Team Submission

Case Study: EY

Team Number: 09

Team Name: EY09

Phase 4:  Planning Cost And Quality

IST 302 <001, fall>

Table of Contents

0 Revision Log

1 Project Overview

1.1 Executive Summary

1.2 Stakeholder Register

1.3 Stakeholder Management Strategy

2 Project Approval

2.1 Business Case

2.2 Charter

2.3 Assumptions

3 Project Scope

3.1 Scope Management Plan

3.2 Scope Statement

3.3 Requirements Management Plan

3.4 Requirements Identification

3.5 Requirements Traceability Matrix (RTM)

3.6 Work Breakdown Structure (WBS)

3.7 Work Breakdown Structure Dictionary

4 Project Time

4.1 Project Schedule Management Plan

4.2 Activity List

4.3 Gantt Chart with Milestones

4.4 Arrow-on-Arrow(AoA) Network Diagram

 5 Project Cost

5.1 Project Cost Management Plan

5.2 Activity Cost Estimates

5.3 Budget Baseline

6 Project Quality

6.1 Project Quality Management Plan

6.2 Change Request Form

6.3 Change Request Log

7 Project Human Resources

7.1 Project Human Resources Plan

7.2 Human Resource Loading

8 Project Communications

8.1 Communications Management Plan

9 Project Risk

9.1 Risk Management Plan

9.2 Risk Register

9.3 Prioritized Risk List

10 Project Procurement

10.1 Procurement Management Plan

11 Closing

11.1 Lessons Learned Report

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

12 Deliverables for the Client

13 Appendices

13.1 Appendix 1: Client Meeting Agendas and Reports

13.2 Appendix 2: Student Team Meeting Agendas and Reports

13.3 Appendix 3: Bibliography

13.4 Appendix 4: Student Team Roster

13.5 Appendix 5: Student Team Contract

Project Overview

1.1Executive Summary

NLNB is one of the largest banks in the country holding over $50b USD in assets. NLNB over the years have grown their client base and expanded their IT services. Over the recent years, the client base has been doubting the professional services that NLNB offers due to a string of cyber attacks to NLNB IT infrastructure. The attacks have interrupted service on more than one occasion. A new CEO was appointed and has implemented new branding to address the concerns of clients. This risk assessment details suggestions for the new CEO to choose to implement into his branding. This risk assessment details implementations for improving NLNB IT infrastructure from malicious attacks and as a result improve customer service.

1.2 Stakeholder Register

Identify each of the stakeholders for the project. See table 3.4.

1.3 Stakeholder Management Strategy

Identify how the project manager will manage her/his association with each stakeholder. See Table 3-5.

2.1 Business Case

• Introduction/background

EY team 09 goal is to provide NLNB with implementations to support the new branding by specifically targeting improving the NLNB IT infrastructure. Additionally, we will be assessing any associated risks to NLNB to protect NLNB new branding.

• Business objective

EY Team 09 Strategic goals include continuing growth, securing IT infrastructure and profitability for NLNB. This is obtainable by analyzing the current IT infrastructure and addressing the current vulnerabilities and exploits. This project will also improve customer morale and as a result will improve profitability.

• Current situation and problem/opportunity statement
NLNB is trying to implement new branding as a result of its newly acquired CEO. Additionally, NLNB IT infrastructure has been targets by a string of attacks that have been affecting the performance of the company. As a result, customers have doubted the integrity of the new branding.

• Critical assumptions and constraints

Identifying and fixing current IT vulnerabilities prove to be the most valuable asset for NLNB. The company can not continue to market the new brand until all IT infrastructure vulnerabilities are addressed.

• Analysis of options and recommendation

TBD- will be evaluated further after options and recommendations are created.

• Preliminary project requirements

TBD - Will be evaluated after contacting EY contact point.

• Budget estimate and financial analysis

$200,000/yr

• Schedule estimate

The sponsor has presented the project 09/6/2016 and expects the assessment to be completed

• Potential risks
There are little risks associated with this project but the primary risk that EY team 09 faces is failure to improve NLNB IT infrastructure. Additionally, EY team 09 faces the risk of not providing an effective system to promote profitability.

• Exhibits

2.2 Charter

2.3 Assumptions

3 Project Scope

3.1 Scope Management Plan

Preparing the project scope statement:

The scope statement will follow the template given by Schwalbe, K in his “Information Technology Project Management 8th Edition” textbook. The scope statement will give detail the deliverables. Impactful deliverables must be given significant detail.

