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RBC Case Highlights For The Class

The document discusses issues with the bank's present system including an outdated operating system, incompatible software, high costs, and poor networking. It also outlines challenges implementing a new service platform project, such as exceeding budgets, expanding scope, inconsistent technologies, and training over 10,000 employees. A fishbone diagram shows factors causing these challenges. The response proposes structuring a project team to streamline implementation within 12 months by limiting scope, replacing hardware and installing software simultaneously, outsourcing training, and developing client materials. Key teams would focus on rollout, installation, user acceptance, and training.

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datta sai
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34 views4 pages

RBC Case Highlights For The Class

The document discusses issues with the bank's present system including an outdated operating system, incompatible software, high costs, and poor networking. It also outlines challenges implementing a new service platform project, such as exceeding budgets, expanding scope, inconsistent technologies, and training over 10,000 employees. A fishbone diagram shows factors causing these challenges. The response proposes structuring a project team to streamline implementation within 12 months by limiting scope, replacing hardware and installing software simultaneously, outsourcing training, and developing client materials. Key teams would focus on rollout, installation, user acceptance, and training.

Uploaded by

datta sai
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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1.

Issues with the Present System:


 Lack of Integrated banking solution
DOS-based OS and new software incompatibility issues
Delays in banking operations integration; multitasking not allowed
High cost of the mixed proof process
 Obsolete cash dispensing units.
Operationally incompatible with the upgraded Windows computer systems.
 Poor and obsolete Networking systems
Ring Token Networks are slow and inefficient forms of networking systems
2. Service Platform Project Implementation Issues
 Bottlenecks in Project Design
User acceptance
Staff training
Limited implementation period
 Huge Increase in the capital cost for service platform Implementation
The initial $50 million budget exceeded over 50%
 Continuously expanding and changing request - scope of the project
Software selection criteria – Ongoing Vendor/IBM/ Internally Built-in
Inconsistent technology across branches - Branch type variability
Cash dispensing Units- upgrading issue
Geographic rollout issue (nationwide vs regional)
 Potential service implementation Impact
Customer's service fulfillment
Expected CSR’s resistance
Banking operations interruptions
 Employee Training Methods and Costs Issues
Training of over 10,000 end-users (CSRs) across 1,100 RBC branches

*The materials include Teaching Notes & creative works of previous students. I thank them for their great work.
Figure 1: Fish-Bone Analysis of Challenges

*The materials include Teaching Notes & creative works of previous students. I thank them for their great work.
Structure a Designated Project Implementation Team with Streamlined Change
Management Initiatives. The Team will implement the following actions within 12 months:
• Announce Service Platform Project to RBC’s Clients and Employees
• Limit the Scope of the Project to Implementation and separate IT Committee deal with it
• Select criteria for the largest Branches and the busiest regions to start step by step
implementation
• Replace the old hardware & install the new software simultaneously
• Outsource the training under Training Team coordination and allow the use of RBC’s
Intranet for training material sharing
• Develop client acceptance FAQ awareness program and promote the new system

Implementation stages:
IMMEDIATE
• Announce an equitable geographic rollout plan to branches
• Create and Coordinate with an Independent IT Committee for scope management
• Upgrade bandwidth to cover all Branches and replace existing network
• Select external training firm and make CSR intranet training available
SHORT TERM
• Simultaneous Installation of Hardware and Software at target branches
• Ensure that all CSRs are proceeding well with learning materials with active feedback
• Develop a marketing strategy and inform the clients of upcoming service changes
• Run enhanced awareness promotion using localized advertisement and distributing
materials ensuring free delivery to all clients existing clients
LONG TERM
• Prepare further projects for other upgrades requests made by different departments
• Gather feedback, review, and bring changes as required
Implementation Plan: Platform Project Organizational Structure
To implement the project in an orderly manner, the RBC management can structure a Project
Management team with specific responsibility and authority. The Project team will focus on three
core implementation issues:
1. Key Project (Platform Project) Role Out and system installation
2. Client and user (CSRs) acceptance and feedback
3. CSR Training and feedback

*The materials include Teaching Notes & creative works of previous students. I thank them for their great work.
Within the organizational chart, a general outline of the teams can be set with provisions for their
reporting to VP Kathy Cooper, as the Project Director.
Each team will be responsible for committing to the financial obligations and timelines for their
specified team.
By delegating these tasks and treating them as their subproject, better results are expected from
each team as they will remain focused on a task having their core competency. This factor is crucial
to the overall success of the implementation process project.
For example, as you found in this case: Jan Bremner and Lianne Stangenberg have experience
and skills for IT projects and operations. If they are assigned to coordinate the Rollout Initiatives
and the System (Hardware and Software) Installation teams. Their experience and roles during the
development phases of the project make them uniquely qualified to be able to focus directly on the
management of the rollouts and installation phases of the project.
Janine Hayworth has excellent organization and communication skills as she worked previously
as a project manager. The expected changes that this project implementation decision will have an
impact on the end-users (both the CSRs and Clients). A proper change management strategy is
expected to reduce such resistance coming from the end-users. She is expected to be an asset to
lead the team associated with User/Client Acceptance and initiate directives with the RBCs
marketing team to promote client awareness and educate them on the coming changes due to the
Another potential team coordinator can be Ron Brandow, who can lead the team responsible for
the CSR Training and Acceptance initiatives. We feel this is the right choice for his skill set and
expect him to be able to utilize his experience as a branch teller to be able to communicate
effectively and develop training materials that will be easily understood by the customer service
representatives. Additionally, his involvement with the design of the user experience with the
software will be crucial to aid him in understanding how best to train the CSRs.

Coordinator Coordinator Coordinator


Team 1 Team 2 Team 3

*The materials include Teaching Notes & creative works of previous students. I thank them for their great work.

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