Case Study: EY

Team Number: 10
Team Name Team EY10
Phase: 5
IST 302 <001, Fall 2016>

0 Revision Log
Revision Date Explanation
0 04/15/15 First issue
1 11/04/15 Updates from experience of Fall 2015 semester
2 01/21/16 Editorial: RAS RTM
3 9/3/16 Phase 1 Deliverable
4 9/31/16 Phase 2 Deliverable
5 10/6/16 Phase 3 Deliverable included
6 10/26/16 Phase 4 Deliverable included, added code to WBS for activity cost
estimate spreadsheet. Changed initial budget estimate from 193,600
to 136,000 to account for the EY team working 40 hours a week for 2
months, and the fact that NLNB will assume costs of
hardware/software/infrastructure implementation.
7 11/9/16 Phase 5 Deliverable included
8 11/30/16 Phase 6 Deliverable. Executive Summary shortened, Section 12
expanded.

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Table of Contents
Revision Log
Project Overview
Executive Summary
Stakeholder Register
Stakeholder Management Strategy
Project Approval
Business Case
Project Charter
Assumptions
Project Scope
Scope Management Plan
Scope Statement
Requirements Management Plan
Requirements Identification
Requirements Traceability Matrix (RTM)
Work Breakdown Structure (WBS)
Work Breakdown Structure Dictionary
Project Time
Project Schedule Management Plan
Activity List
Gantt Chart with Milestones
Arrow-on-Arrow (AoA) Network Diagram
Project Cost
Project Cost Management Plan
Activity Cost Estimates
Budget Baseline
Project Quality
Project Quality Management Plan
Change Request Form
Change Request Log
Project Human Resources
Project Human Resources Plan
Human Resource Loading
Project Communications
Communications Management Plan
Project Risk
Risk Management Plan
Risk Register
Prioritized Risk List
Project Procurement
Procurement Management Plan
Closing
Lessons Learned Report
Student Team Point-of-View (PoV) Presentation
Deliverables for the Client
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 Appendices
Appendix 1: Client Meeting Agendas and Reports
Appendix 2: Student Team Meeting Agendas and Reports
Appendix 3: Bibliography
Appendix 4: Student Team Roster
Appendix 5: Student Team Contract

1 Project Overview
1.1 Executive Summary
Under the leadership of CEO Connor Wayne, NLIB experienced a few IT failures that affected the bank
and customers. In September 2013 an upgrade to the software that the bank was issuing, froze the machines
for two hours, costing them $100 million in compensation costs. Again in December, the bank had a problem
that caused their web app to go down which made customers unable to access their accounts while the
servers were down. The problem arose from miscommunication and ill-handling of the application and data.
Thus, NLNB chose to enlist assistance from EY for consulting matters.
Stakeholder Register

Name Position Internal/ Project Role

External

Connor Wayne CEO Internal Sponsor

Team EY10 Project Team Members Internal Manage stakeholder

expectations

Customers n/a External End-User

Employees Tellers, Financial Internal Interact with End-Users

Analysts, Loan Officers and software

Investors/ Sponsor Internal Provide vision/

Shareholders leadership

NorthGo Vendor Internal Customer Management

BeSecure Vendor Internal Network Security

Monitoring

Competitors n/a External Detriment to business

Consumer Financial Government External Provide regulations

Protection Bureau

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1.2 Stakeholder Management Strategy

Name Power/Interest Current Engagement Management Strategies

Connor Wayne High/High Leading Report Progress and ask

for feedback on a weekly
basis

Team EY10 High/High Leading Meet weekly in the library

to establish objectives

Customers Low/High Unaware Bring in a sample group

of average customers to
test & give feedback
about new software.
Press releases about our
new systems will help
establish trust

Employees Low/High Supportive Make sure any changes

made that affect
employees happen
seamlessly

Investors/ High/High Supportive Hold a kick off meeting to

Shareholders review the goals of the
project and discuss
future plans

NorthGo Medium/High Supportive Require change or

replace service with
another vendor

BeSecure Medium/High Supportive Require change or

replace service with
another vendor

Competitors Low/High Resistant Differentiate from

competitors by
emphasizing reliable
end-user experience

Customer Financial High/High Neutral Make sure all practices

Protection Bureau fall within regulations

2 Project Approval
2.1 Business Case
Business Case for Nittany Lion National Bank Risk Assessment
21 September 2016
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 Prepared by: EY 10
1.0 Introduction/ Background
Nittany Lion National Bank focuses on its core mission of Building a Sanctuary for your
Future through specializing in commercial, retail, and investment banking. The bank
runs its financial services and operations utilizing their own software and equipment
provided by external vendors.
2.0 Business Objective
Perform risk assessment on Nittany Lion National Banks infrastructure and provide
recommendations to the client based on analysis of the results. These recommendations
should all be in line with the companys slogan, Building a Sanctuary for your Future.
3.0 Current Situation and Problem/Opportunity Statement
NLNBs slogan is Building a Sanctuary for your Future. In recent months, the slogan
and new strategy pursued by the bank has been criticized due to a number of IT failures.
In September 2013 a software upgrade froze the banks system and stopped payments in
and out of clients accounts for 2 hours. On December 2013, NorthGo experienced a
failure rendering customer accounts unavailable during the application outage. NLNB
currently uses financial applications like FIN for integrating and monitoring bank-wide
financial transactions. NorthGo is used for account management, PeoplePay for payroll
and salary, BODPS for clerical work, WeHelp for help desk, BeSecure for network
security and management, and iReport for financial reports. An opportunity for NLNB
exists in making all applications and services in-house instead of enlisting vendors. This
will lead to more cost reduction for NLNB in the long run while maintaining the
company slogan Building a Sanctuary for your Future. However, while making
everything in-house would make financial business more efficient and secure, the initial
cost and work switching from the old vendors would be a considerable challenge.

