EY: Nittany Lion National Bank Project Document

Sections 1 & 2 ,3 & 4, 5 & 6, 7 & 8, 9 & 10, 11 - Initiate

Course: IST 302
Group: EY Team # 4
Document Revision #

Revision Log
Revision Date Explanation

0 02/01/2017 First Issue

1 02/19/2017 Revised Issue

2 04/22/2017 Revised Format

Page 1
 Table of Contents

Section Pages

Table of Content

1. Project Overview 4

Cover Page & Revision Log

1.1 Executive Overview 4

1.2 Stakeholder Register 5

1.3 Stakeholder Management Strategy 6

1.3 Stakeholder Communications 7

Analysis

2. Project Approval 7

2.1 Business Case 7

2.2 Project Charter 11

2.3 Project Assumptions 13

3. Project Scope 14

3.1 Scope Management Plan 14

3.2 Project Scope Statement 14

3.3 Requirements Management Plan 15

3.4 Requirements Identification 15

3.5 Requirements Traceability Matrix 16

3.6 Work Breakdown Structure 18

3.7 Work Breakdown Structure 19

Dictionary

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 4. Project Time 20

4.1 Schedule Management Plan 20

4.2 Activity List 20

4.3 Gantt Chart w/ Milestones 25

4.4 Arrow-on-Arrow Network Diagram 26

5. Project Cost 27

5.1 Activity Cost Management Plan 27

5.2 Activity Cost Estimates 27

6. Project Quality 28

6.1 Project Quality Management Plan 28

6.2 Change Request Form 28

6.3 Change Request Log 31

Exc.1 Develop Risk Management Tool 32

Exc.1.1 Create question-based 32

diagnostic tool

Exc.1.2 Determine risk scoring model 32

Exc.1.3 Develop question categories 33

Exc.1.4 Develop questions 33

7. Project Human Resources 34

7.1 Human Resource Plan 34

7.2 Human Resource Loading 34

8. Project Communications 34

8.1 Communications Management Plan 34

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 9. Project Risk 35

9.1 Risk Management Plan 35

9.2 Risk Register 35

9.3 Prioritize Risk List 40

10. Project Procurement 40

10.1 Procurement Management Plan 40

11. Project Closing 41

11.1 Lessons Learned 41

11.2 Team PoV Presentation 41

1. Project Overview

1.1 Executive Summary

Nittany Lion National Bank(NLNB) is the 20th largest bank in the US and
financial service industry with the slogan ‘Building a Sanctuary for the Future’. In 2013,
IT failures have affected NLNB end-user. This includes login-in trouble and Graphics
User Interface(GUI) issues. In order for the bank to maintain their reputation, they must
look over the risk assessment to reduce the probability and impact of a potential threat.
Our objective is to prevent and resolve any issues that are encountered by
customers and employees of NLNB. We intend to look over software upgrades to
prevent froze bank’s system and stopped payments in and out of customer’s accounts
for two hours. We need to ensure that the customers can access their account

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 information on the web application called NorthGo.
Once the risk assessment has been achieved and all the controls have been
evaluated, we’ll provide recommendation on how to resolve any challenges that the
bank faces. The report will be presented to NLNB and the business leaders will make a
decision on how they can benefit the company.

1.2 Stakeholder Register

Prepared by: Date:2/7/17

Stakeholder names and contact information

Position Internal Project Role

Stakeholder Name /External Contact Information

Connor Wayne CEO Internal Sponsor CWayne31@NLNB.com

Jane Doe PMO Internal Project Manager JDoe29@NLNB.com

Director
John Smith Senior Internal Team Member JSmith30@NLNB.com
Consultant

Mark Johnson IT Manager Internal Advisor MJohnson05@NLNB.com

Linda Marx PR Director Internal Advisor LMarx@NLNB.com

Anthony Pisciotta employee External Consultant Anthony.Pisciotta@ey.com

Ashley M Kassep employee External Consultant Ashley.Kassep@ey.com
Keane Rao employee External Consultant Keane.Rao@ey.com
Kelly E Griffin employee External Consultant Kelly.Griffin@ey.com

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 Marie Bedard employee External Consultant Marie.Bedard@ey.com
Elton Fung employee External Consultant Elton.Fung@ey.com
Kelly A Lee employee External Consultant Kelly.Lee1@ey.com
Andrew Dunheimer Senior External Project Supervisor Andrew.Dunheimer@ey.com
Technology
Consultant

