Banco do Brasil - Case 1

Banco do Brasil S.A. (BB) is a Brazilian financial institution in the form of an open-stock public private company, with the participation of the Brazilian federal government. The organization has 15133 branches distributed all over the country in financial services units and ATMs. 95% of their branches have ATM lobbies that can be used past bank times. They also have access options by internet, telephone and mobile. It has representation in 21 other countries besides Brazil.

OBJECTIVE

Banco do Brasil hired a training to qualify their professionals of strategic levels in the theoretical and practical concepts necessary to the management and control of projects in many different areas of the company, providing practical knowledge of strategies and tools for planning, programming and control of deadlines, material, human and financial resources.

PROJECT

The training consisted of the following themes: basic concept of project management, including areas of application and stages with practical examples, integration management, scope, deadlines, cost, quality, human resources, technical documentation, risks/contingency plans, acquisitions/ contract management and use of specific tools to manage processes. The capacitation process involved two stages: the first one was the content expository phase and the second one was a follow-up of the professionals so that they could apply all the concepts they learned in daily routines of the bank.

RESULTS

With the elaboration of a complete project using the techniques and methodologies presented during the training, doing a review of all the contents and discussion of real cases existing in Banco do Brasil, presenting ways and solutions for improvement of efficiencies in project management, the professionals of strategic level became better prepared to face the challenges of project management, with the use of a tool to support their decisions.  

Banco do Brasil - Case 2

Banco do Brasil S.A. (BB) is a Brazilian financial institution in the form of an open-stock public private company, with the participation of the Brazilian federal government. The organization has 15133 branches distributed all over the country in financial services units and ATMs. 95% of their branches have ATM lobbies that can be used past bank times. They also have access options by internet, telephone and mobile. It has representation in 21 other countries besides Brazil.

OBJECTIVE

Banco do Brasil being constantly worried in finding ways to better serve their clients, hired us to give specialized technical support in managing and performing follow-up of a specific project to review and make adaptations of equipment and access conditions for people with special needs at banco do Brasil.

PROJECT

Based on the concept of project management and in Way/Amadeus’s experience and methodology, we performed the specialized technical support activities in managing the project, including its implementation with follow-up of activities and results expected with the definition of performance indicators and mapping of priorities and validation. We employed benchmarking techniques to investigate similar situations adopted by companies of the financial industry at world level as a way to compare and validate the work.

RESULTS

Taking into consideration the definition of priorities of investments considering the many peculiarities of the physiological scenarios involved and financial results and the structuring of the actions and working plans, Banco do Brasil implemented successfully the project, being in the vanguard of bank automation for people with special needs. 

Banco do Brasil - Case 3

Banco do Brasil S.A. (BB) is a Brazilian financial institution in the form of an open-stock public private company, with the participation of the Brazilian federal government. The organization has 15133 branches distributed all over the country in financial services units and ATMs. 95% of their branches have ATM lobbies that can be used past bank times. They also have access options by internet, telephone and mobile. It has representation in 21 other countries besides Brazil.

OBJECTIVE

We were hired to perform the consultancy for the elaboration of the project aiming the structuring of the Project Management Area of Banco do Brasil, implementation of the area and subsequent follow-up for validation, employing our methodology.

PROJECT

The project had nine major management activities: integration, scope, deadlines, costs, quality, human resources, technical documentation, risk and acquisitions, and was performed together by the team of consultants of Way/Amadeus and professionals of Cobra Tecnologia (currently BBTS), that is in charge of the IT services of Banco do Brasil, in a way that the area being structured would agree with the premises of the organization and the deadline determined could be fulfilled without additional costs and serving the needs of the institution.

RESULTS

With our consultancy, Banco do Brasil could structure the Project Management Area in the best was, in a comprehensive way, comprising all their needs and with our follow-up after the implementation, it was possible to make the adjustments and improvements observed. 

COPEL

Companhia Paranaense de Energia- COPEL (Energy Company of the State of Paraná) is public organization in charge to generate, transmit and distribute electrical energy in all the state territory, operating a generator park of 21 own plants.

OBJECTIVE

Copel identified the challenge to create an integration among processes and projects with the creation of a Projects Office. With Way/Amadeus’s approach they saw the opportunity to include processes and establish a Processes and Projects Office with a tool supporting both.

PROJECT

Way/Amadeus created a methodology supported by the tool so that all projects could be registered and all their movements could be monitored considering the business processes of the organization that allowed the optimization of processes and the creation of a link between process and the IT department, also a representation of model for IT Governance based in Cobi and Itil reference standards.

RESULTS

The company now has its processes modelled, providing a better understanding of them in order to have a more adequate management of the projects contemplating the needs for a reduction of costs and time. According to Mr. William Lopes de Oliveira, Software Quality manager, this mapping was a success because “the graphic representation is good, the resources are powerful and the web interface is excellent. Copel always makes sure that the solutions are carefully assessed in terms of quality and to add real value to the company’s processes”.

T-Systems

T-Systems is a company belonging to the Deutsche Telekom group that provides complete solutions in outsourcing of information technology and communications from applications to IT and Telecom infrastructure. It is present in more than 20 countries. In Brazil, T-Systems has more than 1600 clients, about 2 thousand employees and eleven branches in eight different cities that are able to offer services in consultancy, IT infrastructure, Telecom, application development and maintenance and solutions by industry, as well as SAP solutions.

OBJECTIVE

As a company performing nationwide with a huge amount of clients and many employees, the organization need to align corporate management to strategy through a complete understanding of its operations by process models and performance indicators that would demonstrate and communicate in a clear and transparent way each area’s performance to strategic decision making considering four perspectives: financial, clients, processes and learning & growth, as well as give visibility of the processes to the headquarters in Germany.

PROJECT

The Project lasted 9 months and was implemented with about 50 indicators divided under the 4 perspectives of BSC. During the implementation, the project was intensely monitored by the project management area of T-Systems that coordinated the internal works and the critical aspects of the project. Way/Amadeus with its methodology and indicator tool worked together with the areas in the implementation, with data gathering and analysis, comprising the many areas. According to Mr. Odércio Claro, System Development Manager of T-Systems, one of the positive points was the incorporation of a software for mapping processes present in the same portal and integrated to BSC.

RESULTS

A collaboration portal among employees was created and the adopted strategy was spread so that everybody makes efforts to reach this strategy before unknown to all. 

Eliane