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EPM FINAL

REPORT
Establishing PMO In NTL And
Carrying Out A Rebranding And
New Logo Launch Project Under
PMO NTL

SUBMITTED TO
SYED ALI RAZA
SUBMITTED BY
JUNAID TARIQ (1284205)
M.JAWAAD KHAN
(1284215)

SZABIST ISLAMABAD SPRING 2012


CONTENTS

SECTION A.....................................................................................................................................3

ORGANIZATION MODEL........................................................................................................3

HIERARCHY STRUCTURE......................................................................................................4

WORKING MECHANISM IN NTL...........................................................................................4

THE NEED FOR PMO IN NTL.................................................................................................5

ISSUES FACED IN THE ABSENCE OF PMO IN NTL...........................................................6

UNCLEAR ROLES AND RESPONSIBILITIES..............................................6


LACK OF BEST PRACTICES..........................................................................6
NON-COMPLIANCE TO MARKET NORMS.................................................6
STAKE HOLDER MANAGEMENT.................................................................7
COMMUNICATION ISSUES WITH ORGANIZATION.................................7
VISIBILITY OF TOP MANAGEMENT...........................................................7
LACK OF AUTHORITY...................................................................................8
INTER DEPARTMENTAL CONFLICTS..........................................................8
IMPROPER PERFORMANCE EVALUATION................................................9
BENEFITS OF PMO IN NTL.....................................................................................................9

S E C T I O N B..........................................................................................................................11

STEPS FOR THE IMPLEMENTATION OF PMO...................................................................11

CHALLENGES FACED DURING THE IMPLEMENTATION OF PMO..............................14

S E C T I O N C..........................................................................................................................16

BENEFITS OF EPM TO NTL..................................................................................................16

PERSPECTIVE OF EXECUTIVES/ SPONSORS..........................................16


PERSPECTIVE OF PROJECT MANAGERS.................................................17
PERSPECTIVE OF RESOURCE MANAGERS.............................................17
BENEFITS FOR TEAM MEMBERS..............................................................17
IMPLEMENTATION OF EPM IN PMO..................................................................................17
PHASE-INEED OF EMP AWARNESS:......................................................17
PHASE II---EPM IMPLEMENTATION STRATEGY:...................................17
PHASE III---EMP CONFIGURATION.PHASE.............................................18
PHASE-IV---AWARENESS IN ORGANIZATION PHASE...........................18
NTL EPM WORKFLOW..........................................................................................................19

REVENUE GENERATION.............................................................................20
SUSTENANCE................................................................................................21
RESEARCH AND DEVELOPMENT & TECHNOLOGICAL
ADVANCEMENT............................................................................................21
GROWTH & INTERNATIONAL PRESENCE...............................................21
MONOPOLY....................................................................................................21
REPORT PLAGIRISM CHECK:.........................................................................................29

ANNEXURE A-----PROJECT WORK BREAKDOWN STRUCTURE....................30

ANEXURE C-----PROJECT SUMMARY..........................................................................32

ANNEXURE-D PROJECT.....................................................................................................36

ANNEXURE E---PROJECT COST.....................................................................................38

ANNEXURE F---PROJECT ASSIGNMENTS.................................................................39


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NADRA TECHNOLOGIES LIMITED


SECTION A

NADRA Technologies Limited (NTL) is a subsidiary of NADRA and their higher management
look after the operations of NTL.NTL was founded in 2003 with an aim and a vision to capture
the International Market and ensure business stability in the local market other than the public
sector. Currently approx. 500 employees are working in NTL and all the employers are posted in
different regions in order to pursue NTL operations effectively.

ORGANIZATION MODEL

NTL is a corporate Entity with several business drivers. NTL has a Functional Organization
Structure consisting of several departments.

Operations
Commercial
Finance
HR
Administrations

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HIERARCHY STRUCTURE

The hierarchical structure of NTL is briefly described below:

CEO

DEPUTY CEO
DG DG
DG ADIM DG FINANCE DG HR
COMERCIAL OPERATIONS
Director Director Director Director Director

Deputy director Deputy director Deputy director Deputy director Deputy director

Assistant Director Assistant Director Assistant Director Assistant Director Assistant Director

DA director DA director DA director DA director DA director

Senioer executive Senioer executive Senioer executive Senioer executive Senioer executive

Junior Executive Junior Executive Junior Executive Junior Executive Junior Executive

Data Entry Data Entry Data Entry Data Entry Data Entry
Operator Operator Operator Operator Operator

Currently Chairman NADRA is also the CEO NTL.


