envelop
Approach: Budget envelop
 Budget envelop
 Basic principle 1:
ICT takes the commitment to provide the necessary and
skilled resources to execute the program in cooperation
with the customer in time and material modus
 Basic principle 2:
The customer takes the responsibility to define
necessary requirements to steer the provided resources
and agrees to follow the architectural advices of ICT.
-500
0
500
1000
1500
2000
2500
3000
3500
4000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal budget
Totaal ACT
Totaal planned
Totaal Free

25. Briefly view:
Project management
High Service Level Agreement Methods (HiLa)
Low Service Level Agreement Methods (LoLa)

26. 11/09/201326
High Service Level Agreement
Methods (HiLa)
OPERATING Service Operations
Application Management
MANAGING
CONTENT
Systems Architecture BuildHigh level
design
V2
Functional
design
V2
Technical
design
V2
Implemen
-tation
Initiating stage
Test preparation Test execution
Management of
Change preparation
Management of
Change execution
Delivering stage
Programme / Project
Idea
Clarification
Prestudy
Guarantee & CloseStart ManageStart Manage Close
Acquisition preparation Acquisition execution Acquisition evaluation
High level
design
CBD-UML
Functional
design
CBD-UML
Technical
design
CBD-UML

27. Details methods
Examples
Program Management Circle Agile (PMCA)

28. 11/09/201328
Detailed methods
(anonymous)
• Program scope (portfolio management)
• Budget tracking with free/reserved budget
• Project organization
• Time schedules
• Change management
• Issue and Risk management
• Communication management
• …

29. INITIALIZING
11/09/201329

30. Initializing the Program
• Definition of the organization
• What are the decision bodies
• What are the communication channels?
• How to manage the scope
• Risk, issue and scope changes
• Scope reduction, scope extensions
• What are the timings
• Overview planning
• Detail planning
• Definition of the budget
• What is the budget
• How to follow up the budget
11/09/201330

31. 11/09/201331
Examples
Core-CRM
Project organization,
Project modelPMSC
Internal
PMSC
External
PMSC
Interfaces/Infrastructure
CIF/PSN
Excel
CAS/VRS
Excel
CRIMS
Excel
Excel ORGID2
BO/Excel
BO-profitability
BO
BO-profitability
PSC
Lotus
Internal PSC External PSC
Monthly
Weekly
Package Reports
Business Projects
M014004
Infrastructure POM CRM
Karen Wyns
M014019
POM-CRM-core application
Frank Stumpe
M014277
Quality insurance project POM-CRM
Frank Stumpe
M014284
Program and Project management
POM-CRM
Frank Stumpe
M014480
POM-CRM Interfaces
Nico Vermassen
M014277
Overall Testing
Barbara Rochus
M014277
Consolidated Analyses
Dirk Mussen
M01427
Maintenance acquisition
Marc Swerts
Avanade
integrator
Project Organization,
hierarchical model
Corporate banking BE
CBI
Corporate banking BE
CBI
KBC ICT ServicesKBC ICT Services
Program
TrackTrack TrackTrack Track
Work-streamsWork-streams Work-streams
ActivitiesActivitiesActivities Activities ActivitiesActivitiesActivities
Projects
Work-streams
Organizations
 Hierarchical model
 Committee model
 Track-Activity-Project
model
 Staff/Resource-chart
 Test Model

32. 11/09/201332
Project organization
Customer ICT SERVICES
PMSC
PgM
Decision maker Decision maker
Bilateral
meeting
two weekly
meeting
Bilateral
meeting
monthly
Adviser
Track Track Track Track

33. 11/09/201333
Communication and Information
management
 Communication management
 Naming conventions
 Used wordings/ glossary
 Communication archiving
 Processes and timings
 Information management
 “Wall of fame” => A0 print of the project
 User-experience
 Intra-Net sites
 News-letter
 Publications

34. 11/09/201334
Issue and Risk management
• Issue management
• Issue: not pre-know attention point
• Risk: not pre-know attention point
• Follow-up with PMI-database

