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Sony Ericsson Case Study

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Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative …

Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL

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  • First speaker after Lunch – hour of tranquility
    Challange to guide you 2,5 year in 30 min
    Practical focus
    Questions – gladly but hopefully at the end
  • Develop phones
    Global company
    2 Years from idea to ready product
    Several hundred resources in project in several physical sites - Global organisation
    Phase 1
    Time Mgmt = WBS
    Phase
    Cost = Project budget, forecasting and follow-up/actual costing
  • Blue and yellow warehoues around the world
    Early in planning roll-out
  • Watch for the color-coding in the right hand corner
  • SCRUM working method proven working good for a configurable tool
  • Process owner? – IT management for smaller organisations
    Core functionalities = Translation in Clarity terms
    Sub-processes = block of functions in clarity, connected to roles in real life
  • Each level have their own supportive organisation/reference org. Depending on the size of the org.
  • PDG = Operative Steering Group
    Important is the turn-around time for a decision and to have a way of escalating decisions.
  • Scope change allways something to consider
    Most important is to scope in a way to give most ROI for the org.
  • Transcript

    • 1. Customer Case study Implementing Clarity – the need of an evangelistic approach or The PPM Preacher man’s verdict This presentation has 21 slides, 30 seconds per slide
    • 2. Scope for SonyEricsson
      • Tool selection done during late 2005 (SAP, Microsoft and Clarity) ‏
        • Clarity chosen due to Gartner Magic Quadrant and good reference customer Philips, also used for 2 year within US part of Sony
      • Scope changed 3 times during the project duration 2005-2008
        • Portfolio Management was first out, then in, then out
          • Still not decided when to include
      • Phase 1 – Time- and Resource Management, July 2007
      • Phase 2 – Project Cost Management and Resource Capacity planning, October 2007
      • Phase 3 – General Enhancements like usability and reporting – PEARL 1.0 release, March 2008
      • App 1500 users in 9 physical locations around the world
      • Integrations
        • All time writing for co-workers done in SAP CATS
        • All actual cost and hours imported via XOG from SAP R/3
      = P roject E xecution a nd R esource Levelling
    • 3. Planned scope for furnishing deal
      • Tool selection done during late 2007 (MS Project Server, Planisware and Clarity) ‏
      • CA / CQC Solutions selected implementor during late 2007
      • Proof of concept run during Q1-08
      • Scope stated May-08
      • Phase 1 –Time reporting, Project Management, Resource Management, Service and Product management, Q1-09
      • Phase 2 – Demand and Portfolio planning, light weight Financials, Q2-09
      • Phase 3 – Financial planning and systems integrations, Q4-09
      • App 2000 users in 7 physical locations around the world
      • All time writing will be done in Clarity
    • 4. Sharing of our experience from implementing PPM
      • How to develop the solution
      • How to implement the solution
      • How to convince/sell-in the solution
      • How to dodge the resistance towards change
    • 5. How to develop the solution
      • Define and align processes first are key – develop tool secondly
        • What will be measured in the future (KPI’s etc) ‏
        • Adopt an Agile working method with clear time boxes and one team sitting close together
        • Focus on input, rather then output
          • Reports are important but nothing compared to have input data in the system
      • Start small and grow the scope
      • Simplicity (out of the box approach)
        • Customize as little as possible due to the upgrading will hence have a large rate of failure
      • Functional Clarity knowledge are key
        • Translation of process into the ”claritanian” language, to see what is possible and durable
      • How to develop the solution
    • 6. H2 develop the solution (cont) ‏
      • Shorten the decision track
        • Add an Operative Steering Committee with insight in the daily way you work and understanding of the impact of a decision
          • The Executive Steering Group does not have the interest nor understanding of these questions
      • How to develop the solution
    • 7. Working the scope Define core functionalities and KPI's Build 1st Prototype Verify Prototype Any Changes? Build Prototype Build Prototype Describe high-level core processes Describe sub- processes Re-define sub- processes Re-define sub- processes Re-define sub- processes Build Xnd Prototype Version 1 of solution, processes and KPI's Process owner Solution Creation User/ Project group Yes Yes No
      • How to develop the solution
    • 8. Working the involved part ies Executive Steering Group Process Owners Operative Steering Group Supporting Solution creation User group Project Management Implementing Executive Management
      • How to develop the solution
    • 9. Decision Process Flow
      • How to develop the solution
    • 10. Expanding the scope – The onion model
      • Core functionaltity – i.e Time Management
      • Phase 2 – Project Management
      • Phase 3 – Financial Management
      • Phase 4 – Portfolio Management
      • How to develop the solution
      Portfolio Management Financial Management Project Management Time Management
    • 11. Portfolio-Program-Project-Sub project hierarchy
      • How to develop the solution
      Portfolio (product & platform) plan Program Product Project plans Sub Project plans Object plans 3rd party plans
    • 12. How to implement the solution
      • First Dry run – Then pilot – Then implement full scale
        • Need a finished product before being able to start the planning
          • Seeing is believing
      • Use the staggered approach – Big bangs are impossible
        • Begin with the most beneficial or with the most reluctant part of the organisation