Sang Lee IT Risk & External Project Sang.Lee@ey.com

Assurance Supervisor
Farzaan Karimi employee External Consultant Farzaan.Karimi@ey.com
Nicholas Bucciarelli Professor External Stakeholder ncb13@ist.psu.edu
Antonio Girona TA External Primary akg5294@psu.edu
Consultant
Andrew Dunheimer TA External Conference agd5045@psu.edu
Organizer
Brian Janko TA External Consultant bxj5102@psu.edu

1.3 Stakeholder Management Strategy

Prepared by: Date:

Name Level of Level of Potential Management Strategies

Interest Influence
Connor High High
Wayne
Jane Doe High High
John Smith Low High
Mark Johnson Low Medium
Linda Marx Low High

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Sang Lee High High
Andrew High High
Dunheimer
Antonio Low Medium
Girona
Brian Janko Low Medium Brian Janko is a TA and doesn’t hold
high influence over decisions. When we
reach out to Nicholas Bucciarelli for any
questions he will be cc’d into the email
as well. This will ensure we get quick
response.
Nicholas High High We will ask Nicholas Bucciarelli for input
Bucciarelli on the project throughout the
development cycle.

Stakeholder Communications Analysis

Stakeholders Document Name Document Format Contact Person Due

CEO Monthly Status Hard Copy Conner Wayne First of
month
PMO Monthly Status Hard Copy Jane Doe First of
Director month
Senior Monthly Status E-mail John Smith First of
Consultant month
IT Manager Monthly Status E-mail Mark Johnson First of
month
PR Director Monthly Status E-mail Linda Marx First of
month

2 Project Approval

2.1 Business Case

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1.0 Introduction/ Background
The Nittany Lion National Bank is a diversified Northeastern bank that was founded in 1911 in
State College, PA. The bank acquired iBank and Sun investments in 1986. The main focuses of the
bank are on investments banking along with retail, and commercial banking. As of 2013, the new
CEO, Conner Wayne has rebranded the bank's focus as a sanctuary for customer’s futures, and
increase the reliability and security of the NLRB's IT infrastructure. Also with the new CEO there was
a new slogan, “Building a Sanctuary for your Future” and there then was a plan for a risk assessment
of the bank.

2.0 Business Objective

Nittany Lion National Bank’s goal will to seek the safeguard of the client assets, by actively
identifying and mitigating risk that currently exist to maintain the credibility and customer trust. The
risk assessment of the bank will be to measure the amount of risk that can occur in the infrastructure,
and the risk management tools that will be produced for the bank to access the different kind of risk
that can come across. By measuring and documenting the existing risks, Nittany Lion National Bank
would be able to determine the efforts that will necessary to prevent the risk in the security aspect.
The risk management tools that will be used is to identifying, manage, prioritizing, and developing
responses to the risk

3.0 Current Situation and Problem/Opportunity Statement

Even as the 20th largest bank in the country, that holds $50 billion in assets, the Nittany Lion National Bank
has recently had a couple of IT failures. After gaining a new CEO, Conner Wayne, in 2013, the bank also
adopted a new slogan, “Building a Sanctuary for your future.” However, as a result of these past conflicts with
the IT infrastructure, the customers found it difficult to continue relying on NLNB for their banking interests. To
relieve some of the wariness caused by these incidents, NLNB has made it their priority to resolve these
problems through fixing their IT infrastructure.

4.0 Critical Assumption and Constraints

The privacy and security of the customers is the critical in ensuring customer confidence. The support of IT,
a risk assessment and the risk assessment tool will be used to analyze and identify key risks in IT infrastructure.
The project team will develop the tool to be easily accessible to users and results of the tool will be used to
prioritize risk treatment. Also, when using both the website and mobile app for the bank, there seems to be
some traffic we must improve the user's experience so we see a high increase in use of these interfaces.
Increasing speeds across every front it will reduce waste time on all fronts thus reducing costs.

5.0 Analysis of Option and Recommendation

There are three options for addressing this opportunity:

1. Decline to analyze IT risks. Because of the past IT failure did not have an impact on the trust or

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confidences of the customers.
2. Analyze and identify IT risks, but mitigate these risk for occurring again by replacing or fixing the IT
infrastructure.
Our preferred option would be option 2 after discussing with stakeholders. It would be overall save cost and
more efficient.
3. Search all hazards that can affect the NLNB and determine the probability of these hazards occurring
based on history. In addition, new hazards must be considered in order to decrease the impact of a threat.

