IS.IT. Project Office set-up in complex environment. A post-merger case ( PRAGMATICA MC)
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IS.IT. Project Office set-up in complex environment. A post-merger case ( PRAGMATICA MC)

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Project management Office, PMO. ...

Project management Office, PMO.
This presentation is a consulting report to set-up a IS/IT Project Office for a world steel industry player just the day after post-merger.
It shows an interesting case and helps to face challenges in big companies and complex cases.

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IS.IT. Project Office set-up in complex environment. A post-merger case ( PRAGMATICA MC) IS.IT. Project Office set-up in complex environment. A post-merger case ( PRAGMATICA MC) Presentation Transcript

  • BigCORP Post-Merger IS/IT Project Office Mission and Operating principles
  • This document proposes an approach focused on answering some of the main merger IS/IT challenges from a pragmatic point of view
    • Organizational implications
    • The merger and challenges for IS/IT management
    • Project Office operating principles
    • Value proposition of a Project Office
    • Project Office Mission and principal functions
    • Setting up the Project Office
    … Some of the main BigCORP Integration IS/IT requirements What can help in this situation? Why will it be useful? How is it going to work? … and, What is next?
    • Next steps
    Document contents
  • 3 Organizational implications 1 The merger and challenges for IS/IT management 2 Project Office operating principles Table of Contents 4 5 Value proposition of a Project Office Project Office Mission and principal functions Setting up the Project Office 6 Next steps 7
  • BigCORP has to face and integrate an increased number of complex IS/IT projects to be delivered on time and budget, as part of the great merger challenge
    • A highly complex merger project…
    • Merger to be completed in a 24 month horizon focusing on the challenges of…
      • Business continuity
      • Synergies to capture
      • Organizational change
    • High complexity of the merger project
      • several parties
      • International setting
      • Considerable differences in company culture
    • To date, no central integration management
    • … and a difficult context for IS/IT service delivery
      • IS/IT related projects are critical to the success of the merger
      • IS/IT projects contributing to the merger are fragmented in terms of owners, deadlines, size, complexity and impact
      • Business sense of ongoing projects may be affected by the merger and need to be re-evaluated
      • Many important IS/IT merger projects are transversal (corporate, cross sector, cross BU)
      • IS/IT resources do not match the transversal scope of projects, mainly decentralized and reporting to business
    IS/IT to deliver an increased number of complex projects on time and on budget
    • Complex mix of projects driven by the business transformation
    • Risk of delay due to dependencies and IS/IT resource availability
    • Budget risk due to redundancies, overlapping and external contracting
    1
  • The challenge is relevant at all IS/IT levels, but a corporate perspective is necessary to making a reality possible cross-sector synergies in knowledge, organization, information and costs IS/IT Steering Committee 1 Information Systems Services and Resources Information Systems Planning DG Platform Management Board BU Head BU Head Sector Head CIO Sector Head Corporate vision Sector vision Sector vision will be a success factor, pivotal as per market realities, but a transversal vision of the activity across different sectors / businesses is also necessary in order to manage the achievement of synergies. Synergies never materialize on their own. Their achievement must be managed Plant Head IS/IT project IS/IT project IS/IT project IS/IT project
  • Specifically, project development presents information, monitoring and management needs on a “corporate perspective” level 1
    • Align projects with IS/IT strategy and identify critical projects
    • Rely on an “information hub” with standard information
    • Have elements for assessment in order to establish mapping of priorities
    • Facilitate & Monitor progress of transversal and critical projects
    • Identify redundancies
    Corporate requirements
    • Coordination with projects in other sectors and standards for monitoring
    • Be aware of and follow critical projects with transversal impact
    • Access to achievements in other sectors, that can be used in my own sector
    • Identify redundancies
    • Possibility for arbitration
    • Rely on an “information hub” with standard information
    Sector/Business requirements
    • Which projects and who’s responsible?
    • With what priority?