Deputy CEO is the Chief Project officer (CPO) of NADRAs PMO.
Higher managers of NADRA are playing a facilitating role for NTL DG ADMIN,
FINANCE AND HR.

All the major Work for NTL is comprised of Operations and Commercial entities. Several
Business case have been successfully run by NTL so far, which include the top of the art
products and solutions like Smart Cards, Electronic Toll Collection System, Branchless banking
system and etc.

WORKING MECHANISM IN NTL

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NTL launches several new products, business idea and sell their expertise to other companies of
private sector locally and all over the globe. The initiated to new business idea or new product is
initiated by the commercial department independently and at times with the collaboration and
requirement of client. After all the necessary Feasibility study and approvals, the project is sent
to the execution phase to the operations department which work over the new product
development along with the routine operational work carried out on a daily basis.

The working can be easily explained with the example of the Introduction of Smart Card in
Pakistans industry. After a Brain storming session and major research by the Commercial region
of NTL, came up with an idea of introducing a Card which can provide multiple Functions. The
idea after several works around was presented to NADRA Top Management where they can
change their Identification Card to Chip Based Smart Card which carries all the information of
the common citizens of Pakistan. The Idea after approval was forwarded to the operations team
who carry the execution phase till closure of the project.

THE NEED FOR PMO IN NTL

NTL delivers commitment to the private sector. In order to provide them with timely delivery of
the product and compete with the rapid changing dynamics of the Market, A team of Personals is
required which facilitates the department from Initiations to Closure of the Project, thus
optimally using the resources and completing the project within the project Triple Constraint so
that the business of the company grows and all the risk factors involved during the Project tenure
are looked upon by the PMO.

In todays competitive world the crossing of many boundaries like functional, geographic,
organizational, is showing promise of becoming a way of life. We no longer have the time to
climb over barriers between functions like Commercial and Operations or between Human
Resource, hourly, salaried, management and the like. Geographical barriers must evaporate. We
have well to simple and delicate more, simply trust more. We need to drive self-confidence deep
into the organization. We have to convince over managers that their role is not to control people
and stay on top of thing but rather to guide, energize and excite. Surely project managers have to
survive in boundary less organizational design, are well equipped to provide leadership in
reaching the boundary less companies envisioned.

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ISSUES FACED IN THE ABSENCE OF PMO IN NTL

UNCLEAR ROLES AND RESPONSIBILITIES

Currently all the departments are working as cellos and are branding & selling their products on
their own to acquire new projects from the private sector. No clear Roles and Responsibilities are
set and no clear S.O.Ps are made for how to carry a project and what measures are to be taken
for completion of project within time and within cost.

For a client of private sector, NTL is a single entity and they consider them to have a proper way
to pursue the project. As the company is growing its business, multiple projects are in parallel
and are performed simultaneously. However approval of all the projects are required by
NARDAs PMO at a latter part in the project and their role is simply limited to approval of the
project as they look after major Projects of NADRA itself and at several time the assigned roles
and responsibilities are practically performed by the different departments which at times dont
have all the required Project Management Skills and are serious threat to the failure of the
project.

LACK OF BEST PRACTICES

For all the Corporate Entities of the Private and Public sector, need to follow best practices for
Project Management is required in order to complete project in within triple constraint. As all the
projects are head by several departments in NTL and dont follow the standard procedures or the
best practices required for the timely completion of the project projects majorly. The projects is
not measured in all the three major dimensions which is stated as the best practices of project
management and at the end either one of the constraint or all the three constraints time scope and
cost are deviated from the schedule. fails and many of the projects are either stopped during the
execution phase or are left unfinished. This problem is one of the most serious problems of NTL

NON-COMPLIANCE TO MARKET NORMS

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NTL being the commercial face of NADRA, generally deals in private sector Projects
internationally and locally. As to some extent approvals and budgeting are required from Nadras
PMO, Major conflict in Norm occurs as Government organizations have their own Procedure to
follow projects which are time taking and tedious and in private sector quick and rapid solutions
are available to the client and a delay and non-compliance to market norms generally cause
abrupt Problems in project Life Cycles which results as a hurdle in NTLs performance.

