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Financial Statement Template Pwc document sample
Document Sample
CRM PROGRAMME
Progress Tracking Dashboard
27 April 2000
520b5592-d3ef-4925-b025-df55c7510763.xls
Contents
Contents
Section 1. Programme Overview
Dashboard
Programme Summary
Traffic Light Status by Project
Dependency Review
Section 2. Project Progress Against Schedule
Project Milestons Plans
Project Summaries
Section 3. Financial Summary
Key Finance Information
Finance Information by Expenditure Category
Programme Finance Summary
Project Finance Reports
Section 4.
Overdue Programme Actions
Programme Risks
Programme Issues
Section 5. Benefits
Benefit Tracking
520b5592-d3ef-4925-b025-df55c7510763.xls
Traffic Light Reporting
Programme Progress Summary
Key to Traffic Light Reporting
Many of the charts used in this Programme Progress Reporting Summary use the Traffic
Light Reporting strategy. Representation is as follows:
Red denotes that some element(s) of the project are unlikely to deliver on time and are posing a
significant risk to the overall Programme. A red status required immediate and urgent attention.
Amber denotes that some elements of the project are resulting is serious cause for concen and may, if not
addressed pose a risk to the overall Programme. An amber status required immediate attentionand should
be monitored closely to ensure that it does not develop into Red status.
Green denotes that all elements of the project are proceeding according to plan and that delivery is
expected according to all agreed criteria.
Grey on Milestone Plans denotes that this activity within the project is complete.
520b5592-d3ef-4925-b025-df55c7510763.xls Section 1. Programme Overview
Programme Dashboard
CWC - CRM Programme Dashboard
Progress Against Schedule Financial Programme Risks
Project 2000
1 Commissions - Failure to meet 1.8.00 deadline
Workstream J F M A M J J A S O N D 2500000
Completed Projects 2 Alliance & Partner Scope unclear
TAM 2000000
IBM failing to provide required skilled resources to meet
Telesales 3 programme needs
Corporate
1500000 Actual YTD Over emphasis on the technology, results in failure to
I&PS 4
Budget achieve real user engagement and buy -in
£s Too many external initiatives lead to failure to align behind
SSI 1000000 Forecast 5
CRM Programme
Scoping
Systems Integration 500000
Business Implentation
High
Probability 2 5
Commissions 0
Scoping
Med 4 1 3
Systems Integration
Business Implentation
Low
Third Party Channels
Scoping CRM Business Case requires approval by CRB Low Med High
Systems Integration Impact
Business Implementation
Benefits Tracking Programme Issues
EOE - Indirect Voice
Scoping 14
Systems Integration 12
Business Implementation 10
New
8
Closed
Supply & Demand Lock in 6
Open
Scoping 4
Systems Integration 2
Business Implementation 0
April May June July
1 Commission Project costs R Joy
9 IBM Shannon support M Hanly
3 EOE/eChannel interdependencies unclear D Blackman
Forecasting may require extra Siebel
12 K Lad
Fields
13 Official code freeze not in place for SSI G Campbell
520b5592-d3ef-4925-b025-df55c7510763.xls Section 1. Programme Overview
Programme Summary
(Updated by Tim Court)
Highlights
•Commissions scope signed off by Jonathan Powell
•Alliance & Partners scoping activity commenced
•Single Siebel Instance PDR approved by IT Planning
•Conditional approval for CRM business case given at CRB on 17.4.00
Key Issues
•Commissions project costs forecast to be over budget
•Joined-up forecasting may require additional Siebel fields
•Field Sales Sponsor is changing and replacement unknown
•Official code freeze required for Single Siebel Instance
Key Risks
•Full funding approval for CRM Programme will not be achieved until approval by C&W plc board, mid May
•Failure to meet Commissions implementation deadline of 1.8.00
•IBM fails to provide the required skilled resources to meet programme needs
•Over-emphasis on the technical aspects of deployment, resulting in a failure to achieve real user engagement and buy -in
•Too many external initiatives leading ot a failure to align behind the CRM Programme and creating confusion
Scope Changes & Impact
•TAM change requests will need to be delayed or they will impact SSI delivery dates
•Alliance & Partners scope currently being defined
•Supply Demand Lock-in scope signed off by Gareth James
Financial Status
•Commissions forecast to be over budget
Major Dependencies
•TBC
Key Events during next two weeks
•Continue scoping for Alliance & Partners, and EOE Indirect Voice
•Review IBM prototype for Frame/ATM solution
520b5592-d3ef-4925-b025-df55c7510763.xls Section 1. Programme Overview
Traffic Light Status by Project
Deliverables
Stakeholder
Benefits
Issues
Scope
Costs
Risks
Team
Overall
Project Status Comments
Commissions Amber Amber Red Red Amber Amber Amber Amber Amber Timescales very tight
EOE-Indirect Voice Amber Amber Amber Amber Amber Amber Amber Amber Amber Scoping underway
SSI Amber Green Amber Amber Amber Green Amber Amber Green PDR passed by IT Planning
Project progressing well.