    • Which resources?
    • What’s the cross-sector impact?
    • Are there redundancies?
    • Can different BUs profit?
    • Which projects, what’s their priority and who’s responsible?
    • What resources do I provide / receive for corporate projects?
    • How can I take advantage of other sectors’ achievements?
    • Are arbitration facilities between projects / sectors available?
    • Can I access up-to-date information on “state of the art” for projects in other sectors and projects which may affect me?
    facilitate project development and “service delivery”, prioritizing critical projects and maximizing synergy exploitation New requirements New projects BigCORP Merger: IS/IT scenario New Organization On-going projects
  • 3 Organizational implications 1 The merger and challenges for IS/IT management 2 Project Office operating principles Table of Contents 4 5 Value proposition of a Project Office Project Office Mission and principal functions Setting up the Project Office 6 Next steps 7
  • Creating a Project Office will substantially facilitate the identification and management of inter-sector questions of interest for BigCORP IS/IT Steering Committee Critical Project Critical Project Critical Project Project Office CIO CIO
    • Organization
    • Flat Carbon
    • Long Carbon
    • Stainless
    • Domain
    • HR
    • Purchasing
    • Accounting
    • Transversal
    • Network
    Monitor Progress Report on Corporate level Report on Sector level Merger issues, quick wins, synergies… Transversal and cross-business/function projects… … monitored by the Project Office support 2
    • Issue
    • Quick Win
    • Synergy
    Qualification Task Force Ad Hoc Mission Resolution /Capture
  • Having a Project Office adds value for all stakeholders of the projects 2 DG Platform Sector CIO’s IS/IT Steering Committee … informational and project monitoring support to facilitate the task of coordinating sector and corporate visions
    • Early recognition of issues and risks leading to resolution
    • Information efficiency
      • Decision oriented reporting
      • Filtering of project-related information
    • Transparency on progress
    Project managers IS/IT Project Manager … providing an “information hub” … supporting and providing standard principles of monitoring & reporting
    • Information efficiency
      • Action oriented synthesis
      • Filtering of project-related information
    • Transparency on interdependencies, resource usage
    • Identification of eventual redundancies
    Information Systems Services and Resources Sector & BU CIO’s Information Systems Planning Business Owner / Leader … providing transparency on critical projects in decentralized service delivery … helping to ensure delivery of critical projects
    • Transparency on interdependent projects and option for coordination
    • Assistance for the identification of issues in a changing environment
    • A direct and efficient way to communicate issues and ask for decision
    • Promoting arbitrage when necessary
  • 3 Organizational implications 1 The merger and challenges for IS/IT management 2 Project Office operating principles Table of Contents 4 5 Value proposition of a Project Office Project Office Mission and principal functions Setting up the Project Office 6 Next steps 7
  • The Project Office’s mission is to provide service to the direct “stakeholders” of the projects in order to facilitate decision making
    • Business Owners / Leaders
    • Project Managers
    • IS/IT Steering Committee
    3 For whom? Direct stakeholders
    • Facilitate and monitor progress
      • Ensure coordination and follow-up of IS/IT critical projects
      • Ensure transversal coordination of projects
      • Identify and facilitate arbitrage on conflicts/trade-offs between isolated projects
      • Provide transparency on risks and initiate early mitigation
    • Represent the “information hub” for the program
      • Ensure “information efficiency” by consolidating the project reporting
      • Harmonize and share project-related information
    • On demand, support project managers in integrating with other projects, on methodology aspects or planning of project
    How so? Principal functions Inform Coach Monitor
  • Project Office’s mission concentrates on project delivery, but its activities provide transparency to assist throughout the project lifecycle Project Office services Project lifecycle Projects must be managed in coherence with the BigCORP principle of subsidiarity, with Project Office interacting at relevant levels to add value through transparency and monitoring Project Office focus 3
    • Project Office provides standard templates and tool for monitoring and reporting
    • Project Office directly monitors and reports on critical projects
    • Project Office provides support on demand in project management
    • Project Office serves as a channel for communication
      • Escalates issues
      • Provides information for decision-making
    Deliver
    • Project Office provides standard templates
    • Project Office provides information that allows stakeholders to quick-scan arcelor environment to identify project alternatives before qualification
      • Project interdependencies
      • Project overlap or redundancies
      • Possible synergies, integration with other projects
    Qualify Conceive
    • Project Office provides support on demand in project planning
      • Methodology
      • Resources with required skills (having participated in similar projects)
    Evaluate and Learn
    • Project Office promotes data base
    • Project Office supports objectives tracking for success/failure qualification
    • Project Office provides information for continuous improvement measures
    • Project Office monitors and reports on task forces that implement improvement measures
    Project Office support Project Office support
  • 3 Organizational implications 1 The merger and challenges for IS/IT management 2 Project Office operating principles Table of Contents 4 5 Value proposition of a Project Office Project Office Mission and principal functions Setting up the Project Office 6 Next steps 7
  • The Project Office operating principles can be described by answering a number of key questions 4
    • Which projects will be on the Project Office radar ?
