This bank identified the need to implement a new IT platform within its international operations unit. The project was three years old and had not progressed past a single pilot installation. Additionally, further evaluation of the current status suggested an additional 27 months to fully complete the rollout.
LoBue was asked to develop a comprehensive implementation methodology and roadmap to shorten the project timeline and decrease the risks associated with the current program failures.
LoBue determined that the client had an inefficient and resource-intensive organization of 8,000 staff, with process routines that were neither standardized or documented. As a result LoBue recognized the need to conduct a Business Process Reengineering of the process environment before the new system could be rolled out in an efficient manner. Specific recommendations and results included:
- The need to institute an operations reengineering effort to yield substantial benefits and increase the probability of success of the system implementation effort.
- Re-orienting the project assignment from a system roll-out plan to a business process re-design program.
- A reengineering plan for 27 countries which included: scenario, methodology, resource requirements, project management, control process and potential timetable.
- A standard reengineering manual based on LoBue’s PSI methodology, but tailored to the bank’s terminology, concepts and needs.
- The need to implement a two-year project plan which would result in savings of US$15 - $30 million per year.