4.0 Critical Assumption and Constraints

The assumption of the project team is that there is no set budget so that the team is able to
work without worries of a cost constraint. The project team also assumes that all team
members from both Penn State and the EY team will be available during their scheduled
time to work on the project. The final assumption is that Nittany Lion National Bank will
not change any guidelines after the project has started. One of the constraints that we face
is that we can not hire any more people to take on the project. The other restraint is that
all phases of the project must be completed in the allotted time.
5.0 Analysis of Option and Recommendation
There are 3 options NLNB can choose to address the opportunity.
1. NLNB can reject the opportunity and continue business-as-usual with all
current systematic flaws. This option assumes the new project is too burdensome
for the organization or does not align with the companys strategy.
2. NLNB can choose to accept the opportunity and contract an IT
organization to implement and maintain the technology introduced in this project.
3. NLNB can choose to accept the opportunity, purchase necessary the IT
infrastructure, and hire full-time IT staff to implement and maintain the
technology introduced in this project.
Based on the analysis conducted in this project, option three is the choice with the
greatest ROI, the most secure, and this option lays the groundwork for a secure future for
NLNB.
6.0 Preliminary Project Requirements

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 Nittany Lion National Bank will be provided all security risks that might
be originating from vendors
The team will also examine all security risks involved in the IT
department
The project team will provide the bank with a risk assessment tool which
will help with providing customer safety by providing the following in the risk
tool
Risk profiling criteria and risk category
Risk scoring and rating methodology
Assessment questions
Assessment calculation logic
Summary
Risk response options
Provide the bank with a report of implementation strategies
The team will provide the bank with a report of all the relegations relevant
to risk management for a bank
The team will also provide the bank with a report for all the relegations
relevant to firms that provide financial services.
7.0 Budget Estimate and Financial Analysis
A preliminary estimate for the cost of the entire project is $136,000 + 20,000 a year for
labor.
1 Project Manager plus 4 Team Members are projected to work for 40
hours a week on the project for 2 months. At $85 an hour, the salary for all
workers at EY will be $136,000
Cost for NLNB may be 160,000 for initial implementation, including
$30,000 for hardware/software, moving services in-house, resulting in a $130,000
cost to build new infrastructure, and an estimated $20,000 a year for labor in each
new branch.
Benefits are expected to exceed the costs because the attitude, perceptions,
and measures of customers, employees, suppliers, regulators, and shareholders are
the largest differentiators between high and low-performance companies.
8.0 Schedule Estimate
The sponsor would like to have the project completed and finalized within 4 months. We
assume our risk assessment tool will be of use for the company for at least 5 years, after
which we suggest improving or creating a new tool for risk analysis.
9.0 Potential Risks
Developing the software in house may lead to several risks.
Employee Turnover: Developers who leave during the software
development may take critical information with them that could cause setbacks.
Procedural: Day-to-day operational activity may be hindered due to
improper process implementation, lack of clarity in responsibilities, and
conflicting priorities.
Technical: Functionality or performance may be compromised in order to
compensate for budget or deadlines.
Budget: A wrong budget estimation or cost overruns may occur.
Unavoidable: This can include changes in government policy or even the
obsolescence of software.

10.0 Exhibits
Exhibit A: Financial Analysis
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2.2 Project Charter
Project Charter
Project Title: Nittany Lion National Bank Risk Assessment
Project Start Date: August 30th Projected Finish Date: December 1st
Budget Information: A preliminary estimate for the cost of the entire project is $5,113,600 + $800,000 a year
for labor. This includes EY wages, hardware, software, and vendor upgrades, as well as the additional
infrastructure and wages required to move services in-house.
Project Manager: Ben Attanasio
(570) 690-4583
Benattanasio95@gmail.com
Project Objectives: Perform risk assessment on Nittany Lion National Banks infrastructure and provide
recommendations to the client based on analysis of the results. These recommendations should all be in line
with the companys slogan, Building a Sanctuary for your Future.
Main Project Success Criteria: By the Finish Date, deliver:
Risk Management Tool

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 Analysis Result
Recommendations
Approach:
Review hardware and software applications currently in place and replace outdated/nonsecure
features.
Assess company policy for outdated hardware/software and provide a guideline for replacement.
Review available software applications for creating risk assessment tool.
Review current vendors and research potential ones to implement new services.
Provide means of seamless integration for new products.
Develop outline for an improved enterprise structure.
Roles and Responsibilities
Role Name Organization/ Contact Information
Position
Sponsor Connor Wayne EY CEO N/A
Sponsor Rep Anthony Pisciotta EY Consultant Anthony.Pisciotta@ey.com
benattanasio95@gmail.com
Project Manager Benjamin Attanasio Student/EY 10
alc5636@gmail.com
Team Member Andrew Comes Student/EY 10
stevemack95@gmail.com
Team Member Steven Mcelhaugh Student/EY 10
Team Member Daniel Maffucci Student/EY 10 dpm5334@psu.edu
Team Member Gabriel Labrador Student/EY 10 gcl5057@psu.edu
Advisor Thien Ngo IST 302/Lab Course Website (Canvas)
Assistant
Sign-off: (Signatures of all above stakeholders. Can sign by their names in table above.)
Thien Ngo Anthony Pisciotta
Comments: (Handwritten or typed comments from above stakeholders, if applicable)

2.3 Assumptions

Number Name Explanation

1 Gabriel Labrador I am concerned about the initial work and costs of

switching over from our vendor services to in-house
business and IT departments

2 Steven McElhaugh Nittany Lion National Bank has a high number of

vendors that seem to concern me. The amount that
they have, for one, seems to be hard to keep track of.
Also many of their vendors are things that can easily
be done in house and seem to be just a waste or
resources.

3 Daniel Maffucci The technical risks concern me because functionality

or performance of the software may be compromised
to compensate for budget or deadlines.
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 4 Ben Attanasio The outdated server software for NLNB is a main
concern for this project. Windows no longer supports
Windows 2000 by providing updates to the operating
system.

5 Andrew Comes The enterprise architecture may need to be updated

to fit our suggested model of operation.

