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Sample Slide Title Template with Picture Urs Käser, Back Office IT, Special Projects, November 14, 2012 Project Management@Credit Suisse IT Presentation at CSG University Bern

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Page 1: Project Management@Credit Suisse IT

Sample Slide

Title Template with Picture

Urs Kaumlser Back Office IT Special Projects

November 14 2012

Project ManagementCredit Suisse IT

Presentation at CSG University Bern

2 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

3 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

4 November 2012

Urs Kaumlser ndash Project Manager Credit Suisse IT

Personal space

Educational amp professional space

Leisure space

Name Kaumlser

First name Urs

Age 52

Marital state Married

Children 4 kids

Address Daumlttwilerstr 8

5405 Daumlttwil

Email urskaesercredit-

suissecom

Education Federal diploma Information Mgmt

BSc Electrical Engineering

Profession ProjectProgram Management

Programming and

System Analyst Commissioning

Engineer Broadcast

Transmitters

Soccer club FC Baden Vice president amp Chairmen junior

department

Sport Fitness golf tennis skiing Barca meacutes que un club

5 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

Program financial messaging

platform ndash an overview

The project management execution

environment at CS

The project manager book of work

Wrap Up

QampA

6 November 2012

Credit Suisse Group today ndash key facts

Global bank headquartered in Zurich serving clients in private banking investment banking and asset management

Registered shares of Credit Suisse Group AG (CSGN) are listed in Switzerland (SIX) and as American Depositary Shares (CS) in New York (NYSE)

Total number of employees 48400

The Grouprsquos long-term ratings are Moodyrsquos A2 Standard amp Poorrsquos A Fitch Ratings A

7 November 2012

Information Technology

Partnering Closely with the Business in All Regions

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 2: Project Management@Credit Suisse IT

2 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

3 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

4 November 2012

Urs Kaumlser ndash Project Manager Credit Suisse IT

Personal space

Educational amp professional space

Leisure space

Name Kaumlser

First name Urs

Age 52

Marital state Married

Children 4 kids

Address Daumlttwilerstr 8

5405 Daumlttwil

Email urskaesercredit-

suissecom

Education Federal diploma Information Mgmt

BSc Electrical Engineering

Profession ProjectProgram Management

Programming and

System Analyst Commissioning

Engineer Broadcast

Transmitters

Soccer club FC Baden Vice president amp Chairmen junior

department

Sport Fitness golf tennis skiing Barca meacutes que un club

5 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

Program financial messaging

platform ndash an overview

The project management execution

environment at CS

The project manager book of work

Wrap Up

QampA

6 November 2012

Credit Suisse Group today ndash key facts

Global bank headquartered in Zurich serving clients in private banking investment banking and asset management

Registered shares of Credit Suisse Group AG (CSGN) are listed in Switzerland (SIX) and as American Depositary Shares (CS) in New York (NYSE)

Total number of employees 48400

The Grouprsquos long-term ratings are Moodyrsquos A2 Standard amp Poorrsquos A Fitch Ratings A

7 November 2012

Information Technology

Partnering Closely with the Business in All Regions

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 3: Project Management@Credit Suisse IT

3 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

4 November 2012

Urs Kaumlser ndash Project Manager Credit Suisse IT

Personal space

Educational amp professional space

Leisure space

Name Kaumlser

First name Urs

Age 52

Marital state Married

Children 4 kids

Address Daumlttwilerstr 8

5405 Daumlttwil

Email urskaesercredit-

suissecom

Education Federal diploma Information Mgmt

BSc Electrical Engineering

Profession ProjectProgram Management

Programming and

System Analyst Commissioning

Engineer Broadcast

Transmitters

Soccer club FC Baden Vice president amp Chairmen junior

department

Sport Fitness golf tennis skiing Barca meacutes que un club

5 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

Program financial messaging

platform ndash an overview

The project management execution

environment at CS

The project manager book of work

Wrap Up

QampA

6 November 2012

Credit Suisse Group today ndash key facts

Global bank headquartered in Zurich serving clients in private banking investment banking and asset management

Registered shares of Credit Suisse Group AG (CSGN) are listed in Switzerland (SIX) and as American Depositary Shares (CS) in New York (NYSE)

Total number of employees 48400

The Grouprsquos long-term ratings are Moodyrsquos A2 Standard amp Poorrsquos A Fitch Ratings A

7 November 2012

Information Technology

Partnering Closely with the Business in All Regions

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 4: Project Management@Credit Suisse IT