STAKE HOLDER MANAGEMENT

For a successful project accomplishment, Stakeholder management is one of the major driving
factors. As projects are initiated by different department and after maturity they are executed by
different department, Stake holders during the project cycle keep on changing and at several
times majority of the stake holders are not identified properly which in later hours result as a
hurdle in project completion and Majorly many projects are delayed in NTL because of improper
stake holder management.

COMMUNICATION ISSUES WITH ORGANIZATION

Communication barriers are observed in NTL due to multiple reasons like Jealousy, Personal
Interest and most commonly the wide span of NTLs coverage in the Market. This can be further
illustrated with an example faced during a project in Baluchistan for Womens Welfare Work.
The Project was driven by commercial Team and was executed by the operations teams which
were deployed in the Rural Areas of Baluchistan. The Operations team was facing several
security issues in conducting the project and these issues were not properly conveyed to the
Commercial Team who was working in coordination with the Client. The information was at
times shared in different forums at lower level but they it wasnt escalated to the concerned
higher management of the commercial team which eventually caused a major problem and due to
lack of communication project faced a failure in between.

Several Such cases have been observed in previous projects where due to improper
communication and lack of transfer of required information company has to face litigations and
at multiples times problem in completion of project within triple constraints.

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VISIBILITY OF TOP MANAGEMENT

PMO office is known as the Eyes and Ears of the Top Management. All the status of each project
is shared by the PMO to the higher management and is available for disposal at the verge of a
short timeline.

In NTL, If the top management wants to know about the status of all the projects carried out in
an organization, They have to wait for a sufficient amount of time before the input is shared with
them. Status Report is asked from the Director Heads of each department who presents the work
in his own style. At times the project is initiated by one department as is pending at the executing
end of another department; the director Head of the initiator Department has no or very less
visibility and similarly the same is presented to the Top Management.

This Problem causes the TOP Management some serious problems in making strategic decisions
which are to be made at a glance in a very small timespan, considering the rapidly changing
trend of the industry and market.

LACK OF AUTHORITY

The lack of adequate Organization was a major deficiency that significantly prejudiced the
utilities ability to manage the project. Over the life of a project, despite continuous complaints
about role, Confusion and tangled lines of authority and unclear accountability the senior
management of the utility failed to create an organizational framework that allowed its managers
to direct and manage the projects in NTL efficiently and effectively. Therefore major project
conflicts where faced during the the project.

INTER DEPARTMENTAL CONFLICTS

In NTL, a project is accomplished with a Team Work and requires several Inter departmental
Collaboration. NTL is a functional Organization and each department has its own Targets and
Performance Goal to accomplish during the year, A conflict arises in prioritizing the projects
work, which incorporates personal interest of the department. This interdepartmental Conflict
Causes a delaying factor in projects and at the end of the day the overall performance of the
company is affected.

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IMPROPER PERFORMANCE EVALUATION

Defining a proper performance indicators aids to have a proper check on the project status. In
NTL, performance measures are not defined properly. There is no concept of performance
Indicators and reporting of the Status. The Responsibilities is even not defined to the personals.

BENEFITS OF PMO IN NTL

Roles & Responsibilities of employees & functions of department would be clearly


defined and there would be no duplication of efforts & conflicts among management.
Proper procedures and process tailored templates, tailored according to the requirements
of the organization. This would result in increased efficiency & effectiveness
Participation of all team members from stakeholders to project team. This would build
team building amongst all the team members & ownership of work.
To restrict the negative role & power politics & favoritism in the organization. Every
employee will be rewarded on the base of his performance which would increase the
level of efficiency & would be a competition amongst team members to produce the best
results.
PMO will enable the job description & tasks, projects according to their priority. This
will eliminate the conflict of interest among departments.
Consolidated source of up to date documents and status reports. It would be easy for
managers to take decisions on historical records & would enable team members to adopt
any best strategy
Optimum use of resources would result in cost optimization.
Uncertainties and the conflicts among the management can be eliminated by a clearly
chalked down roles and responsibilities along with task of all the departments.
Defining clear processes and procedures can tailor the pattern according is required by
NTL in order to ensure effectiveness and efficiencies of the department
Ownership to Activities and project assignments can be assured by providing a structured
process to contribute to project team members by stakeholders, Thus increasing stake
holders interest in project successful completion
Consolidated data bank will be available for the NTL management in order to review past
experience and acquire required information from the previously performed projects.