3 Project Scope
3.1 Scope Management Plan
To make sure we know how much we can accomplish without running into using too much
money or time, we need to develop a scope management plan and a requirement management plan.
The scope management plan requires a close look at how much detail is required to describe
each deliverable, maintenance and approval of the Work Breakdown Structure, details on how to gain
approval of the projects deliverables, and a method for how to control requests for changes to the
project scope. The main output of this plan is the Work Breakdown Structure which we will produce in
Microsoft Project. This will provide us a framework of what and when we will finish and deliver each
part of the project.
As for the requirements management plan, we must examine the needs of the organization,
customers, and stakeholders and provide a basis for analyzing requirements once project execution
begins. We will follow these steps to produce a framework to tackle each requirement:
(1)Requirement Gathering (2)Analysis (3)Specification and (4)Validation

3.2 Scope Statement

We limit the areas of the company we plan to improve to software, hardware, vendors, and
departmental organization. We will do this by performing risk assessment on critical areas of Nittany
Lion Banks infrastructure that is critical to security and reliability of their systems. Further, we will
provide a plan of action to seamlessly integrate the new products and programs into the business. In
short, we will help analyze and replace any current operations that arent consistent with Building a
Sanctuary for your Future.

3.3 Requirements Management Plan

Each requirement requires going through the following steps to produce an outline for the deliverable
to Nittany Lion Bank:
1. Gather Requirements - List all requirements for the project to complete including
producing a risk management tool, all recommendations for hardware, software, and
organizational plans.
2. Analysis - Does the requirement help security and reliability of the business? Is it
necessary without a doubt?
3. Specification - What specific processes to do we need to accomplish to satisfy the
requirement and the final deliverable?
4. Validation - Either the team will come to a consensus on each requirement or we will
contact the company before making it an official part of the project. After Validation, we will
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 move the requirements into the Requirements Identification Section (3.4).

3.4 Requirements Identification

ID# Description
1 Risk Management Tool
2 Software Examination
3 NorthGo Reliability Analysis
4 Vendor Analysis
5 Final Budget
6 Proposal for Plan of Action

3.5 Requirements Traceability Matrix (RTM)

Requirement No. Name Category Source Status

001 Risk Management Analysis Nittany Lion In progress

Tool National Bank

002 Software Analysis Nittany Lion In progress

Examination National Bank

003 NorthGo Analysis Nittany Lion In progress

Reliability National Bank
Analysis

004 Vendor Analysis Analysis Nittany Lion In progress

National Bank

005 Final Budget Analysis Nittany Lion In progress

National Bank

006 Proposal for Plan Analysis Nittany Lion In progress

of Action National Bank

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3.6 Work Breakdown Structure (WBS)

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3.7 Work Breakdown Structure Dictionary

Item # Item Name Item Description

01 Hardware Create a template for all hardware used by Nittany Lion National Bank to
Requirements reach a specific minimum points
for NLNB
02 Software Create a template to have an idea of what all software should be able to
Requirements do
for NLNB
03 Cost Create a baseline for how our risk assessment tool will calculate cost
Assessment risks when changing vendors
04 Vendor Rating Create a tool to assess a vendors worth to the bank
05 Hardware Go over hardware of a bank chain to get an idea of what the bank has
Assessment access to at the moment
06 PeoplePay Payroll system that provides payroll and salary disbursement for all
Nittany Lion National Bank employees. Paid employees every two weeks
07 Financial Software-as-a-Service vendor that streamlines entry and aggregation of
Industry Now financial and customer data. It monitors bank performance while also
reporting to management
08 VIA SaaS vendor that provides NLNB with the web banking application
NorthGo. NorthGo allows the banks administrators to manage customers
and their accounts. Customers access account histories and perform
transactions through NorthGo.
09 Webnet Vendor provides private IP and general telecom services for NLNB .
NLNBs various locations are linked with enterprise private network
services, with Verizon maintaining a SLA agreement with NLNB. The
Verizon SLA addresses the uptime of the network as well as the incident
management process.
10 WeHelp Vendor provides customer services for NLNB through help desk and call
center operations. Call centers are located offshore and all staff at
WeHelp are trained to address all customer concerns.
11 FastCash FastCash is an ATM provider that gives the bank access to machines and
software all over the country
12 SafeGuard Vendor provides NLNB physical security services such as installation,
maintenance and 24/7 monitoring of video surveillance and alarm
systems. SafeGuard also staffs armed guards during bank business
hours.
13 Software Review available banking software NLNB currently implements to have
Assessment an idea of possible improvements and more efficient options.
14 Analyze Internal Analyze the strengths and weaknesses of current banking internal
Network applications such as Back-Office Data Processing System (BODPS),
Network Security Monitoring and Reporting Application (BeSecure), and
Financial Reporting Application (iReport).

15 Deliver Network Present to NLNB, EY, and other vital stakeholders the network diagram
Solution showing the vendors and applications which will be incorporated in the
risk assessment tool.

4 Project Time
4.1 Project Schedule Management Plan
Project schedules will be created using MS Project 2016 beginning with the deliverables, which we
have identified in the Work Breakdown Structure (WBS). Activities will be used to identify the specific
work required to perform each deliverable. Sequencing will be used to to determine what order work
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will be completed and their relationships between activities. Duration estimation will be used to give a
general idea of how many days is necessary to complete a task. Resource estimation will be used as
well to assign resources to activities. Once created, the project schedule will be reviewed by the
project team. The project team must agree to the proposed schedule and if so it will be approved and
used as the starting point.