    • How to register new projects ?
    • What are the roles of the Project Office organization ?
    • How does the Project Office communicate with the different stakeholders ?
    • Which information is managed by the Project Office ?
    • What do «   monitoring   » and «   reporting  » mean ?
    • Which tools can be used by the Project Office?
  • Which projects will be on the Project Office radar? The Project Office will primarily monitor those projects approved by the Steering Committee 4
      • Projects approved by the Steering Committee
        • Projects with cross-sector or cross-functional scope
        • Project size > ____ Euros
        • Projects whose non-completion pose an operational risk
      • Projects relying on resources loaned by other sectors
      • Those projects, new or ongoing, defined as such “on demand”
        • Projects “visible” at board level
        • By a member of IS/IT Steering Committee
    • IS/IT Steering Committee must approve and publish criteria determining which projects must be submitted to the Steering Committee
    • Must have a clear guideline for acting
    • Decentralized Service Delivery staff must understand which projects must be reported
    Criteria for qualifying a critical project Monitored by IS/IT SC Approved by IS/IT SC Illustrative
  • How to register new projects ? Process for qualifying a critical project IS/IT Steering Committee 4 Proposes Qualifies (Approves) On-going projects New projects
    • Management Board
    • Sector CIO
    • ISSR / ISP
    • Project Office
    • Management Board
    • Sector CIO
    • ISSR / ISP
    IS/IT Steering Committee IS/IT Steering Committee Critical Project
      • Sector CIO /ISSR/ ISR (Owner/Leader)
      • Project Manager
      • Project Office
    • Interact “directly” around the project
    Project Manager Sector CIO (*) Project Office Critical Project (*) Or ISSR or ISP Owner /Leader Manager / Delivery Monitoring & Reporting support The project begins to be monitored by the Project Office dossier Project Qualification (*) (*) See next slide Project Qualification (*) ISP: Information Systems Planning. ISSR: Information Systems Services & Resources
  • How to register new projects ? Project Office support in Project Planning and Qualification 4
      • Defines standard templates for “Project Qualification”, ensuring uniform information, which the Steering Committee uses to make decisions
        • Templates represent a checklist to ensure application of best practices in project definition and launch
            • Business alignment
            • Appropriate specification of needs
            • Resource planning, budget
            • Risk estimation
        • Standard templates provide transparency, with Project Office promoting their visibility through an “on-line” tool
      • Supports Project Managers / CIO’s with project preparation methodology, if requested
      • Provides information for quick-scan to ensure coherency with ongoing projects, identify interdependencies
      • Checks alignment with Corporate orientations
  • What are the roles of the Project Office organization ? The Project Office is neither a substitute nor the corporate police; it supports the players in fulfilling their roles on a project 4
    • Accepts / rejects projects in accordance with priorities as per strategy
    • Oversees progress for Corporate results
    • Intervenes as decisions necessary
    • Generates demand, defines project objectives
    • Signs-off on project proposal and submits to Steering Committee
      • signifying that believes in project as defined and is willing to pay
    • Guarantees provision of inputs that IS/IT service providers need from client
    • Validates status reported by “Project Manager”
      • signifying client acceptance
    • Matches demand to project planning
