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Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
Chronological Project Review
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Chronological Project Review

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  • 1. Chronological Project Review Ricardo M. De La Vega Navarro
  • 2. 1995-1999 Project and Relationship Manager Oracle HR and HR Data Warehouse Implementation <ul><li>GE Capital Services (GECS) prepared to undertake a complex, multi-year global implementation project for Human Resource Systems. </li></ul><ul><li>We assembled a small, high-performing global team of skilled people with demonstrated success in Oracle implementations for GECS and in completing projects of this size and complexity. Our global team was unified through a Center of Excellence driving consistency in the application of proven methods. </li></ul><ul><li>  </li></ul>
  • 3. The Center of Excellence was powered by:   Our Global Team – With GECS, Oracle and World Class HR expertise DFSS – The Breakthrough strategy and quality enabler (Six-Sigma) R 2 i (Rapid Return on Investment) - KPMG’s proven Oracle rapid implementation toolkit which mapped seamlessly with Six Sigma to drive project cost lower through use of pre-configured repeatable templates and tasks TRACTION™ – Project Management Methodology which provided consistency, precision, repeatability, and risk mitigation incorporating DFSS deliverables  
  • 4. <ul><li>Multiple HR And Payroll Systems </li></ul><ul><li>No Direct Link With Corporate GE </li></ul><ul><li>No Common Reporting Solution </li></ul><ul><li>No Global Data </li></ul><ul><li>Process Improvement Constrained By Poor Employee Data </li></ul>GE Other Business PeopleSoft Some Businesses CBSI ADP Multiple Interfaces Multiple Systems 60% Of Employees 40% Of Employees <ul><li>One Common HR Solution With Three Pole Architecture </li></ul><ul><li>Enhanced Functionality </li></ul><ul><ul><li>Applicant Tracking – Compliance </li></ul></ul><ul><ul><li>Employee Self Service – Compensation </li></ul></ul><ul><ul><li>Training And Admin </li></ul></ul><ul><li>Corporate Data Warehouse </li></ul><ul><ul><li>Interfaces/Data Feeds </li></ul></ul><ul><ul><li>Reporting – Global Data Analysis </li></ul></ul><ul><ul><li>Links To GE Corporate </li></ul></ul>Leveraging The GE Architecture, Design And Implementation Experience Back in the day… Today… GE Data Warehouse N.America Europe Asia Interfaces ADP CBSI Benefits
  • 5. Six Sigma Integration Improve &amp; Design Analyze Baseline Strategy Build &amp; Test Transition &amp; Control Tollgate 1 Tollgate 2 Tollgate 3 Tollgate 4 Tollgate 5 Tollgate 6 <ul><li>STRATEGY </li></ul><ul><li>Socialize Project </li></ul><ul><ul><li>Develop Communications Plan </li></ul></ul><ul><ul><li>Hold Kick-Off Meeting </li></ul></ul><ul><ul><li>Begin CAP Process </li></ul></ul><ul><li>Create a DFSS project plan </li></ul><ul><li>Develop and Prioritize CTQs and perform Risk Assessment </li></ul><ul><li>Develop Project Scorecard and Associated Recognition Plan </li></ul><ul><li>PROCESS </li></ul><ul><li>Identify and document key HR Processes </li></ul><ul><li>DATA </li></ul><ul><li>Identify current sources of data </li></ul><ul><li>Assess state of current data </li></ul><ul><li>TECHNOLOGY </li></ul><ul><li>Identify current hardware/software capability and systems sources </li></ul><ul><li>PROCESS </li></ul><ul><li>Define To-Be process </li></ul><ul><li>Identify Gaps </li></ul><ul><li>Transfer Module </li></ul><ul><li>DATA </li></ul><ul><li>Legal Compliance </li></ul><ul><li>Identify Reporting Requirements </li></ul><ul><ul><li>Corporate </li></ul></ul><ul><ul><li>Business Specific </li></ul></ul><ul><li>Design Plan for </li></ul><ul><li>Closing Gaps </li></ul><ul><li>Initiate