This teaching case provides a practical illustration of the challenges in executing large-scale ITbased

change. It describes how the Commonwealth Bank of Australia replaced its service and

sales systems between 2003 and 2006 with the goal of collating a “single view of client”. The

case is an exemplar of staged incremental development. The sponsor set up multiple work streams

and ran them as independently as possible. Regular releases delivered incremental change to the

business, incorporated lessons learned, and added further functionality. This had implications for

architecture, software development, training, testing, and risk management. There were

significant change management challenges.

The case provides students with insights into program management in IT transformations,

architecture, project management, software delivery lifecycles, risk management, logistics and IT