6.0 Preliminary Project Requirements

In assessing and managing risk for the Nittany Lion National Bank:
1. An overview and assessment of current IT risk that can come bank’s financial applications
and supporting the IT infrastructure
2. The risk management tool to help in the identifying, accessing, prioritizing, and treating and
monitoring risk across the IT infrastructure.
3. Applications for NLNB customers and employees will need to be assessed.
4. Every vendor that provides services and products for the NLNB will have to distinguish any
risk.

7.0 Budget Estimate and Financial Analysis

Our initial estimate for this entire project is somewhere around 300,000. This estimate is based on
the project manager working 25 hours a week for four months and other internal staff working a total
of about 40 hours per week for four months. A staff project manager would earn $45 per hour. The
hourly rate for the other project team members would be $60 per hour, because some hours normally
billed to clients may be needed for this project. The initial cost estimate also includes $7,205 for
purchasing software from suppliers

8.0 Schedule Estimate

The project is estimated to take 4 months to complete. There is some flexibility in the schedule. We
have come to the assumption that a new system will have a life cycle of 3 years.

9.0 Potential Risks

● Lack of interest in internal and external stakeholders
● Potential vulnerabilities in new system
● Employees having trouble adapting to new system
● Stakeholders decide to leave or remove project
● Stakeholders change their priorities in investments
● Effective promotion of the new system
● Receiving feedback about the new system

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10.0 Exhibits

Discount Rate 8%

Assume the project is done in

about 4 months

Year 0 1 2 3 Total

Costs $90,000.00 $10,000.00 $10,000.00 $10,000.00

Discount Factor 1.00 0.93 0.86 0.79

Discount Costs $90,000.00 $9,259.26 $8,573.39 $7,938.32 $115,770.97

Benefits $0.00 $47,000.00 $47,000.00 $47,000.00

Discount Factor 1.00 0.93 0.86 0.79

Discount Benefits $0.00 $43,518.52 $40,294.92 $37,310.12 $121,123.56

Discount Benefits-Costs $90,000.00 $34,259.26 $31,721.54 $29,371.79

Cumulative Benefits-Costs $90,000.00 $142,777.78 $191,646.09 $236,894.5

3

Payback in Year 1

Discounted life cycle ROI 5%

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Assumptions

Costs # hours

PM (hours, $/hours) $13,500.00

Staff (hours, $/hours) $37,200.00

Outsourced software and $7,205.00

service

Hardware $10,205.00

Testing $1,745.00

Reserve $18,000.00

Total project costs (all applied $90,000.00

in year 0)

Benefits

# Consultants $10.00

Hours Saved $320.00

$/hours profit $10.00

Benefits from saving time $32,000.00

Benefits from 1% increase in $15,000.00

profits

Total annual projected $47,000.00

benefits

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 2.2 Charter

Project Title: Nittany Lions National Bank Risk Assessment

Project Start Date: February 7, 2017 Project Finish Date: April 13th,
2017

Budget Information: $300,000

Project Manager: Jane Doe, Phone: (908)274-3294, E-mail: JDoe29@NLNB.com

Project Objectives: Conduct a risk assessment of the Nittany Lion National Bank’s
financial applications and their supporting the IT infrastructure to assist the IT staff in
identifying and prioritizing the risk that can occur inside of the bank.

Main Project Success Criteria: The project is to prevent future IT crashes and help
the process of the customers.

Approach:
● Develop risk profiling criteria to identify the impact of a potential risk and any
unknown risks to the Bank’s infrastructure.
● Determine the probability of these risk occurring
● Create a risk treatment plan with the use of methodology
● Prioritize the risks and provide recommendations to the bank to resolve the
major issues.

Role and Responsibilities

Position Project Role
Stakeholder Name Contact Information

Connor Wayne CEO Sponsor CWayne31@NLNB.com

Jane Doe PMO Project Manager JDoe29@NLNB.com
Director
John Smith Senior Team Member JSmith30@NLNB.com
Consultant

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 Mark Johnson IT Manager Advisor MJohnson05@NLNB.com

Linda Marx PR Director Advisor LMarx@NLNB.com

Andrew Dunheimer Senior Project Supervisor Andrew.Dunheimer@ey.co
Technology m
Consultant
Sang Lee IT Risk & Project Supervisor Sang.Lee@ey.com
Assurance
Nicholas Bucciarelli Professor Stakeholder ncb13@ist.psu.edu
Antonio Girona TA Primary akg5294@psu.edu
Consultant
Andrew Dunheimer TA Conference agd5045@psu.edu
Organizer
Brian Janko TA Consultant bxj5102@psu.edu
Sign-off:

