1. By Gerrit Maess | Lovelyn George| Ramon Rios R | Zainab Sayyed
Project:
Automation of Business Process
Management System
Service Provider Client

2. WNS Introduction
• Business process management
company (Software and Web Services)
• Headquarter is in Mumbai, India
• The company serves over 200 Fortune
500 companies worldwide
1

3. 2
Financial Models – Net Present Value and Payback Method
Selected Methods

4. 2
Non-Financial Models - Multi Weighted Scoring Matrix
Selected Methods

5. 2
Project Portfolio Matrix
Selected Methods
Net Present Value

6. 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

7. Defining  Planning  Executing  Delivering
2
Project Life Cycle

8. Defining the Project
4

9. 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

10. Specification
Hardware:
 Setup Database server
 Setup Web Server
 System down time < 4 hours
Software:
 BI system (middle and top
management)
 Web application system
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

11. 5
Work Break Down Structure

12. 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.

13. Planning
4

14. 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

15. PERT
6
Time and Cost Estimations

16. 6
Managing Risk

17. 6
Gantt Chart

18. Resource Allocation
Before Levelling: 230 days
6
After Leveling: 237 days

19. Executing
4

20. 3
Tracking Gantt Chart (Jul-16)

21. 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
Feb'16
Mar'16
Apr'16
May'16
Jun'16
Jul'16
Aug'16
Sep'16
Oct'16
Nov'16
Dec'16
ACWP BCWP BCWS
Actual Cost Linear (ACWP)
0
0.2
0.4
0.6
0.8
1
1.2
Jan'16
Feb'16
Mar'16
Apr'16
May'16
Jun'16
Jul'16
Aug'16
Sep'16
Oct'16
Nov'16
Dec'16
SPI CPI
CPI <1 indicates over cost, SPI <1 indicates behind scheduled.
Status Report (Jul-16)

22. Forecast EAC (July 16)
EAC: $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

23. 3
Crashing Activity
Activity 52, 53, 93, 97 are crashed. It cost
$7,400 and Project duration will be reduce
by 8days.

24. 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
-20020
1 2 3
Variance
Time Period

25. 3
Conclusion
 More time and cost should be spend in Planning Phase to avoid problems in later
stages
 Resource allocation might need to be reconsidered in Planning Phase
 Through out project life cycle objectives should always be at the center of attention
and decision making
 Once project starts, a dedicated team has to monitor project performance for cost and
schedule evaluation periodically - If required revise time phased schedule
 Based on status report and performance indices, actions like crashing or scope creep
have to be taken into consideration

26. Thank you for your attention!
Questions?
7