Project Management Success Plan

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  • 1. © Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] Project Management Successful Implementation Project Structure, Key Roles and Responsibilities for
  • 2. © Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] Core Implementation Team: Key End Users End Users Steering Committee: Senior Management Project Team: Key Functional Managers Project Structure
  • 3. This information cannot be reproduced or distributed without legal permission Key Roles and Responsibilities from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. ►Define the objectives - measurable & Steering intangible Committee: ►Define scope, plan funds, allocate resources ►Pro-actively determine organizational Senior changes / plan for change management Management ►Define and manage expectations ►Review progress and resolve issues Appoint “Project Manager” Project Manager in-turn builds “Project Team”
  • 4. This information cannot be reproduced or distributed without legal permission Key Roles and Responsibilities from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. Project Team: Indispensable and ►Prepare an “Achievable Project Plan” Key Functional ►Define and initiate organizational structures, Managers to head, roles / responsibilities, processes, procedures own and drive the ►Create necessary infra facilities implementation of each 'Value Chain Process' “Project Team” in-turn builds “Core Implementation Team”
  • 5. This information cannot be reproduced or distributed without legal permission Key Roles and Responsibilities from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. ►Understand functionalities available in ERP system Core ►Do process modelling and “Gap Analysis” Implementation ►Pilot run - build master data and walk Team: through transactions with actual but sample data Indispensable and ►Estimate legacy data porting / conversion Key End Users – each efforts team headed by a ►Prepare plans for parallel, transition & live Project Team Member runs to implement the ►Communicate plans, involve & train end chosen 'Value Chain users Process' ►Act as “Change Agents” & drive the implementation
  • 6. © Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] End Users: on-line basis Key Roles and Responsibilities ►Participate and implement transactions on an
  • 7. This information cannot be reproduced or distributed without legal permission A Note on Key Roles from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. Details were ►For example, for a Project to establish given for an ERP factory, the 'Value Chain Processes' would Project be to establish landscaping, layout of buildings, architectural design, structural Implementation design, facilities planning, various types of plant and machinery, manufacturing process The roles and planning, vendor development, production responsibilities would planning, trial production etc. vary for other types of ► A Project may also be for a specific Projects – as the objective – for example to optimize inventory 'Value Chain across multiple locations. In this case, 'Value Processes' would be Chain Process' is simple and the Project is to different, based on the establish a fool proof and repeatable process end results / to achieve the objective objectives
  • 8. This information cannot be reproduced or distributed without legal permission from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] Project Structure – Value Chain Processes and Six Sigma Methodology © Ganesh Srinivasan, 2006. All international rights reserved. Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users End Users Each level has a Customer – Vendor relationship with other level(s) I generally split the 'Value Chain' as Delivery Chain, Supply Chain and Internal Chains I use 'Six Steps to Six Sigma' Methodology, to define critical activities at each level
  • 9. This information cannot be reproduced or distributed without legal permission from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] Project Structure – from Consulting Company © Ganesh Srinivasan, 2006. All international rights reserved. Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users End Users If using Services from a Consulting Company, qualified Professions from Consulting Company would be involved at Three Levels – Steering Committee, Project Team and Core Implementation Team
  • 10. This information cannot be reproduced or distributed without legal permission Some of my Projects from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. Establishing Factories for a large Earth Moving Equipment Manufacturer in India – with Japanese and American Collaboration Planned, Project Monitored over 800,000 sq. ft of built area spread across 1,000 acres of land – manufacturing & assembly floors with internal facilities, office buildings with interiors, landscaping etc. Achieved high levels of productivity - $ 80 million revenues with 1,000 employees, Ganesh Srinivasan compared to $ 100 million revenues of another factory of the same company with 6,000 employees
  • 11. This information cannot be reproduced or distributed without legal permission Some of my Projects from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. Information Technology Projects for the same company: Developed and implemented OLTP systems for Production Division (covering all manufacturing functions) and Marketing Division (Spare Parts Operations) at 20 sites $ 40 million worth of annual procurement used to be handled by 100 persons in Purchase and Accounts, compared to $ 60 million worth of annual procurements by 600 persons in another factory Reduction of $ 4 million inventory per year Ganesh Srinivasan with an incremental investment of $ 300,000 on VSAT based network and implementing inventory optimization processes
  • 12. This information cannot be reproduced or distributed without legal permission Some of my Projects from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. For a third party computer maintenance company Reduced repair cycle time, reduced dormant stocks, optimized inventory, enabled collection of Receivables to the extent of $ 150’000 when the company’s revenues were $ 600’000 For a large IT Services company HQ in India While implementing Six Sigma projects, Ganesh Srinivasan enabled reduction of “Quotation to Collection” cycle time from 540 days to 150 days
  • 13. This information cannot be reproduced or distributed without legal permission Some of my Projects from me [sganesh13@yahoo.co.in ] or [sganesh13@gmail.com ] © Ganesh Srinivasan, 2006. All international rights reserved. For a large pigment manufacturer HQ in Saudi Arabia – while implementing SAP Reduced order to delivery cycle time by 30 days, from 90 days Optimized stock levels of plant and machinery spare parts – implementing suitable codification schemes, defining stocking policy etc. For a large petrochemical conglomerate HQ in Saudi Arabia Ganesh Srinivasan Optimized inventories of millions of installation and project items, by implementing UNSPSC codification scheme