Connor Wayne Jane Doe John Smith Mark Johnson

Linda Marx Sang Lee Andrew Nicholas Bucciarelli
Dunheimer
Antonio Girona Brian Janko

2.3 Assumptions

Number Name Expectations

1 Increase Usability The change in the

infrastructure must
increase usability of
NLNB’s current IT
interfaces. This operation
will allow faster response
from apps on mobile
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 devices and faster online
services.

2 Improve User Experience The movement of

information on both the
bank’s website and the
mobile app must improve
user experience. If done
correctly, there would be
an increase on the use of
the interface.

3 Decrease Waiting Period The response of all bank

devices at all fronts must
be increased. The increase
in response will allow
smaller lines at the ATM
and faster cash withdrawal.
By doing this, the bank will
by reducing costs.

4 Secure Infrastructure The new infrastructure

must be searched for
vulnerabilities against all
types of hazards. We need
to make sure the
infrastructure is secure and
dependable.

3 Project Scope

3.1 Scope Management Plan

The group will prepare the scope statement by expanding upon the objectives from the
charter. The Work Breakdown Structure will be developed by using templates from
Project Management Institute. Microsoft Project will be used to create the WBS. The
WBS will be reviewed by the EY representative. The project’s WBS will be changed and
maintained throughout the life cycle of the project. All of the project deliverables will be
submitted to the EY representative and discussed in the bi-weekly calls. Any changes to
the scope will be discussed by all team members and the EY representative.
3.2 Project Scope Statement

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Project Charter:
Develop a risk assessment strategy for NLNB’s infrastructure, application, and
operations. The risk assessment strategy will help to improve areas within NLNB’s IT
services and applications. Once the risk assessment has been completed and all the
controls have been evaluated, solutions will be recommended to resolve the problem.

Project Scope Statement:

The objective of the risk assessment strategy is to provide NLNB with a Risk
Management Tool. The tool will enable NLNB to identify, assess, treat, and monitor
risk across applications and the IT infrastructure. The risk assessment tool will allow
the bank to determine the risks for all of the IT assets. The tool will determine the
probability of a hazard exploiting an asset on a scale of risk. The assets can be
prioritized based on risk which allows NLNB to know where they should focus their
resources. Once the risks associated with each application and the overall
infrastructure are examined, recommendation to resolve the risks will be presented to
NLNB.

3.3 Requirements Management Plan

We will be handling a risk assessment software, this will allow us to analyze any
security risk that may exist within NLNB’s current IT infrastructure. This software will
allow us to analyze different applications and will look for any vulnerabilities in security.
This will allow us to make any changes we can make to better the speed up for the
systems. Overall it will allow users to have better interactions.

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 Requirement # Priority Documented Reports/problems

Hardware High Yes

Software High Yes

Plan High Yes

Communication High Yes

3.4 Requirements Identification

ID# Description

R1 Central Financial Transaction Application (FIN)

R2 Automatic Teller Machine Software (ATM)

R3 Back-Office Data Processing System (BOBPS)

R4 Internet Banking Application (NorthGo)

R5 Payroll and HR System (PeoplePay)

R6 HelpDesk Ticketing Application (WeHelp)

R7 Network Security Monitoring and Reporting Application (BeSecure)

R8 Financial Reporting Application (iReport)

3.5 Requirements Traceability Matrix

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Requirement # Name Category Source Status

R1 Central Financial Financial Risk will be

Financial Application Industry assessed
Transaction
Application
(FIN)

R2 Automatic Telecommunic FastCash Risk will be

Teller Machine ations Device assessed
Software
(ATM)

R3 Back-Office Payroll and HR PeoplePay Risk will be

Data System assessed
Processing
System
(BOBPS)

R4 NorthGo Web VIA Risk will be

Application assessed

R5 PeoplePay Payroll and HR PeoplePay Risk will be

system assessed

R6 WeHelp Helpdesk WeHelp Risk will be

Ticketing assessed
Application

R7 BeSecure Network BeSecure Risk will be

Application assessed

R8 iReport Financial iReport Risk will be

Application assessed

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3.6 Work Breakdown Structure

Page 18
Page 19
 3.7 Work Breakdown Structure Dictionary

Item # Item Name Item Description

1 KickOff Write an executive summary for a report.

Identify Stakeholders viewing the project.
Create stakeholder register and stakeholder
management strategy. Work on appendices
which include clients and team members on
meeting deliverables, team roster, and team
contact information.