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Cost Optimization in NTL can be ensured by proper establishment of OMI which utilizes
the project resources properly
Conducting human resource training workshops for NTL employees will ensure
awareness among the Employees enhancing their personal and Project management
skills.

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SECTIONB

STEPS FOR THE IMPLEMENTATION OF PMO

A thorough research and assessment reveal that there are numerous benefits of having a Project
Management Office at NTL and NTL is ready to integrate PMO office in its organization

Structure. However, Establishing a PMO is a very difficult and complicated task and Special
measures should be taken to overcome the challenging hurdles. To avoid any kind of failure and
to ensure the acceptance of PMO in the organization this implementation project requires to be
done in several Phases. Generally 3 major steps are recommended to ensure smoothly

INITIAL PHASE

Need Assessment
Gap Exploration

EXECUTION PHASE

Project management Office proposal and planning


PMO Setup
Execute PMO implementation

OPTIMIZATION PHASE

PMO Optimization

The results from Initial Phase will be presented to all the stakeholders. The Higher Management
of NTL will be the authorization party of the Project. Recommendation from the NADRA PMO
will be incorporated accordingly based on the result shared

Optimization Phase suggest the adoption of the finest practices recommended to optimize the
PMO processes. Implementation of PMO will be carried out using the top to bottom strategy so
that PMO is not considered as another Layer of Bureaucracy and however it is considered a
Organizational Facilitation unit which deems to add value to the enterprise.

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The Above mentioned points have significant value and defines the major criteria of setting a
PMO office in NTL, However some details phases are too considered while establishing a useful
PMO which can be beneficial for the organization.

After a brief assessment of need of the PMO and Assessment of GAP Exploration, A
feasibility report shall be made, which entails all the financial and business details. The
overall Summary to the Need Assessment and Gap Exploration shall be presented to the
stake holders which include the higher management of NTL.
The decision of establishing a PMO in NTL must be supervised from the highest level of
the organization (Chief Executive Officer of NTL) in the organization and shall be
accepted by the NADRA authority Board. This Step will generally ensure that the
Establishment of PMO is not politically aroused and is not subjected to immediate
confrontation. The PMO requires to be presented as a cultural change owners adding
visible value to NTL.
An Assessment on the strength and weaknesses in the current procedures followed by
NTL in term of project execution shall be performed as majorly highlighted in section A.
This will illustrate the flaws in the current project management procedures and will
provide sufficient help by highlighting the Positive points in the current procedure for
future implementation help.
The Working Staff shall be envisioned by the future establishment of PMO so that they
can provide a supportive role and shall be aware of the Big Picture.This will enhance
their support in carrying out the necessary steps and tasks required to setup the PMO in
NTL.
A Gap Exploration should be conducted in order to strengthen the development of the
implementation strategy. This will point out more breakdown of PMO implementation
Project having its own clear criteria for successful completion.
A Dedicated Group of Employees shall be formed as a PMO Implementation Team which
will carry out the PMO establishment project and recommend the policies required to be
defined in order to standardize the processes. Task and organizational Templates. With
their added experience, the defined policies required for NTL PMO will have all the
coverage required for the project.
The Areas that will directly affect the PMO shall be identified keeping in consideration
the individual projects, Portfolio Management, Cost benefit analysis, The overall benefits
on the project benefits.