      • signifying understanding of client objectives
    • Guarantees achievement: milestones & objectives
      • to do so, mobilizes and controls resources in alignment with project planning
      • raises the red flag when issues endanger achievement
    • Channel for communication
      • aggregates information
      • prepares reports to IS/IT Steering Committee
      • escalates critical issues / decisions
    • Support, Coaching on demand
    • “ Repository” of information
    • Identifies redundancies and transversal synergies
    Project Office IS/IT Steering Committee IS/IT Project Manager Business Owner / Leader
  • How does the Project Office communicate with the different stakeholders ? The Project Office collects information on project level, aggregates information and reports to the IS/IT Steering Committee and CIOs on a regular basis IS/IT Steering Committee Critical Project Critical Project Critical Project Project Office CIO CIO CIO Project Management Each Project Manager reports status for the main project and progress on achievement of objectives to the Project Office Co-ordination and Reporting The Project Office co-ordinates the deliverables and reports only aggregated project status, open issues and objectives information to the Steering Committee Control and Management The Steering Committee uses the information to pilot the integration process CIO 4
  • How does the Project Office communicate with the different stakeholders ? Project Office communicates with its “customers” through reports and direct interaction in meetings 4 IS/IT Steering Committee Critical Project Critical Project Critical Project Project Office CIO CIO CIO CIO Synthesis to CIO and Business Leaders on the progress of projects by the Project Office Regular reporting to Steering Committee from the Project Managers via the Project Office Presence of Project Office members in meetings if required Regular contacts between Project Office members and the Project Managers to update project cards
  • Which information is managed by the Project Office ? The Project Office keeps structure of a restricted, constantly changing, quantity of information at all times
      • Description
      • Rationale
      • Objectives
      • Scope
      • Organization
        • Owner
        • Steering Committee
        • Business Leader
        • Project Manager
      • Resources
      • Prerequisites
      • Interdependencies with other projects
      • Budget
      • Planning
      • Approval
    Project Qualification 4 # 1 Budget Prerequisite and Dependency Sample of Project Qualification End 03/2002 Dashboards, other next steps.. End 03/2002 Implementation of the DB for 200 users End 02/2002 Implementation of ETL for 20 users Project Name Common commercial data warehouse & dashboard (project 2) Required Inputs  common customer list, plants, SOP / demand products, market segments  analysis axes  sales organization description  needs collection on extractions in sales units  arcelor network connection (project 1) Other Prerequisites (availability, coaching, etc.)  definition and lists of Master Data (Planning & Marketing)  for next steps, clarify the role of the DW (for example as regards with i2 DP reporting) Human Resources IS/IT Team  H.Vanseer A.Sinap  G.Verbeeck C.Struyve  JY Lemaire F.Klein Project Members (Business Requirements)  E.Goeminne R.Segaert  E.de Guibert C.Boucher  D.Pierret A.Hervas  J Tamargo Cuervo A.Rivera  B Iglesias Process Owner  TBD Required Skills (soft, hard, change)  TBD Steering Committee  TBD (K Euros) First - Level Planning Risk Identification  huge investment in BO by Usinor : how to report on industrial data if DWH is to become the unique system of reference?  