          • Depending on if you want an early buy-in or a chance to sharpen the arguments
      • Start early in defining how to support the solution
        • First, second and third level support are necessary but where is it best to be placed?
          • Do you have a mature IT function for having the Application Management support in-house or do we outsource?
          • Second line support best suited to have in-house
      • How to implement the solution
    • 13. Implementation plan - Example January w1 w2 w5 w4 w6 w7 w9 w8 w10 w11 w12 w3 w15 w16 w14 w13 w18 w17 February March April Dry Run Pilot Amend tool and sell-in First site/org roll-out Second site/org Third site/org Foruth site/org Support org set-up
      • How to implement the solution
    • 14. H2 implement the solution (cont.) ‏
      • Education of end users is best done by e-learning
        • Class-room trainings are used for Subject Matter Experts and support personal
        • E-learning packages are a very cheap and effective way of education
      • Global deployment needs local deployment PM
        • Each physical site needs one appointed person with the full responsibility to implement
          • Someone with a local knowledge and understanding of gaps needed to be bridged
      • How to implement the solution
    • 15. Implementation related activities
        • Preparation activities – Gather master data, appoint SME:s
        • Training activities – instructor lead training for SME's, plan for e-learning for users
        • Go-live activities – will correspond to the preparation activities needed to be done in Clarity
        • Follow up activities – will be done to ensure application utilization
      • How to implement the solution
      Preparation activities Training activities Go-live activities Follow up activities T–X weeks T–X weeks Go-Live X-week
    • 16. How to convince/sell-in the solutio n
      • Change management is a cumbersome and tedious work but 80% of the effort in the project depends on its success
      • Management attention and ownership is key to success
        • Some decisions WILL make parts of the organization suffer
        • Management need to stand on the podium, point ONE and only ONE direction
        • Process owners must be appointed early in the project
      • Project maturity within the organisation is key
        • CMMI level 2 is preferred when implementing a PPM system but very seldom the case…
      • Global, legal issues and cultural differences are cumbersome to reach a consensus around, especially in globally scattered organizations
      • Involve all stakeholders heavily
        • Identify and define the “what is in it for me” view early in the process
      • Implementing a global process and a new tool is like pulling a piano upstairs without a lift
        • The higher you come, the heavier it gets
      • How to convince/sell-in the solution
    • 17. How to dodge the resistance towards change…
      • Executive Management will loose the informational advantage of the few
        • Unless a restrictive user access model is adopted, all information will be available for the masses in real time
      • Project Management will be feeling heavily exposed
        • All they do and act upon will be visible to all in the organisation
      • Line/Resource management will be more of a provider of resources than an influencer of the projects outcome
        • Reducing their power to change
      • Co-workers/time writers
        • What’s in it for me?
      • How to dodge the resistance towards change
    • 18. … by using the “What’s in it for me?”
      • Executive manager view
        • Information at your fingertip in real time
          • Early warning system allowing for quick corrective actions and abortion of programs/projects, hence saving money
      • Project manager view
        • Time schedules, resource planning and cost planning in one place
        • Follow-up of actual hours and costs
          • Quick corrections and actions
      • Line/Resource manager view
        • One resource planning tool
        • Follow-up of actual hours and project costs
          • Quick corrections and actions, closing and follow up.
        • Possibility for global view of resources and projects
      • How to dodge the resistance towards change
    • 19. … by using the “What’s in it for me?” (cont)
      • Co-workers view
        • Will support PM/LM with the right truth to plan accurately
          • Especially with the ETC
          • Will have "evidence” where time is spent
      • Business Controllers/Finance view
        • Time saving doing closing / follow-up
        • Benchmark made possible for improvement between sites/organisations/projects
      • How to dodge the resistance towards change
    • 20. The PPM Preacher man’s verdict
      • Unfortunately an unappreciated project to run, at least within the affected organisation
        • The more the organisation realize the changes required, the more questioned it will be
        • Management will be enthusiastic to start with but will start questioning why someone approved the change
      • Must be obeyed by the Hofstadter's' law : things takes longer time than planned even if taken this law into consideration
      • Heavy fighting the resistance towards changing the current way of working is the biggest threat to the project success
    • 21. The PPM Preacher man’s verdict (cont.)
      • The Portfolio view is the primary sell-in argument in order to convince management of the necessity of having the PPM tool/solution in place
        • The portfolio view is the tip of the iceberg, the icing on the cake, once you have the others parts in place
      • Steering group are not interested in the process discussions and business rule decisions needed to develop the solution
        • Involve a reference group/take a hostage, empowered to really take the “ugly” decisions necessary
      • PPM is not about implementing a tool, it is about changing the way you work and reaching a higher project maturity
        • This must also be taught to Executive Management
      • Change will be painful in the organisation and it doesn’t just involve ”the other guys” - It affects us all!