Creating a WBS:

The WBS will define one major deliverable which will be split into multiple sub-deliverables. The WBS will be composed into a hierarchical decomposition that will dictate who carries out work and when they do it during the duration of the project. The WBS will ask for weekly meetings and also assign a project member to write a report on these weekly meetings.

When are Project Deliverables completed?:

The project will be reviewed on time and budget. Our weekly reports will dictate how much time we have and the future costs of the project. Changes can be made to accommodate unresolved issues, changes to the project schedule and cost, but must still meet the expectations of the stakeholders.

Adjustments to Project Deliverables:

Requests for potential changes will be reported and the request will be sent to Andrew  for further review. The changes must stay within the cost and schedule restrictions defined in our project.

3.2 Scope Statement

Project Title: Project Management EY Case

Date: October 6        Prepared by: Marcin Kielbowicz, Project member, mqk5502@psu.edu

Project Summary and Justification: Andrew Dunheimeir requests an analysis of the failures of NLNB and its vendors in regards to the IT Infrastructure and apply this analysis to creating a solution that will not only solve their IT Infrastructure problem but also restore credibility to NLNB. The budget for the project is $200,000 at a discount rate of 8% per year.

Product Characteristics and Requirements:

1. IT Security: Provide security from external users, hack attempts, and DDoS attacks.
2. Standardizing Operating Systems: The IT Infrastructure currently runs on four different operating systems. It creates a hassle when systems software upgrades are released or when trying to locate an IT failure. The standard will be Windows 2000.
3. Standardizing Database systems: Vendors are currently using 3 different database systems, making it harder to transfer data. The standardized database will provide high performance under the pressure of large amounts of data.(Such as Oracle)
4. Disaster Recovery/Business Continuity: Create a DR/BC plan that analyzes how IT failures could arise, how to detect IT failure, and how to respond to them.
5. Disaster Response:  In the face of IT failure, our Business Continuity and Disaster Response plan will resume business through the utilization of a dual data servers which run in parallel with data and synchronize data between the two servers. The backup servers will allow NLNB’s Internet applications to relaunch quickly in the case of IT failure such as a failed software update or a database error.
6. User Security: Display stronger security on NLNB’s website to return customer trust and restore credibility. The security will be strengthen through adding stronger password protection through better password requirements and CAPTCHAs.
7. Advertisement: Add advertisements and articles to the website that inform users about the security of NLNB online banking to increase customer trust.

Summary of Project Deliverables

Project management-related deliverables:Business case, project charter, scope statement, WBS, schedule, Gantt chart, AoA Network Diagram, RTM, budget activity list, baseline, progress reports, final project presentation, final project report, peer review,  and any other documents pertaining to the project.

Product-related deliverables:

1. Survey: Survey NLNB customers to help determine what issues they find with NLNB IT security and NLNB online applications.
2. Operating System: Windows 2000 operating systems that are capable of running Oracle
3. Database: Oracle database systems that will be able to communicate information between themselves
4. Database Servers: Servers that are able to handle the payload of information produced by the bank.
5. Backup Servers:  Dual data servers which run in parallel with data and synchronize data between the two servers. The backup servers will gather data from the previous day so they are able to be reverted to incase of IT related failures.
6. BC/DR plan: A plan that analyzes possible threats to the IT infrastructure and sets prevention, backup, and recovery methods.
7. Advertisement: Redesign of the online banking site to add advertisements that raise the image of customer security while using NLNB’s online banking services.
8. Password database: An improved database that only accepts passwords that follow the new password requirements. Password database has additional security to prevent it from hacking
9. Project benefit measurement plan: A plan that will measure the financial value that will be saved with the prevention of an IT failure.

Project Success Criteria: Our goal is to complete this project by December 12,  2016. The project sponsor has emphasised that they want to regain their credibility and customer trust. To meet this goal the project must have adjusted IT Infrastructure that will have IT failure prevention built into it and have fall back measures in the event of IT failures. If the project takes longer than the given time it will be deemed a failure. If the project passes the planned cost by a little, it will be viewed as a success as long as the results are deemed worthy.

3.3 Requirements Management Plan

Planning/Reporting of Requirements Activities:

A weekly meeting will be held, where project members will report their progress for that week.