acceptance of the DWH architecture by the Corporate  risk of delay considering the march deadline : tests and resolution cycles on the different sources can take time  implication of all subsidiaries  management of authorizations still to define  needs definition from the sales management concerning step 2 99,999 Total 99,999 External Resources 99,999 Capital Expense (i.e. licensing) 99,999 Workload (i.e. application development) 99,999 Operational Budget (i.e. traveling) Objectives and Scope Owner Business Leader Project Manager TBD Marc Billant (to be replaced) Marc Baudet Day One objectives Provide Sales Management with consolidated sales data in order to handle sales operations from Day - 1 Next Steps Objectives  Implement the sales dashboards for monitoring  Extend the scope of the DW in order to steer the different sales activities Scope  Complete FC sector commercial activity  La Magona out of the scope Project phase 1 (Day 1) is to aggregate data on order entry and invoicing history  customer / group of customer  products (aggregated level)  business units, plants  market segments, country  commercial organization (sales units) Next steps priorities to be defined with sales management (i.e. sales dashboard) Rationale Turnover Capital Employed Cost Safety and Environment Business Continuity Compliance
      • Expected output
      • Status and % completion
      • Revised budget
      • Revised planning
      • Progress on milestones
      • Risks anticipation
      • Outstanding issues
      • Decisions to make
    Periodical Project Cards Preliminary
      • Support and meeting minutes of Steering Committees
      • Deliverable per milestone and dossier for IS/IT maintenance
      • 6-month evaluation
      • Financial effect tracking (i.e. synergies)
    Collection of Project Evidences ______ ______ ______ Last Update 15/02/2002 Version #1 Author Marc Billant Page Validation Status Owner Business Delivery TBD Domain Mgt Committee Organization Project Group
  • What do « monitoring » and « reporting » mean ? Monitoring critical projects will take form in a practical manner with the support of the Project Office 4 IS/IT Project Manager IS/IT Steering Committee Business Owner / Leader Project Card Project Launch & monitoring
    • Responsible for service delivery and due preparation of Cards
    • No intervention
    • Coaching
    • Reviews and Posts Cards
    • Selection of elements for “escalation”
    • As Client, responsible for “buying” final result, validates:
      • Definition of milestones
      • Status reported by Manager; does client accept deliverables?!
    Project Approval Project Qualification
    • Assigns human resources
    • Identifies prerequisites; calculates budget
    • Signs off on final proposal
    • Approves, rejects and/or conditions approval
    • “ Repository”
    • Assists on demand in preparation
      • alignment
      • dependencies
      • risks
    • Defines objectives
    • Signs off on final proposal
      • implies participation in / acceptance of prerequisites, budget...
    • Match strategic/project objectives
    • Qualifies project success /failure
    • Prepares reports on objectives and achievement per project
    • No intervention in tracking (though intervenes in use and maintenance issues)
    • Assesses achievement of long-term objectives
    Critical Project Associated “ tools” Project Office Progress Report
    • Makes necessary decisions
    • Responsible for due preparation of Reports
    • No intervention
    • (Recipient)
    Milestone reporting Post-project l/t tracking
  • What do « monitoring » and « reporting » mean ? Monitoring critical projects will take form in a practical manner with the support of the Project Office (cont) Revised Progress Report 4 Periodical procedures for Monitoring & Reporting Operational Aspects Achievement of Objectives Risks & other Revised Project Cards Project Managers Project Office
