Project Management and Other Things
James Walker
January 2011
CREDIT SUISSE SECURITIES (EUROPE) LIMITED
This presentation
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Some things about Credit Suisse
Some things about me
Some things about project management
Some things they don’t teach you at university
CREDIT SUISSE SECURITIES (EUROPE) LIMITED
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Date: Slide 2
Credit Suisse at a glance
Credit Suisse
Investment Banking
Private Banking
Asset Management
Provide financial
advisory and capital
raising services, sales
and trading and the
supply of capital
around the world
Provide comprehensive
advice and a range of
investment products
and services which are
tailored to the needs of
High Net Worth
individuals
Manage portfolios,
mutual funds and other
investment vehicles for
our clients by offering a
full range products and
alternative assets on a
global basis
Operations, IT and Shared Services
Are critical to the smooth running of the business. Operations, IT and
Shared Services have many different areas and work directly with specific
business areas on regional or firm wide projects
CREDIT SUISSE SECURITIES (EUROPE) LIMITED
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Credit Suisse IT Size
Investment Banks spend twice as much on IT as other Financial Service
companies
Staff Size
15,000
Gartner
11,000 IT staff globally
Overall IT budget of 3 billion
10,000
CHF
5,000
1.3 billion CHF of total IT budget
is for investment in new systems
0
eBay
Yahoo
Google
Credit
Suisse IT
Intuit
Adobe
 The IT Division at Credit Suisse is larger than many Fortune-listed companies
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highlighting the importance of technology to our business
There is a broad spectrum of technology in use from high-scalability to cutting-edge low
latency systems
We cover the entire IT portfolio, from technical research to hardware deployment, from
business requirements analysis through software development to support, from security
and risk to IT finance – requiring a broad range of skills and interests
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Global IT Workforce
New York
Main Business:
Investment
Banking
(~20% of FTEs)
Raleigh
Captive near-shore, primarily
supporting NY
activities
(~3% of FTEs)
London
Main Business:
Investment
Banking, Asset
Management
(~12% of FTEs)
Zurich
Main Business:
Private Banking,
Private and Corporate Clients
(~36% of FTEs)
India
Singapore
Outsourced offshore (managed
services)
in different
locations
(~5% of FTEs*)
Captive off-shore supporting
NY, ZH,
London and
onshore Asia
(~17% of FTEs)
* does not include staff in managed services model
Sites with managed services model
CREDIT SUISSE SECURITIES (EUROPE) LIMITED
~7% FTEs in other locations
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Credit Suisse IT Complexity
Users
 50'000 supported users in 550 locations
Data Centres
 4 main data centres
Hardware
 97'000 workstations / laptops
 29'000 physical servers with more than 17'000 Terabyte storage
 15 mainframes (Printing 250,000,000 pages a year, running 295,000 batch jobs a
night)
Network
 316,000 IP addresses
 5,600 trader turrets
Software
 5'300 applications
Email
 75'000 email accounts
 7.4 million emails/day (whereof 2 million spam)
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About me
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James Walker, Managing Director (senior manager) at Credit Suisse
BA Economics University of Newcastle Upon Tyne
Started as a programmer for the family software business
Joined Walt Disney Studios as a programmer in 1990 but soon
became the IT infrastructure manager
Joined JP Morgan as network manager in 1995 and was outsourced to
CSC in 1997 (occupational hazard of working in IT)
Lots of interesting jobs at CSC, business development, line
management.
Joined Credit Suisse in 2005 as a Director – Head of Networks.
Promoted to MD January 2007
Set up the IT wide program office in 2009
Moved to a new role as head of IT Strategic Sourcing in January 2011
……….. I’ve had an interesting and varied career in IT and I’m only half
way through……….
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What is Project/Program Management?
 Project Management is the discipline of planning, organizing, securing
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and managing resources to bring about the successful completion of
project goals and objectives.
A project is a temporary endeavour, having a defined beginning and
end, undertaken to meet unique goals and objectives.
A project is successful if it meets its scope, time and budget in an
optimal way.
Program managers deliver a group of closely related projects that
result in an aggregate outcome.
Project managers are responsible for delivering individual projects.
Project Management Offices (PMOs) typically manage the process of
delivery e.g. tracking metrics, and dependencies between
workstreams.
Project managers generally use a project management methodology to
guide their work.
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The Relationship between Project Management and
Organisational Strategy
Portfolio Management
links Programs /
Projects
Source: The Standard for Portfolio
Management—Second Edition
©2008 Project Management Institute,
Inc. All rights reserved.