Shannon Call Centre Amber Green Green Green Amber Amber Green Green Green Stage 1 scheduled to
complete 1.6.00.
Stakeholder approval
Supply/Demand Lock-in Green Green Green Amber Amber Amber Green Amber Green gained from Gareth James
Scoping and Gap analysis
Alliance & Partners Amber Amber Amber Amber Amber Amber Amber Green Green underway
Dependency Review
520b5592-d3ef-4925-b025-df55c7510763.xls Section 1. Programme Overview
Dependency Review
(To be completed)
Dependancy Project Dependant upon Key Actions for Resolution Owner Target Current Impact
Impacted Who/What Date
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Milestone Plans
Project Milestone Plan - Commissions
(Richard Joy)
Workstream
Project Team
Original Latest Re-
Business
Milestone Definition Comments
PwC
IBM
Target Date plan Date
Analysys and high level design 07 Apr 00
Gap analysis 14 Apr 00
Gap ananlysis sign-off 14 Apr 00
Prototyping 31 May 00
Functional model 31 May 00
PDR 17 May 00
PDR approval & sigh off 31 May 00
Construct/build 30 Jun 00
Configure system 30 Jun 00
System and integration test 21 Jul 00
Data migration - load historic 28 Jul 00
Enter reference data 28 Jul 00
UAT criteria, scrpts and plan defined 21 Jul 00
UAT completion and sign off 28 Jul 00
OAT 28 Jul 00
Parallel running - implementation 01 Aug 00
Parallel running - dataload/calculate July commission in PSM2 18 Aug 00
Parallel running - validation 18 Aug 00
Roll-out - comp[lete switch to live Siebel 31 Aug 00
Training - strategy defined 31-6
Training - delivery complete 27 Jul 00
Business integration to be processed - impact assessment 28 Apr 00
Phase 1 communication complete 12 May 00
Required business/process changes documented 09 Jun 00
UAT criteria scripts and plan defined/sign off 21 Jul 00
Communications for Go-Live completed - all users and wider business community prepared 28 Jul 00
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Milestone Plans
EOE - Indirect Voice
Contact - Raman Samra
Workstream
Project Team
Original Latest Re-
Business
Milestone Definition Comments
PwC
IBM
Target Date plan Date
Agree scope and working relationships 07 Apr 00
PDD completed 28 Apr 00
eChannel roll out 01 Jun 00
Integrated EOE for Telesales 31 Jul 00
Integrated EOE for all channels including echannel 29 Sep 00
Project Milestone Plan - Alliance & Partners
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Milestone Plans
(David Blackman)
Workstream
Project Team
Original Latest Re-
Business
Milestone Definition Comments
PwC
IBM
Target Date plan Date
High level scoping activity completed 14 Apr 00 14 Apr 00
Functional Gap analysis 12 May 00 Form A completed to engage IBM to produce PDD
Requirements and Solution defined 12 May 00 12 May 00 Working towards target date 12/05/2000
Phase 1 build completed (Web based order capture) 23 Jun 00 Dependant on scoping and PDR plan.
User Awareness Week 07 Jun 00 Dependant on scoping and PDR plan.
Phase 1 system test 14 Jul 00 Dependant on scoping and PDR plan.
Phase 1 UAT completed 24 Jul 00 Dependant on scoping and PDR plan.
Phase 1 RFS gate 24 Jul 00 Dependant on scoping and PDR plan.
Phase 1 RFO pilot deployment to selected VARs 29 Aug 00 Dependant on scoping and PDR plan.
Deploy SSI to client machines 07 Aug 00 Dependant on scoping and PDR plan.
Training manuals developed 17 Jul 00 Dependant on scoping and PDR plan.
