Programme Management in the ICT Sector

Programme Management Specific Interest Groupwww.apm.org.uk/progm

Hosts: John Chapman, Programme Director TouchstoneFMS

Vivianne Walters, APM Programme Management SIG

Presenter: Prof. Dr. Silke SchönertUniversity of Applied Science, Cologne, Germany

Equipping Programme Managers for Global Success

Programme Management Specific Interest Group

www.apm.org.uk/progm

How to effectively generate confidence in programme delivery

SIG Annual General Meeting

3

PROF. DR. SILKE SCHÖNERT• since 2013 Professor for Business

Information Systems and Project Management, University of Applied Science, Cologne, Germany

• 2009 Certified Project Director - International Project Management Association, Level A

• until 2013 Alliance of Siemens, IBM and the German Government, Head of Strategic Planning and Controlling

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AGENDA

Programme HERKULES - Overview on the Programme

Programme Management

Sucess Factors

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BUNDESWEHR AT A GLANCEBundeswehr is: Army, Air Force, Navy

Central Medical Service, Joint Support Service, Administration, …

with: 1.200 Locations in Germany

(~ 1.800 at the start of HERKULES)

~ 950 at the end of HERKULES)

275.000 Employees

Therein 200.000 Soldiers

Therein 75.000 Civilians

Budget 2012: EUR 32 Bill.

(half of it are personnel costs)

Images: B

undeswehr

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Intentions and Objectives

Concentrate on core tasks Modernize the IT landscape in Germany Reduce backlog in investment Service provided by one source Adjustment of staff

new capabilities new equipment higher efficiency

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HERKULES – CONTRACT HISTORY

1999 Decision to modernise

2001 Call for tender: Europe-wide award procedure

Two tenderers: ISIC 21 (CSC, EADS, Mobilcom) and TIS (T-Systems, IBM, SIEMENS)

2004 Break off negotiations with ISIC 21

2005 Initiation of negotiations with SI consortium (Siemens, IBM)

2006 Negotiations concluded – SI is awarded contract

BWI founded / Program start: HERKULES

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BUSINESS MANDATE OF BWI SERVICE ALLIANCE

Sensors

WaSys

Radio

FüInfoSysBw/TSK HF-

Radio

AUTOKO mobGefStd

MobKommSys

Tetrapol

ApplicationsData Center

Workplaces

eMail

Communications

Call &information desk

User helpdesk

LANWAN Bw

„GREEN“ IT (Bundeswehr) „WHITE“ IT (BWI) BUSINESS MANDATE

- Found a standalone IT company- Modernize workplaces with state of

the art IC technology- Provide a modern communications

and data network- Extend the wide area network- Establish a central user help desk- Implement SAP as overall standard

software- Transfer the data centers to a

technically efficient and economic architecture

- Set up central services such as intranet and e-mail

Server / Host

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HERKULES SERVICE CATEGORIES

User Help Desk

Directory and exchange service

140,000+ IT workstations and client/server services

15,000 mobile phones

3 data centresIT-Service for about 1,400 locations, modernisation of approx. 580 networks

Central services e.g. intranet and internet

Implementation of 45,000 SASPF userssystems in use

300,000 telephones

outside of HERKULES

AREASOF USE

12,000 km wide area network

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SERVICE SPECTRUM

The HERKULES service packages build on one another

WAN backbone

D&E

UHD

Passive LANNuKomTelecommunication equipment

Central services (PKI, Intranet, etc.)Data centre

Active LAN (property access nodes)

SMI Systems in use (SinN)

PCs Printers/servers

WAN connection

SASPF

Location intarget operation

Telecommunications end devices

Organisation, procedures, personnel & processes

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HERKULES: STANDARDIZATION AND CENTRALIZATION (1)

Special Software

File Service

RAS / Teleworking

Mobile Communications

Printer

Cart

User Support

300 software products instead of 6,500 different products

22 central servers with encrypted file storage instead of thousands of distributed file server

One centralized remote access solution with BSI certification instead of various different RAS solutions

One (WAN integrated) cost-effective contract instead of various contracts with various providers

21,000 printer from one manufacturer instead of 90,000 printer from multiple manufacturers

3 standard PC-Types with standard software instead of a variety of different PCs

One centrally managed around-the-clock UHD with 200 people instead of distributed support functions

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HERKULES: STANDARDIZATION AND CENTRALIZATION (2)

Data Center

Distributed Server

Online Media

DMZ

Local Area networks

Wide Area Network

Directory & Exchange

One logical data center in four locations instead of different data centers

Consolidation and virtualization of server infrastructure using a centralized management

Few Intranet- und Internet sites (portal solution) on a central platform instead of many decentralized sites

One central Internet DMZ (georedundant at 2 locations) instead of hundreds of distributed accesses

Centrally managed LANs instead of decentrally supported LANs with different structures and levels

One centrally managed, redundant, encrypted high-performance WAN instead of muliple WANs

One centrally managed info & switchboard service with 230 empl. in 10 locations instead of a large number of local services with > 1,000 empl.

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PROGRAM MANAGEMENT – CHALLENGE: SIZE• Systems sizing

• approx. 3000 projects • approx. 6.000.000 tasks

• User: • 1500 project user • 100 project manager • 20 project office user • 10 program office user • 50 user customer • 50 user general management

• data volume: • documents per project: approx. 50• data volume per project :  approx.