35. 11/09/201335
Change management
• Change management
• Defined process
Requester->Evaluation->Decision->Execution
• Follow-up
E.g. Requester, functionality, area, budget, etc
• Templates
allows fast processing
Change Creation
Change EvaluationCRF
Change Owner Delivery PL PSC PMSC
Evaluated
CRF Change Proposition
To
PMSC
Proposed
CRF
End
Change Decission
GO/
NOGO
Decided
CRF
Order
End
Decided
CRF
Order
EndChange
Implementation
Dircet
Change
Change
request
number
Change request description: Avanade Date: Source: Type:
Priority
:
Status
Budget
(md)
Budget (€)
1 VRS detail N 7/10/2009 Feed VRS Scope increase High closed - €
2 Mail integration LoNo-CRM Y 26/10/2009 New Lotus Notes Integration mailScope change High accepted on PSC 12.750,00 €
3 Remove 2 risk flows N 18/01/2010 Feed Risk data Scope decrease Low closed
4 CIF Filtering Package Y 28/01/2010 Scope increase High accepted on PMSC 10 8.500,00 €
5 CIF/PSN Migration Y 28/01/2010 Technical Change (db to txt) Scope change High accepted on PMSC 3 2.550,00 €
6 Additional User Roles Y 23/01/2010 Scope increase High accepted on PMSC 2 1.700,00 €
7 Import Segment-values for Company MigrationY 15/02/2010 Scope increase Low accepted on PMSC 7 5.950,00 €
8 Additional Support and fixing due to EAI Y 19/02/2010 EAI delay Budget increase High accepted on PMSC 5 4.250,00 €
9 Scripted Installation Y 28/01/2010 Additional Support of AVA Scope increase Low declined tbd
10 Environment Support on DEV during Training PhaseY 28/01/2010 Additional Support of AVA Scope increase Low declined tbd
11 Reports on Report Usage Y 28/01/2010 Extended Functionality Scope increase Low declined tbd
12 Auto-erase Business-created Reports Y 28/01/2010 Extended Functionality Scope increase Low declined tbd
13 Extention of the availibility of ICT for testing N 24/02/2010 leave VBU Scope increase High 40
14 Additional workload for infrastructure fixing N 22/02/2010 Escalated risks infrastructure Scope increase High 21,3
15 Bulk PR Beneficary Assignment Y 15/02/2010 Extended Functionality Scope increase Low accepted on PMSC 3 2.550,00 €
16 ORG Migration Y 5/03/2010 Technical Change (db to txt) Scope change High Initiated 3 2.550,00 €
17 Handle Invalid ExportMode Y 28/05/2010 Scope increase High Initiated
18 Primary Commercial Group Y Scope change Initiated
19 <POM-CRM>
20 <POM-CRM>
21 <POM-CRM>
22 <POM-CRM>
23 <POM-CRM>
24 <POM-CRM>
25 <POM-CRM>
26 <POM-CRM>
Change Request follow-up

36. 11/09/201336
Budget follow-up in practica
(1/3)Budget 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000
ACT totaal 0 0 80 160 230 230 330 410 410 410 560 710 860 885 965 1015 1070 1070
Blokked total 0 350 400 380 380 380 380 810 810 810 1130 1160 1085 1085 1095 1045 1070 1070
Delta Pld-(ACT+ETC) 0 0 0 20 20 0 0 -30 0 0 -20 -50 -75 -75 -10 20 0 0
Pld 0 250 250 250 250 150 150 150 0 400 400 400 400 400 200 180 185 0
ACT 0 0 80 160 230 0 100 180 0 0 150 300 450 475 80 130 185 0
ETC 0 250 170 70 0 150 50 0 0 400 270 150 25 0 130 30 0 0
Reserved 0 100 150 150 150 0 0 400 400 0 300 300 200 200 0 0 0 0
Free 1000 650 600 620 620 620 620 190 190 190 -130 -160 -85 -85 -95 -45 -70 -70
Totaal 500 500 500 500 500 500 500 500 500 500 500 370 340 415 415 405 455 430 430
ACT totaal 0 50 100 150 200 200 200 200 225 250 300 329 350 350 350 350 350 350
Blokked total 0 200 200 200 200 200 200 350 350 350 350 350 350 350 350 350 350 350
Delta Pld-(ACT+ETC) 0 0 0 0 0 0 0 0
Pld 0 200 200 200 200 0 0 0 150 150 150 150 150
ACT 0 50 100 150 200 0 0 0 25 50 100 129 150
ETC 0 150 100 50 0 0 0 0 125 100 50 21 0
Reserved 200 0 0 0 0 0 0 150 0 0 0 0 0 0 0 0 0 0
Free 300 300 300 300 300 300 300 150 150 150 20 -10 65 65 55 105 80 80
Totaal 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000
ACT totaal 0 0 0 180 365 555 725 905 905 1095 1285 1496 1678 1903 2002 2002 2002 2002
Blokked total 800 800 800 900 900 900 2100 2055 2035 2035 2035 1905 1905 1943 2002 2002 2002 2002
Delta Pld-(ACT+ETC) 0 0 0 0 0 0 0 -5 0 0 0 0 -38 -97
Pld 0 0 0 900 900 900 900 900 1130 1130 1000 1000 1000 1000
ACT 0 0 0 180 365 555 725 905 190 380 591 773 998 1097
ETC 0 0 0 720 535 345 175 940 750 409 227 40 0
Reserved 800 800 800 0 0 0 1200 1150 1130 0 0 0 0 0 0 0 0
Free 1200 1200 1200 1100 1100 1100 -100 -55 -35 -35 -35 95 95 57 -2 -2 -2 -2
Totaal budget 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500 3500
Totaal ACT 0 50 180 490 795 985 1255 1515 1540 1755 2145 2535 2888 3138 3317 3367 3422 3422
Totaal planned 800 1350 1400 1480 1480 1480 2680 3215 3195 3195 3515 3415 3340 3378 3447 3397 3422 3422
Totaal Free 2500 2150 2100 2020 2020 2020 820 285 305 305 -145 -75 75 37 -42 58 8 8
Track1Track2Track3