User training completed 14 Aug 00 Dependant on scoping and PDR plan.
All users live 29 Aug 00 Dependant on scoping and PDR plan.
Data migrated 01 Sep 00 Dependant on scoping and PDR plan.
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Milestone Plans
Project Milestone Plan - Single Siebel Instance
(Graeme Campbell)
Workstream
Project Team
Original Latest Re-
Business
Milestone Definition Comments
PwC
IBM
Target Date plan Date
Delivery of SSP to Brentford Solution Centre 31 Mar 00 31 Mar 00
Agree Phased Roll Out schedule for project 07 Apr 00 07 Apr 00
Project Definition Report (PDR) to IT Planning for approval 10 Apr 00 10 Apr 00
Upgrade development solution (SSP) for Siebel 99.6 Comms 14 Apr 00 14 Apr 00 Software in place - upgrade still to be carried out
PDR Approved by Planning/CSRB 25 Apr 00 25 Apr 00
System Test commences 01 May 00 01 May 00
System development complete 30 May 00 30 May 00
UAT commences 01 Jun 00 01 Jun 00
OAT commences 05 Jun 00 05 Jun 00
System test complete 23 Jun 00 23 Jun 00
OAT complete 23 Jun 00 23 Jun 00
UAT complete 30 Jun 00 30 Jun 00
Training commences 03 Jul 00 03 Jul 00
Software roll-out commences 03 Jul 00 03 Jul 00
SSI Database live 03 Jul 00 03 Jul 00
AML Live 06 Jul 00 06 Jul 00
Training complete 21 Aug 00 21 Aug 00
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Milestone Plans
Project Milestone Plan - Shannon Call Centre
(Mike Hanly)
Workstream
Project Team
Original Latest Re-
Business
Milestone Definition Comments
PwC
IBM
Target Date plan Date
Recruit Performance Analyst ACD/Data/Reporting 17 Apr 00 01 Apr 00 Recruitment underway - no advers impact to project
Recruit Process Analyst 17 Apr 00 17 Apr 00 On hold by M.Grimshawe - no adverse effect to project at this time
8 extra CSAs for ESMC London training (now 9) 17 Apr 00 17 Apr 00 Complete
Produce BCP minimum requirements report 28 Apr 00 28 Apr 00 Complete
Deliver Case Based Reasoning 29 May 00 27 Mar 00 Wythenshawe required trainer, higher business priority
Second phase of Trainng delivered (8 CSAs) 14 Apr 00 14 Apr 00 Complete
Induction training for 8 newly recruited CSAs 20 Apr 00 20 Apr 00 New CSAs scheduled to start on 17.4.00
Delivery of third phase of training (8 CSAs) 05 May 00 05 May 00
Migration of Spain and Portugal 30 May 00 27 Mar 00 Completion scheduled 17.7.00 and falls outside of Stage One
Project Ireland - Assure training commences 27 Mar 00 30 May 00 From ESMC London
Migration of German and Swiss German countries 17 Apr 00 17 Apr 00 From ESMC London
Migration of Italy 08 May 00 08 May 00 Will be delayed due to recruitment problem see issue log
Migration of French and Englich speaking countries 15 May 00 15 May 00 From ESMC London
Completion of Stage One 01 Jun 00 01 Jun 00 End of Stage One
Migration of Project Ireland faults from Wythenshawe to Shannon 18 Jul 00 18 Jul 00 Presently outside of Stage One
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Milestone Plans
Project Milestone Plan - Supply Demand Lock-in
Contact Kamlesh Lad
Workstream
Project Team
Original Latest Re-
Business
Milestone Definition Comments
PwC
IBM
Target Date plan Date
1. Summary of current forecasting practices 28 Feb 00 07 Apr 00
2. Summary of future forecasting requirements 28 Apr 00 07 Apr 00 This is done, but needs to updated as per Gareth James & Workshop requirements
3. Plan to provide Supply Demand forecasting interlock 15 Mar 00 07 Apr 00 This is done, but a detailed plan is required with narrative to deliver process, people etc changes.