4.2 Activity List

Item Item Name Item Description Predecessors Successors Assumptions

#
1 Hardware Create a template for all None Software Analyze NLNB hardware in
Requirements hardware used by Nittany Requirements search for potential risks and
for NLNB Lion National Bank to for NLNB weaknesses
reach a specific minimum
points
2 Software Create a template to Hardware Cost Analyze NLNBs current software
Requirements have an idea of what all Requirements Assessment capabilities and flaws
for NLNB software should be able for NLNB
to do
3 Cost Create a baseline for how Software Vendor Rating Analyze patterns in cost risk
Assessment our risk assessment tool Requirements Analyze costs and determine
will calculate cost risks for NLNB how much project will cost NLNB
when changing vendors
4 Vendor Rating Create a tool to assess a Cost Hardware This tool will let us decide what is
vendors worth to the Assessment Assessment essential to keep and what
bank vendors are a detriment
5 Hardware Go over hardware of a Vendor Rating Software Helps decide if we should buy
Assessment bank chain to get an idea Assessment new hardware or not
of what the bank has
access to at the moment
6 Software Review available banking Hardware Analyze Analysis of if we should buy new
Assessment software NLNB currently Assessment Internal software or update old software
implements to have an Network
idea of possible
improvements and more
efficient options
7 Analyze Review current in-house Software PeoplePay Gives an idea of how business
Internal banking and applications Assessment areas interact and how we can
Network such as BODPS or improve them
iReport
8 PeoplePay Responsible for banks Analyze Financial We feel that this is one of the
global payroll services Internal Industry Now vendors that can be gotten rid of
Network if the price is too high
9 Financial Software-as-a-Service PeoplePay VIA If the bank is not able to hire its
Industry Now vendor that streamlines own developers, this vendor may
entry and aggregation of actually be needed.

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 financial and customer
data. It monitors bank
performance while also
reporting to management
10 VIA SaaS vendor that Financial Webnet NorthGo has failed the company
provides NLNB with the Industry Now on more than one occasion and
web banking application seems to be a risk to their new
NorthGo. NorthGo allows slogan
the banks administrators
to manage customers
and their accounts.
Customers access
account histories and
perform transactions
through NorthGo.
11 Webnet Vendor provides private VIA WeHelp Could be worth analyzing if its
IP and general telecom possible to consider switching to
services for NLNB . a new cost effective telecom
NLNBs various locations vendor, since Verizon already
are linked with enterprise has an SLA with NLNB
private network services,
with Verizon maintaining
a SLA agreement with
NLNB. The Verizon SLA
addresses the uptime of
the network as well as
the incident management
process.
12 WeHelp Vendor provides Webnet FastCash If the cost of hosting customer
customer services for service internally exceeds that of
NLNB through help desk WeHelp we may look to this
and call center vendor
operations. Call centers
are located offshore and
all staff at WeHelp are
trained to address all
customer concerns.
13 FastCash FastCash is an ATM WeHelp SafeGuard Determine consistency and
provider that gives the reliability of ATM system
bank access to machines
and software all over the
country
14 SafeGuard Vendor provides NLNB FastCash Software Critical vendor for security
physical security services Assessment purposes but worth considering if
such as installation, we should create our own
maintenance and 24/7 security department instead
monitoring of video
surveillance and alarm

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 systems. SafeGuard also
staffs armed guards
during bank business
hours.
15 Software Review available banking SafeGuard Deliver We feel that this part is very
Assessment software NLNB currently Network important for the bank since it
implements to have an Solution has most of the bank information
idea of possible
improvements and more
efficient options.
16 Deliver Present to NLNB, EY, Software None Helps determine what will be
Network and other vital Assessment incorporated in final solution
Solution stakeholders the network
diagram showing the
vendors and applications
which will be
incorporated in the risk
assessment tool.

4.3 Gantt Chart

with
Milestones

4.4 Arrow-on- Arrow

(AoA)
Network
Diagram

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 5 Project Cost
5.1 Project Cost Management Plan
This cost management plan will review the procedures and policies involved in managing project costs.
We will round values up to the nearest $50. For example, $275.99 will be recorded in the plan as $300. All
project workers are assumed to work 8 hours 5 days a week until the project is complete, and employees at
NLNB are held to the same standard. Contingency funds allocated will be 10% of the expected cost, and if part
of the project exceeds +/- %10 of the expected cost, we will take corrective action. If the project manager feels
theres an issue with cost at any time, he will report to the teams representative in NLNB, who serves as a
primary point of contact throughout the project. Prior to weekly meetings, cost reports will be submitted by
employees and reviewed by the team manager, and the information will be included in the weekly meeting with
NLNB. During the meetings, we will discuss the most important issues to get permission to take corrective
action. In the end, NLNB will be responsible for providing financial guidelines and the Project Manager will be
responsible for carrying out actions consistent with guidelines.
To track actual cost, we will employ the Earned Value Management system. For each item in the
budget, we will gather actual information and compare it to the baseline estimates. This way we can find out
when work actually started and ended, and how much completed work actually cost.

5.2 Activity Cost Estimates

Indirect
WBS Code Activity Wage Hours/task Member(s) Direct Cost Costs Total Cost
Build Risk
Assessment
1 Tool $85 64 5 $27,200 $0 $27,200
Internal Risk
2 Assessment $85 56 5 $23,800 $6,350 $30,150
Vendor Risk
3 Assessment $85 64 5 $27,200 $6,900 $34,100
Network
4 Diagram $85 32 5 $13,600 $0 $13,600
Present
Project
5 Deliverable $85 128 5 $54,400 $5,250 $59,650

Total: 344 $146,200 $18,500 $164,700

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5.3 Budget Baseline

Weeks
WBS
Items 1 2 3 4 5 6 7 8 9 Totals
Employee
s $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $10,200 $146,200
Transport
ation $0 $2,500 $2,500 $0 $0 $0 $0 $0 $2,500 $7,500
Accommo
dations $0 $2,100 $2,100 $300 $0 $0 $0 $0 $1,500 $6,000
Stipend $0 $1,750 $1,750 $250 $0 $0 $0 $0 $1,250 $5,000
$164,700

