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Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)
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Delivering an Agile SharePoint Project in a Global Pharmaceutical Company (Phil Jacklin & Julie Jones)

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This presentation was made at a UK APMG-International Showcase event. Join us in London, 20th June 2013 for keynote addresses, masterclasses and round table discussions with leading PPM visionaries. …

This presentation was made at a UK APMG-International Showcase event. Join us in London, 20th June 2013 for keynote addresses, masterclasses and round table discussions with leading PPM visionaries. Free to attend if you pre-register. http://uk.apmg-showcase.com/

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  • 1. Delivering an Agile SharePoint Project in a Global Pharmaceutical Company Presented by Acando & UCB Pharma
  • 2. SPEAKER PHIL JACKLIN Current Role Managing Director for Acando in the UK. Experience 15 years experience in both (i) managing projects for large blue chip customers throughout Europe and the USA and (ii) managing consultancy companies. Keen contributor to the body of knowledge on project management and frequent prevocateur of challenging the norms and re-evaluating how consultancies can continue to add value to their clients.PHIL JACKLIN Areas of interest and recent publicationsManaging Director • IT Project Failure – why it happens and how to avoid it. Published in Project Manager Today, 2010. • IT Project Metrics – why time and cost are not good measures of how your project is being managed. Presented at Project Challenge, London, 2011. • Project Success – What contributes to a successful project? Research paper, 2012 • Project Governance – Why most organisations don’t do it and how to do it properly. Presented at Project Challenge, London, 2012
  • 3. GUEST SPEAKER JULIE JONES Current Role Director IT, Global Drug Development; Based in Slough, UK Business Relationship role, with a Programme Management focus, responsible for managing the interface between Business and Technical IT staff globally, within Discovery Research and Drug Development organisations Experience JULIE JONES 25 years experience in Project and Programme Management of Drug Developments in Director IT, Global Drug Vaccines and Pain Management therapeutic areas and IT GXP solutions, including Development Document Management & Publishing, Pharmacovigilance, Supply Chain, Financial systems and SharePoint deployments. 6 years in Hospital Sales and Product Marketing roles and also have experience of the Drug Development process from Business Development to Product Sales.UCB, PharmaHeadquartered in Brussels, Belgium, UCB is a global biopharmaceutical company with a team 40 8,000of more than 8,000 talented employees, a strong market presence in about 40 countries, Employees serving our Countries we operate in operations around the globe€ 3.2 billion in revenue (2011) and numerous strategic partnerships across the industry throughout Europe, USA and Asia Pacific• UCB aspires to be the patient – centric global biopharmaceutical leader transforming livesof people living with severe diseases, including: Chrohn’s disease, Epilepsy, Osteoporosis andother bone disorders,, Parkinson’s disease, Restless legs syndrome, Rheumatoid arthritis and €3.2 BillionSystemic Lupus Erythematosus. Revenue in 2011
  • 4. What was the PROJECT? Agora for New Medicines What was the Business NEED?Decommission legacy JIVE & Wiki sitesAlign existing SharePoint sitesWhat were the projectOBJECTIVES?Cross Departmental, Research &Discovery functions in UK/BelgiumSingle Umbrella siteFull Open Access for approx 500 usersTo deliver within 12 months
  • 5. Why do it?
  • 6. How to Capture/Communicateand Deliver Vision Whenthe project is global and the vision is large?
  • 7. How did we capture the Vision
  • 8. Here is what we didAligned with Acando Approach
  • 9. What were the difficult bits?Challenges Methods Solutions BenefitsBusiness Reluctance to Sell the benefits Commitment to Buy-In andmove from JIVE/Wiki Engage both Business & IT define the vision understandingAligning business Video Conferences Signed off Business Clear agreed Visionrequirements across all Workshops Specification fullyfunctions Face-face sign off session documentedLanguage Documentation and Signed off POC Buy – In andCommunication Reporting understandingBarriers Visual Presentations One – One Conversations Pilot SiteLack of Business Buy-In Focussed show and review Full commitment Strong team ethic,(People & Time) approach from all passionate and Stakeholders dedicated team
  • 10. How to ensure the right level of engagementacross global stakeholdersand external third parties to make sure the project actually delivers.
  • 11. The Theory RIGHTS Users RISKS IT Support, Business sponsor, customers RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance
  • 12. The Theory RIGHTS Users RISKS IT Support, Business sponsor, customers RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance Business Vision Business Case Requirements Development Sanction
  • 13. The Theory RIGHTS Users RISKS IT Support, Business sponsor, customers RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance Business Vision Business Case Requirements Development Sanction
  • 14. The Reality - How did we do it?• Steering Committee (Senior Business Stakeholders/IT Programme Manager/ Business PM) • Review and approve Agora vision, Resources & Budget• Core Team (Business Ambassadors / IT Relationship/IT technical ) • Define business requirements and user acceptance testing• Agora Governance Committee (Business / IT Relationship/IT technical IT) • Sub set of key motivators from Core Team• Dedicated IT Technical Team • Responsible for infrastructure delivery• Business Representatives (Departmental)
  • 15. Governance & Project Structure Governance Committee Steering 1x Business Project Manager Committee 2x Business Admins (per site) 1x IT Admins (per site) 1x Technical Core Technical Role Site Ownership Team Team Business Direction Training Change Control Access & Permissions