Development of Detailed MGSP </li></ul><ul><li>TECHNOLOGY </li></ul><ul><li>Review Corporate Technology Requirements </li></ul><ul><li>Identify Gaps </li></ul><ul><li>PROCESS </li></ul><ul><li>Request Security Configuration based on Process Requirements </li></ul><ul><li>Design new processes based on Gap Assessment </li></ul><ul><li>DATA </li></ul><ul><li>Request Configuration based upon Gap Assessment </li></ul><ul><li>Clean up EE-only Data </li></ul><ul><li>Design of business specific down-steam interfaces </li></ul><ul><li>TECHNOLOGY </li></ul><ul><li>Determine new hardware requirements based on Gap Assessment </li></ul><ul><li>Install and Configure Required Architecture </li></ul><ul><li>PROCESS </li></ul><ul><li>Develop Alerts </li></ul><ul><li>Set-Up Security </li></ul><ul><ul><li>Responsibilities </li></ul></ul><ul><ul><li>Profiles </li></ul></ul><ul><ul><li>Menus </li></ul></ul><ul><ul><li>Groups </li></ul></ul><ul><li>Execute End-User Training Plan </li></ul><ul><ul><li>System </li></ul></ul><ul><ul><li>Processes </li></ul></ul><ul><li>Execute Help Desk Strategy </li></ul><ul><li>Execute Reporting Strategy </li></ul><ul><li>DATA </li></ul><ul><li>Build Work Structures based on Configurations </li></ul><ul><li>Clean Work Structure-related data </li></ul><ul><li>Extract Data from existing systems </li></ul><ul><li>Test/Verify Data </li></ul><ul><li>Load Data into Production </li></ul><ul><li>TECHNOLOGY </li></ul><ul><li>Install and configure end-user technology requirements </li></ul><ul><li>PROCESS </li></ul><ul><li>Monitor new HR Processes </li></ul><ul><li>DATA </li></ul><ul><li>Develop Measures to ensure on-going Data Integrity </li></ul><ul><li>STRATEGY </li></ul><ul><li>Conduct Post Mortem </li></ul><ul><li>Develop MGSP </li></ul><ul><li>Initiate... </li></ul><ul><li>Help Desk Strategy (TG 5) </li></ul><ul><li>Training Strategy (TG 5) </li></ul><ul><li>Testing Strategy (TG 5) </li></ul><ul><li>MGSP (TG 3) </li></ul><ul><li>Initiate... </li></ul><ul><li>Configuration requirements </li></ul><ul><li>Interfaces for Down-Stream Systems </li></ul><ul><li>Initiate.. </li></ul><ul><li>Tools and Processes for Data Clean-Up </li></ul><ul><li>Security Strategy (TG 5) </li></ul><ul><li>Initiate... </li></ul><ul><li>Bolt-On Strategies </li></ul>Review CTQs w Revisit Risk Assessment w Update Project Plan and Other Documentation w Resolve Open Issues
  • 6. 2000-2001 IT Finance Manager Afore Garante Citigroup Market leading Fund Administration Co. <ul><li>Afore Garante handled over 2,221,000 clients and had over 2.1 billion US in assets. Ranked as 23 rd on the list of the 100 best pension fund companies in the region. </li></ul><ul><li>Implemented and supported “Platinum” Finance and Accounting solution country-wide. Including infrastructure. </li></ul><ul><li>Responsible for data integrity during and after Y2k migration to a new platform. </li></ul><ul><li>Delivered company’s daily balance information to the mexican government to avoid  economic penalties. </li></ul>
  • 7. Developed the system in charge of calculating and paying commissions to over 2,200 sales personnel in more than 100 different locations in Mexico; and the system responsible to track , print and mail balance account information to every single client in the country. Failure to send account balance on time , ( twice a year), resulted in penalties imposed by the government of over 40k pesos per affected customer . (We had over 2m of them). Implementation and automatization of systems and processes contributed to obtain profits for that time period of $378.4 million pesos, which represented 41.6% increase over 1999. Also, penalty fees paid to the government due to information inconsistency were drastically reduced from 4.5million in 1999 to 80k in 2001.  
