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content

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PLEASE NOTE THAT YOU WILL BE ASKED TO PRESENT YOUR CASE STUDY SOLUTION IN SUBSEQUENT INTERVIEW

TechOne’s Critical Business System Modernization (CBSM) program

TechOne Corporation is one of the world’s leading financial information service provider with $2 billion in
revenue last year. It has presence across 15 countries and has an employee base of around 6000.

TechOne provides financial services offerings on indices, pricing and valuations for the equities asset class.
Their services help the customers in efficiently pricing instruments, valuing portfolios, managing risk and
staying complaint on regulatory reporting requirements

TechOne’s Critical Business System Modernization (CBSM) program is a strategic business initiative aimed
to

• Optimize and expand existing services and product lines.


• Upgrade their current IT and Business systems infrastructure to realize a 20% reduction in their
annual operational expenses.
• Significantly reduce the time to market for new asset classes and deliver a 50% increase in
TechOne’s annual revenue.
• Do Digital Business Transformation (DBT) of manual processes

As part of the CBSM program, the Equities Management and Information System (EMIS) was identified
for an upgrade last year. EMIS is a business critical system which supports nearly 80% of TechOne’s
business revenue. It reprocesses and distributes the equities indices information which is one of the key
business services offering of TechOne. The system gathers indices data from multiple data providers and
converts that into a uniform format. It also revalidates the index information using proprietary calculation
methodology. This helps TechOne’s customers to efficiently price the instruments and value their
portfolios.

Over the past few years the EMIS system has started exhibiting technical and operational problems owing
to the increased volume of data operations and a rigid system architecture. The system performance has
degraded significantly. Certain components of EMIS were designed in a technology which is no longer
supported by the provider. EMIS was initially designed to run on a single service instance which cannot
scale out on multiple hardware nodes. In view of these limitations, EMIS was identified for an upgrade.

One year into the upgrade, the progress has both been really slow and expensive. The project is tracking
four months behind schedule and 25% over budget. One of the primary reasons for overruns has been
poor communication between TechOne and the technology consulting partner BigSoft who were hired to
deliver the technology upgrade.

In the early stages of the upgrade project, TechOne did not appropriately assign accountability for this
project within their own organisation. None of the midlevel managers and system users were consulted
on the upgrade. Consequently the BigSoft contractors received very little direction from TechOne and did
not fully understand the current business processes and associated challenges, resulting in poor quality
of system upgrade requirements. BigSoft was therefore unable to accurately estimate the project cost
and schedule.

TechOne also contributed to the poor outcome as they did not adhere to their internal technology project
development processes and signed off on the interim project deliverables without adequate verification.
Furthermore a number of customization changes were identified during the design and implementation
phases without engaging the relevant business and technology function leads. This resulted in
inconsistencies across requirement specification. . The first scheduled demonstration of the new system
to the pilot business user group was not received well. The business users were concerned that few of
their critical requirements were missed. Certain system features were unusable owing to poor design and
user experience. The project delays and the poor business feedback from the demonstration has put the
projects future in jeopardy. The program steering committee was concerned that the delayed project
delivery will impact TechOne’s reputation and business prospects and therefore put the project on hold.
A RFP has been floated to identify a new technology partner. TechOne is also in the process of
restructuring their own project organisation based on their learning thus far.

Sapient Global Markets was identified to replace BigSoft as TechOne’s primary technology partner on a
Fixed Time Fixed price basis. You have been on boarded as the Sapient Project Manager to lead the
turnaround for the EMIS upgrade and you have to present the overall plan and associated artifacts to the
TechOne’s project sponsor prior to the project kickoff

Note: Following are the key project artifacts that should be included as part of the overall presentation

1. Pitch Central –
a. Type of engagement
b. Duration of engagement
c. Engagement objective
2. Plan
a. Project Execution methodology
b. Timelines, release trains
c. Milestones, Sprints
d. Activities, definition of done, definition of ready
e. What Digital Business Transformation (DBT) enabling technologies and techniques should
be used?
f. Quality measurement approach
3. Key Risk, Issues and associated mitigation/response plan
4. Innovation framework that can be used in the engagement
5. Business context diagram
6. Define the key topics/metric/tools etc. of reporting dashboard for effective delivery management

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