  • 16. Retaining the Vision Agora Training Plan Video’s, Class Room Training, Quick Ref guide, hosted on Agora site Training & Communication Plan Communication PlanVideo Conferencing Key messages , delivered by CoreAnalysis Review & Testing Team, supported by posters & merchandising Video Conferencing & Workshops Regular Structured Meetings Steering Regular Structured CommitteeFace to face Workshops MeetingsKey Milestones, Review & Sign off Core Technical Team Team
  • 17. What worked well?• All stakeholders were fully engaged• Efficient/Effective Project Structure• Project Management Best Practices• Open & Frequent Communication• Training Driven by Governance CommitteeWhat were the difficult bits? • Scheduling Meetings • Business conflict with the day jobWhat was the effect? • Strong Governance Structure • Reduced Risk of Failure
  • 18. Running Global Projects in an agile environment
  • 19. The Theory1. Our highest priority is to satisfy the customer through early and continuous delivery of valuablesoftware.2. Welcome changing requirements, even late in development. Agile processes harness change forthe customers competitive advantage.3. Deliver working software frequently, from a couple of weeks to a couple of months, with apreference to the shorter timescale.4. Business people and developers must work together daily throughout the project.5. Build projects around motivated individuals. Give them the environment and support they need,and trust them to get the job done.6. The most efficient and effective method of conveying information to and within a developmentteam is face-to-face conversation.7. Working software is the primary measure of progress.8. Agile processes promote sustainable development. The sponsors, developers, and users shouldbe able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility.10. Simplicity — the art of maximizing the amount of work not done — is essential.11. The best architectures, requirements, and designs emerge from self-organizing teams.12. At regular intervals, the team reflects on how to become more effective, then tunes and adjustsits behaviour accordingly.
  • 20. The Theory1. Our highest priority is to satisfy the customer through early and continuous delivery ofvaluable software.2. Welcome changing requirements, even late in development. Agile processes harnesschange for the customers competitive advantage.3. Deliver working software frequently, from a couple of weeks to a couple of months, with apreference to the shorter timescale.4. Business people and developers must work together daily throughout the project.5. Build projects around motivated individuals. Give them the environment and support theyneed, and trust them to get the job done.6. The most efficient and effective method of conveying information to and within adevelopment team is face-to-face conversation.7. Working software is the primary measure of progress.8. Agile processes promote sustainable development. The sponsors, developers, and users shouldbe able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility.10. Simplicity — the art of maximizing the amount of work not done — is essential.11. The best architectures, requirements, and designs emerge from self-organizing teams.12. At regular intervals, the team reflects on how to become more effective, then tunes and adjustsits behaviour accordingly.
  • 21. The TheoryStage 1: VISION Stage 7: SPRINT RETROSPECTIVEStage 2: PRODUCT ROADMAP Stage 6: SPRINT REVIEW Stage 3: RELEASE PLANNING Stage 5: DAILY SCRUM Stage 4: SPRINT PLANNING Preparation Execution
  • 22. The TheoryStage 1: VISION Stage 7: SPRINT RETROSPECTIVEStage 2: PRODUCT ROADMAP Stage 6: SPRINT REVIEW Stage 3: RELEASE PLANNING Stage 5: DAILY SCRUM Stage 4: SPRINT PLANNING Preparation Execution
  • 23. How did we tailor agile to work in a UCB environment• Best Practice Methodology – Prince II • Working in a regulated environment • Defined structure for how projects are implemented • Agile Deployment • Clear requirements • Fixed deadlines • Iterative approach worked well with the business • Weekly show & tell sessions
  • 24. What worked well - What were the challenges?What worked well BenefitsIterative Approach Ability to Rapidly Respond to ChangesShow & Tell Approach Business Visibility ensuring Buy-InDefined Deadline Ability to Adjust Scope to meet the timelinesDelivered a Quality Solution Met Business ExpectationsWhat were the Challenges SolutionsLack of Internal Technical Resources , aligned with Brought in a on site external Best PracticeAgile Principles developer familiar with Agile principles Closely aligned with Agora governance committee.Internal Technical Infrastructure Constraints Demonstration, Education, Knowledge Transfer, Change ManagementTransition from external developer to internal Agreed Transition Plan, Face to Face technicaltechnical team handover to internal team Agora is the Blue Print for all functional departments
  • 25. What were the projectOutcomes• Project Delivered on Time & Within Budget• Project Acceptance • Business Governance committee have taken full ownership of the site • Technical Team have taken full ownership of the system and ongoing support • Both teams are committed to a defined Change control process• Project Status • Agora Site is Live • Ongoing training to the wider business community
  • 26. OutcomesWe had a visionthat was frequently communicatedat all levels in the organisation.We involved all stakeholdersall the time. Right from the start.We ran agile principles in key placesalways feeding back to the visionand it worked.Set a new standard for SharePoint projects within UCB
  • 27. Lessons LearntWhat would we do differently if we did itagain? Overall Agora was a successful project for UCB Using an AGILE approach, coupled with defined Governance Structure, agreed Business Requirements and transparent, integrated business and IT Communication actually works!!

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