The project weekly progress will be reported to the project sponsor. Based on progress, a weekly plan will be drafted for required activities that need to be completed.

Performing configuration management activities:

A process is complete when it has met the sub-deliverable given on the WBS. The group leader will then evaluate the functional and physical characteristics of the deliverable. If the leader determines that changes need to be made, he will then evaluate if it will fit the time and cost constraints. Finally, once changes are made the project leader will record this and send the item for auditing to verify conformance to the requirements.

Prioritizing Requirements:

Time requirements will be prioritized based on their position on the WBS. The amount of project members put onto a requirement will be decided during the weekly group meetings.

3.4 Requirements Identification

Requirements for this project to be successful is recorded below;

1. Servers - to better consolidate data in a single place, as opposed to a previous setup with 3 system.  Will also include a parallel backup in case of emergencies.
2. Oracle software - for the servers, to manage large volumes of data efficiently and unify the software under one primary software.
3. Windows software - the operating system of which we will run all of the Oracle software on.  We will be using the Windows 2000s version.

3.5 Requirements Traceability Matrix (RTM)

3.6 Work Breakdown Structure (WBS)

3.7 Work Breakdown Structure Dictionary

• PIN - Personal Identification Number
• Server - Physical hardware that will store customer and company information regarding all employees. All manual inputs must be made on the machine.
• Secure Location - Location must provide shelter from poor weather conditions. Location should remain at 21 degrees celsius.
• Oracle - a company contracted for their database software, of which we will be integrating into this project, specifically Customer Relationship Management software.
• Windows 2000 Software for manual and remote input of customer and employee data.  

4 Project Time

4.1 Project Schedule Management Plan

Due to the schedule conflicts, it is important for project managers to have a good project time management. In this case, we will be using following aspects to ensure the project running as scheduled.

1. Project schedule model development: our project includes a schedule model, which contains project activities with estimated durations. We will also use Microsoft Project 2010 to create a schedule model.
2. The scheduling methodology and the scheduling tool to use when developing the project schedule model: we might be focused on certain milestones to see the big picture of the whole project.
3. Level of accuracy and units of measure: sometimes the estimated schedule might differ from the actual schedule. This accuracy determines whether time is measured in the right unit.
4. Control thresholds and Rules of performance measurement.
5. Reporting formats: using the uniform format and frequency of scheduled reports are also very crucial in the Project Schedule Management Plan.
6. Process Descriptions: the schedule management plan should also describes how all of the schedule management processes will be performed.

4.2 Activity List

4.3 Gantt Chart with Milestones

4.4 Arrow-on-Arrow (AoA) Network Diagram

5 Project Cost        

5.1 Project Cost Management Plan

Level of Accuracy:  The cost for this project will include contingency funds of up to 5%.  All funds and estimates are rounded to the nearest $50.

Unit of measure:  Labor hour, refers to one working hour.

Work Allocation: Refer to the work breakdown structure for this project for work allocation.  

Cost variance: We will allocate ± 2.5% budget variance of baseline cost before action needs to be taken.

Performance Measurement: Performance will be measured by determining rate of performance, and if not within budget or time variance, will be reallocated.

Reporting: A weekly document, entailing successes, failures, and other relevant information to completed work.  A final analysis of budget variance should be included in case of any variation.

5.2 Activity Cost Estimates

5.3 Budget Baseline

6 Project Quality

6.1 Project Quality Management Plan

Introduction

Each student is expected to have equal contribution in every project, and finish their assignment in accordance to the team deadline to allow revision and editing. To guarantee project success, quality standards for each team member are described below. The quality standards declare how certain tasks should be handled.

Quality Standards:

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Customer Satisfaction Protocol:  NLNB places high importance on the satisfaction of customers and restoring credibility to their company. In order to allow ensure that the project that the group undergoes will satisfy the customer, weekly surveys are made during each meeting to allow project members to understand if the project is going in the right direction and if potential changes are needed. The Customer Relations Manager creates and examines the survey, following a customer satisfaction rating to easily measure customer satisfaction when the topic of customer surveys are presented during meetings. The Document Manager records the information gathered from surveys and hands it off to the Project Manager. The Project Manager reports the gathered information to the Project Sponsor and Andrew Dunheimeir who is able to view and understand the progress of the project, and if the quality of the project is what NLNB requests. The Project Sponsor considers if the surveys display satisfaction in the NLNB IT infrastructure that they desired and reports this to the Project Manager, who in turn discusses this information with the rest of the project members during the weekly meeting.