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Credit Suisse IT Governance Example; Portfolio /
Program / Project Management
 Governance, Methods, Standards
 Strategic direction & alignment
Strategy & Portfolio  Budget planning and financial
controlling
management
 Book of work
 Resource management
IT Program
Body
Business roles
Program Sponsor
Program
Steering
Business
Committee Program Manager
Body
IT Project
IT COO, IT Architecture, IT Strategy
Business / IT
Owner
Business roles
Project Sponsor
In Program
STC /
Business
dedicated Project Manager
IT roles
Program Provider
Project Suppliers
IT Programs
IT Program
Manager
IT roles
Project Provider
IT Project
Manager
Project Suppliers
IT Projects
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Approvals of project status
Dependencies, Synergies
Optimize Project-Portfolio
Resource management
Monitor & control
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Planning, monitoring & control
Performance, time, resources, costs
Project organization
Communication
Documentation
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A Few Words On Project Methodology
 Traditional project management methodology (waterfall)
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provides a framework for managing the typical stages of a
project. e.g.;
– Requirements
– Analysis
– Design
– Build
– Test
Waterfall methodologies are well suited to large systems
integration projects where the scope is well known
“Extreme Project Management” techniques (iterative, agile) are
increasingly being used where human interactions need to be
maximised e.g. where initial solution is unclear and where speed
and flexibility are paramount.
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A Typical Waterfall Project
Projects are organised into phases. Each phase is broken down into deliverables.
Resources, costs, dependencies, timelines etc are estimated and tracked
… The assumption is that you know enough to be able to do all of this …
The theory is that good initial specifications will lead to a satisfactory outcome
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Waterfall projects often require expensive rework
1. We try to Prevent rework
2. We make mistakes & learn as we do the project
3. Rework happens at the most
6. Not testing,
expensive time
REWORK, in
practice
4. Testing duration
unpredictable &
50%+ of total
Requirements
Analysis
Design
Build
Test
5. We often de-scope or run-late
CREDIT SUISSE SECURITIES (EUROPE) LIMITED
Source: Vision Consulting
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Date: Slide 13
Agile techniques break down big projects into small,
stand-alone deliverables or “increments”
Great for applications (e.g. trading) where there is lots of scope for interaction
with
users and the requirements are subject to constant change.
Less effective for large systems integration projects with multiple interfaces to
other
Systems e.g. A general ledger
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Project management is about delivering change
 Change in large organisations is difficult
– Successful change must be aligned to strategy. Are we doing the right
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thing?
How do we best deliver the change? Are we doing things right?
What are the risks? Can we predictably deliver what our customers want?
Do they know what they want? What happens if they change their minds?
How do we bring people with us? What are the vested interests that this
change will attack?
Do we have the skills? What is the right mix of internal/external resources?
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Successfully managing large enterprise projects requires
constant communications, compromise, pragmatism, attention to
detail and a focus on outcomes.
Projects fail for a number of reasons, but mostly because
change are not effectively managed
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CREDIT SUISSE SECURITIES (EUROPE) LIMITED
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CREDIT SUISSE SECURITIES (EUROPE) LIMITED
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Good project managers have to be multiskilled
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Vision and Strategy
Establishing direction
Aligning people
Communicating
Negotiating
Motivating and inspiring
Influencing organizations
Overcoming barriers to change
Planning
Financial management
Managing people
Corporate politics
Adaptability
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Technology savvy
Organisational Development
Delegation
Team Building
Conflict Management
Solving Problems
Writing
Listening
Speaking
Presenting
Media Relations
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Some things they don’t teach you at university 1
 First, get the job
– Choose the right firm as much as the right role
– Tailor your CV, it’s your marketing tool. Make it interesting.
– Show what skills you have and their relevance. Show an interest in the
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subject
Demonstrate you are multi-faceted and are well organised
If possible, find a way of making yourself known to the decision maker
Research the company and demonstrate your commitment by asking
intelligent questions
Lose the silly haircut and wear a suit. If your individuality is important to you,
learn how to be poor.
Delete embarrassing pictures on Facebook!
CREDIT SUISSE SECURITIES (EUROPE) LIMITED
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Some things they don’t teach you at university 2…
 Second, do well, get promoted and have a great career
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Learn how to get up early and show up every day
Make friends rather than enemies but don’t be a walkover
Be flexible and adaptable
Take risks whilst you can
Dress and act like your boss
Do your bosses job for him/her so that you become a natural successor
Be a franchise player
Don’t complain, don’t bring a problem without a solution
“I’m not getting paid for this” is a career killing attitude
Time your moves, don’t get stuck in a rut
Companies ultimately exist to make money for their shareholders.
Constantly question the value you are creating and look for ways of
impacting the bottom line.
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Any Questions?
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