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Wireless Network Implementation Project
Business case

Hector Cloete

Contents
Statement of Work 3
Background 3
Corporate Objectives 3
Solution 3
Cost Benefit 4
Sources of finance 5
Project finance 5
Marketing plan 5
Stakeholder Analysis 5
Company Resources 5
Operational Configuration 6
Build Method 6
Risks 7
Conclusion 7 Statement of Work The retail banking division of United Banks has requested IT to build an application where branch staff can service customers whilst they are standing in branch queues. A wireless network is a key requirement for the application developed by the business to enable better customer service within branches. This document will detail the business case for the implementation of a wireless network in each one of United Bank’s 500 branches in order to meet the business requirement above
Background
United Bank has a footprint of 500 branches spread across all provinces in South Africa. The branches are connected via a MPLS network to a central head office data center in Johannesburg which hosts the banks core banking applications. The banking applications are used by branch personnel to perform various banking service to clients. Clients have to queue at tellers in order to be services and queues are often lengthy resulting in unhappy clients and poor service response times. In order to alleviate this problem and provide an improved customer service the bank has developed an application call iHelp which will run on an Apple iPad device. The application will enable branch personnel to be mobile and assist clients in the queues with most of their banking requirements. Mobility is key enabler for the iHelp application to function correctly and can only be achieved by installing a wireless network in each branch.
Corporate Objectives
Putting our customer first has always been the number one value of United Bank and is a cornerstone of the Bank’s success. In resent months the bank’s customer relations department has seen an increase in complaints from customers around the time they spend in queues whilst in the bank’s branches and the time it fulfill simple banking needs. The iHelp application has been developed by IT and is one of a number of strategic initiatives aiming to speed up the way the branch personnel service customers.
Solution
The iHelp application requires a wireless network to connect from an iPad to backend application at the bank’s head office. It is proposed to install a Cisco wireless network in each one of the bank’s 400 branches with a wireless network controller unit in the central data center in Johannesburg. The wireless solution for each branch will enable the following:
• Connectivity form the iPad to backend applications servers
• Mobility in branches and ability for branch staff to service customers anywhere in a branch
• Enhanced service experience to customers by reducing the amount of time the spend in a branch Other options considered was to enable the iPad on the 3G network, but was rejected due to the following reasons:
• The cost of connecting the Bank’s backend applications via the internet
• Cost of additional 3G contracts
• Security constraints on public network
• Implementing a wireless network in branch will be a building block of future application in branches Failure to implement the wireless network will severely limit the capability of the iHelp application and will force the use of an expensive alternative in the form of 3G
Cost Benefit
The wireless connectivity project is an enabler project of the greater iHelp application project and will therefore enable benefits derived from that project. The bellow cost benefit statement has been received from the iHelp project and is included in this business case for completeness: iHelp Application Budget:

2013
2014
2015
2016
2017
Capital Expenses
R5m
R2m
-
-
-
Operational cost
R900k
R1.2m
R1.2m
R1.2m
R1.2m
Once off project cost
R3m
R3m
-
-
-
P&L Impact
-R9m
-R6m
R5m
R5m
R5m

Budget summary:
• Positive cash flow from 2015
• Wireless network rollout contributes to 80% of capital expense
• Application deployment contributes to 20% of capital expense
• Running cost is made up of support and maintenance of application and wireless infrastructure
• A ROI of R15m can be expected over a 3 year period starting in year 2 Although the cost benefit is not high in monetary terms and only achieved in year 3 of the project, the main benefit of the project will be measured in customer satisfaction and retention of customers as a result of that. Sources of finance
Finance for this project will be provided by the iHelp application project as part of their business case. It is expected that the budget provided for wireless network project is 75% accurate and that a more accurate cost will be available once the incumbent vendor has completed their site visits.
Project finance
NA-
Marketing plan
The iHelp application project has rolled out a communication campaign to all branches which will encourage staff to implement the application within the branches. The campaign consists of a major launch in head office by senior executives and a regional road show to key branches. A general e-mail communication campaign has also been launce which will send reminders to all branch staff in the weeks leading up to the launch.
Stakeholder Analysis Stake Holder
Role
Impact
Peter Jansen
Head of Networks
Support agreement for wireless network required
SLA for uptime required
Joe Sloap
Head Of Retail banking Chris Naidoo

Company Resources
Due to the nature and size of the roll out it is recommended that a dedicated project manager is assigned form the central PMO to manage this project. There is also a requirement for IT resources which is as follows: Resources
Function
Duration
Network designer
Detailed design of in branch connectivity and hardware layout
2 Weeks at the beginning of the project
Internal Network Specialists
Testing and configuration of each branch after installation
2 hours per installation
Cabling coordinator
Co ordination of cable connection for each branch
1 hour per installation
Application Tester
Connectivity test form within each branch, should preferably be branch staff
1 hour per installation Operational Configuration
Once completed the new wireless network will be handed from the project team to the business as usual support team. All project documentation and diagrams will form part of this handover to ensure supportability. The network must be available during business hours 5 days a week, an SLA with business on the availability of the network will have to be negotiated to enable these timelines. The network support manager will have to include the support and maintenance of the wireless components into an existing support contract with IBM networks.
Build Method
The wireless network will be rolled out to 400 branches in South Africa. The wireless network should meet the following requirements in order to support the application:
• Be accessible for the entire physical footprint of the branch
• Be able to connect the iHelp application back to core banking application hosted in the Johannesburg data center
• Support stable wireless connectivity to an Apple iPad device
• Allow for secure transmission of client data as required by the banking regulator Each branch will require the following tasks to be carried out in order to successfully implement the network:
• Site visit by vendor to understand floor layout and access point placement.
• Mounting and installation of the access points
• Installation and connection of cabling to access point
• Cabling connection to switch in data closet
• Power up of the access points
• Connectivity test to backend applications
• Connectivity test form iPad application The task above can only be carried out outside of normal business hours. It will be expected that the incumbent vendor arrange access to the branches with the branch manager. To reduce installation timeline it will be expected that a minimum of 5 sites be installed per night. The project manager will supply contact and address details for all branches. There are a few items in terms of the physical installation that should be taken in consideration by the installer:
• Location: The access point should be mounted in a secure location where is cannot be access by the general public but with in range as stipulated by cabling standards.
• Serviceability: The access point should easily reachable for future serviceability and maintenance.
• Tidiness: The supplier will eave the premises in the same way as they have found it and ensure all dust , building material packaging etc is cleaned up prior to them leaving the site.
Risks
Risk
Description
Impact
Mitigation
Design
Poor documentation of branch floor plans could impact the cost per branch
Medium
Incumbent vendor to visit all branches prior to installation and confirm floor plan
Site accessibility
Branch staff will have to work overtime to accommodate installation and will not always be happy to do so
Medium
Steerco to ensure senior management creates awareness of criticality of project to branch managers. Highlight benefits
Time lines
An installation take roughly 3 hours per branch , with 500 branches that equates to 200 almost 9 months for installation which is an unacceptable timeline.
High
Ensure the appointed vendor has capacity to install a minimum of 5 sites per evening.
Conclusion
The installation of a wireless network in all branches is a critical factor in the success of the iHelp application project. The wireless network project will not only contribute to iHelp, but will also enable future wireless applications in branches and is a stepping stone into having customers accessing banking applications in branches. The ROI for this project is low in monetary value but the value adds it will bring to the customer is key to enabling the customer support objectives of the bank. The sponsor therefore highly recommends implementation of this project and seeks approval form the streeco to go ahead with the design phase.

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