4. Roll-out of business process changes 31 Mar 00 28/04/2000 This has been moved and updated to combine with the 6th milestone - 25/05/00
5. Summary report of additional functionality requirements to optimise forecasting capability 30 May 00 31 May 00 This has been moved and updated to combine with the 2nd milestone - 08/05/00
6. Implement further changes in a phased manner 29 Jun 00 29 Jun 00 This has been moved and updated to combine with the 4th milestone - 25/05/00
7. Operation and closure stage 29 Jun 00 28 Jul 00
Delivery of integrated forecast from Sales 24 Jul 00 This is the first sub-task in the 7th milestone - 15/05/00
Integated forecast delivered to Business Planning 27 Jul 00 This is the second sub-task in the 7th milestone - 22/05/00
8. Business Review 31 Jul 00 29 Aug 00
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Project Summaries
Project Summary
Commissions
Highlights:
•Configuration started
•Greater clarity of PMC role and deliverables
•Project definition workshop with J Powell identified gap in expectations of „vanilla Siebel‟
Key Issues
•Project costs projected to rise significantly above budget
•Need to raise Change request for 1 April - 31 May
•Project timescales leave no slack for any actions to slip past dates on project plan
•still awaiting active involvement from training
Key Risks
•Decision to be made on trade off between; project deadline, scope of deliverable, cost of work
Scope Changes & Impact
•Scope of project (Phase One) is to provide replacement system and processes for current Access Database system
Financial Status
•Projected cost increases need to be reviewed with all key parties
Actions Outstanding
•Agree revised project plan and financial implications with client
Key Events during next two weeks
•Configuration / JAD
•Business integration activities to get under way
Project Summary
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Project Summaries
Project Summary
Alliance & Partners
(David Blackmand)
Highlights
•Scoping commenced 3rd April 2000.
•Form A completed to engage ITP to produce PDD
•Project kick-off launch planned at Solutions Centre for 12th May.
Key Issues
•Need to manage interdependency with EOE Project and SSI v2 release.
Key Risks
•Training facilities are tied up during training of Field Expansion end users
•APC requirements need to be captured for SSI ver 2 . APC project deliverables dependant on SSI ver 2 release date - which may not meet
Sponsors expectations.
Scope Changes & Impact
•Scope is currently being defined
Financial Status
•Not yet defined
Actions Outstanding
Key Events during next two weeks
•Gap analysis between current systems and Siebel functionality. Scope review with Project Champion.
•Communication Workshop
`
Project Summary
Supply-Demand Lock-In
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Project Summaries
Project Summary
Supply-Demand Lock-In
(Kamlep Lad)
Highlights
Mapped out Gap between BARD Forecasting and Siebel Forecasting and agreed responsibilities.
Taking steps to Lock-In Partners Siebel Forecasting with Operational Planning
Further Work on Listing Product Volume Drivers to be correct for Operations
Operational Planning Requirements Workshop for Siebel Forecasting
Key Issues
There are four known forecasting activities going on around the business that need to be integrated - Closed
Mis-understanding about Siebel being a Order Capture tool (External/Internal Orders)
How can we forecast “Orders” (C2‟s, C3‟s, C5‟s etc) for Provide using Siebel? This may require another Field.
Generating a complete Product Volume Driver Listing for SSI that is agreed by stakeholders quickly.
The Visibility of extra fields in the Business Event/Opportunity Screen of SSI, e.g. Sales Stage, Probability, etc.
Key Risks
Sales Force requirements and working practices regarding forecasting within I&PS may differ that of the Business Team. This may hinder the objective of having standard joined-up
forecasting and Feedback Loop Capability.
Plan the Business has changed it‟s structure and will change it‟s scope due to the formation of the New BTP and Business Planning Team. This has lead to issues on who is accountable for
what and scope definition of various forecasting and planning activities.
Project Blue may have some strategic impact on the scope of this project, i.e. Do we include Global Markets and Europe?
If we don‟t have the last three issues solved, there is a risk in not achieving full Short-term Supply-Demand Lock-In.
Scope Changes & Impact
•Scope signed off by Gareth James with some changes to delivering SDL to CMW Global
Actions Outstanding
•Resolve Issues and Risks
•Update Requirements captured from Operational Planning Workshop
Key Events during next two weeks
Generate a Plan to communicate SDL to Stakeholders and Beyond
Update Supply-Demand Lock-in documents as per Gareth James and Operational Planning workshop
Map out a Plan to achieve Supply-Demand Lock-In to deliver Process, behaviors and working practices changes
Project Summary
Shipley Call Centre
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Project Summaries
Shipley Call Centre
(Mike Hanly)
Highlights
•The interfaces between the call centre and the various agencies have been working smoothly in the month following the migration of Project Ireland (direct & indirect voice) and Dublin
CPE which has lead to an average service level of 90%
•Shannon now has the same BCP capabilities that have been adopted by the existing Business Team call centres. Disaster recovery capabilities have been agreed for the short term scenario
(48Hr period). Representatives of all the call centres are meeting during May to review how best to provide support for each other taking into account the differing customer bases.