4 November 2012

Urs Kaumlser ndash Project Manager Credit Suisse IT

Personal space

Educational amp professional space

Leisure space

Name Kaumlser

First name Urs

Age 52

Marital state Married

Children 4 kids

Address Daumlttwilerstr 8

5405 Daumlttwil

Email urskaesercredit-

suissecom

Education Federal diploma Information Mgmt

BSc Electrical Engineering

Profession ProjectProgram Management

Programming and

System Analyst Commissioning

Engineer Broadcast

Transmitters

Soccer club FC Baden Vice president amp Chairmen junior

department

Sport Fitness golf tennis skiing Barca meacutes que un club

5 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

Program financial messaging

platform ndash an overview

The project management execution

environment at CS

The project manager book of work

Wrap Up

QampA

6 November 2012

Credit Suisse Group today ndash key facts

Global bank headquartered in Zurich serving clients in private banking investment banking and asset management

Registered shares of Credit Suisse Group AG (CSGN) are listed in Switzerland (SIX) and as American Depositary Shares (CS) in New York (NYSE)

Total number of employees 48400

The Grouprsquos long-term ratings are Moodyrsquos A2 Standard amp Poorrsquos A Fitch Ratings A

7 November 2012

Information Technology

Partnering Closely with the Business in All Regions

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 5: Project Management@Credit Suisse IT

5 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

Program financial messaging

platform ndash an overview

The project management execution

environment at CS

The project manager book of work

Wrap Up

QampA

6 November 2012

Credit Suisse Group today ndash key facts

Global bank headquartered in Zurich serving clients in private banking investment banking and asset management

Registered shares of Credit Suisse Group AG (CSGN) are listed in Switzerland (SIX) and as American Depositary Shares (CS) in New York (NYSE)

Total number of employees 48400

The Grouprsquos long-term ratings are Moodyrsquos A2 Standard amp Poorrsquos A Fitch Ratings A

7 November 2012

Information Technology

Partnering Closely with the Business in All Regions

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 6: Project Management@Credit Suisse IT

6 November 2012

Credit Suisse Group today ndash key facts

Global bank headquartered in Zurich serving clients in private banking investment banking and asset management

Registered shares of Credit Suisse Group AG (CSGN) are listed in Switzerland (SIX) and as American Depositary Shares (CS) in New York (NYSE)

Total number of employees 48400

The Grouprsquos long-term ratings are Moodyrsquos A2 Standard amp Poorrsquos A Fitch Ratings A

7 November 2012

Information Technology

Partnering Closely with the Business in All Regions

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 7: Project Management@Credit Suisse IT

7 November 2012

Information Technology

Partnering Closely with the Business in All Regions

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 8: Project Management@Credit Suisse IT

8 November 2012

Information Technology

Facts amp Figures

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 9: Project Management@Credit Suisse IT

9 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management

execution environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 10: Project Management@Credit Suisse IT

10 November 2012

The project management execution environment at CS

IT Governance structure ndash high level picture

Governance definitions

Strategic alignment of business and IT at bank and divisional level

Business - IT alignment

Eg management and prioritization

of budget and requirements (SLAs quality cost)

Intra IT alignment

Eg conflicting solutions or

business services requirements

Functional IT management

Architecture risk and financial con-trolling performance measurement

Infrastructure

Application development

Back Office IT Front Office IT

Technology Infrastructure Services

Business

Division CEOs

Corporate functions

CFO GC CRO COO

Regions

Region CEOs

Various aspects have to be taken into account from a Project Management perspective

Stakeholder analysis and communication plan

Project governance model and structure driven by execution model (make vs buy)

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 11: Project Management@Credit Suisse IT

11 November 2012

Role descriptions covering IT Projects

Main Business and IT Roles

Role Responsibilities

Business

Project Sponsor

Business Representative responsible for Project Decides on funding for the Project

Business Project Manager

Contact for all relevant divisions business representatives regarding IT requests within project

Manages business requirements leads scope planning and prioritization in alignment with business and IT

IT

Project Provider

Head of IT department responsible for the Project delivery

Overall responsible for delivery of projects and management of approved budget

Project Supplier

Head of IT department owner of the IT resources that

will be working on the project

Responsible to assign resources to Project tasks based on provider requests

IT Project Manager

Overall responsible of planning management execution deployment and financial management of the project

Responsible for lsquoIT Projectrsquo level processes

Controls Projects costs based on approved budget

Reports status of implementation to Project Sponsor

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 12: Project Management@Credit Suisse IT

12 November 2012

The project management execution environment at CS

Agile Project Management vs Waterfall Project Management

very

steep

very

flexible

long phases function based Phase and Iteration Principles

Ap

pro

ach P

rincip

les

code and

fix

V-Model

Rational Unified Process

Microsoft Solution

Framework

XP

ASD

CMMI

Waterfall

plan driven

heavy processes

Agile

Light processes

short iterations object based

IT-PV

SCRUM

SDLC

CMMI Capability Maturity Model Integration

IT-PV CS Projekt Vorgehen

XP Extreme Programming

ASD Agile SW development

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 13: Project Management@Credit Suisse IT