Product Failure Protocol: NLNB places great importance in having their IT Infrastructure working constantly. In the situation that hardware or software received from a vendor is faulty, project members must follow this protocol to ensure that NLNB does not suffer financial. The Client-vendor Manager will receive status updates of the hardware/software that the project employs. If the product does not fulfill the job the project designated it to do, he informes the Project Manager and Document Manager of the faulty hardware/software. The Document Manager records the reasons for the failure and the vendor that supplied the hardware/software. The Project Manager and Client-vendor Manager work together to analyze the situation, they must figure out if the failure is a one-time occurrence, or could potentially negatively affect NLNB’s IT Infrastructure in the future. Regardless of their analysis, they report the failure to the Project Sponsors, and if they analyze the situation as a risk, they discuss potentially switching the type of hardware/software or vendor with the Project Sponsor.

Quality Standards(IT Services):

Project Manager: The project manager is in charge of the whole project and is crucial to the project’s success. The Project Manager will assign deliverables to each member during weekly meetings. The project manager will set group agendas and meeting dates as well as communicate this through group chat applications or email. The project manager will also ensure that members are upholding the group code of conduct to ensure that everyone pulls their weight.

The project manager works with the project sponsor to ensure deliverables are met and notifies the project sponsor of weekly project progress.

Client-vendor Manager: In charge of managing the relationship between NLNB’s vendors. The Client-vendor Manager reviews the requirement traceability matrix to have an understanding of the hardware and software required from each vendor, and makes sure that the vendors reach these demands in adequate time. He is also in charge of maintaining the satisfaction of the stakeholders in terms of their relationship with the vendor.

Customer Relations Manager: Ensures that the customers are going to be satisfied with the changes the project will bring. He will survey the customers to understand what improvements they want from NLNB and what they are currently satisfied with. The Customer Relations Manager will report customer dissatisfactions to primarily the project manager who will report to Andrew Dunheimeir for a potential change in project scope. The Customer Relations Manager also is the voice of the customers during weekly meetings, making his decisions based on what he feels would be best for the customer. This relationship is vital to the project, as NLNB wants to restore customer satisfaction and company credibility.

Project-Stakeholder Relationship Manager: The Project-Stakeholder relationship manager engages with the stakeholders to ensure that NLNB’s goal of regaining their credibility and customer trust is achieved. The relationship manager communicates with NLNB stakeholders, informing them of performance information, change requests, and project documents updates. Furthermore, the relationship manager voices the stakeholder needs, expectations, and issues of the project to the project members.

Document Manager: The document manager  records information during weekly meetings and GroupMe collaborations. The documentation includes progress on deliverables, changes to projects, schedule of project members, and work that each project member delivered that week. The document manager is in charge of getting the Project-Stakeholder Relationship Manager and the Project Manager the documents they must submit.

Quality Metrics:

Return on Investment: (Net Benefits/Costs)*100

Determines if the project that NLNB underwent was profitable.

Operational Effectiveness Rate: Availability*Performance*Quality

OEE will measure the effectiveness of equipment used in the NLNB project.  

Customer Satisfaction Ratings: Measures the satisfaction rating of NLNB customers.

Reporting Deliverables:  Measures if the project members, specifically the Documentary Manager submitted required documents on time.

Labor Productivity: Productivity is the output produced per unit of input. Labor Productivity measures the money gained or lost based on the input of labor employed by NLNB.

Cost of Quality: Cost of Quality/Actual Cost

Cost of quality calculates the losses NLNB incurred from correcting product or service mistakes.

6.2 Change Request Form

6.3 Change Request Log

7 Project Human Resources

7.1 Project Human Resources Plan

Project human resource management includes the processes required to make the most

effective use of the people involved with a project. Human resource management includes

all project stakeholders: sponsors, customers, project team members, support staff, suppli-

ers supporting the project, and so on. Human resource management includes the following

four processes:

1 .Planning human resource management involves identifying and document-

ing project roles, responsibilities, and reporting relationships.

2.Acquiring the project team involves assigning the needed personnel to work

on the project.

3. Developing the project team involves building individual and group skills to

enhance project performance.

4. Managing the project team involves tracking team member performance,

motivating team members, providing timely feedback, resolving issues and

conflicts, and coordinating changes to help enhance project performance.