  • 8. 2001-2002 IT Manager Reforma Newspaper <ul><li>Reforma is a Mexican conservative newspaper based in Mexico city. It has over 276,700 readers. The paper shares content with other papers in parent newsgroup Group Reforma . The cumulative readership of the newsgroup is above 400,000. </li></ul><ul><li>  </li></ul>
  • 9. <ul><li>Accountable for creative and development teams who launched REFORMA.COM web portal for the first time back in 2001. </li></ul><ul><li>Put in place Microwave link technology to enable the company to buy content from different news agencies around the world; such as AF, AFP, NOTIMEX, WP etc… As well as broadcasting Radio News coast-to-coast. </li></ul><ul><li>Replaced conventional use of 35mm Photography film to digital. As well as implemented the processes and training to support those changes. </li></ul><ul><li>Developed strong DRP process for the entire group. (3 newspapers). </li></ul><ul><li>Saved the company thousands by leveraging their Infrastructure TOC (Total Cost of Ownership) by bringing DELL as the only vendor to satisfy desktop and server needs. </li></ul><ul><li>Implemented a back-office team and created a testing laboratory to evaluate emerging technologies . </li></ul>
  • 10. <ul><li>Six-Sigma Black Belt specialist working on the development of a proposal for the reengineering of the affiliation, taxation and collection processes for the Social Security Office throughout the country (SIAREFI Project). Structuring the sale of an integrated development package to the Mexican government for over $18million dollars. </li></ul>2002-2003 Six-Sigma Advisor Deloitte- IMSS
  • 11. 2003-2007 IT Director Latin America Standard &amp; Poor’s, Capital IQ, Business Week, Platts, MH-Education. <ul><li>Hired as IT Director Latin America for McGraw-Hill Education. A year after I was promoted to Corporate IT Director LatAm for the entire group . </li></ul>
  • 12. <ul><li>Established a Latin American Shared Services Hub for managing and controlling administrative </li></ul><ul><li>processes. </li></ul><ul><li>To achieve this, four areas needed to be addressed coherently; </li></ul><ul><li>Back Office </li></ul><ul><li>Order to Cash </li></ul><ul><li>Supply Chain </li></ul><ul><li>Risk Management. </li></ul><ul><li>Concurrently, build a comparable systems and process solution for Ibero (Italy , Spain and Portugal) </li></ul><ul><li>to effectively share implementation costs and knowledge, while laying the framework for migrating </li></ul><ul><li>Ibero process to either the European or Latin American Hub as applicable. </li></ul><ul><li>To achieve the proposed back office integration the following systems investments were required: </li></ul><ul><li>Lawson Financials (GL / AP) </li></ul><ul><li>Captura (T&amp;E) </li></ul><ul><li>OFA (Financial Reporting / Analysis) </li></ul><ul><li>Cost / Benefit: </li></ul><ul><li>One-time implementation cost of Lawson for entire region was between $300-500k </li></ul><ul><li>Of the above figure, $125k was internally staffed. Overall, this investment was aligned to </li></ul><ul><li>GTP requirements and as such only Lawson technical / functional consulting was considered </li></ul><ul><li>incremental cost when considering GTP implementation for the region. </li></ul><ul><li>On-going RIF and other cost savings approximately $200k / p.a versus 2002 FY cost base. </li></ul>
  • 13. Why the Structural Shift was Required The need to align Finance Function with regional strategies of the business (regional focus / functional leadership: Editorial, Production, Sales, Logistics &amp; Inventory Management) IT Systems were non-standard in the region reducing ability to provide accurate information in a timely, non-labor intensive manner Disappointing return on investment in Region driven by economic instability, poor control culture and operational autonomy. Drastic cost cutting and elimination of layers as a result of a reduction in revenue was placing stress on Control Environment Same Processes, fewer people instead of identifying new processes Regulatory compliance was becoming tougher New talent needed to take the company forward