13 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 14: Project Management@Credit Suisse IT

14 November 2012

Current Global Messaging Hub (GMH)

Moscow

Warsaw

Vienna

Gibraltar

London

Mexico City

Sao Paulo

Mumbai

Islamabad Shanghai

Jakarta

Tokyo

Singapore Sydney

Toronto

New York

Bahamas

Cayman Isl

Bermuda

Guernsey

Paris

Monaco

Milano

Luxembourg

Frankfurt

Madrid

Istanbul

Dubai

Taipei

Seoul

Hong Kong

Cyprus

Zurich

CS operates a global financial messaging platform centrally out of Zurich to support the

financial messaging needs of the divisions PB IB and AM and locations globally Serves some 90

CS branches in more than 30 locations The hub enables CS to run B2B transactions with

up to 8000 SWIFT participants Branches generate approx 250 Mill ion SWIFT messages per year including large value payments stock exchange transactions and other critical business

content

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 15: Project Management@Credit Suisse IT

15 November 2012

The number of the year it starts with 5 Trillion

How does this map to the Financial Messaging Program

This is the average amount of money transferred per day over the CS messaging network

The stabil ity of the current environment remains extremely important throughout the Future

Messaging Platform Program

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 16: Project Management@Credit Suisse IT

16 November 2012

Information on messaging-related strategies of peer banks

were gathered

History and motivation

Financial Messaging Program in execution phase

Refine Target Design Revisit Main Drivers (Business)

Validate Hub Strategy

2009 2010 2011 2012-14

External Factors

a

b c

Peer Behavior

SunGard Strategy

RfP Execution and

Product selection FMP Implementation

SunGard was announcing an est 5 year lifetime for MINT

and offered AMH is successor product

a

b

d Fix price contract with SwiftArkelis to deliver Financial

Messaging Platform

d

c SunGard announced MINT to be EOL on Oct 15th 2013

Program Key Data

Timeline 2010-2014

Budget ~xy Mio CHF (incl 8 Mio for HW)

Team +40

Fixe price contract with vendor (SwiftArkelis

in MechelenBelgium

Financial Messaging program

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 17: Project Management@Credit Suisse IT

17 November 2012

MintFMP ndash the big picture

Replacement of Mint and legacy components

RoW Locations Switzerland (Host)

SPOKE SW Data Stage

SAG SWIFT Alliance gateways

SWIFT International financial messaging

network

Mint

Print Gate

AMH

IC Internal Connector

EC External Connector

NEW

OLD

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 18: Project Management@Credit Suisse IT

18 November 2012

FMP context chart

Focus on AMH product capability and integration

AMH Workbench

Message Handling AMH STP Engine

Short Term Archive

External Connectors

Internal Connectors

Business Support

Archiving

Anonimization

Sanction Filter

Monitoring

Authorization

DWH

SWIFT

Net

Other

networks

Message

Store

Audit

Trail

Business

Applications globally

Key Characteristics

High volume message hub

STP engine for automated

message processing

Workbench for exception

handling

High resilience distributed

architecture

Well integrated into CS

infrastructure

Internal connector layer for

integration with applications

External connector layer for

integration with external

networks

High level of technical complexity has to be taken into account ndash plan approach risks PoC reference installation

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 19: Project Management@Credit Suisse IT

19 November 2012

FMP Roadmap

High Level Timeline agreed with Stakholders

Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3

2012 2013 2014

Program Execution Phase

Transition into Target Organization

NFR footprint

SWIFTFIN

Final Frontier - TBC

SICSECOM

15 Nov

31 Mar

31 Mar

Handshake GoNo-Go

Handshake GoNo-Go

SEPA

(Wave 11)

19 Jan

Mint Wave

GoNo-Go 2 Nov

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 20: Project Management@Credit Suisse IT

20 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The PM book of work

Wrap Up

QampA

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 21: Project Management@Credit Suisse IT

21 November 2012

The PM book of work

Software Development Live Cycle and Tollgates

Initiali-

zation

Requirements amp

Architecture Development Testing Deployment

BE Requirement

Engineering

Consideration of

architectural

guidelines

Technical design

Implementation

Software engineering

Unit testing

End-to-End testing

Integration testing

User Acceptance

Test

Non functional testing

Configuration mgmt

SW Deployment

Roll-out

Education coaching

Project

initiation

(scope

funding

approach

governance

etc)

Project

Phases

Tollgates

per Stream Planning

Offer

Requirements amp

Architecture

Sign-Off

Request for

Deployment Realization Offer Request for stream

conclusion Program

Concept

Tollgates are milestones amp decision checkpoints at the end of each project phase