        A typical project includes those steps below:

7.2 Human Resource Loading

8 Project Communications

8.1 Communications Management Plan

1. Stakeholder communications requirements:

All of the stakeholders listed in the stakeholder register will be receiving this information.  In an effort to keep up consistent communication, stakeholders will be asked to respond to these communications within 48 hours of receiving them, to acknowledge that they have read and received them.  

2. Information to be communicated, including format, content, and level

of detail:

These communications will consist of a Google Document, that will be updated on a week to week basis, eliminating the need to make a completely new document each week.  The document will have updates from each stakeholder within the company, being submitted to Trevor so that they are compiled and may be discussed when the document is sent out.  As far as the level of detail goes, there isn’t much need to make it that in-depth, but mainly just to ensure the point is made and easily understandable to all other stakeholders.    

3. Who will receive the information and who will produce it:

All of the information will be produced and sent out by group leader Trevor Slopek, being sent to all other stakeholders.  

4. Suggested methods or technologies for conveying the information:

The Google Doc will be distributed through email to the stakeholders.  Possible things that can be included are powerpoint links, google charts and organizational tables.    

5. Frequency of communication:

The communications will come by email every Tuesday (assuming it is a business day) on a weekly basis with updates on the project.  

6. Escalation procedures for resolving issues:

The content will be shared on Google Docs, therefore allowing all stakeholders to edit the content whenever needed.  When editing, we ask that the stakeholder notifies the group of the change through email so that the rest of the stakeholders will notice the change and make comments on it, if needed.  

7. Revision procedures for updating the communications management plan:

Should one of the stakeholders find the need to update the communications management plan, they may send out a group email to the others with the suggested change.  After this, there will be a group discussion at the next meeting, so that communication about the change is done more directly than would be done through email.  If the change is approved at the meeting, it will be added to the plan directly afterward.    

8. A glossary of common terminology:

Google chart: Interactive technology able to be used by the public

NLNB: Nittany Lion National Bank

Google Docs: SaaS technology that allows online collaboration from around the world

9 Project Risk

9.1 Risk Management Plan

Methodology:

Risk Categorization: There will be three main categories in the project’s risk management process: scope, cost, and time. These three main categories describe what is affected if a risk goes unnoticed. There will be two subcategories: IT Infrastructure and customer loyalty. The categories are based on what part of NLNB’s goals are at risk.

Risk Prioritization: The project will prioritize risk using qualitative risk analysis. We will prioritize risks based on their probability and impact of occurrence. The project manager will use a probability/impact matrix to measure probability and impact. Every risk will be documented on the risk register and will also be placed on the Prioritized Risk List based on the assigned rank the risk was given.

For Risk Register and Prioritized Risk List see 9.2 and 9.3

Probability/Impact Matrix:  

Budget and schedule/Roles: Risk can have serious impacts on the project, therefore it will be a weekly talking point during our weekly meetings based off of the Stakeholder Relationship and Document Manager’s analysis.

Roles and Responsibilities:

Project manager:

Each team member is in charge of addressing potential risks to the project, but it is primarily the project manager’s role to rank the risks.

Client-vendor Manager:

The Client-vendor Manager will be in charge of analyzing potential risks from the hardware and software we will be using in the project, ensuring that the IT infrastructure is not at risk.

Stakeholder Relationship and Document Manager:

The two group members will work together to analyze how much cost and schedule associated with a risk would affect the project. They will also take into account the costs and time taken in analyzing risks. They communicate this data to the project stakeholders, who will express their tolerance to those risks.

Document Manager: The Document Manager will record every any given risk on the Risk Register, and will put high ranked risks on the Prioritized Risk List. This is the primary document that the Document Manager will use when working with the Stakeholder Relationship Manager.

Customer Relations Manager:

The Customer Relations Manager will be in charge of analyzing potential risks to NLNB’s public image and customer loyalty that the project could bring.

9.2 Risk Register

9.3 Prioritized Risk List

10 Project Procurement

10.1 Procurement Management Plan

Describe how the project's procurement activities will be managed. Write in text form. The text section headed Planning Procurement Management provides guidance.