37. 11/09/201337
Budget follow-up in practice
(2/3)
-200
-100
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal
ACT totaal
Free
Blokked total
-200
-100
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal
ACT totaal
Free
Blokked total
-200
-100
0
100
200
300
400
500
600
700
800
900
1000
1100
1200
1300
1400
1500
1600
1700
1800
1900
2000
2100
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal
ACT totaal
Free
Blokked total
Scope reduction
Communicating projects
FT/FP
Scope reduction
Scope according budget
Project with flexible budget
Project with flexible scope

38. 11/09/201338
Budget follow-up in practica
(3/3)
-500
0
500
1000
1500
2000
2500
3000
3500
4000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
Totaal budget
Totaal ACT
Totaal planned
Totaal Free

39. 11/09/201339
Budget gevolgen
Totaal overzicht
- €
500.000,00 €
1.000.000,00 €
1.500.000,00 €
2.000.000,00 €
2.500.000,00 €
3.000.000,00 €
3.500.000,00 €
4.000.000,00 €
4.500.000,00 €
JanuaryFebruary
M
arch
April
M
ay
June
July
AugustSeptem
ber
O
ctoberN
ovem
berD
ecem
ber
JanuaryFebruary
M
arch
April
M
ay
June
July
Ontwikkeling
Kosten
Totaal
The total budget reduced by
25%
Increase functional
requirements within packages
(buy)
Decission: delivery an
significant part as package
(buy)
Development follows cost

40. 11/09/201340
Time schedules
• Time schedules
• OTS (Overall Time Schedule)
• DTS (Detail Time Schedule)
• Time lines
• Release-Planning

41. Initialisation
11/09/201341
Planned: Management, Pre-studies, conditional buy, etc

42. 1ST ITERATION
Define first possible projects
Define portfolio
11/09/201342

43. Design core processes from
Mission Statement
11/09/201343
Management and
pay-out dividend
Management and
shareholder
advantages
Management
shareholder
involvement
Support and
sponsoring of social
projects
Publicity
of
Cera
Operational
processes
Management
Processes