6 Project Quality
6.1 Project Quality Management Plan
The Projects Quality will be managed in accordance to the requirements set forth by
the Nittany Lion National Bank and by the rules set forth by the project team. The risk
management tool will be completely functional by having a baseline of required features. The
tool will be able to measure risks to the bank in the areas of financial applications and
supporting IT infrastructure by giving each risk a grade.
The tool will be user friendly as to not confuse anybody working on the tool. The outputs
will be set up as to show all information quickly and easily. All error outputs will be in text
stating a problem, while also providing a code that they can use to contact us to get a quick fix.
The risk management tool will be set up according to the specification provided by the
bank to ensure good performance. There will be a standard grading for each risk that will be
graded by category. The tool will include 25-35 questions to ensure that all aspects the risk will
be checked thoroughly. Lastly there will be a summary that will be given at the end of the
examination so that there is no user confusion. The team will insure that the tool has
maintainability by performing regular checks and updates to the tool on a monthly and as-
needed basis.
The tool will be highly reliable for customer use. The tool will be subject to numerous
scenarios similar to the clients situation in order to test its viability once implemented in the
work environment. As usual, the product will depreciate in performance and require
maintenance. The maintainability of the product will be thoroughly tested towards a large
working environment, taking into account a sample size of 100 people utilizing the tool
simultaneously. Help desk support will be available post-delivery of the product in case of
product failure. Help desk response will be swift as possible to ensure maximum customer
satisfaction and product sustainability, continuing until the risk assessment tool requires
upgrading or rework.
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6.2 Change Request Form

Change Request Form

Project Name: EY 10 Risk Assessment

Date Request Submitted:10/26/2016

Title of Change Request: WBS Code Inclusions and Additional Tasks
Change Order ID: 1
Submitted by: Andrew Comes

Change Category: Cost

Description of change requested:
Added codes for each WBS item for enhanced clarification and ease of understanding. Activity
cost estimates essentially refers back to our WBS to detail each task involving the activity.
Additional tasks were added to account for more accurate activity cost estimates.
Events that made this change necessary or desirable:
WBS was fine but needed more clarity and organization regarding our activity cost estimates.
These prompted new tasks to be created as the cost estimates needed further explanation.
Justification for the change/why it is needed/desired to continue/complete the project:
Adding codes relating each activity cost estimate with the relevant summary task in the WBS
clarifies the costs of the entire project for both the project team and the client. New tasks
needed to be added in order to have accurate cost estimates.
Impact of the proposed change on:
Cost: Relates activity cost estimates to appropriate WBS summary tasks for clarity.
Suggested implementation if the change request is approved:
Create new spreadsheet detailing each activity and its cost estimates, all assigned to their
respective code ID numbers that refers back to the WBS. Added new tasks under respective
summary tasks in the WBS.

Required approvals:

Name/Title Date Approve/Reject

Benjamin Attanasio - Project Manager 10/26/2016 Approve

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 Gabriel Labrador - Team Member 10/26/2016 Approve

Steven McElhaugh - Team Member 10/26/2016 Approve

Daniel Maffucci - Team Member 10/26/2016 Approve

Date Request Submitted:10/26/2016

Title of Change Request: Budget Estimate Adjustment
Change Order ID: 2
Submitted by: Benjamin Attanasio

Change Category: Cost

Description of change requested:
Initial budget needed change in order to accurately reflect the teams new 40 hour work week.
Events that made this change necessary or desirable:
Hours we worked was lower than it should have been so after taking into account a 40 hour
work week, the initial budget estimate needed to be adjusted accordingly.
Justification for the change/why it is needed/desired to continue/complete the project:
The work hours for the team as a whole needed a new budget estimate to accurately portray
our salaries, which affect the activity cost estimates.
Impact of the proposed change on:
Cost: Decreased total budget estimate.
Suggested implementation if the change request is approved:
Adjust the initial budget estimate in the WBS.

Required approvals:

Name/Title Date Approve/Reject

Andrew Comes - Team Member 10/26/2016 Approve

Gabriel Labrador - Team Member 10/26/2016 Approve

Steven McElhaugh - Team Member 10/26/2016 Approve

Daniel Maffucci - Team Member 10/26/2016 Approve

6.3 Change Request Log

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 Change Request Log

Project name: EY 10
Project Description: Creating a risk assessment tool for NLNB
Project Manager: Benjamin Attanasio

ID# Status Change Request Owner Action Steps Filed

Desc. Assigned

1 Closed Added activity Andrew Create new spreadsheet to link new Yes
estimate codes Comes codes to summary task activities in
referring back to WBS WBS
for clarification

2 Closed Account for all EY Ben Changed initial budget estimate from Yes
team working 40 Attanasio 193,600 to 136,000.
hours a week and
NLNB having the
ability to choose to
implement
software/hardware/
infrastructure.

7 Project Human Resources

7.1 Project Human Resources Plan
Human resources management is vital to any project. This section will cover items related to the roles,
responsibilities and reporting relationships of the project.
The EYs representatives role is to make sure the project managers and key stakeholders meet on a
regular basis and that the project manager is producing quality work. He will also meet with the project
manager frequently to discuss the progress and issues of the project.
The project managers role is to provide guidance and make important decisions for the team
members. They are responsible for delivering the required materials at the end of the project based on investor
and stakeholder requirements. A manager reports to the client lead, in this case the NLNB CEO, for issues
regarding requirements for the project. The manager also reports to EY corporate in the event that a conflict or
problem arises within the members of the project, or between the team and NLNB.
A team members job is to produce the deliverables according to the work-breakdown structure. They
will communicate with each other and the project manager on a regular basis to make sure everything gets
done in time or if theres a problem that it can be accounted for.
The CEO of NLNB will meet with the project manager to discuss progress and challenges of the
project, and give recommendations for particular problems or conflicts that may arise.

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7.2 Human Resource Loading
Sample Resourcing Loading Chart for 1 employee, Andrew Comes.

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 8 Project Communications
8.1 Communications Management Plan

Stakeholders Document Name Document Format Contact Person Due

CEO of EY End of project Hard Copy and Mark Weinberger End of project
status report Meeting

Team Leader Daily reports Email Benjamin Attanasio Everyday

EY 10 Team Daily reports Email Daniel Maffucci, Everyday

Gabriel Labrador,
Steven Mcelhaugh,
Andrew Comes

Nittany Bank End of project Hard Copy and Conner Wayne End of project
status report Meeting

EY Representatives Bi-Weekly progress Phone meeting Andrew Dunheimer Every other friday
report

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 9 Project Risk
9.1 Risk Management Plan
To best suit Nittany Lion National Banks desire to deliver a secure, safe place for your money, this will
remain our first priority when assessing risk of the companys infrastructure. To get a better idea of risk within
the company, we will travel to headquarters for about a week to perform an assessment on the safety and
effectiveness of their vendors and business operation. This way we take the unique situation and business
process of NLNB into account. Once the team members come back with a prioritized list of risks we will keep
these in mind when creating our recommendations.
Once the initial recommendations are delivered and implemented, we will create a risk assessment tool
NLNB can use when we end our services. The tool will help identify (1) potential risks (2) the probability of
them occurring (3) their impact (4) their priority within the business and (5) the expected response if it occurs.
The team will also provide contingency plans for each risk, and fallback plans if an issue comes up that have a
high impact on project objectives.