Based on agreed deliverables and assessment criteria at each tollgate the governance body decide about

further progress (and funding) needed amendments or project stop

Project staff profile has to be aligned along the executed phases

Ramp-

up

Detailed

planning

(staffing

detail

working

packages

etc)

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 22: Project Management@Credit Suisse IT

22 November 2012

The PM book of work

Requirement Engineering amp Change Requests

Requirements amp

Architecture Development Testing Deployment

Project

Phases

Tollgates per

Stream

Ramp-

up

Requirement

Engineering

process

Change Request

process

Planning

Offer Requirements amp

Architecture

Sign-Off

Request for

Deployment

Requirements

controlled and

approved by

governance body

CRs and its impact (budget

timing conflicts etc) controlled

and approved by governance body

Approval

process

It is mandatory to have established a project change request process to prevent moving targets

Requirements and Architecture Sign-Off is setting the baseline to control and manage the process

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 23: Project Management@Credit Suisse IT

23 November 2012

Acceptance- amp Production

Environment

The PM book of work

Lab testing and production environments

Lab- amp

Development

Environment

Test Environment

Operation Development

Environment (physical view)

Processes

Acceptance

Testing n+1

Testing n

Several environments to be managed and various aspects have to be taken into account from a PM perspective

Provisioning process investment lead time

User management access and role model IT risks requirements CID client identifying data

Development and maintenance track SW configuration and deployment management

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 24: Project Management@Credit Suisse IT

24 November 2012

Project

Team

Project Management

Team

The PM book of work

Program Stakeholder Management ndash Key for Success

Project

Manager

Project

Provider

Project

Sponsor

Vendors

Focus on Those who Matter Most

Failure to identify a key stakeholder can cause major problems for a project However figuring out who is most important can be a daunting task

Embrace Responsibility

The best strategy for keeping stakeholders on task is to identify and clearly define responsibilities along with

plans for how to keep in contact with them Consider periodical meetings to

review plans and keep everyone lsquoin the loop

Manage Stakeholder Expectations

Stakeholders can control a significant

portion of the project Whether this control comes in the form of finances or other non-monetary contributions their happiness during a project or after its completion is often the bottom line for determining the projectrsquos

success

Definition Stakeholder

Person or organization that is actively involved in the project or whose interests may be positively or negatively affected by execution of the project A stakeholder may also influence over the project and its deliverables

Clients

Senior Mgmt

End User

Performing

Organization

Senior Mgmt

Functional

Mgmt

Suppliers

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 25: Project Management@Credit Suisse IT

25 November 2012

The PM book of work

Weekly Snapshot on planned activities

Monday Tuesday Wednesday Thursday Friday

Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing Project team daily briefing

Lead

NFR team

daily de-briefing

Participation

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

NFR team

daily de-briefing

IT Stream Lead one2one

Weekly catch-up

Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing Project leads daily briefing

Weekly

Project Change Control Board

Weekly

Risk Management

Tracker

Weekly Status Reporting

- Progress

- Issues Risks

- Financials

- Dependencies

PM Tasks

Stream Leads

Weekly status update

Project Core team

Business

Stream Lead one2one

Weekly catch-up

Preparation

Executive Committee

Weekly

Executive Committee

Lean IT weekly

whiteboard session

Working on current issues and actions on PM and operational level

Morning coffee Morning coffee Morning coffee Morning coffee Morning coffee

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 26: Project Management@Credit Suisse IT

26 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 27: Project Management@Credit Suisse IT

27 November 2012

Wrap Up

Project Management is a challenge on different disciplines

What are the PM skills needed to be successful

Be a leader and a manager

Be a team builder and a team leader

Be an excellent communicator

Be a good organizer

Be a competent and consistent planner

Be a problem solver

Be a negotiator and influencer

Set up and manage budgets

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 28: Project Management@Credit Suisse IT

28 November 2012

Content

Introduction Urs Kaumlser

Credit Suisse ndash a global bank

The project management execution

environment at CS

Program financial messaging

platform ndash an overview

The project manager book of work

Wrap Up

QampA

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 29: Project Management@Credit Suisse IT

29 November 2012

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved

Page 30: Project Management@Credit Suisse IT

30 November 2012

This document was produced by and the opinions expressed are those of Credit Suisse AG as of the date of writing and are

subject to change It has been prepared solely for information purposes and for the use of the recipient The information and

analysis contained in this document have been compiled or arrived at from sources believed to be reliable but Credit Suisse AG

does not make any representation as to their accuracy or completeness and does not accept liability for any loss arising from the

use hereof This document may not be reproduced either in whole or in part without the written permission of Credit Suisse AG

Copyright 2012 copy Credit Suisse Group AG andor its affiliates All rights reserved