Project Management for Banks and Financial Institutions
Effective project management helps you reduce costs, meet the deadlines and increase the efficiency of your organisation.
This practical 2-day course will show you the essential elements required in planning a project and give you the confidence and useful tools to put it into practice. From defining the project objectives, setting up phases and assigning roles to time and budget management and quality control - you will have a chance to explore all ingredients of effective project management.
The programme is particularly designed for banks and financial institutions and includes case studies from organisations around the world showing how they dealt with systems implementation and business reorganisations.
By the end of this course you will be able to:
This 2 day course is designed for project managers, supervisors and supporting staff involved in project management in an organisation.
What Will You Learn
Main Topics Covered During This Training
Who Should Attend
This course is aimed anybody in any bank/financial institution or other organisations who is involved or has to start a project. Managers, supervisors, senior and junior staff and even those with project experience will all benefit from this practical course on project management taught by experienced practitioners with actual project management experience under their belts. This course applies equally to staff of banks, financial institutions, insurance companies operating at the corporate level, as well as in retail banking.
This training course will give participants an overview of the entire project management process, as well as key project management tools that they can use every day. The course is designed specifically for bank/financial institution projects.
- Definition of a project
- Four characteristics of projects
- Process vs Project
- Common problems during the project
- Methods of implementing a project are examined covering pros and cons of each
- Case Study: IT Resource Plan
- Defining the project:
- Manageable project components
- Project phases
- Understanding business needs
- Project organisational chart
- Project participants and their roles
- Project sponsor
- Role of Project Steering Committee
- Role of Project Manager
- Defining and getting agreement to roles
- Securing resources and fashioning into a team
- Planning the project
- Design project control mechanisms
- Managing project scope
- Reporting progress
- Accounting for quality
- Characteristics of a Project Manager
- Creating the Project Budget
- Breaking the project down into its major phases and their component activities
- Direct & indirect costs
- Estimating costs
- Monitoring Project Costs
- Handling cost variances
- Definition of the project, phase plan and agreement
- Evaluating business needs
- Finding the best solution
- Investigate costs and benefits
- Define the project
- Estimate and plan first phase
- Decide “go or no go”
- Project sizes
- Managing Project Risk
- Monte Carlo simulations
- Good project definition – understanding the scope
- Handling costs
- Analyze estimates
- Rules of thumb
- User effort
- Bottom up estimating
- Mandatory review
- Inherited estimates
- Why we get estimates wrong
- Suggestions for getting it right
- Phase planning and task size
- Part time participants
- Critical Path
- How long does it take to plan a project phase?
- Changes and contingency
Case Study: BankMuscat
BankMuscat was founded in 1993 by the merger of two established banks - Bank of Muscat and Al Bank Al Ahli - which have been operating in the Sultanate since 1976. In 2000, BankMuscat merged with Commercial Bank of Oman creating the largest bank in the Sultanate of Oman. The bank has more than 90 branches spread across Oman, with 127 ATMs and an estimated market share of 35%.
In this Case Study we explore how BankMuscat implement an integrated channel banking solution incorporating upgraded ATM services.
- Creating a project phase agreement
- Contents of a phase agreement
- Outlook for later project phases
- Benchmark, foresight, relationship to Project Definition Document
- Monitoring commitments
- Why phase agreements are important
Case Study: State Bank of India
- Start of each phase
- During the phase
- Health checks - which projects and when
- Doing a health check
- Health checks and reporting
- Following up
- Informal reviews
- Compliance monitoring
- Technical Reviews
- Other things project support should do
- Who fills the project support role
- Tracking, controlling and reporting activities for team leaders, project managers and project sponsors
- Project office
- Weekly status meetings
- Full team meetings
- Monthly status meeting
- Project Monthly Report (PMR)
- Defining an “issue”
- Potential issues in the project environment
- Other events requiring a change
- Project change requests (PCR)
- Quality planning
- Quality in all projects
- Error cost in the business case
- Team quality briefing
- Expected results
- System testing
- Quality Measurements
- Cause analysis
- Quality lessons learned review
- Team members' quality objectives
- Objective quality and subjective quality
- Reviewing at the end of each project phase: lessons learned, shared experience
- Phase end report
- At the end of the project
- Final phase end report
- User satisfaction survey
- Post implementation review (PIR)
Stanley has over 44 years of banking and IT experience, 33 of which were with the Standard Bank of South Africa. After a thorough grounding in all aspects of banking via the bank’s branch system, back-office payments processing and a spell at Head Office, he spent several years as a Project Manager in the banks Electronic Banking Division. Projects included electronic payments, ATMs. lockbox banking, touchtone banking, internet banking, ACH operations, credit/debit cards, the Mondex smartcard, credit scoring, STRATE (Central Securities Depository) for all financial instruments in South Africa and the banks participation in the central bank’s SAMOS Real Time Gross Settlement system.
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