9.2 Risk Register

ID Risk and consequences Probability Impact Priority Response

% (1-5) (P*T)

1 Lack of communication 5 4 20 Require more mandatory meeting

and email times

2 Inexperience with work 15 3 45 Have extra classes offered to

workers to help them with this
specific project

3 Vendors not working with 10 4 40 Have Nittany Lion National bank

team contact the vendor to help them
communicate with the team

4 Slow response from 12 3 36 Require faster response times or

stakeholders risk losing the project all together

5 Not enough resources 5 3 15 Gain more money for the budget

while teaching the team how to
better spend the money

6 System outage 1 5 5 Very unlikely to happen, will have

to move to another location

7 Project does not meet 10 5 50 Go in reverse to try to fix the

requirements problem from the start to ensure a
better project

8 Inefficient leader 15 3 45 Educate the current leader to try to

get them to change, if that does not
work, bring in a new leader.

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 9.3 Prioritized Risk List

Ranking Potential Risk

1 Project does not meet requirements

2 Inefficient Leader

3 Inexperience with work

4 Vendors not working with team

5 Slow response from stakeholders

6 Lack of communication

7 Not enough resources

8 System Outage

10 Project Procurement
10.1 Procurement Management Plan

The procurement management plan will address procurement operations for Team EY 10 (the
consultants) and NLNB (the clients).

Team EY 10 procurement needs was kept to a minimum for two reasons: 1) As the consultants
we only need to assess the current IT infrastructure of NLNB and create a risk assessment tool
using relevant software, and 2) We only need to communicate with the EY logistics department
and the purchasing department regarding our food stipends, hotel accommodations, and
flights. In order to assess the vendors for NLNB, we must travel to each vendor. For our flights,
we will use low budget airlines. The Logistics department will need to decide on the most cost-
effective airline for Team EY 10 to use. They will also reimburse each team member for airport
parking costs and miscellaneous costs. The Purchasing department will be responsible for
handing out stipends for each week Team EY 10 will be assessing NLNB vendors.
Reimbursement forms will be filled out at the end of each vendor and/or client visit. To ensure
stipends and reimbursements are not wrongly used, within the reimbursement form receipts
will be required and reviewed for any expenses that exceed the sum of one hundred dollars.
Hotel accommodations closest to the vendor sites will be procured by the Purchasing
department as well. Project manager Benjamin Attanasio will be responsible for
communication between Team EY 10 and both the Logistics and Purchasing departments.

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 NLNB will be given suggestions on what to procure by Team EY 10, but ultimately will have to
decide on whether they want to procure necessary hardware/software and more manpower.
Team EY 10 suggests NLNB break contracts with current vendors such as NorthGo and move
all IT operations and activities in-house, which will result in a new and bigger NLNB IT division.
NLNB should consult with their Legal department to formalize the contract terminations of their
IT related vendors: VIA (NorthGo banking application), WeHelp (IT Helpdesk), Financial
Industry Now (Data handling). NLNB will move all IT operations lost from terminating contracts
with said vendors into a new revised and bigger IT division. NLNB will need to possibly procure
a contract with a construction company depending on whether their current infrastructure is big
enough for the new IT division. For this, they will need to submit a Statement of Work to a
trusted construction company they already enjoy a good relationship with. If they do not, they
must submit RFPs so local and/or regional construction companies will assist them. Their IT
division will definitely require more manpower, which NLNBs Human Resources division will
be responsible for. Appropriate guidelines towards recruiting prospective employees include
prior experience with banking companies and their IT business, coding languages known, and
relevant IT skills. NLNB will need to invest in expanding their hardware and software to
accommodate the influx of new employees. Finally, NLNB will need to procure more servers to
handle all the data moving from vendors to their new in-house IT division.

11 Closing
11.1 Lessons Learned Report
Phase 1: Kick-off
Phase 1: Kick-off was the first time the project team started working together, so there was a
lot to learn about the others working habits.
Scheduling: Our team found out that having a specific meeting time to do the work
needed for a deliverable was superior to having any individual work being done.
Executive Summary: Once the team finished up with the deliverable we discovered that
the Executive Summary was too long and that any higher up prefers to just skim for details.
Stakeholders: Shortly after starting the project, our team realized that there are a lot of
people who have a part in the project, even if they are not directly involved in building it. So our
team learned that its a big responsibility to work on a project of this size.
Phase 2: Initiate
Phase 2: The Initiating phase set the basis for the entire project to start and allowed the project
team to fully understand the clients case and offer some concerns of our own.
Business Case: While creating the business case through extensive research into the
clients case, we found out the business case was essentially the framework for the entire
project which helped the team for the rest of the phases.
Project Charter: As a team we found that being concise and specific as possible allowed
a clearer charter that would guide us throughout the entire project and hold us accountable for
project completion.
Assumptions: Each team member offered their concerns regarding the project, but we