    • Progress review
    • Validation of project card for submittal
    • Identify / communicate issues
    • Identify decisions to be “escalated”
    Support Business Owners
    • Sector CIO
    • ISSR / ISP
    IS / IT Steering Committee
    • Monitoring overview for Corporate reporting
    • Make decision as necessary for project achievement
    • Qualify success
    Each Month Project Launch & monitoring Project Approval Critical Project Milestone reporting i i i
  • 4 What do « monitoring » and « reporting » mean ? Monitoring means to assess progress on a regular basis, regarding operational aspects and the achievement of objectives Project Card Hard & Software Other opex Man-days Euros Total Man-days External resources Man-days Euros Euros Internal resources Revised Remaining Consumed Initial Budget concept Reference Project Reference Current Status Last Status Completion 999 % Start Date Initial Due Date Revised Due Date mm/yy mm/yy mm/yy Initial Budget Revised Budget 99,999 (K Euros) 99,999 (K Euros) Output Text City Planning Objective Text
    • Organization
    • Domain
    • Transversal
    Text if applicable Text if applicable Text if applicable Owner Business Leader Project Manager Name Name Name
    • Project name #1
    • Project name #2
    Dependency Project Name Text Legend On Track Attention Requested Action Requested Last Update dd/mm/yyyy Version Number Author Name Page
    • Related project documentation / deliverables available
    • Text if applicable
    • Text if applicable
    • Text if applicable
  • What do « monitoring » and « reporting » mean ? Monitoring means to assess progress on a regular basis, regarding operational aspects and the achievement of objectives (cont’d) 4 Project Card To Start 99.999 99.999 dd/mm/yy dd/mm/yy Text Budget Due Date To Start 99.999 99.999 dd/mm/yy dd/mm/yy Text Finish 99.999 99.999 dd/mm/yy dd/mm/yy Text Progress 99.999 99.999 dd/mm/yy dd/mm/yy Text To Start 99.999 99.999 dd/mm/yy dd/mm/yy Text Finish 99.999 99.999 dd/mm/yy dd/mm/yy Text Progress 99.999 99.999 dd/mm/yy dd/mm/yy Text Status Spent Plan Revised Initial Milestone Legend On Track Attention Requested Action Requested Last Update dd/mm/yyyy Version Number Author Name Page Project Name Text Reference Project Reference
  • What do « monitoring » and « reporting » mean ? Monitoring means to assess progress on a regular basis, regarding operational aspects and the achievement of objectives (cont’d) 4 Project Card
    • Issue #1
    • Issue #2
    • Risk rationale and mitigation #1
    • Risk rationale and mitigation #2
    • Decision #1
    • Decision #2
    • Next step #1
    • Next step #2
    Next Steps Decisions Risks Project Reference Project reference Resource Budget Time Slipping Hypothesis/Decision Dependency Technology Current Status Last Status Completion 999 % Issues Risks Rationale and Mitigation Project Name Text Legend On Track Attention Requested Action Requested Last Update dd/mm/yyyy Version Number Author Name Page
  • What do « monitoring » and « reporting » mean ? Reporting aggregates information on project status according to the information needs of the different stakeholders 4 ILUSTRATIVE
  • Which tools can be used by the¨Project Office? For running the Project Office, a collaborative tool for information sharing, such as Notes, will be put in place in a phased manner 4
    • Templates
      • Power Point
      • Excel
    • Mail
    • ...
    • Document archiving
    • Download templates
    • Visualize project info
    • Key contacts
    • Forms
    • Work flows (“click&send”)
    • Levels of aggregation
    • Project card historical tracking (hyperlink)
    • Review targets and annual impacts (objectives and implementation costs)
    • Synergy plotting
    • Project hosting
    • Best practice publishing
    • ...