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Project management criteria shall be kept in consideration during the implementation of


the PMO and all the planning and management shall be carried out accordingly and the
progress success Criteria shall be quantified and described properly.
An assessment shows that NTL shall incorporate a proper communication plan for the
implementation of a successful PMO in order to avoid any delay, hurdle or internal
confrontation from the stakeholders. This step will also promote a new, effective and
efficient way of communication within the departments of NTL and across different
regions in the organization.
Once the PMO is successfully launched or is near to completion NTL shall train its
employees about the PMO and its functionality with a vision to provide awareness among
the functional team. During this phase influencing the functional teams will make a very
effective impression on the organization about the establishment of PMO.
NTL shall chalk down the major policies about how the projects shall be carried out after
the implementation of the PMO in NTL.PMO shall describe standard procedures for
project plans and project charters, ensuring successful completions of projects
Required tools of the project shall be incorporated and all the relevant softwares shall be
made available to carry out the projects.
The Implementation of PMO in NTL also calls for some risks which the organization
needs to be aware of other the above mentioned logical steps. The Risks which NTL shall
be aware of will implementing a Project Management Office are listed below:
Authorization of a PMO shall be strongly and clearly ensured. No biased policies shall be
incorporated and the Office shall have all the submissive authorities to carry out its work.
PMP certification for staff shall be compulsory
Commitment of Higher Management in PMO shall be committed.
Performance of PMO is totally dependent on the implementations of best practices in
terms of process and procedures which can be achieved by Project management
professionals.

Challenges Faced During the Implementation of PMO

Following are the major challenges that are expected to be faced during the implementation of
PMO in NTL.

Employees generally show resistance to any change in organizational Structure. People


have multiple stakes due to which they avoid any change. NTL as being an entity of

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NADRA has a slight influence of NADRAs Policies and standard which are generally
based on Government Rules which at times causes Employees resistance. Generally
people have a versatile structure and history of having a power seeking organizational
structure due to which the Middle management and Top management has a threat that
PMO will control their power in terms of organizational resources. The challenges can be
overcome by spreading awareness about the existence of the PMO and their role and as a
beneficiary facilitator to the company and the entire middle tier and the Top
Management.
Hiring of the Employees and floating a Head count request to the Top management and
HR of NTL is also a challenge. A proper explanation and study shall be presented and
description about the Headcount along with the resources required for the PMO office.
Emphasis shall be made on the PMP certification of the hired PMO staff and shall be
made mandatory.
Maturing the process and policies is a next challenge. Although PMO has been
established with the consent and support of Top Management but major disagreements
can be received by the stakeholders and functional manager as they have to head aside
from their comfort zone. This issue can be nicely catered by having a weekly or monthly
meeting and discussion of the resolution strategies.

Fair implementation of Project Management Office at NTL is a big challenge. The


selection of the PMO implementation team shall be made by keeping major emphasis on
their credibility and bringing the right people on board. As people are hired from Nadra
PMO in the team and NADRA PMO is one of the biggest resistant groups to the
establishment of PMO in NTL, Major focus shall be highlighted on the fair
implementation of the project. This can be considerably catered by the involvement of
Other Stakeholder from NTL and by the Top Managements proper visibility to the
implementation process.

Last but not the least, once the policies have been made and people are trained
accordingly, making people to accept the change and ensuring that all the said policies
are adopted and all the policies made are followed by the people is a major challenge.
This can only be possible by ensuring people that PMO at NTL is a facilitator in the
project not a Team which has been hired to keep a check on them and report their

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performance to the Top Management. However while doing this, It shall be ensured that
PMO office at NTL is the Eyes and ears of Higher management of NTL so to provide
them the correct and accurate data is a must and no data shall be fudged.

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SECTIONC

BENEFITS OF EPM TO NTL

Enterprise Project Management is a very easy to handle support for the management in the
organization in order to strengthen the organizational function and provide a way to integrate the
projects and operations of the organization.

A tool is required at NTL that can help and streamline the process of managing the resources and
projects of the organization.

Following are the major benefits that can be achieved in NTL by the deployment of EMP.

A standardized procedure for project submission

Standardized templates for all the projects.

An easy to handle demand dashboard which allows visibility to all the projects
demands.

A Tool that can easily prioritize the projects for selection and execution based on
the Business Drivers of the Company. This ensures that all the projects which are
selected are highly beneficial and has beneficial for Companies Targets.

An easy way to present the Status report of any project to the Top Management
within limited timespan

EPM at NTL,will ensure that no biasedness has been shown in selection of the
project as all the projects are selected based on the business driver of the
company.

