Implementing PRINCE2 at Rabobank

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Implementing PRINCE2 at Rabobank
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Joost Nuyten

• Project manager since 1994
• CVB Bank
• SNS Bank
• Levob Bank en Verzekeringen (taken over by
  Achmea)
• Rabobank Nederland
• Certified
• PRINCE2 practitioner
• MSP foundation
• M_o_R practitioner
• Green belt Lean Sig Sigma
• Job on the sideTreasurer PUG Nederland
  www.pugnl.nl Approximately 1400 members

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The Rabobank Group

• Rabobank Group is a full-range financial services
  provider founded on cooperative principles and is
  a global leader in sustainability-oriented
  banking. The Group is comprised of independent
  local Dutch Rabobanks, a central organisation
  (Rabobank Nederland), and a large number of
  specialized (international) offices.
• Some figures
• 9.000.000 clients
• 1.640.000 members
• 60000 employees in 43 countries
• AAA rating by Moody's and SP

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PRINCE2 and Rabobank
Cooperative Bank
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Keynotes

• Why do we need to implement a project management
  methodology?
• Inside-out approach Using PRINCE2 for
  implementing PRINCE2
• Big steps, small achievements Small steps, big
  achievements
• Co-operative thinking throughout the process

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Why
Standardize
PRINCE2

• An almost perfect alignment with the Rabobank BDP
  (Business case driven)
• Pragmatism and objectivism
• An already market leading methodology
• Experience on a small scale

• Transparancy in Project Management
• Unified communications
• Effective and efficient appointment of Project
  managers
• Substitute project managers more easily

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Business Case

• Part of a programme for overall efficiency and
  effectiveness
• Benefits
• Better project management makes project cheaper,
• Savings on Cost for project management (hard
  figured 5 FTE or
• 750.000)
• Costs
• Project costs 250.000 à 290.000 (training
  excluded)
• Support and coaching 150.000 (1 FTE)
• In two year return on investment
• After that period savings are between 600.000
  and 750.000 (lower level)

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Planning
Project staging
1 Knowledge Training, education, communciation
and information 2 Means Tooling, templates,
tuning 3 Organize control, start Use Continuation
and propagation 4 Organizational
Embedding Embedding and closing the project.
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Six Pillars for Implementation

• Information exchange
• Training
• Embeding to fit in
• Continuity
• Tooling
• Tuning

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2 years later evaluation
Post Project Review
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Project deliverable point of view

• Tooling in place
• All project managers certified at Practitioners
  level
• More than 600 possible project team members
  trained
• Control on continuous use in place
• Possibility to tune
• Alignment with all mayor processes and
  methodologies already in use

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Maturity point of view

• Old structures still in place
• Project management is technical orientated
• Project relation still Hierarchical not role
  based
• The use of PRINCE2 is not recognizable as such
• Only use of templates
• No product descriptions
• No management by exception
• Quality in projects at al low level

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Continuation Plan (second and third year)

• Control
• Project management assessments
• Audits

• Standardizing
• Risk management support
• Testing and PRINCE2
• Configuration management expertise.
• Estimating Costs with FPA
• Guidlines for Change management

• Advancement
• Workshops
• PRINCE2 in practice
• Utilize expertise

• Personally
• Coaching
• Buddysystem
• Intervision (in a group).

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But also.

• Another reorganization
• Reshuffling all departments
• Bringing together all IT department
• Forming of Rabobank Group IT
• A matrix organization adopted (perfect for
  PRINCE2 roles)
• So now alignment of the different implementations
  
• Project management (PRINCE2) as the vehicle for
  delivering Software and applications
• A stronger body of PRINCE2 Users

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Back to the key notes

• Why do we need to implement a project management
  methodology?
• Transparency but also 5 to 10 savings on
  project management
• Inside-out approach Using PRINCE2 for
  implementing PRINCE2
• It is partly spread unchecked 2 places in the IT
  department, 2 in the Business But Reorganizations
  and an User Group within the organization helped
  keeping it in control
• Not only IT project, all projects, giving a good
  example
• Big steps, small achievements Small steps, big
  achievements
• Two year solid work to implement and results were
  disappointing but also Programme Management and
  Business talking and thinking in terms of user
  and supplier
• Co-operative thinking throughout the process.
• No real mandates at any point in time, executive
  and senior management give account to no
  hierarchical but always important stakeholders
  who can influence the continuation

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Summary 2003 Implementation 2004 transformation
spreading the news and experience PRINCE2 2005
new Organization spreading the news and
aligning 2006 supplier boards/project
boards 2008/2009 Business Case management