44. Design an Ecosystem
11/09/201344
ud Eco-systeem
1.1.1 Kern Processen
(Potentiële) Vennoot
(a1.0)
a1.0 Beheren Vennoten &
uitbetalen Dividend
1.1.3 Ondersteunende
Processen
1.1.2 Management
Processen
(a2.0)
a2.0 Verstrekken
Vennotenvoordelen
(c3.0)
c3.0 Bepalen Thema's &
Voordelen
(a4.0)
a4.0 Ondersteunen
maatschappelijke
projecten
(b1.0)
b1.0 Jaarlijkse
consolidatie &
afsluiting BH
(c2.0)
c2.0 Beheren &
evalueren budgetten
(b4.0)
b4.0 Ondersteunen Cera
organisatie HR/IT
(b2.0)
b2.0 Beheren
algemene kosten &
betalingen
(c1.0)
c1.0 Beheren stabiliteit &
ontwikkeling KBC groep
KBC Groep
(a3.0)
a3.0 Organiseren
Inspraak & BRS
werking
Vennoot
Externe DeskundigeRAR-lid
Vrijwilligers
Partners
Business & Society
Belgium
Netwerk Duurzaam
Leuven
VOSEC
(b3.0)
b3.0 Beheren relaties
externe Organisaties
KBC/CBC Bank
HIVA
CES-UL
Joker NV
Living Stone
Coöperatie
Jonge Vennoot
(c4.0)
c4.0 Dagelijks
Managen Cera
Organisatie
Cera Comité
Dagelijks Bestuur
Cera
Managementcomité
Cera Medewerker
KBC IT Medewerker
(a5.0)
a5.0 Kenbaar maken
Cera
Revisor
NRC
Projectorganisatie
Publiek
Handelaar/DVN
(Omni-level)

45. Detailing scope: first reduction
11/09/201345

46. 11/09/201346
Approach: Agile, iterative
Open
Projects
Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary

47. 2ND ITERATION
Detailing scope (Process → high level user story)
First agile project: Propose and scope (high level user
story → user story)
11/09/201347

48. Iterative incremental definition
11/09/201348

49. 11/09/201349
ad Ondersteunen Nationale Projectwerking
Partner/Experten/Projectorganisatie(s) Cera Coördinator/Directie Project Stuurgroep/Adviesgroep Domeinstuurgroep
Start
Inkomende vraag v/d
partner/sector (reactief)
(2.0)
Positioneren
projectaanvraag in
Cera kader
(2.0)
(3.0)
Coördineren &
tussentijds opvolgen
project
Projectvoorstel concreet
(3.0) (3.0)(3.0)
(4.0)
(5.0)
Einde v/d betrokkenheid van Cera
Aanvraagformulier voor
steun Nationaal Project
(1.0)
Start
Initiatief van
Cera (pro-actief)
(1.0)
(2.0)
Contract
(1.0)
Onderzoeken
Maatschappelijke
Behoeften
Start v/h project
Beslissingsnota
Nationaal Project
Inhoudelijke & financiële
rapportering
Uitbetaling schijf
Verslag
Kilometervergoeding
Herinnering
Project beëindigen?
Project tussentijds geëvalueerd
(4.0)
Evalueren v/h Project
(5.0)
Organiseren nazorg
project
(5.0) (5.0)
Project afgesloten en geëvalueerd
Project geheel op eigen benen
Beperkte
financiële steun
Projectidee vereist extra onderzoek?
(1.0)
Starten vervolgproject?
(4.0)
Uitnodiging-
Agenda
Nota Manco
[ja]
[neen]
[ja]
[neen]
[neen]
[ja]