2 Initiate Develop a business case for the risk

assessment. Determine the costs in the
budget. Find the preliminary requirements and
schedule estimate. Develop the project charter
and determine the assumptions of the case.

3 Planning Define the scope that meet the project

Scope/Time requirements. Create a Work Breakdown
Structure (WBS) and the project schedule. The
charts required for the schedule are Gantt
chart and Arrow-on-Arrow Network Diagram.

4 Planning Look over the cost, quality, and changes

Cost/Quality requests throughout the project.

5 Execution/Monit One of the final steps to the completion of the

oring Control project. All the outlines and schedules have
been made and just need to be executed.
Throughout this process, the project will be
monitored until it is complete to ensure that
there are no problems that would interfere with
the outcome.

6 Planning Look over the use of Human Resources and

Human How communication will be carried out through
Resources/ the project.
Communication

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 7 Planning Look over possible risks and procedures to
Risk/Procedure resolve the risks.
s

8 Close Ensure there are no major problems

completing the project and taking note of
mistakes and solutions that were made during
the project. Notify the stakeholders about the
success or the failure of the project.

4 Project Time
4.1 Schedule Management Plan
The project schedule will be based on the start and end dates in the project charter. The
schedule will be planned around the deadline for each phase. The schedule will be
developed with the provided documents and the timelines will be discussed in the
weekly meetings. Microsoft excel will be used to create the Gantt chart to outline the
project milestones. The Gantt chart will track each week of the project until the intended
closing date. The project schedule will be accurate to the intended goals, but could be
adjusted by the EY representative.

4.2 Activity List

Item # Item Item Predecessor Successor Resource Imposed Assumptions

Name Description s s Requirements Dates

1 KickOff Write an None Initiate Textbook, 1/17/17 Every team

executive Case member has
summary Overview, read and
for a report. Professor understood the
Identify Bucciarelli case study
Stakeholde
rs viewing
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 the project.
Create
stakeholder
register and
stakeholder
manageme
nt strategy.
Work on
appendices
which
include
clients and
team
members
on meeting
deliverable
s, team
roster, and
team
contact
information.

2 Initiate Develop a Kick Off Planning Textbook, 2/12/17 Every team

business Scope/Tim Case member is
case for the e Overview, EY expected to
risk representative completely
assessmen , Professor understand the
t. Bucciarelli, case study and
Determine and TAs how to
the costs in calculate the
the budget. ROI
Find the
preliminary
requiremen
ts and
schedule
estimate.
Develop
the project
charter and
determine

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 the
assumption
s of the
case.

3 Plannin Define the Initiate Planning Textbook, 2/19/17 Team

g scope that Cost/Qualit Case members know
Scope/ meet the y Overview, EY when each
Time project representative deliverable is
requiremen , Professor due and are
ts. Create a Bucciarelli, expected to
Work and TAs develop a plan
Breakdown
Structure
(WBS) and
the project
schedule.
The charts
required for
the
schedule
are Gantt
chart and
Arrow-on-
Arrow
Network
Diagram.

4 Plannin Look over Planning Execution/ Textbook, 2/26/17 Team

g the cost, Scope/Time Monitoring Case members are
Cost/Q quality, and Control Overview, EY expected to
uality changes representative know what our
requests , Professor capped budget
throughout Bucciarelli, is and the
the project. and TAs expectation of
NLNB for the
end product

5 Executi One of the Planning Planning Textbook, 3/19/17, Team

on/Mon final steps Cost/Quality Human Case 3/26/17, members run
itoring to the Resources Overview, EY the test
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 Control completion / representative & 4/2/17 solution to
of the Communic , Professor make sure that
project. All ation Bucciarelli, NLNB’s
the outlines and TAs standards are
and achieved
schedules
have been
made and
just need to
be
executed.
Throughout
this
process,
the project
will be
monitored
until it is
complete to
ensure that
there are
no
problems
that would
interfere
with the
outcome.

6 Plannin Look over Execution/M Planning Textbook, 4/9/17 Team

g the use of onitoring Risk/Proce Case members run
Human Human Control dures Overview, EY the test
Resour Resources representative solution to
ces/ and How , Professor make sure that
Comm communica Bucciarelli, NLNB’s
unicatio tion will be and TAs standards are
n carried out achieved
through the
project.

