WNS is a business process management company headquartered in Mumbai, India that serves over 200 Fortune 500 companies worldwide. They selected the Global Star Travels automation project because it had the highest net present value of $196,338, would recover costs in 10.9 months, and scored highest on a weighted criteria matrix. The project aimed to design an automated business process management system within 12 months for under $700,000. Key activities included defining scope, creating work breakdown and organization breakdown structures, estimating time and costs, developing project schedules, and tracking performance.
2. WNS Introduction
• Business process management
company.
• Headquarter is in Mumbai, India.
• The company serves over 200
Fortune 500 companies worldwide.
1
5. Why WNS Selected BPM Automation
(Global Star Travels Project)?
-Strategic Project with the highest Net Present Value (NPV) of $196,338
-We can recover the investment in 10.9 months
-Having the highest weight score of 72
-This project is technological breakthrough with highest commercial
payoff.
3
8. Defining Project Scope
Objective
To design an automated Business Process Management System using
MS SQL Server and BI system within 12 months at a cost not to exceed
$700,000.
Priority Matrix
4
9. Specification
Hardware:
-Setup Database server
-Setup Web Server
-System down time < 4 hours
Software:
-BI system (middle and top
management)
-Web application system
(operation team)
4
Task
Deliverables:
-BI reports (Analytics tools) for
middle and top management
-Backend database system
-Interfaces / Middleware compatible
with existing front end solutions
-Technical reference document
Project Scope Checklist
11. 3
Integration of WBS and OBS
Cost Account
-The intersection of WP- Hardware
Service and Organization IT
department creates a cost account.
-By rolling up Hardware Service
and Software License WP System
(deliverable) cost is calculated.
13. Bottom Up: Support Cost Est
6
Top-Down: Function Point
Contract Bid
Time and Cost Estimations
Contract Bid Summary Costs
Total Direct Cost $540,000.00
G&A overhead (10%) $54,000.00
Total Costs $594,000.00
Profit(17.5%) $103,950.00
Total Bid $697,950.00
20. Earned Value Chart
6
Indexes Period
$0.00
$50,000.00
$100,000.00
$150,000.00
$200,000.00
$250,000.00
$300,000.00
Jan'16
Feb'16
Mar'16
Apr'16
May'16
Jun'16
Jul'16
Aug'16
Sep'16
Oct'16
Nov'16
Dec'16ACWP BCWP BCWS
Actual Cost Linear (ACWP)
0
0.2
0.4
0.6
0.8
1
1.2
Jan'16
Feb'16
Mar'16
Apr'16
May'16
Jun'16
Jul'16
Aug'16
Sep'16
Oct'16
Nov'16
Dec'16
SPI CPI
CPI <1 indicates over cost
SPI <1 indicates behind scheduled.
Percentage complete index PCIB: 52%
Percentage complete index PCIC: 52%
Status Report (Jul-16)
21. Forecast EAC
EAC: $452,130
The final project projected cost
forecast is $452,130 versus $ 240,256
originally planned.
To Complete Performance Index TCPI:
TCPI: 1.05
6
23. 3
Control Chart
Period
Status
Report Task Name
Finish
Actual Finish Baseline
Start
Variance
Finish
Variance
Total
Variance
1 March 1st BPM Automation
Mon
11/28/16 Mon 11/28/16 0 days 0 days 0
2 July 1st BPM Automation Thu 12/8/16 Mon 11/28/16 0 days 8 days -8
3 Oct 1st BPM Automation
Mon
11/28/16 Thu 12/8/16 0 days -8 days 8
-20020
1 2 3
Variance
Time Period
24. 3
Conclusion
-More time and cost should be spend in Planning Phase to avoid problems in
later stages.
-Resource allocation in definition need to be reconsider in Planning phase.
-Through out project life cycle to make any decision always project objective
and definition will be center of attention.
-Once project starts dedicated team has to monitor project performance for cost
and schedule evaluation periodically and if require have to revise time phased
schedule.
-Based on status report and performance indices required actions has to be
taken like crashing or scope creep.