50. 11/09/201350
ad Ondersteunen Nationale Projectwerking
Partner/Experten/Projectorganisatie(s) Cera Coördinator/Directie Project Stuurgroep/Adviesgroep Domeinstuurgroep
Start
Inkomende vraag v/d
partner/sector (reactief)
(2.0)
Positioneren
projectaanvraag in
Cera kader
(2.0)
(3.0)
Coördineren &
tussentijds opvolgen
project
Projectvoorstel concreet
(3.0) (3.0)(3.0)
(4.0)
(5.0)
Einde v/d betrokkenheid van Cera
Aanvraagformulier voor
steun Nationaal Project
(1.0)
Start
Initiatief van
Cera (pro-actief)
(1.0)
(2.0)
Contract
(1.0)
Onderzoeken
Maatschappelijke
Behoeften
Start v/h project
Beslissingsnota
Nationaal Project
Inhoudelijke & financiële
rapportering
Uitbetaling schijf
Verslag
Kilometervergoeding
Herinnering
Project beëindigen?
Project tussentijds geëvalueerd
(4.0)
Evalueren v/h Project
(5.0)
Organiseren nazorg
project
(5.0) (5.0)
Project afgesloten en geëvalueerd
Project geheel op eigen benen
Beperkte
financiële steun
Projectidee vereist extra onderzoek?
(1.0)
Starten vervolgproject?
(4.0)
Uitnodiging-
Agenda
Nota Manco
[ja]
[neen]
[ja]
[neen]
[neen]
[ja]
cd BDOM-Projecten Regionaal
Regionaal Project
Project
1.3.1 BDOM-
Inspraak::Regio
1.3.1 BDOM-
Inspraak::
Regionale
adviesraad (RAR)
1.3.1 BDOM-
Inspraak::
Betrokkene RAR
1.3.6 SDOM-Persoonsinfo::
Natuurlijk_Persoon
- burgerlijke_staat: Param
- familienaam: String
- geboortedatum: Datum
- geboorteplaats: enumCity
- geslacht: Parameter
- voornaam: String
1.3.1
BDOM-
Inspraak::
RAR-lid
1.3.1 BDOM-
Inspraak::
Kandidaat RAR-lid
Betrokkene
Project
Steunbedrag
Aanvraag
- type: enumAanvraag
1.3.6 SDOM-
Persoonsinfo::
Persoons-Relatie
- omschrijving: String
- tot: Datum
- van: Datum
Betrokkene
Aanvraag
1.3.6 SDOM-Persoonsinfo::
Partij
- Communicatietaal: String
ProjectOrganisatie/Partner
Peter/Meter
Positie
1.3.5 SDOM-
Financieën::
Schuld van Cera
naar Derde
Basisbudget
Stedelijk budget
Overgedragen budget
constraints
{BeperkingBudgetoverdracht}
Werkingsbudget
Regio
1.3.5 SDOM-
Financieën::
Bestemmingsdetail
Verrichting
1.3.5 SDOM-
Financieën::
Betaling-uit
1.3.1 BDOM-
Inspraak::(Regio)-
Adviseur
Sympathiebudget
Budget Wallonnië
0..*
1
1
1
1
1
+Steunverlener
1..*
0..*
0..1
1
0..*
1
0..1
0..*
0..1
0..*
1
0..*
I N R
Registreren en raadplegen aanvragen tot steun Registreren van planning, vermoedelijke
timing, objectieven, projectplanning inclusief
activiteiten en partners (zie aanvraag
document voor details), eventueel koppelen
aan een uit te voeren studie.
Nieuwe projecten moeten kunnen worden
aangemaakt op basis van een type
project/template.
Link naar oorspronkelijke aanvraag moet
opgeslaan, zodat men hier later altijd
makkelijk kan naar terug refereren.
Inclusief import van website en link naar OCR
documenten 9 44,55
X X X
9 44,55
Valideren aanvragen tot steun m.b.v. checklist Aanvragen worden gevalideerd m.b.v. lijst van
voorgedfinieerde criteria en worden een status
toegekend. Inclusief automatisch check dat
vorige aanvraag 3 jaar geleden is, met
verwijzing naar vorig dossier. 6 29,7
X X X
6 29,7
Registreren van beslissing omtrent aanvraag tot steun Status van project in aanvraag wijzigt naar
project geïnitieerd. Peter/meter wordt
geregistreerd. Historiek wordt bijgehouden. 2 9,9
X X X
2 9,9
Opmaken overeenkomst (contract)
Genereren van contract met o.m. reeds
geregistreerde info, eventueel aangevuld met
opmerkingen manco, timings, uitbetalen
schijven en financierings en
communicatievoorwaarden. 10 49,5
X
8 39,6
Plannen en voorbereiden van activiteiten, o.m.
projectbezoek, vergaderingen, opleidingen en andere
Registreren en plannen van activiteiten en
taken zoals vergaderingen binnen het kader
van een studie of een project. En genereren
van een adressenbestand. 12 59,4
X X NA
12 59,4
Raadplegen, evalueren en opvolgen van het project,
incl. uitvoeren van audits en rapportering, OCR
verwerking en doc. beheer , raadplegen van projecten
op internet portaal
Raadplegen van de projecten,
Opstellen en genereren van een
opvolgingsdossier, inclusief rapportering aan
domeinstuurgoepen op basis van informatie
die door de projecten worden aangeleverd:
inhoudelijke, financiële rapportering inclusief
facturen.
Bij het uitblijven van rapportering moet een
herinnering worden gestuurd. 22 108,9
X X X
22 108,9
Uitbetalen aan het project Genereren van een document met alle
noodzakelijke informatie voor de boekhouding
voor het uitvoeren van een boeking en
uitvoeren van een betaling. 5 24,75
X X X
5 24,75
Beheren externe en interne communicatie Beheren van welke info wanneer via welk
kanaal werd verspreid: vanuit perspectief van
project en kanaal. Inclusief het plannen van
toekomstige communicatie, aangeven via welk
kanaal en wanneer er iets over een project
moet verschijnen. 2 9,9
X X X
2 9,9
Beheer publicaties: raadplegen, bewerken en
verwijderen
Beheer publicaties: raadplegen, bewerken en
verwijderen 2 9,9
NA
0
Opvolgen inschrijvingen, bestellingen en betalingen Opvolgen van de verkoop van publicaties en
inschrijvingen op activiteiten. 2 9,9
NA NA
0
Opmaken, beheren en rapporteren m.b.t. budgetten Opstellen van een budget en opvolgen van het
budget m.b.v. rapportering. Cfr. Huidig beheer
in MaatPro en RegPro 6 29,7
X X X
6 29,7
Beheer contacten 2 9,9 X X X 2 9,9
Beheer regiogegevens (overzicht en detail) en
samenstellen supraregio´s, locaties,
interessegebieden, tarieven km. vergoeding,
ontslagredenen en boekhoudcodes. 9 44,55
NA X X
9 44,55
Registreren en raadplegen behoeftenstudies Registreren van een minimaal aantal
gegevens in het kader van een uit te voeren
studie. (domein, partners, experten en budget)
3 14,85
NA X NA
3 14,85
Opvolgen en rapporteren m.b.t. een behoeftenstudie Tussentijdse opvolging en evaluatie van een
studie, met mogelijkheid tot rapportering. 2 9,9
NA X NA
2 9,9
Samenstellen leden domeinstuurgroepen. Beheer domeinen en thema´s en
samenstellen leden domeinstuurgroepen. 2 9,9
NA X NA
2 9,9
Beheren van experten Experten kunnen eveneens gekoppeld worden
aan een onderzoek naar behoeften of een
concreet project. 1 4,95
NA X NA
0
Baseline PrioritisationAlgemene functionaliteit m.b.t. project administratie
Specifieke functionaliteit m.b.t. nationale projecten
User
Stories