    Starter kit Knowledge sharing Process management e.g., Optimus e.g., Changepoint Possible evolution Aligned with BigCORP Project Office “on-line” collaborative tool Not led by the Project Office, but if tools are available, the Project Office has supplied elements (info) which make use possible for its clients Objectives tracking Possible evolution... Project Qualification Project Card
  • 3 Organizational implications 1 The merger and challenges for IS/IT management 2 Project Office operating principles Table of Contents 4 5 Value proposition of a Project Office Project Office Mission and principal functions Setting up the Project Office 6 Next steps 7
  • The Project Office interacts at different organizational levels, although at first activity will be launched with a simple scheme, located under ISSR functional responsibility 5 Initial organization IS/IT Steering Committee Information Systems Services and Resources Information Systems Planning DG Platform Management Board BU Head BU Head Sector Head CIO Plant Head Project Office critical project critical project critical project Sector Head Sector Head Sector Head IS/IT project IS/IT project IS/IT project IS/IT project IS/IT project
  • Once a “critical project” has been identified and qualified, it will be monitored by the Steering Committee, with the Project Office providing support to all figures involved 5 IS/IT Steering Committee Project Manager Sector CIO (*) Project Office Critical Project (*) Or ISSR or ISP Owner /Leader Manager / Delivery Monitoring & Reporting support Critical project organization Resources
  • The first few “working” months will allow us to contrast the real needs posed by Project Office activity and evaluate the convenience of extending this organization within the Sectors 5 Possible future organization
    • Organizational principles
    • subsidiarity
    • efficiency
    • continuous improvement
    IS/IT Steering Committee ISSR ISP DG Platform Management Board BU Head BU Head Sector Head CIO Plant Head Sector Head Sector Head Sector Head CIO Project Office Project Office Project Office Critical projects IS/IT project IS/IT project IS/IT project IS/IT project
  • 3 Organizational implications 1 The merger and challenges for IS/IT management 2 Project Office operating principles Table of Contents 4 5 Value proposition of a Project Office Project Office Mission and principal functions Setting up the Project Office 6 Next steps 7
  • A Project Office is usually operational in 6 to 8 intensive weeks Objectives
    • Promote and collaborate on identifying the major IS/IT critical projects, with particular emphasis on objectives, milestones, issues, risks and decisions
    • Obtain a high level vision of interdependencies
    • Visualize outcome based on a reduced panel of critical projects
    • Start to implement the tools
    • Identify the key contact persons along the defined processes
    • Create a communication pack for Project Managers
    • Initiate monitoring of progress in all critical projects and communication
    • Activate register process
    Phases Map the Critical Projects Deliverable
    • Presentation identifying and detailing the critical projects and their interdependencies
    • Set of tools for operating the project office
    • List of contact persons
    • Communication pack
    • Project Office running
    Set Up the Project Office Launch the Project Office 6 Define the Operating Principles
    • Definition of « critical project », and reporting frequency
    • Definition of Project Office key processes
      • Register new projects
      • Monitor
      • Communicate and report
    • Specification of Project Office starter kit, such as forms, and tools
    • Presentation for validation of principles
    We are here
  • 3 Organizational implications 1 The merger and challenges for IS/IT management 2 Project Office operating principles Table of Contents 4 5 Value proposition of a Project Office Project Office Mission and principal functions Setting up the Project Office 6 Next steps 7
  • Project Office Next Steps 7
    • Introduce consulting senior team as soon as possible
      • Establish a first-step infrastructure
    • Meet selective stakeholders
      • Introduce the project office (Mission & Operating principles)
      • Collect feedback
      • Align on expectations
    • Submit to the Steering Committee for approval
    Main critical streams Actions Communicate, reach consensus and approve project Set up an initial project kit
    • Introduce the Project Office to the approved projects (Initial project kit)
    • Initiate and monitor the pipe of candidate projects (ISSR, ISP, other)
      • Initiate a “starter” Map of possible critical projects with the CIOs
      • Identify, with the approval of the Steering Committee, projects to add to the “starter kit”
      • *Reference convention for projects and sub-projects
      • *Clustering definition of projects along organization, domain and transversal axis
      • *“Critical project” and “priority” definition
    • Set up definitive starter templates and standards
      • Project qualification and project card templates
    • Establish a communication kit for Business and IS/IT Leaders
    • Promote development of the on-line tool
    Progress on starter templates, and tools ongoing ongoing ongoing asap asap immediate
  • What do we need from the members of the IS/IT Steering Committee? 7
    • Define and publish criteria for qualifying critical projects
    • Validate the Project Office operating principles
    • Validate “starter kit” templates
    • Supply an initial list of key contacts within the sector
    • Initiate mapping of projects
      • Quick win for launching Project Office activity: Identify 1-3 projects per sector for qualification at IS/IT Steering Committee in ( date )