International Program Leadership
description
Transcript of International Program Leadership
Pioneering Value Based Consulting
International Program LeadershipCase Study
Pav Manocha January 2008
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Introduction
Pav Manocha – President, Sympliciti, Inc.
Mr. Manocha is a global authority on technology integration and has over fifteen years of large-project cross-functional international supply chain & IT strategy consulting experience primarily within the energy and process manufacturing industries.
Clients served include, Bp plc., Chevron Corporation, Caterpillar Inc., Coca-Cola Company, ExxonMobil Corporation, Lubrizol Corporation and Terra Industries Inc.
His business consulting experiences have included feasibility/fit assessment studies, strategic and tactical planning, project management, business and systems re-engineering and M&A integration consulting. A native of New Delhi, India, he holds a holds a B.Sc. (HONS) in Applied Computer Systems, a M.B.A. in International Business and is a candidate for the D.B.A. in Entrepreneurship & Innovation Management.
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Purpose of Our Discussion
Case OverviewCase OverviewCase OverviewCase Overview
ChallengesChallengesChallengesChallenges LearningsLearningsLearningsLearnings
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Case OverviewCase OverviewCase OverviewCase Overview
ChallengesChallengesChallengesChallenges LearningsLearningsLearningsLearnings
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Opportunity Statement:The Olympic Program is a global business initiative to
maximize the value of systematic harmonization, standardization,
and consolidation of Global Downstream’s business systems.
Olympic seeks to deliver common business platforms that will streamline operations, improve our processes, and enable a
comprehensive view across the breadthand depth of each global Business Unit and Service
Organization.
14© Chevron 2007 Project Olympic Winning the Marathon
PROCESS & SYSTEM DESI GN
_ Business Design Objects_ Process Designs
_ Configuration Instructions
_ RI CE Design Objects
_ Report Specifications
_ Interface Specifications
_ Enhancement Specifications
OriginalBusiness Case($89 MM/ year)
Functional Requirements
Functional Requirements
I T,12.0
Mktg, 33.5
S&T,
5.5
HR,
15.5
Fin,5.3
GL,
13.1
Represents Procurement savings captured within Global Marketing ($13.7 MM) and Global Lubricants ($3 MM).
Fin,5.2
I T,12.0
GL,13.3
HR,15.5
S&T,5.5
Mktg,
37.6
RevisedBusiness Case
($80 MM/ year)
ORG CAPABI LI TY / BUSI NESS READI NESS
_ Olympic Responsibility_ Go -Live Training
_ Role Design
_ Communications
_ Business Responsibility
_ Org Design
_ Data Cleansing/ Consolidation (Deployment Network)
_ Communications
KEY PERFORMANCE I NDI CATORS
DesignDesign
Represents Procurement savings captured within Global Marketing ($18 MM) and Global Lubricants ($3 MM).
Project 1 Business Case is $80MM/ Yr
Case Overview - What Is It?
6© Chevron 2007 Project Olympic Winning the Marathon
SALESOrder to Delivery, Secondary Transportation, Pricing & Taxes, Billing, Loans, AR, and Credit
Refine/Blend
Pipe
StoreInvoice
Invoice
FUEL SUPPLYI nv e ntory M a nagem e nt, Ex change s, Te rm ina ling,
Supply & Trading Ex ec – Prim a ry D istribution
LUBRI CANTS SUPPLY CHAI NDe m and Pla nning & Supply, Production
Pla nning & Ex e cution, W are housing & I nv entory M a na ge m e n t
PROCUREM ENT TO PAYABLESSourcing & Contra cts, Procure m e nt Ex e cution,
Accounts Pay able , PM
FI NANCEG/ L & Close, Profitability, Asse t M gm t ( AM , PS) , Re a l Esta te
HUM AN RESOURCESOrganiza tion M a nagem e nt, HR Da ta Adm in, Ne w H ire / Separa tion, S upport Organiza tion De sign
End
-to-End
Process Areas
Procu rem en t to Payables M an ufactu r ing Order to Cash
Project Olym pic Overview7© Chevron 2007 Project Olympic Winning the Marathon
2007 2009 20101Q 2Q 3Q
2012 20132Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
Common Design 2Common Design 2
Americas RollAmericas Roll -- I nI n
Asia Pacific RollAsia Pacific Roll -- I nI n
Brasil 2Brasil 2
Future P roject 2
Europe RollEurope Roll -- I nI n
Africa RollAfrica Roll -- I nI n
Future P roject 3
Europe SAP Europe SAP CountriesCountries
Project 1
Common Common Design 3Design 3
Africa SAP CountriesAfrica SAP Countries(CRM)(CRM)
Asia Pacific SAPAsia Pacific SAPCountries (CRM)Countries (CRM)
Americas SAPAmericas SAPCountries (SCM & CRM)Countries (SCM & CRM)
Project 2Decision Prep
Ph 5 A - P
Phase 4
Phase 4
20081Q
Ph 5 Afr.
Phase 4
4Q
Ph 5 U.S.
PhasePhase33
PhasePhase22
PhasePhase1a & 1b1a & 1b
– Project Decision Points
– System Go -Live Points
SCM – Supply Chain Management
CRM – Customer Relationship Management
LEGEND
R1
R2
R3
Project 3Decision Prep
PhasePhase33
PhasePhase22
PhasePhase1a & 1b1a & 1b
HR Phase 4
Olympic is a Program – 3 Projects thru 2012
6Work is distributed across Five Regions & Fifteen Time Zones.Work is distributed across Five Regions & Fifteen Time Zones.