Procure

Hardware

• Servers (2)

Software

• Windows 2000
• 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)
• Helpdesk Ticketing Application (WeHelp)
• Network Security Monitoring and Reporting Application (BeSecure)
• Financial Reporting Application (iReport)

Contracts and documents

-Stakeholder documents: Only used for stakeholder requests, and to show progress for stakeholder

-Meeting documents: Document Manager will write up a summary of what has occurred during a meeting

-Risk assessment document- Document that analyzes a risk, declares what type, potential, and risk

-Team EY 9 Contract

Guidelines:

-Buyer can terminate a contract for any reason for any reason, as close as 24 hours before.

-Supplier can terminate a contract but must have sufficient reasons, as close as a week before.

-Attempt to secure cost plus percentage of costs for contracts; second option is cost plus fixed fee.

-For multiple suppliers, create a fixed time different from others of minimum 2 hours for weekly discussion of supply and demand.

-Prioritize use of Request for Quote over Request for Proposal for obtaining pricing.

-Sufficient research should be done to find optimal suppliers.

-Procurement metric:

Cost of Quality: Cost of Quality/Actual Cost

Cost of quality calculates the losses NLNB incurred from correcting product or service mistakes.

11 Closing

11.1 Lessons Learned Report

Submission 1:

• Learned the responsibilities of the project manager
• Learned who the stakeholders were pertaining to our case
• Formed a Student Team Contract and learned the responsibilities for every member
• Understood communication methods between the team
• Understood how to write a Stakeholder Management Strategy

Submission 2:

• Learned the business objective of EY 7
• Learned NLNB had a vulnerable IT system
• Learned that the CEO of NLNB wanted to improve customer satisfaction
• Learned that the CEO of NLNB wanted to reduce downtime of IT services
• Learned contact information for project advisors
• Created the project objectives and devised an approach to complete them
• Learned information of the duration, budget, cost, communication, and technology assumptions

Submission 3:

• Learned the correlation between the WBS and the project scope
• Learned how to write the project scope
• Learned the Project Deliverables for NLNB
• Learned the Project Success Criteria that we will use at the end of the project
• Learned the hardware and software we will need for the project deliverables
• Learned the timeline and due dates of deliverables for the project

Submission 4:

• Learned the plan for how we will measure cost during the project
• Learned the budget baseline for the project
• Outlined protocols for project quality
• Outlined the role of the Project Manager, Client-vendor Manager, Customer Relations Manager, Project-Stakeholder Relationship Manager, and Document manager.
• Learned the quality metrics we will be using to measure the success and quality of the project
• Learned how to file a Change request form and what is acceptable for change
• Learned the communication channels between stakeholders and students

Submission 5:

• Learned the methodology for prioritizing risk by impact and probability.
• Learned the roles each team member has when dealing with risk
• Learned the different risks of the project and where they stand on the priority list
• Learned the vendors that are responsible for the software and hardware required for the project
• Organized a variety of contracts and documents needed for project success
• Wrote guidelines for use of contracts and documents

For each submission of the case study, create a Lessons Learned report and include them all in this section. Write in text form with bulleted items, one lesson per bulleted item.

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

 A powerpoint presentation will be used to aid the presentation of this document. A powerpoint presentation will allow for the additional aid of graphs and charts used through this document to increase fluidity when reviewing at later times. Each section with be determined by chapter to assist in the accessibility of this document.  

12 Deliverables for the Client

12.1 Initial Problem

Team 9 was paired with Nittany lion national bank in order to help the company transition into new branding under new leadership. The primary issue was to re-gain the trust from Nittany Lion national bank and subsequently improve the IT infrastructure. Primary improvements seek to improve user compatibility while preventing future cyber attacks from interrupting future service while maintaining the vision of the new brand.

NLNB has asked us to identify all risks posed to its IT infrastructure as well as evaluate the controls that are currently in place to make the key risks associated with its IT infrastructure.

Primary areas of concern are the following;

Internal IT Infrastructure

• 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)
• Helpdesk Ticketing Application (WeHelp)
• Network Security Monitoring and Reporting Application (BeSecure)
• Financial Reporting Application (iReport)
• Application Infrastructure
• Server/OS
• Database/DBMS
• Network

External Vendors

• Telcom
• Employee Payroll
• Customer Management
• Customer Financial Reporting
• Physical Security
• Customer Facing
• ATM

12.2 Analysis

The following is the approached used to gather a detailed analysis;

• Examine Nittany Lion Bank’s failures in IT infrastructure by reviewing fail logs
• Assess the risks posed to the IT infrastructure of Nittany Lion Bank
• Expand on problems that allowed the previous IT infrastructure to fail during cyber attacks.
• Determine how the new IT infrastructure can prevent asset loss and interruption of services for NLNB.
• Determine how new IT branding can strengthen NLNB’s branding for consumers and stakeholders.
• Develop plans for a new IT infrastructure that provides stronger asset protection.