100 MB

Campana&Schott

Add-In

CS Datenbank

Campana&Schott

WebService

Development of standards concerning tools and methods

PMS4BWI

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PROGRAM MANAGEMENT – CHALLENGE: COMPLEXITY

Sta

tus

lt. a

ktue

llem

Kd.

beric

ht

LRO

LAN

WA

N

TK A&

V

SAS

PF

Sin

N-C

lient

NuK

omBw

PK

IBw

Intra

netB

w

KV

LNBw

INK

A

Dez

Sin

N II

IT-S

iche

rhei

t

UH

D

ZVD

Bw

DM

Z

SM

I

Sin

N-A

pplik

atio

nen

IT-S

ervi

ce M

anag

emen

t

IT-R

eche

nzen

tren

Org

anis

atio

n/P

erso

nal

IT-P

lattf

orm

(TIC

)

Infra

stru

ktur

IT-B

etrie

b

AG

AM

/PM

LRO T T T T T T T I T LROLAN I I T I LANWAN I T T T T WANTK I T I T TKA&V T A&VSASPF SASPFSinN-Client I I SinN-ClientNuKomBw I T T T T T I T NuKomBwPKIBw T T T T T T PKIBwIntranetBw T I T T I I IntranetBwKVLNBw I T T I T T T T T T T KVLNBwINKA I INKADezSinN II I I T T DezSinN IIIT-Sicherheit T T I I I I T T T T T IT-Sicherheit

Legende: T = TechnikI = Information

= Schnittstellenstatus noch nicht eingeschätzt = Schnittstelle wird in der vereinbarten Qualität und Zeit geliefert = Problem mit Schnittstelle kann zwischen Projekten gelöst werden = Problem kann nicht zwischen Projekten gelöst werden - Eskalation erforderlich

Statusvor

Schnittstellen aus Sicht der

FAG

Lief

ernd

es

Pro

jekt

Forderndes Projekt

Statusnach

Schnittstellen aus Sicht der

FAG

centralized and decentralized projects several dependencies between projects centralized plans and decentralized

plans: for 1150 locations with 7 regional top-level plans 29.972 milestones/entries 90 completion criteria for each

location (approx. 103.500 entries) 3000 project plans 15 plans to report 190 main

results to management Hierarchies and transparency concerning dependencies are essential to cope with complexity

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PLANS TO MANAGE MAIN RESULTS

15

Project 1

Project 2

interrelation

Output

Output

Output

Output

Output

Partial result

Partial result

Partial result

Partial result

Partial result

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HIERARCHY OF PLANS

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PRINCIPLE OF COUNTERVAILING INFLUENCE

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PRINCIPLE OF GEAR WHEELING

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INTERDEPENDENCIES: REQUIREMENT - ORIENTED

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RESULTS - INTERDEPENDENCIES

Roadmap

Matrix interdependencies

Ergebnisplan

List of interrelations

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CONTROLLING

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X-12 x+48x+39 x+42 x+45x+36x+3 x+12 x+15 x+18 x+21 x+24 x+27 x+30 x+33 72 Monate

IMPLEMENTIERUNG ZIELORGANISATION

VORBEREITUNGÜBERNAHME

IST-ERFASSUNG

TECHN. ANALYSE &

INVENTUR

IMPLEMENTIERUNG BWI BETRIEBSSTANDORTE

GESAMTROLLOUT LIEGENSCHAFTEN

KONZEPTE & DETAILPLANUNGEN

Tag X (28.12.06)Hauptvertrag Tag X+3

(28.03.07)Übernahme Betrieb

IST-BetriebBWI

ZIEL-BetriebBWI

VORBEREITUNG ROLLOUT

Vorbereitung

INTEGRATION (36 month) OperationMIGRATION (12 month)

IMPLEMENTIERUNGDER ZIELUMGEBUNG

SASPF ROLLOUT

IST-Betrieb Bw

ROLLOUT PRIORISIERTE LIEGENSCHAFTEN

Beginn derIntegration

Preparation

AufbauprojektSiemens u. IBM

Aktivitätendes GIG

First Overall Implementation Plan

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“HERKULES meets Reality”

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Change Management– a cultural integration program

TEA

MLE

AD

ERSH

IPN

ETW

OR

K

Workshops to develop „Teams“ are offered as well as a communication concept for the operational level of the organization

Leadership workshops for entire management level of BWI service compound

Program lasts 2 years, separated into 4 modules

Regular Round Tables with Executive Management throughout the organization

60 employees are trained as “Cultural Change Multiple” to extend penetration in service compound

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MAIN CHALLENGES

• Complexity reduction• The whole is more than the sum of its parts• No project goals but contribution to a programme• No project can finish the programme alone

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SUCCESS FACTORS FOR THE HERKULES PROGRAM

One core team on both sides Willingness to modernize Degree of “suffering” with the

existing situation Involvement and backing of Top-

Management Strong and centralised

Program Management Intensive preparation Crossing cultural barriers Implementation of proved

technology and processes

SUC

CES

S FA

CTO

RS

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THANK YOU VERY MUCHFOR YOUR ATTENTION

Thank you

Questions

Programme Management Specific Interest Groupwww.apm.org.uk/progm