Rio de Janeiro~ 9 FTEs
Cape Town~ 150 FTEs
Manila~ 185 FTEs
Concord ~ 275 FTEs
Other globallocations
~ 25 FTEs
Mumbai~ 101 FTEs
Project 1 countries currently using SAP
Project 1Financials and HR only
Additional Project 1 countries deploying HR only
Project 1 Aviation (invoicing)and HR only
Case Overview Global Team of ~840 people
24:00 04:00 09:00 12:50 15:00
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Mar
2007
Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul
2008
Aug Sept
Release 1U.S.
Release 2Africa
Phase 4cPhase 4cPhase 4cPhase 4c
Phase 4c (Asia and Africa)Phase 4c (Asia and Africa)Phase 4c (Asia and Africa)Phase 4c (Asia and Africa)
Phase 4d U.S.Phase 4d U.S.Phase 4d U.S.Phase 4d U.S.
Phase 5 U.S. Phase 5 U.S.
Phase 5 Africa Phase 5 Africa
Phase 4d AsiaPhase 4d AsiaPhase 4d AsiaPhase 4d Asia
Phase 5 Asia Phase 5 Asia
Phase 4d Africa and Phase 4d Africa and GlobalGlobalPhase 4d Africa and Phase 4d Africa and GlobalGlobal
Phase 4d Phase 4d CutoverCutoverPhase 4d Phase 4d CutoverCutover
4d Africa 4d Africa CutoverCutover4d Africa 4d Africa CutoverCutover
4d Asia 4d Asia CutoverCutover4d Asia 4d Asia CutoverCutover
Legend:
4c 4c HRHR4c 4c HRHRHR
Phase 4d HRPhase 4d HRPhase 4d HRPhase 4d HR
Phase 5 HR Phase 5 HR
Phase 4d CutoverPhase 4d CutoverPhase 4d CutoverPhase 4d Cutover
Release 3Asia/
Pakistan
Phase 4c - ConstructionPhase 4d - TestingPhase 4d - Technical CutoverPhase 5 - Go-Live & Transitional SupportGo-Live
Multiple Releases Are Worked Concurrently.Multiple Releases Are Worked Concurrently.
Phase 4c Phase 4c AsiaAsia
Phase 4c Phase 4c AsiaAsia
Case Overview Timeline of Project 1
We AreHere
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Case OverviewCase OverviewCase OverviewCase Overview
ChallengesChallengesChallengesChallenges LearningsLearningsLearningsLearnings
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CommunicationCommunicationCommunicationCommunication•Global
– Leadership• Global vs. Regional• e-Mail overload
– Multi-region• Time zone challenges• Network & telecom
•Diversity– Cultural
• Team norms / Holiday schedule
– Organizational• business unit• Partnering organizations
– Tools• MS-Project Enterprise• Olympic Manager• ARIS (Process Design)• Mercury (Testing)
– PMO Processes (escalation)• Red & Yellow Flag Database• Status reporting• Decision Publication process
– Infrastructure• MS-MeetingPlace• Speakerphones• Dedicated NetGIL
EnableEnableEnableEnable
Defining and deploying tools, processes & procedures
which are scalable, robust and globally accessible was key to
enabling communication
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ComplexityComplexityComplexityComplexity
•Planning– Work plan
• 4c (Build phase) > 10,000 deliverables instance
– Maintenance• 25 sub-team work plans• Many cross-team assignments
•Execution– Coaching & Mentoring
• Design knowledge confined to a small core group of team members
• Success dependent on leveraging the global team
•Control– Metrics & Measures
• Earned Value• Deliverables status• Unused availability• Exception reporting (eg. Zero ETC and status =
not-complete)
– Power800
• Define decision makers• Encourage team to ask “Do I have enough
information to make this decision now?”
EmpowerEmpowerEmpowerEmpower
Empowering team membersto make decisions supported
by strong project managementcontrols helped guide usthrough this complexity
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IntegrationIntegrationIntegrationIntegration
•Business Process– Standardization vs. localization
– Interim Business Processes & Dual Data Maintenance considerations
– Data preparation & cleansing
•External Initiatives– Dependencies on Everest Projects (Lynx,
Business Point)
– Global Partner impacts (EDI, Banks, Payrolls)
•Scope Control– Business Process & Technical
• Accountable Value Realization team consisting of Global / Regional Business Integration Leaders (BILs)
• Continued cross-team forum for Design Integration
• Sub-process standardization driven by Design Architects
– Cost• Clearly defined Change Request thresholds• Change Request approvers by category• Strict process compliance
GovernGovernGovernGovern
Strong governance helpedtackle these integration
challenges
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SustainabilitySustainabilitySustainabilitySustainability
•Value Realization – Business Evolution (business case &
stakeholder alignment)• Reorganization• Process sponsors and advisor networks• Integration with IT governance• Managing project risk
– Project vs. Business Priorities & Compliance• Deployment network alignment• Sarbanes-Oxley
•Performance– Team member attrition– Burn-out
• Project 1 > three years• Career concerns• Great sense of personal ownership
•Finesse Flexibility– Anticipate change and ensure sufficient time
and resources are factored into the plan• Co-locate when needed• Revisit priorities (weekly)• Adjust timeline, milestones and scope• Dynamic staffing
Keep it personal
– Value in Real-talks• Understand team member goals• Promote alignment• Early awareness of issues
ChangeChangeChangeChange
Change is inevitable. In fact,when embraced and celebrated
provided us one method totackle the sustainability
challenge
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Com
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Empower
Enable
Govern
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SummaryFinesse flexibility, seed scalability