EPM at NTL will also ensure the data storage of the projects.

PERSPECTIVE OF EXECUTIVES/ SPONSORS

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Portfolio Management is a key tool of EPM Solution. In NTL, The higher management and
executives can see the statuses of all the projects simultaneously and can even sort out some
portion of projects as per their requirement. As previously mentioned the Resistance of Nadra
Authority Board in fewwly leading NTL launch of PMO can be put a versitle end as the top
management of NTL will have all the visibility about the projects and they can ensure their trust
in the project teams accordingly

PERSPECTIVE OF PROJECT MANAGERS

Project manager will have a standardized approach to the projects and relating communication
with the help of EMP solution 2010.This will ensure smoothness and enhancement in their work.
The will have a clear vision on their project resource availability and can plan their work

PERSPECTIVE OF RESOURCE MANAGERS

EPM is a very beneficial tool for resource managers. It streamlines the resource allocation
process for them enabling a clear visibility on project resource capacity and resource information

BENEFITS FOR TEAM MEMBERS

Team Members in the PMO Office at NTL can view all the tasks assigned to them through epm
at different projects along with communication statuses which help them in effective
collaboration on projects. It strongly strengthens the Team Members efficiency in tracking his
assigned task and relevant information of the project.

IMPLEMENTATION OF EPM IN PMO

EMP can be established in NTL is a major step in strengthening the PMO in NTL, the
implementation of EPM is divided in the below mentioned Phases.

PHASE-INEED OF EMP AWARNESS:

In this process a general awareness shall be spread around the organization and to the
authorization body consisting of Higher Management of NTL. The strengths of the tool shall be

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inspiringly presented to DG PMO NTL(hired after PMO establishment) and Head of NTL. Their
Approvals for the implementation shall be acquired.

PHASE II---EPM IMPLEMENTATION STRATEGY:

A strategic Planning shall be made with the help of PMO team head by DG PMO NTL, in
collaboration with IT support. Required tools shall be acquired and a small project shall be
initiated by the Team. Awareness of configuring EPM shall be provided to the team.

PHASE III---EMP CONFIGURATION.PHASE

DG NTL shall head a small project with PMO of NTL and streamline all the required
configurations like project templates, incorporation of business drivers, strategies on managing
Demand Dash Board and Portfolio management shall be streamlined and a successful completion
shall be ensured.

PHASE-IV---AWARENESS IN ORGANIZATION PHASE

A awareness shall be spread in the organization using trainings and workshops among the
Employees so that they are aware of the process. Higher Management shall be definite
incorporated and reporting strategies and frequencies shall be discussed with them.

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NTL EPM WORKFLOW

Special Strategic Design and Planning is required in generating the NTL workflow.

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Business Drivers for NTL

Business Drivers Represents the Strategic Goals of any organization and provides a pathway to
achieve companys goals. NTL being a corporate entity has major Market influence on his
business Drivers. All the Business Drivers are designed in such a strengthening way that all the
major dimensions of companies business and success are fully incorporated. NTL has the
following business Drivers designed as their business strategy.

There are several other business drivers of NTL based on the previous experiences Company
had, NTL CEOs input as a strategic planning, Top management feedback, and feedback from
higher management of the company. These Business driver include the justification of the
Business drivers and their significance in companies strategy

REVENUE GENERATION

NTL was designed to capture the private market at local and international level.The Major aim of
NTL was to grab all the available opportunities in the market and enhance the companys
revenue which strengthens the company existence in the market

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SUSTENANCE

The overall expenditure of NADRA is very high. Each project has its own timeline and is
completed a limited time frame has been launched to grab opportunities and provide fuel for
survival of the NADRA. Sustenance can be comparatively linked to revenue generation of the
project.

RESEARCH AND DEVELOPMENT & TECHNOLOGICAL ADVANCEMENT


New business development provides new products and incorporating technologies to Product
development requires a lot of Research and development. NTL being a strong competitive in
market to provide new IT products has R & D as a major business driver of NTL as the company
strives to attain the emerging leaders in the industry

GROWTH & INTERNATIONAL PRESENCE

NTL is striving and struggling hard to achieve growth and embrace its name in International
Market. Special strategic plans have been made in order to achieve growth and enhance its name
in international market.