7 Plannin Look over Planning Closure Textbook, 4/19/17 Team

g possible Human Case members run
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 Risk/Pr risks and Resources/ Overview, EY the test
ocedur procedures Communicat representative solution to
es to resolve ion , Professor make sure that
the risks. Bucciarelli, NLNB’s
and TAs standards are
achieved

8 Close Ensure Planning None Textbook, 4/23/17 Team

there are Risk/Proced Case members
no major ures Overview, EY revise and
problems representative finalize the
completing , Professor deliverables for
the project Bucciarelli, the bank
and taking and TAs
note of
mistakes
and
solutions
that were
made
during the
project.
Notify the
stakeholder
s about the
success or
the failure
of the
project.

Page 25
4.3 Gantt Chart w/ Milestones

KickOff
Initiate
Planning Scope/Time
Planning Cost/Quality
Execution/Monitoring Control
Page 26
Planning Human Resources/ Communication
Planning Risk/Procedures
Close
4.4 Arrow-on-Arrow (AoA) Network Diagram

Page 27
 5 Project Cost

5.1 Activity Cost Management Plan

The cost management plan will expand on the budget from the business case and
project charter. The team will be working with stakeholders to determine the budget for
the project. The final cost on the budget will be examined by the EY representative. The
budget cost will be rounded to the closest $10. The unit of measurement for the project
will be in dollars. The cost will be monitored and adjustments will be made if the cost
varies by more than 10% of the baseline cost. Weekly reports will be sent to the
stakeholders to ensure that the project stays on budget.

5.2 Activity Cost Estimates

WBS Items # Units/Hrs Cost/Unit/Hr Subtotal WBS Level % of Total

2 Totals

1. Project $52,800 59%

Management

Project Manager 320 $45 14,400

Project Team 640 $60 38,400

Manager

2. Hardware $10,250 11%

Handheld devices 10 $725 7,250

Services 10 $300 3,000

3. Software $7,205 8%

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 Licensed Software 1 $7,205 7,205

4. Testing (10% of 1 $1,745 1,745 $1,745 2%

total hardware and
software costs)

5. Reserve (20% of $18,000 20%

total estimate)

Total Project Cost $90,000

estimate

6 Project Quality

6.1 Project Quality Management Plan

Our plan for the quality of the project is to anticipate situations and prepare for actions
that result in desired outcomes. We will make sure all quality standards are fulfilled and
the project work processes will be followed. We will keep in touch with all Stakeholders
and meet their expectations describes when the project process is effective. It will be
regularly informed

● (Break information into functions for the overall required utility

●
● Project Deliverables and determine what is required or optional
●
● Performance expectations of the project
●
● Maintainability)

6.2 Change Request Form

Change Request

Project: Date:

Requestor: Change No:

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Reason for Change (Check all that apply):

□ Cost □ Schedule □ Scope

□ Requirements/Deliverables □ Testing/Quality

□ Resources

Does this Change Impact any of the following (Check all that apply):

□ Schedule □ Cost □ Scope □ Requirements/Deliverables

Send weekly reports to Connor Wayne to keep him update to date in the project.
This would assist with ensuring
confidence that the project will be a success.
Weekly reports will be sent to Jane Doe. All challenges encountered within this project will be sent to her.
We plan to collaborate with John Smith to ensure that we reach all the needs of NLNB.
Mark Johnson will work with Jane Doe to check that all recommendations can be implemented into the
bank’s
IT infrastructure.
We need to team up with Linda Marx to safeguard the steps we are taking to resolve NLNB’s reputation.
Working alongside Sang Lee will allow us to make sure that we are on the correct track for every step of
the project.
We will have Bi-weekly calls schedule and email progress reports.
Andrew Dunheimer is the EY representative that we could contact with questions.
Antonio Girona is a TA and doesn’t hold high influence over decisions. When we reach out to Nicholas
Bucciarelli
for any questions, he will be cc’d into the email as well. This will ensure we get quick response.