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 learned instead of looking for specific problems, it was much easier to look at the big picture at
simple problems that could affect the project as a whole.
Phase 3: Plan Scope and Time
Phase 3: Plan scope and time required our team to look into how much we could accomplish
without using too much money or time.
Scope Management Plan: By Phase 3 our team had used MS Project for several
homeworks and now we had to apply it to our case study. Starting this task had it challenges
because we had to discuss each tasks order, time to complete, cost, and resources needed.
We learned that prioritizing tasks and creating milestones is an important step to completing an
accurate work breakdown structure.
Project Schedule Management Plan: Included in this section were the arrow-on-arrow
and Gantt chart. Our team being familiar with MS Project we knew it would be easy to create
these charts because we already created our scope management plan using the same
software. What we took away from this deliverable was the activity list not only required a
description of the tasks, but also assumptions and that made us think of different outcomes
each activity may have.
Phase 4: Plan Cost and Quality
Phase 4: Plan Cost and Quality involved setting the cost and quality insurance of the project.
Project Cost- Our team learned that a lot more money goes into projects than they
previously realized. At first we thought that cost only went into the employees provided for the
project, but then we found out all the costs of the different softwares and activities involved in
these projects.
Quality- Just like with cost, our team at first did not realize the major aspects of dealing
with quality in a project. We have to make sure that any tool we use is reliable and wont break
down on us out of nowhere. We also had to make sure that any employees that we utilize
stayed on task and got their work done.
Logs and procedure- Everything that are team does for the project and to the main
document needs to be recorded. Before starting the project we probably wouldnt think about
writing down everything we did, but now our team sees it as a plus since we remember what
we did in the past and can easily refer back to it.
Phase 5: Execute, Monitor, and Control
Phase 5: Execute, monitor and control included looking at human capital, risks and
procurement.
Project Human Resources: In this section we needed to determine the workload of each
employee and the channels of communication. We learned the importance of following the
work breakdown structure so employees understand what is required of them for their task and
when difficulties arise who one goes to.
Project Risk: We learned to effectively analyze risk we must identify potential risks, the
probability of them occurring, their impact, their priority within the business and the expected
response if it occurs.
Project Procurement: Our team knew from the start we wanted to keep costs to a
minimum, but we had learned that projects do not always go according to plan. This required
us to determine tasks that may require more manpower or new hardware/software necessary
to move operations in-house.
Phase 6: Close

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 Phase 6: The Closing phase involves the team summarizing lessons learned and the formal
conclusion of the project with our presentation.
Lessons Learned Report: While working on this section is relatively summarizing, our
team realized the importance of small deliverable due dates. Had our team pushed off work
until the last month before deadline, it would not have been as polished and detailed as it is
now.
Team Point-of-View Presentation: Our team learned how to concisely convey the value
of our risk assessment portfolio.

11.2 Student Team Point-of-View (PoV) Presentation

https://docs.google.com/presentation/d/1x3LGUci-bQSbV82OFZMBgaaKxX7PTRmBd1TA-e6v078/edit?
usp=sharing

12 Deliverables for the Client

12.1 Statement of the Problem Being Addressed

The new CEO of Nittany Lion National Bank made the new slogan, Building a
Sanctuary for your future. However, the bank ran into many problems that caused the public to
question the reliability of the bank. In September 2013 an upgrade to the software that the bank was
issuing, froze the machines for two hours, costing them $100 million in compensation costs. Again in
December, the bank had a problem that caused their web app to go down which made customers
unable to access their accounts while the servers were down.
These new issues arising caused the bank to come into question about whether or not it was
safe to bank there. The bank claims that web services and more technological advances are going to
be needed in order to keep up with the rest of the world and especially competing banks.
Nittany Lion National is considering asking EY to consult on their case.
Nittany Lion National bank has laid out risks that they might want to change but needs the
expertise of EY to help decide what can be changed while supplying the time, cost, and willpower it
takes to accomplish these tasks. Their listed risks that can be changed are their applications, and
their vendors.

12.2 Analysis
This project focuses on Nittany Lion National Bank carrying out their mission of securing their
operations for their customers. In order to eliminate many vulnerabilities, we looked at the following
vendors and their role in the recent failures of the company:
Central Financial Transaction Application (FIN)
Automatic Teller Machine Software (ATM)
Back-Office Data Processing System (BODPS)
Internet Banking Application (NorthGo)
Payroll and HR System (PeoplePay)
Network Security Monitoring and Reporting Application (BeSecure)
Financial Reporting Application (iReport)
Telcom (Webnet)
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 Employee Payroll (PeoplePay)
Customer Management (VIA)
Customer Service (WeHelp)
Customer Financial Reporting (FIN)
ATM (FastCash)
Physical Security (SafeGuard)
If the EY team concluded the vendor was of a high risk to the company, we recommend to insource or
change the service.
The second main issue we noticed was with the hardware and software of the IT Internal
Infrastructure. We would also evaluate each item here and decide if it could pose a significant risk to
the company in the future.

12.3 Conclusions
The EY 10 team feels confident in their ability to reliably make the Risk Assessment Tool in a
timely and complete manner. The processes laid out in this document shows the teams plan in how
they will combat all of the Nittany Lion National Banks flaws. All of the teams proposed moves are
laid out in a detailed schedule which shows why action should be taken along with the cost of that
action. All risks of the project are also included in the document, which shows any problems that
could occur in an attempt to fix them in a timely manner.
We recommend NLNB end their Information Technology services outsourcing to the vendors
WeHelp, Financial Industry Now & VIA (NorthGo). NLNB must begin to internalize the functionality of
these services as they grow and cross more state lines, gaining more customers that would not be
supported on the older, decentralized system of outsourced vendors. A centralized, in-house system
can expand as the bank expands with the growing customer base from new regions.
We also find that Windows 2000 and the AS400 systems NLNB currently uses hold a
significant risk of ruining their reputation if they go down. Furthermore we think theyll fail more often
as time goes on. We think the operating system should be updated across every platform at most
every 8 years. This should prevent unexpected loss of service. Another benefit is the providing
company will continue to come out with improvements for new operating systems as opposed to the
old ones, reducing the amount of bugs and vulnerabilities in your systems.