MONOPOLY

NTL holds a stringent Monopoly in the Local Market of Pakistan in terms of their Outstanding
Expertise and are in a very strong way to position to maintain their Position in the Market.
However in the International Market, NTL is still developing its name and require a strategic
plan to maintain its monopoly in the market.

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SECTIOND

4.1 Project Charter

A. General Information

Rebranding Of NTL By Launch SPD-001


Project Of New Logo Project ID:
Title:
Jawad Khan, Project Manager/
Prepared by: DG PMO NTL

Points of Contact

Position Title/Name/Organization Phone Authorization


Project Sponsor Mr. Tariq Malik 0347-553555 --
/CEO NTL
Program Manager Mr. Junaid Tariq/ 0300-500000 --
DG PMO NTL
Project Manager Mr. Jawad Khan/ 0321-8560723 --
Deputy Director PMO NTL
Resource 1 Mr. Ali Ahmed/ 0300-5552999 --
DG COMERCIAL NTL
Resource 2 Mr. Kamran Khan/ 0341-8551111 --
DG HR NTL
Other Mr. Usman Haider/ 0345-8951234 --
DG Admin NTL

Version History
Version Date Comments
(MM/DD/YYYY)
1.0 06-23-2013 The first version

B. Executive Summary

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The Project is Aimed to Re-Brand NTLs identity and to envision it as a corporate Entity by the
Launch of its new Logo and Tag line. With the rebranding of NTL, NTL will perform much
more optimally in business development and strengthen the companys business.

C. Project Purpose

Business Problem
The advancement in Identity management has given an opportunity to NADRA which reflects all
its expertise through NTL at international level. The proven record already established by
NADRA in Auto ID industry needs to grow around the globe. Hence NTL-Corporate look is
important with theme of leading role of NADRA in unique identity management.

Project Business Objectives


NTL being a part NADRA has been representing it in the Private Sector locally and
internationally. However being a subsidy organization, NTL still has its brand and business
objectives synced with NADRA which dont let NTL perform to its optimum.
In order to capture the dynamic market of Private Sector, There is a need to change the overall
look of NTL and to realign the new business drivers of the NTL by Rebranding NTL and
changing its current LOGO.
This Change will help the commercial department to work more firmly in the International
market and Grab more business opportunities for the company thus adding to the success and
strengthening the company and its business.
With a fresh new start, The Company will present itself in the market as a corporate entity and
perform to its optimum in business development. So, overall its a win-win situation for
everyone.
D. Assumptions

1. There will be no change in the market dynamics.

E. Project Authority

1. Authorization

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CEO NTL (Chairman NADRA) has full authority of the project in consent with NADRA
Authority Board in consultation to NADRA Ordinance.

2. Project Manager
Mr. Jawad Khan, Deputy Director PMO NTL is the Project Manager. The project manager shall
execute the project through newly created PMO of NTL and will use the Microsoft EPM
solution tool recently procured to manage resources.

Project Organization Description

MR. Tariq Malik the Chief Executive Officer is the Project Sponsor of the project. Junaid Tariq
the DG PMO is the Program Manager of the project. Deputy Director PMO, Jawad Khan is the
Project manager of the Project. The remaining list of CORE employees who are a part of this
project are given in F. Rest of the employees are engaged for full time as the substantial of work
for this project is huge. All the admin support required for the project will be provided by
Admin NTL.

F. Resources

Resources Allocation and Source

Initial Budget of PKR: 650,000 will be allocated for NTL


Funding Rebranding campaign.
Initial Budget of PKR.459, 000 will be allocated for NTL logo
Launch ceremony.

Project Team Junaid Tariq - Program Manager

(Full and Part Time Staff) Jawad Khan - Project Manager

Kamran - Business Development Head

Areeba Shehzad Human Resource analyst/HR

Bilal Ahmed Khan - Bidding/ Tendering/ Documentation/PMO

Minahil syed - Bidding/ Tendering/ Documentation/PMO Office

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Ayan Ali - Coordination /pmo office

Salmon Khan - Back end Support/Follow up/PMO office

Zeeshan- Adminration work/Admin Team

Malik Atif Syed-PMO office

Facilities All the necessary required facilities will be provided to the Project
team.