□ Testing/Quality □ Resources

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Description of Proposed change:

In Depth describe the reason for the change:

Are there any Impacts/Risk to this change? (cost impact, technical impact, schedule impact, etc.):

What are the benefits of the making this change:

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Estimate of Resources and Costs Needed to Implement this Change:

Disposition:
□ Approved □ Denied □ Defer

Reason for decision:

6.3 Change Request Log

(Log that is based on the request form, all information collected at the time of request)
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Request # Description Filed Dispositione Status Comment
d

1 Editing the 3/?/17 3/?/17 in progress

Executive
Summary

2 Updating 4/?/17 4/?/17 in progress

and
formatting
tables

Exc.1 Develop Risk Management Tool

We will be working with the project teams and managers, on how to best control
and identify risk within the projects at various levels. By using a risk scoring model this
will allow us to see the high and low impacts of the possible risk. The focus of this
project is to improve the login authentication and to prevent vulnerabilities. The
authentication can’t be too complicated; nor should it be simple. There should be
multiple stages in the authentication process to prevent intruders. There needs to be
constant check of vulnerabilities in NLNB’s security system to prevent unauthorized
access.

Three constraints/ risk are time, resources, and specifications. The different risk
that can occur are Scope Risk were the risk of not being able to meet NLNB’s
acceptance criteria. Another risk is Schedule risk of not being able to meet the schedule
deadlines, like the deadline for the final deliverable. Another risk that can occur is Cost
risk of exceeding the spending limit. Our next step will be a risk assessment to see the
likelihood and impact of the risk.

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 7 Project
Human
Resourc
es

7.1
Human
Resource
Plan

Human
resources
will be
managed to
ensure that
NLNB will
have all
team
members
involved in
the project.
The first
objective to

Page 34
 creating a plan for human resources is to identify the different project roles and to report the
relationships. The teams for human resources will be developed based on the employee’s
background. The task will be assigned to the most qualified employees. The project will be
managed by tracking the performance of each team member. There will be weekly
meetings and email messages sent to each team. This will help NLNB identify who is
contributing to the project.

7.2 Human Resource Loading

The charts below will show amounts of work done by each member during each phase.
Most of the graphs are the same as the work is done equally amongst the team.

8 Project Communication

8.1 Communications Management Plan

The communications management plan will help our team better understand each other
and where everyone is, our goal is to promote success of the project by meeting the
information needs of the project stakeholders. The stakeholders will be contacted every
two weeks with updates on recent progress, revisions and any questions. Also, the team
lead will provide notes and a detailed deliverable when taking calls, the deliverable will be
on a google doc shared with the whole team. If there any urgent issues with anyone or
need anyone there will be private emails and phone calls that will be used for these issues.
However, if there are any issues amongst the team it will be solved between all members
and team lead, if any issue can be solved like this it will be brought up to higher
management. If there are any changes to the communication management plan all
members will be informed asap.

Team members know when each deliverable is due and are expected to develop a plan

Team take time to get to know each other in order to achieve effective teamwork.

The team members will be attending weekly meetings and constant communication through email
messages.

Team members are expected to know what our capped budget is and the expectation of NLNB for the
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end product

Team members run the test solution to make sure that NLNB’s standards are achieved

9 Project Risk
9.1 Risk Management Plan
The team understands the risk management plan is to prepare for the foresee risks,
estimates impacts and defines responses to issues. It will ensure levels of risk and
uncertainty or properly managed so that the project is successfully completed. Our team
will make sure each one of these risks will be controlled by addressing each risk before
it becomes an issue. Our team will mitigate or eliminate the risk. We can quickly identify
and grade each likelihood and seriousness early in the project because of our strong
communication we have. We will look into external, internal, technical and other
unforeseeable risk. We will also look to other scope areas like where the risks come
from. Also, if we implement a new system we will run several different tests to make
sure the security is what it needs to be.

9.2 Risk Register

No. Rank Risk Description Category Root Cause Triggers

R12 1 Lack of There is a Stakeholder The final The quality of

interest from lack of Risk deliverable the product
stakeholders interest of the does not meet
from key project does the expected
stakeholder not meet standards
s, emerging expectation during a
stakeholder s. midpoint
s, and minor Stakeholder evaluation. The
stakeholder s may be invested money
s. unwilling to is not being
take a risk used

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 in the resourcefully.
investment
if they do
not think
that they
can benefit.

R7 2 The system The system Technology Failure in The attacker

is not as is believed Risk the design implemented a
secure to have of the new backdoor in the
compared to taken security new system
before the proper system. An which has the
implementati safety attacker can potential to
on of the procedures easily exploit
project. when there breach the vulnerabilities.
are still new system The attacker
known which will will gain access
vulnerabiliti put to confidential
es. customers information
at risk. about the
customer and
NLNB.