13 Appendices
13.1 Appendix 1: Client Meeting Agendas and Reports

Date Client Names Client Concerns Strategies for Concerns

9/8/16 Andrew Dunheimer -- Reached out --awaiting response

9/9/16 Andrew Dunheimer Rep meetings Prepare agendas 24 hrs before scheduled
meetings, get bi-weekly phone meetings from
Thien

9/16/16 EY Rep Team Q/A Session Come prepared for meetings with questions

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13.2 Appendix 2: Student Team Meeting Agendas and Reports

Date Members Present Action Items/Objectives for Next Meeting

9/8/16 All Present Split up responsibilities for phase 2

9/21/16 All Present Completed phase 2

10/5/16 All Present Completed phase 3

10/26/16 All Present Completed phase 4

11/9/2016 All Present Completed phase 5

11/30.201 All Present Completed phase 6

6

13.3 Appendix 3: Bibliography

Our Stakeholders. (n.d.). Retrieved September 07, 2016, from https://www.td.com/corporate-responsibility/crr-

2010/our-approach/our-key-stakeholders/index.jsp

What Are Various Job Positions in a Bank? (n.d.). Retrieved September 07, 2016, from
http://work.chron.com/various-job-positions-bank-3336.html
Top Ten Software Development Risks (n.d.). Retrieved September 21, 2016 from
http://www.itproportal.com/2010/06/14/top-ten-software-development-risks/

13.4 Appendix 4: Student Team Roster

Participants (list team members)
Daniel Maffucci
Andrew Comes
Benjamin Attanasio
Steven Mcelhaugh
Gabriel Labrador

13.5 Appendix 5: Student Team Contract

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Contract Team Name: Team EY10
Project Name: EY Case Study
Communication Rules:
We will communicate using in person meetings, text and email. In addition, our team will utilize Google Drive
to work asynchronously on required materials. Team members must provide a response to all
communications within a 6 hour period. By implementing these communication rules, it will ensure an ease
to the flow of communication, and promote accountability. There should not be a week in which we do not
communicate through one of these platforms.
Responses to general questions:
I agree, Lets discuss further, I disagree, Im not sure, Why do you think that? Should we look more
depth into that? I dont think youre understanding fully, let me help I feel differently, let me explain my
thoughts

Attendance Policy:
All meetings are mandatory unless otherwise stated. If you are unable to attend a meeting, inform the group
through email or text within 2 days of the meeting except for illness, injuries or emergencies. Failure to
attend a meeting 2 times without notice is reason for removal from the team. Team meetings are generally
Wednesdays, 8:00 - 9:00PM Members should be on time to meetings. If they are delayed, they should inform
the group they will be late. If they are more than 15 minutes late, it will count as an unexcused meeting.
Attendance to a meeting includes being prepared with relevant information and resources needed to present
progress and updates to other team members.

Rules for Quality of Work and Conduct

The team will strive to produce high quality work. Assignment quality will be evaluated and accepted by the
team on a basis of majority rule. Each person is responsible for their part of the project. Always work in
Google Drive so that everyone can check each others work. Google Drive and Google Docs allow the group
to view revision history; this allows the group to make sure everyone is contributing equally. Last minute,
thrown together work will not be accepted by the rest of the group. We will always work as efficiently as
possible, and will not procrastinate. Planning and progress of different steps of the project will be monitored
and update via a gantt chart. Keeping the gantt chart updated with tasks and responsibilities assigned to a
specific team member is the responsibility of that individual. Proper preparation and understanding of group
goals is a responsibility of each individual; any misunderstanding should result in consulting with the team.
The group will decide on goals for each week. Use of the textbook, learning assistants, the professor, and
outside research will be sufficient in ensuring quality work.

MOU
Case Study Description: This case study is styled like an independent study course, where most of the work
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must be assessed by the student team. EY professionals are available to provide support and guidance.

Case Study Breakdown:

Phase 1: Kick - Off
Executive Summary
Stakeholder Register
Stakeholder Management Strategy
Appendices
Client Meeting and Reports
Student Team Meeting Agendas and Reports
Bibliography
Team Roster
Team Contract
Deliverables for the Client
Phase 2: Initiate
Business Case
Charter
Assumptions
Phase 3: Plan Scope and Time
Scope Management Plan
Project Scope Statement
Requirements Management Plan
Requirements Identification
Requirements Traceability Matrix
Work Breakdown Structure
Work Breakdown Dictionary
Schedule Management Plan
Activity List
Gantt Chart with Milestones
Arrow-on-Arrow (AoA) Network Diagram
Phase 4: Plan Cost and Quality
Project Cost Management Plan
Activity Cost Estimates
Project Budget Baseline
Project Quality Management Plan
Change Request Form
Change Request Log
Phase 5: Execute Monitor and Control
Human Resource Plan
Human Resource Loading
Communications Management Plan
Risk Management Plan
Risk Register
Prioritized Risk List

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 Procurement Management Plan
One subsection per deliverable for the client
Phase 6: Close
Lessons Learned
Team Point-of-View (PoV) Presentation

Deliverables for the Client:

There will be six deliverables in this case study which correspond with the six phases. These can be seen in
detail in the paper breakdown section above. They include the first deliverable which is the project overview
and the appendices. Phase 2, the second deliverable is the project approval and the third is the largest
deliverable including the project scope and project time. The fourth deliverable has the project cost and
project quality. While the fifth deliverable is the the project human resources, project communications, project
risk, project procurement and deliverables for client. The last and sixth deliverable is the project closing.

Project Team Roles

Daniel Maffucci Team Member

Andrew L. Comes Team Member

Steven McElhaugh Team Member

Gabriel Labrador Team Member

Benjamin Attanasio Project Manager

Open Issues, Assumptions, Risks, or Obstacles:

We worry about our lack of knowledge, but also know that as the course goes on, that that will get easier.
We also worry about the strength of our team, as we have never worked together.
Communication is also always a fear; however we are going to do our best to ensure that our group
communicates frequently.
If we run into an obstacle that we cannot solve within our group, we will email or meet in person either the TA
or the professor. One person will send an email and inform the group immediately when he/she receives a
response.

Project Start Date Project End Date

9/8/2016 10/1/2016
Document Prepared By: Team EY10 Date Prepared: 9/7/2016

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Team Signatures
Name Signature Date Signed

Daniel Maffucci Daniel Maffucci 9/7/2016

Andrew L. Comes Andrew L. Comes 9/7/2016

Benjamin Attanasio Benjamin Attanasio 9/8/2016

Steven Mcelhaugh Steven McElhaugh 9/7/2016

Gabriel Labrador Gabriel Labrador 9/7/2016

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