Write skeleton paper, outlines, sentences.
In topics, (matthew and shaun)
project management
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lack of clear objectives
o
poor leadership
o
lack of cultural understanding in leadership
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mid-management
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back/front office politics
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Roll out method
Player:
Former CEO
- dismissed by board
- started project
Stephen Walsh
– New ceo
– Lawyer educated
– Saw conflict in Providian project
– Saw Peter as “extremely vocal” about project
– Feels he has no credibility in company other than his c.v.
– Did not want to really get involved in project, but focus on the 5-yr plan
– Feels that external auditors best to satisfy audit cmmtee.
– Dismissed Storey in favor of outside firms opinions of project
– ?mis identified key ppl to talk to?
– Studied progress reports that said that everything was under control
Peter Storey
– Internal Prov. Auditor
– Has reputation of “crying wolf”
– Believed that proper mgmt controls were not in place repeatedly to steering
and audit cmte
– Repeatedly delivered to walsh and LeBlanc reports documenting high-risk
nature of project and problems inherent etc
Senior vp of corporate services
- head of IT (240 ppl)
- not asked to serve on steering cmte – tension point
Michael LeBlanc
– Project manager
– Project is his baby, argued for it in 1994
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Wants more control over front office and accountability
Wants to drive down costs
Considers himself “bull-headed” type who will “run as hard as he could” to
force issues through, despite conflicts
Wanted to use a off-the-shelf system that was being used by 10 other
competitors (of 12)
Chaired steering cmtte
Decided to be “forceful” and “decisive” while managing in “change-resistant
environment”
Selected back-office to drive project b/c he felt that both offices were
antagonistic towards each other
Had no prior project mgmt exp
Depended on benari to implement things (be in the trenches)
Had goals for front-end, but did not implement anything to support those
goals (cross-selling, relations)
Ignored signs of distress in project
Todd Benari
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vp of operations
designated by LeBlanc to head access plus implementation
sensed resistance to change
project management team
- reported to benari
- 10 ppl from trust operations
- 2 ppl from personal trust services
- 1 each from pension and institutional trust services, Kaye Whitney and
audit services
Audit committee
– expressed opinion that they lost confidence in Peter to Walsh
– recommended Steinman & Smith
– expressing reservation about the project
Steering committee
- riddles with political issues
- had little effect on roll-out process
Implementation committee
- headed by LeBlanc
- assumed responsibility of guiding project after steering committee
dissolved
- included vp’s from depts. That access plus system expected to impact
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responded to projects progress with strong negative statements
regarding new plan revision, after benari’s original project manager
left and benari revised plan
 thought new plan viewed things from a “headquarters”
perspective”
Steinman & Smith
– external auditor
– asked to analyze project documentation for Providian
– one person asked to serve on implementation cmmtte to tell Walsh what “the
story is there”
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Trust division
– seen as most intractable div in company
– officers have 20-30 yrs exp
– have total control over old system
– front office
– no accountability if something went wrong – by LeBlanc
– no experience with computers
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