By using this approach team 9 was able to record the following analysis

1. No routine maintenance. Applications were not updated to latest firmwares. Major security flaws within old applications. Backed up bug logs.
2. Server was accessible to any employee. No log kept
3. No protections to prevent external devices from being plugged in.
4. No quality service system to ensure quality service to customers.

12.3 Suggestions

We have decided based off our findings, an optimal solution to the current problem at NLNB. We believe that if these suggestions are followed they will align with the mission of NLNB and achieve the objectives they have set in place. These are open suggestions that can be modified to keep up with the changing world.

1. Routine maintenance is needed. All apps must be updated to latest firmware to be compliant with security updates. All debug logs must be reported and analyzed to prevent backdoor exploit.
2. Servers should be stored in a secure location where only access is granted by a limited number of people. Logs should be kept when an authorized employee enters the room. There is zero-tolerance for connecting an external device or installation through the CD/DVD optical drive. This also includes downloading any third party software on the systems
3. Quality Service calls should be given to clients within 72 hours of their visit or business via telephone, online or in person. A grading system should also be put in place as an incentive to ensure quality performance
4. Bi-weekly maintenance should be conducted to archive logs and update systems

13 Appendices

9/8/16 - In Class meeting

9/22/16 - In Class meeting

13.2.1 Notes About Client and Student Team Meeting Agendas and Reports

Every meeting with the client (or, with three or more student team members) is to have two items documenting the meeting:

        Meeting Agenda – Each meeting requires an agenda to be distributed sufficiently before the meeting. The meeting agenda allows all participants to prepare ahead of time.

Meeting Report – Each meeting requires a meeting report to be prepared and distributed following the meeting. The meeting report documents the results of the meeting. Required contents include:

◦ the outcome of each agenda item

◦ action items assigned

◦ attendance

◦ plans for future meetings

13.3 Appendix 3: Bibliography

        TBD

13.4 Appendix 4: Student Team Roster

13.5 Appendix 5: Student Team Contract

The student who are members of the team are to all agree to a contract documenting their agreements as to active participation in the project. A sample contract is listed below.

Team Name: Group EY 9 Course: IST 302 Section:001 Team Members Names and Sign-off

Team leader will manage the group. The leader will set group agendas and meeting dates as well as communicate this through group chat applications or email. During meetings he will set the general outline and course of work and discussion. Group leader will also ensure that members are upholding the group code of conduct to ensure that everyone pulls their weight.

Code of Conduct- Three Strike Policy

We agree to:

-Check communication outlets on a daily basis.

-Have equal contribution for every assignment.

-Finish the assignment in accordance to the team deadline to allow revision and editing.

-Every group member communicates/contributes and takes project responsibility during group meetings.

Participation:

-Work is done equally among group members.

-Group leader structures the group meetings and leads discussions.

-Establish due dates and ensure the due dates are met.

-Each member participates in group meetings and group chats.

-Work is exchanged through shared documents over email and Google Docs.

Division of Work:

We agree to:

-Have equal contribution for every assignment. All project members must contribute to the work of the group.

-Finish the assignment in accordance to the team deadline to allow revision and editing.

-Come to class, to ensure the quality of work contributed to the group project meets the class requirements for the project.

Communication

-Maintain communication on a weekly basis.

-Communicate project progress to the project leader and other members.

-Group members try to reply on time, in order to prevent confusion from lack of information.

-Group members will communicate their planned contribution to the project to prevent overlaps of work.

We will use:

GroupMe for day-to-day communication for assignments and progress.

Google Docs/Gmail  to exchange documents/files and compile information and assignments for the project.

Group Meeting Guideline

-Groups meet in person once per week to get a more thorough overview of project plans.

-Every group member communicates/contributes and takes project responsibility during group meetings.

-Group leader sets the focus of the meeting and keeps the group on track of objectives.

-Record established objectives, and make sure they are accomplished in the given time frame.

13.6 Appendix 6: Deliverables for the Client

Include all of the deliverables provided to the client (excepting those included elsewhere in this report).