Equipment Necessary Equipment is available with the Team Members.

Software Tools EPM Solution, MS Office suite

Other

G. Signatures

Position/Title Signature/Printed Name/Title Date


Project Sponsor (required)
Mr. Tariq Malik 22/6/2013

Program Manager
Mr. Junaid Tariq 22/6/2013

Project Manager (required)


Mr. Jawad Khan 22/6/2013

DG HR NTL
Col. Tahir Awaan 22/6/2013

DG ADMIN NTL
Maj. Aftab Ahmed 22/6/2013

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4.2 Project Scope

Project Name: Rebranding Of NTL By Launch Of New Logo


Project ID: SPD-001
Prepared by: Jawad Khan
Date: 22/6/2013
Version History
Version Date Comments
(MM/DD/YYYY)
1.0 22-06-2013 Version 1.0

1. Project Description:
The Project is aimed to Re-Brand NTLs identity and to envision it as a corporate Entity
by the Launch of its new Logo and Tag line. With the rebranding of NTL, NTL will
perform much more optimally in business development and strengthen the companys
business.
2. Project Success Criteria:

1. Successful launch of NTL Logo


2. Peoples acceptance to change

3. Scope
3.1 In Scope
CEOs Approval
Rebranding Conceptualization process
Selection of Logo and Tagline
Logo Launch Ceremony
Organizational Assets Update

3.2 Out of Scope

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Commercialization(print media Advertisement)


4. Resources
Team Member Roles and Responsibility
Junaid Tariq Program Manager
Project Manager
Jawad Khan
Business Development
Kamran Human Resource analyst/HR
Bidding/ Tendering/ Documentation/PMO office
Areeba Shehzad
Bidding/ Tendering/ Documentation/PMO office
Bilal Ahmed Khan Coordination /PMO office
Back end Support/Follow up/PMO office
Minahil Syed
Administration work/Admin Team
Ayan Ali PMO office
Salmon Khan
Zeeshan
Malik Atif Syed
5. Deliverables & Milestones
S. No. Date (DD-MM-YYYY)
1.CEOs Approval Document 27-06-2013
2.Conceptualization Complete 16-07-2013
3. Project Awarded 21-08-2013
4.Tagline Approved 27-09-2013
5. Logo Approved 07-10-2013
6.Logo Launched 14-10-2013
7.Project Completed 22-10-2013
6. Risks
Risk Risk Management Approach
Copy Write Risk: All Catered for in the Risk Management Plan
1. Non-compliance for
Logo copy writes.
2. Non-compliance for
Tagline copy writes
Launch Ceremony Risk:
1. Unavailability of
venue
2. Unavailability of
CEO

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Change Management Risk:


1. Employees resistance to
accept change.
Printing Risk:
1. Printing errors in Updating
Organizational Assets.

7. Assumptions and Constraints

1. There will be no change in the market dynamics


2. People will adapt to the change happily.

8. Approval
Name Signature Approve/Disapprove
Tariq Malik CEO NTL Approve
Disapprove
Junaid Tariq DG PMO Approve
Disapprove

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REPORT PLAGIRISM CHECK:

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ANNEXURE A-----PROJECT WORK BREAKDOWN STRUCTURE

WORK

BREAKDOWN STRUCTURE:

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GANTT CHART:

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ANEXURE C-----PROJECT SUMMARY

PROJECT SUMMARY:

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CRTICAL TASKS:

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MILESTONES

WORKING DAYS

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HIGH LEVEL TASK:

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ANNEXURE-D PROJECT

UNSTARTED TASKS:

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TASK IN PROGRESS:

TASK COMPLETED:

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ANNEXURE E---PROJECT COST

BUDGETING

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ANNEXURE F---PROJECT ASSIGNMENTS

WHO DOES WHAT AND WHEN:

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*who does when has been incorporated above and has been shared separately in the attached
annexure D(B)*

RESOURCE WORK SUMMARY:

OVERALLOCATED RESOURCE:

No resource has been over allocated. Resource assignment has been performed critically.

ESTABLISING A PMO IN NTL EPM FINAL REPORT

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