Processes can be viewed on the call centre web site.
•ESMC London German and Swiss German customers were migrated successfully on 17/4/00. A high volume of calls were received from the outset.
Key Issues
Lack of ITP support for applications outside of UK
New ICMS SLA does not presently cover ITP application support for Shannon
Italian recruit has not taken up his offer of employment. Impact is delay to planned migration date of 8/5/00
Key Risks
•CBR implementation transferred to issues log
•Possibility that not all customers will be released by London ESMC, affecting the Spanish CSA utilisation level.
Scope Changes & Impact
None
Financial Status
•Project financed from Europe budget.
Actions Outstanding
•Review with Amelia Berryman the CRM communications channels which could be utilised to raise awareness of the Call Centre within the business
•Key Events during next two weeks
Completion of final CSA training course.
Re-plan Italian migration.
Prepare for migration of French and English speaking countries.
Address implementation of CBR.
Address ITP application support
Project Summary
Single Siebel Instance (SSI)
(Greg Creek)
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Project Summaries
(Greg Creek)
Highlights
• PDR passed by ITP IT Planning
Key Issues
•Project Sponsor (Phil Burchell) moving to new role
•Official code freeze required for all tactical developments
Key Risks
•Training to be delivered during summer holiday periods, July and August
Scope Changes & Impact
•Detailed scope agreed with project sponsor
•Financial Status
•PDR passed by IT Planning but costs being examined in detail.
Actions Outstanding
Key Events during next two weeks
•Form D to be raised and passed to ITP
•Agreement of Training plan with PCP
•ITP Service Delivery Workshop to agree rollout details
•Agreement of training.
Project Summary
EOE Indirect
(Raman Samra)
520b5592-d3ef-4925-b025-df55c7510763.xls Section 2. Project Progress Against Schedule
Project Summaries
(Raman Samra)
Highlights
•ITP & PMP have been engaged and supplied consistent resources to all the EOE projects, with the exception of EOE Complex, ensuring an efficient Convergence Planning activity
•All the other EOE projects are expected to be engaged to deliver the material required for Convergence planning
Key Issues
•Until the Convergence planning the EOE projects are planning to run in isolation. This is an unlikely outcome, so scopes and plans are all expecting to be changed shortly
•All EOE projects are accepting requirements depth, which may need to be withdrawn from a converged project which will have greater breadth to manage
•IAB replatfom options are urgently required so Provisioning can make alternative plans as neccesary
•Converging EOE projects will need considerable effort to manage with regard to pooling and co-ordinating stakeholder groups
Key Risks
•Stakeholder expectations may not be met with do-able deliverables once scoping is completed
Scope Changes & Impact
Business Sponsor and Champion have included Business Mobile, and Callink into scope. Initial feelings are that Callink would not be achievable by September
Actions Outstanding
•Resolve Issues and Risks
•Review ITP PDD
•Review PMC Scoping document
•Define requirements from each EOE project for a Convergence Planning activity
•Prioritise Convergence Planning requirements in each EOE project
Key Events during next two weeks
•BPM to Engage stakeholders
•RS to engage and understand EOE Complex
•Prioritise Convergence Planning requirements in each EOE project
•ITP & PMC to deliver Convergence Planning material for review
•Finalise Convergence planning dates
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Programme Finance
Key Finance Information
8000000
Actual YTD spend against Budget by Project (99/00)
Budget
Forecast
Actual YTD
6000000
4000000
2000000
0
EOE Supply Demand (no capex funding)
Commissions (currenly being scoped) I&PS SSI TAM Telesales Third Party Channels(Funded by Europe budget)
Shannon CC PwC Sunk Costs Total
