Client

Automation of Business

Process Management System

WNS Introduction

• Business process management

company.

• Headquarter is in Mumbai, India.

• The company serves over 200

Fortune 500 companies worldwide.

1

Net Present Value

2

Payback Period

Financial Models

Selected Methods

Multi Weighted Criteria

2

Project Portfolio Matrix

Non-Financial Models

Selected Methods

Why WNS Selected BPM Automation

(Global Star Travels Project)?

-Strategic Project with the highest Net Present Value (NPV) of $196,338

-We can recover the investment in 10.9 months

-Having the highest weight score of 72

-This project is technological breakthrough with highest commercial

payoff.

3

Defining Planning Executing Delivering

2

Project Life Cycle

Defining the Project

4

Defining Project Scope

Objective To design an automated Business Process Management System using

MS SQL Server and BI system within 12 months at a cost not to exceed

$700,000.

Priority Matrix

4

Specification

Hardware:

-Setup Database server

-Setup Web Server

-System down time < 4 hours

Software:

-BI system (middle and top

management)

-Web application system

(operation team)4

Task

Deliverables:

-BI reports (Analytics tools) for

middle and top management

-Backend database system

-Interfaces / Middleware compatible

with existing front end solutions

-Technical reference document

Project Scope Checklist

5

Work Break Down Structure

3

Integration of WBS and OBS

Cost Account

-The intersection of WP- Hardware

Service and Organization IT

department creates a cost account.

-By rolling up Hardware Service

and Software License WP System

(deliverable) cost is calculated.

Planning

4

Bottom Up: Support Cost Est

6

Top-Down: Function Point

Contract Bid

Time and Cost Estimations

Contract Bid Summary Costs

Total Direct Cost $540,000.00

G&A overhead (10%) $54,000.00

Total Costs $594,000.00

Profit(17.5%) $103,950.00

Total Bid $697,950.00

PERT

6

Time and Cost Estimations

Risk Management

6

Contingency Funds

Managing Risk

Total direct cost $442,338

Budget Reserve + $23,950 (for specific critical activities)

Management Reserve + $13,712 (~3% of Total Budget)

Total Budget = $480,000

6

Gantt Chart

Resource AllocationBefore Levelling: 230 days

6

After Leveling: 237 days

Executing

4

3

Tracking Gantt Chart (Jul-16)

Earned Value Chart

6

Indexes Period

$0.00

$50,000.00

$100,000.00

$150,000.00

$200,000.00

$250,000.00

$300,000.00

Jan

'16

Fe

b '1

6

Ma

r '1

6

Ap

r '1

6

Ma

y '1

6

Jun

'16

Jul '1

6

Au

g '16

Se

p '16

Oct

'16

No

v '16

De

c '16

ACWP BCWP BCWS

Actual Cost Linear (ACWP)

0

0.2

0.4

0.6

0.8

1

1.2

Jan

'16

Fe

b '1

6

Ma

r '1

6

Ap

r '1

6

Ma

y '1

6

Jun

'16

Jul '1

6

Au

g '16

Se

p '16

Oct

'16

Nov '16

Dec '16

SPI CPI

CPI <1 indicates over cost

SPI <1 indicates behind scheduled.

Percentage complete index PCIB: 52%

Percentage complete index PCIC: 52%

Status Report (Jul-16)

Forecast EACEAC: $452,130

The final project projected cost

forecast is $452,130 versus $ 240,256

originally planned.

To Complete Performance Index TCPI:

TCPI: 1.05

6

3

Crashing Activity

Activity 52, 53, 93, 97 are crashed. It

cost $7,400 and Project duration will

be reduce by 8days.

3

Control Chart

Period

Status

Report Task Name

Finish

Actual Finish Baseline

Start

Variance

Finish

Variance

Total

Variance

1 March 1st BPM Automation

Mon

11/28/16 Mon 11/28/16 0 days 0 days 0

2 July 1st BPM Automation Thu 12/8/16 Mon 11/28/16 0 days 8 days -8

3 Oct 1st BPM Automation

Mon

11/28/16 Thu 12/8/16 0 days -8 days 8

-20

02

0

1 2 3

Variance

Time Period

3

Conclusion

-More time and cost should be spend in Planning Phase to avoid problems in

later stages.

-Resource allocation in definition need to be reconsider in Planning phase.

-Through out project life cycle to make any decision always project objective

and definition will be center of attention.

-Once project starts dedicated team has to monitor project performance for cost

and schedule evaluation periodically and if require have to revise time phased

schedule.

-Based on status report and performance indices required actions has to be

taken like crashing or scope creep.

Thank you for your attention!

Questions?

7