51. 11/09/201351
Approach: Agile, iterative
Open
Projects
Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary

52. 3RD – 7TH ITERATION
Agile development (user story → sprint back-log item →
development)
Further detailing scope, RFI/RFP
Contracting 2 packages, design integration order
infrastructure
11/09/201352

53. Penalization of
RFI/RFP,development, infrastructureanddesign
11/09/201353

54. 8TH ITERATION
Christmas
11/09/201354

55. 9TH ITERATION
Agile development (user story → sprint back-log item →
development)
Build or Buy, RFP of contractor, cost estimation
development
Contracting changes on packages
11/09/201355

56. Facing the problem: a dilemma
• In-house tailor-made development
+ Fit into processes
- High cost for development
• Buy packages
+ Cheaper investment cost
- High cost for process changes and less user acceptance
• Change packages
+ Medium investment cost
- Cost for process changes and not as needed user acceptance
11/09/201356

57. Solution for the dilemma
• Change packages and extend the tailor-made software
• Buy of changes within one package
• Buy with FT/FP/FS
• Extend the functionalities of the tailor-made software
• Build in T/M
11/09/201357

58. 11/09/201358
Approach: Agile, iterative
Open
Projects
Priorities
Project definition
Delivery
Evaluation
Budget envelop
Functional design
Costs
Processing time
Steering
Committee
Strong business participation is necessary

59. 10TH TO 17TH ITERATION
Agile development (user story → sprint back-log item →
development)
Changes on packages
11/09/201359

60. Final delivery
• Contraction changes on package
• Development in T/M with 1 developer according priorities
• Program evaluation
• Program roadmap
• Possible extensions
• List of not developed items
11/09/201360

61. What have we done in practice
11/09/201361
Communicatie
Persoonsinfo
Budget &
Facturatiebeheer
Voordeelbeheer Inspraak
Popsy
Opgeleverd
Strategisch Mgt. Boekhouding
Projectwerking
LoLa
Opgeleverd
LoLa
Opgeleverd
Website & Portaal
Opgeleverd
BO
In An.
DMS
Opg.
ThankQ
Opgeleverd
In Oplevering

62. 11/09/201362

63. AnyQuestions? 63