Budget 178000 0 1708000 0 1000000 1600000 2102000 569000 7157000
Forecast 180000 0 1413008 0 1000000 1600000 2028744 540000 6761752
Actual YTD 180000 0 547363 0 833000 517061 797419 540000 3414843
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Programme Finance
Actual YTD Spend by Expenditure Category
External Purchase
IBM Costs
Capitalised Labour
Opex
Sunk Costs
1 Total
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
External Purchases IBM Costs Capitalised Labour Opex Sunk Costs Total
Original Budget £ 0
Forecast £ 0
Actual Costs YTD £ 0
Programme Finance Summary
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Programme Finance
Programme Finance Summary
(Tim Court)
Approved Approved PwC
Project Approved PDR
PDD Service Contract
Commissions 28-Feb-00 31-May-00
EOE
Shannon Call Centre n/a n/a n/a
Supply Demand Lock-In n/a n/a n/a
Alliance & Partners 11-May-00 8-Jun-00
SSI 4-Jan-00 20-Apr-00
Programme Summary
•Budget - £7,152,000
–Budget includes A9TC (CRM Programme) + I&Ps (INSERT sap code for I&PS) and Telesales (SAP code)
•Forecast - £6,761,752
–Forecast is less than budget due to under spend on I&PS and Telesales
•Actual - £3,234,843
–Actuals are significantly less due to delays in IBM costs coming through to SAP
Projects on Budget
•No projects are currently running over budget although SSI costs have still to be confirmed via the PDR
Forecast changes to Budget
•See above re comments on SSI
Projects exceeding budget by > x%
Actions to be taken
•Review SSI PDR
Major Change Controls
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Project Finance Project Finance Summary
Commissions
PDD Approval Date PDD Cost (£s) PDR Approval Date PDR Cost Actual Cost (£s)
ITP 28-Feb-00 £778k £278k
PMC Service Contract £40k
Project Financial Summary
Total spend against budget for the month £180k spent against sanction to 1.4.00 of £178k
External purchases
ITP Costs
Capitalised labour & Opex
Forecast Changes
Actions to be taken
Major Change Controls
EOE Indirect Voice
PDD Approval Date PDD Cost (£s) PDR Approval Date PDR Cost Actual Cost (£s)
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Project Finance Project Finance Summary
ITP
PMC Service Contract
Project Financial Summary
Total spend against budget for the month
External purchases
ITP Costs
Capitalised labour & Opex
Forecast Changes
Actions to be taken
Major Change Controls
Alliance & Partners
PDD Approval Date PDD Cost (£s) PDR Approval Date PDR Cost Actual Cost (£s)
ITP
PMC Service Contract Under development
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Project Finance Project Finance Summary
Project Financial Summary
Total spend against budget for the month
External purchases
ITP Costs Form A created to engage ITP in producing PDD. Project costs will follow in detailed PDR
Capitalised labour & OTEX
Forecast Changes
Actions to be taken
Major Change Controls
SSI
PDD Approval Date PDD Cost (£s) PDR Approval Date PDR Cost Actual Cost (£s)
ITP 4-Jan-00 20-Apr-00 £1800k
PMC Service Contract
Project Financial Summary
Total spend against budget for the month No official spend as yet as Form D not raised
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Project Finance Project Finance Summary
External purchases
ITP Costs
Capitalised labour & Opex
Forecast Changes
Actions to be taken
Major Change Controls
Shipley Call Centre
PDD Approval Date PDD Cost (£s) PDR Approval Date PDR Cost Actual Cost (£s)
ITP N/A N/A N/A N/A N/A
PMC Service Contract N/A
Project Financial Summary
Total spend against budget for the month Project is financed from Europe budget - there are no capital outlays to track and no IBM involvement
External purchases N/A
ITP Costs N/A
520b5592-d3ef-4925-b025-df55c7510763.xls Section 3. Financial Summary
Project Finance Project Finance Summary
Capitalised labour & OMEX N/A
Forecast Changes N/A
Actions to be taken N/A
Major Change Controls N/A
520b5592-d3ef-4925-b025-df55c7510763.xls Section 4. Actions, Issues Risks
Actions