R3 3 Provide an The search Technology Searches Poor design in

efficient feature Risk are narrow the search
search does not to the topic function.
feature work. There identified.
are constant The
error Database
messages may be too
when the large for the
user types a search
search. feature to
handle.

R23 4 Efficiently Failure to Integration/Co All of the The features of

promote the promote the mmunication new the system are
new system new system Risk features are not properly
to unknown to discussed and
stakeholder stakeholder presented to
s and s and the
clients. clients. stakeholders
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 and clients.

R17 5 Investing Failure to Time Risk Time was Project teams

time into an evaluate the not taken to overlooked the
assessment outcomes look into the outcomes and
without and benefits outcome of benefits of the
realizing the that could the project. project before
benefits of occur with they started
the final the new working.
product. system.

R1 6 Receiving Failure to Communication Poor The

good receive Risk planning communication
feedback positive and between
from senior feedback communicat project team
consultants. from ion among and senior
consultants, team consultants is
supervisor, members. unclear.
and project
manager.

R15 7 One of the A Stakeholder The The

stakeholder stakeholder Risk stakeholder stakeholder is
leaves the can choose does not making a
project. to want to be choice on
temporarily involved whether to be
or with the affiliated with
permanently project the project or to
be removed anymore or leave the
from a the project. There
project. stakeholder are specific
is being reasons that
forced to be the stakeholder
removed has to leave
from the the project.
project.

No. Potential Risk Probability Impact Status

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 Response Owner

R12 Make sure Project Low/Medium High Project manager

the Manager meets with
stakeholder stakeholders to
understands decide on
the project
importance communication.
of the risk
assessment.

R7 Work quickly Project High/Medium High Project manager

to resolve the Manager, meets with the
problems in IT team risk assessment
security on and IT teams.
the new
system.

R3 Show the Project Medium/Low Medium/Lo Risk

stakeholders Manager w assessment and
all of the IT team have
benefits for presentation for
using the stakeholders to
search show benefits of
feature. the search
feature.

R23 Regularly Project Low High The project

promote the Manager manager will set
new system up meetings with
and show the human
potential resources and
benefits. marketing
teams.

R17 Inform Project Medium Low Project manager

project Manager meets with risk
manager that assessment
the benefits team weekly to
will be be updated with
realized upon the benefits of
completion of the final product.

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 the project.

R1 Hold regular Project Low Medium Project Manager

meetings Manager schedules
with regular meetings
stakeholders to collect
to receive feedback from
input. all of the
stakeholders
and teams.

R15 People can Project Low Medium The project

be hired or Manager manager
transferred to monitors the
fill the involvement of
position that each
was vacated. stakeholder
The work can regularly. The
be distributed project manager
evenly determines
among which
stakeholders. stakeholder has
a higher priority.

9.3 Prioritized Risk List

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Rank Risk No. Risk

1 R12 Lack of interest

2 R7 System is not secure

3 R3 Provide an efficient search

feature

4 R23 Efficiently promote the

system

5 R17 Investing time into an

assessment without
considering the benefits

6 R1 Receiving good feedback

from senior consultants

7 R15 One of the stakeholder

leaves the project

10 Project Procurement
10.1 Procurement Management Plan
The project procurement will be based on the decision on whether outside resources
are required to meet the deliverables of the project. In order to make this decision, we
will need to evaluate the stakeholders’ expectations for this project. We also need to
determine if the bank will be able to rely on their own resources or if they will need
assistance from a third party. We will use a cost benefit analysis to determine how much
money can be obtained by both inside and outside resources. This enables us to
determine where to invest money for the project to become successful.

11. Project Closing

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11.1 Lessons Learned

We Learned how to:

● Communicate information about the project
● Manage time
● Identify assets
● Brainstorm solutions against threats
● Distribute tasks for a project
● Estimate time of completion for each step of a project
● Calculate cost of the project
● How to setup an effective budget
● How to identify the scope of a project

11.2 Team PoV Presentation

The powerpoint that we worked on was completed in Google Slides. Every team
member presented a section of the powerpoint. The first slide has information that was
used to introduce each team member. The slides that we worked on cover the different
challenges that we faced during this project. We provided the solutions used to
overcome these obstacles on the following slide. Likewise, we provided a brief summary
of the goals that need to be achieved for this project. We gave information on the risk
matrix that was used to determine the highest priorities for NLNB and other
recommendations. The final slide is a summary of the lessons learned during the
project.

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