Business Transformation Overdue Programme Actions
CRM Programme
Date Revised
No Details Owner By when Action Update Escalation
Raised Date
4 21-Mar-00 Need to agree the process for the Graeme 5-May-00 Graeme to organise a meeting 5-May-00
prioritisation of IBM Siebel related Campbell /
work Greg Ellis
2 6-Apr-00 The rooms for the CRM Programme Lou Bridge 18-Apr-00 Arrange larger room for forthcoming No rooms available for meeting 2-May
Team meetings are not big enough meetings on 18.4.00, but Lou awaiting
confirmation that the boardroom
at RLS has been booked for
future meetings in London. Lou
will also try some other venues
suggested in the meeting (IBM
Southbank, RLS GO304, Solns
Centre Q rooms)
520b5592-d3ef-4925-b025-df55c7510763.xls Section 4. Actions, Issues Risks
Actions
Business Transformation Open Programme Actions
CRM Programme
Date Revised
No Details Owner By when Action Update Closure Action
Raised Date
1
2
3
4
5
6
7
8
520b5592-d3ef-4925-b025-df55c7510763.xls Section 4. Actions, Issues Risks
Actions
Business Transformation Closed Programme Actions
CRM Programme
Date Closure
No Details Owner By when Action Update Closure Action
Raised Date
1
2
3
4
5
6
7
3
7
8
1
4
5
6
3
2
3
1
5
5
520b5592-d3ef-4925-b025-df55c7510763.xls Section 4. Actions, Issues Risks
Issues
Business Transformation Open Programme Issues
CRM Programme
Priority Target Date
No Date Raised Raised by Description of Issue Project Owner Action Progress/Comments Closure Date
(H,M,L) for closure
1
2 2-Apr-00 D Blackman Business benefits unclear. Need H Alliance & D Blackman 7-Apr-00 Scoping activity to commence Benefits now clear following
clear statement of direction. Partners 3.4.00 meeting with Tim - ready to raise
form A.
3
4
5
6
7
8
9
10
11
12
13
520b5592-d3ef-4925-b025-df55c7510763.xls Section 4. Actions, Issues Risks
Issues
Business Transformation Closed Issues
CRM Programme
Priority Target Date
No Date Raised Raised by Description of Issue Project Owner Action Progress/Comments Closure Date
(H,M,L) for closure
2
8
11 1-Feb-00 M Hanly A strategy for overflowing calls M Shannon Call S Kandal- 30-Apr-00 Develop disaster recovery 31/3/00 - SR producing document
during a disaster scenario needs Centre Ryan strategy (expected 7/4/00) which focusses
to be developed on recovery for 48hrs period ie.
CPE -> Field control in Dublin,
Billing -> Wyth, European ->
ESMC London, SR will meet with
other call centre managers in May
to work on a common approach
7-Apr-00
6
520b5592-d3ef-4925-b025-df55c7510763.xls Section 4. Actions, Issues Risks
Risks
Business Transformation Open Programme Risks
CRM Programme
Risk
Impact (Time, Cost & Probability Target Date Top 5
No Date Raised Description of Risk Impact (H,M,L) Category Project Raised by Owner Mitigation or Action
Quality) (H,M,L) for closure Risk Y/N
(H,M,L)
1 2-Apr-00 Failure to meet 01.08.00 Major financial implications M H H Commissions R Joy R Joy 7-Apr-00
deadline associated with failure to
provide system to calulate
sales compensation
2
3
4
5
6
7
8
9
10
13
14
15
16
17
18
19
20
520b5592-d3ef-4925-b025-df55c7510763.xls Section 4. Actions, Issues Risks
Risks
Business Transformation All Closed Programme Risks
CRM Programme
Risk
Impact (Time, Cost & Probability Target Date Closure
No Date Raised Description of Risk Impact (H,M,L) Category Project Raised by Owner Mitigation or Action
Quality) (H,M,L) for closure Date
(H,M,L)
10 27-Mar-00 IBM may not have resource to Would affect trainng course M M M Shannon Call M Hanly M Hanly 30-Apr-00 Transferred to issues log. 20-Apr-00
implement CBR for 30.5.00 content Centre Project issue No.31
520b5592-d3ef-4925-b025-df55c7510763.xls Section 5. Benefits
Benefits Benefits
Revenue
Coordination with Business Planning
Supply
Demand
Lock-In
Consistent
Forecasting
Increased
Frame/ATM
Revenue
SSI EOE
FrameATM
A M J J A S O N D J F M A M J Q2 Q3 Q4 Q1 Q2 Q3 Q4
00/01 Commissions
EOE 01/02 02/03
Indirect Electronic
Voice
Order
Entry
Replace MOL
Greater
Order
Accuracy
Stable Commissions Platform
Cost