  • 14. Dynamic Risk Assessment ACL Analytics (Standard Batch and Evolution) Edit &amp; Exception Reporting BCP ORDER TO CASH INTEGRATED BACK OFFICE INTEGRATED INTERFACE Sales &amp; Promotion Regional Warehouse / Logistic Financial &amp; Back Office Strategic Alignment to International-Segment-Corporation IT Regional Hub Concept – Integrated Approach Editorial Direction Procurement Global Major Processes Inventory Management Warehousing / Logistics Procurement / Manufacturing Executive Management EDP Sales &amp; Promotion IBS Lawson IBS IBS IBS EPP / PTD MPS /DRP SOQ PTD <ul><li>Lawson / OFA </li></ul><ul><li>Captura </li></ul><ul><li>Royalties </li></ul><ul><li>Citidirect </li></ul>MESA Power play CRM (SAC) Initiatives Finance &amp; Operations Business Manager Business Manager Manufacturing Cost Reduction Program <ul><li>Logistic Diagnostic </li></ul><ul><li>Warehouse Outsourcing </li></ul><ul><li>Inventory Centralization </li></ul><ul><li>- Royalties- Centralization </li></ul><ul><li>GL/AP –Lawson </li></ul><ul><li>T&amp;E – Captura </li></ul><ul><li>Plant Cost – Centralize </li></ul><ul><li>Treasury Citi-direct </li></ul>
  • 15. <ul><ul><li>Established administrative system platform by leveraging global enterprise standards: </li></ul></ul><ul><ul><li>Lawson Financials for transaction processing </li></ul></ul><ul><ul><li>General Ledger </li></ul></ul><ul><ul><ul><li>Accounts Payable </li></ul></ul></ul><ul><ul><ul><li>Fixed Assets </li></ul></ul></ul><ul><ul><li>Concur Technologies for Global Expense Management </li></ul></ul><ul><ul><ul><li>Travel and Entertainment </li></ul></ul></ul><ul><ul><ul><li>Procurement Card (if necessary) </li></ul></ul></ul><ul><ul><li>Oracle Financial Analyzer for Financial Reporting </li></ul></ul><ul><li>Result = Eliminated substantial manual work at BU level. Improved quality and consistency of information. Provided more predictive information. Enhanced control through alerts &amp; exception reporting. </li></ul>System Solution
  • 16. <ul><li>Field Site Support regional alignment </li></ul><ul><li>Latin American (MHE, S&amp;P) Operational alignment </li></ul><ul><li>Re-Design and Consolidate multiple Remedy (Helpdesk) systems </li></ul><ul><li>Plan and Consolidate multiple (segment oriented) Helpdesk services </li></ul><ul><li>Plan and Implement Email DR for 83% of all MHP Exchange mailboxes </li></ul><ul><li>Whole Security, a tool that adds another security layer against spyware and malware (i.e., malicious software) for remote PC users, has been successfully deployed globally to all business segments </li></ul><ul><li>Commenced development on a data center strategy to address McGraw-Hill’s growing demands for production capacity and requirements for disaster recovery </li></ul><ul><li>Focus resources, alignment, consolidation &amp; efficiencies </li></ul><ul><li>Improve resiliency, supportability and enablers </li></ul>Goals Accomplishments Initiatives <ul><li>One Remedy System </li></ul><ul><li>Help Desk service consolidation </li></ul><ul><ul><li>BW </li></ul></ul><ul><ul><li>MHE </li></ul></ul><ul><ul><li>CTB </li></ul></ul><ul><ul><li>CIQ </li></ul></ul><ul><ul><li>Platts </li></ul></ul><ul><li>Complete Email DR implementation for major Exchange hubs </li></ul><ul><li>Complete initial phase of Exchange 2003 and Active Directory planning </li></ul><ul><li>Migration to MHP Mobility for remote access </li></ul><ul><li>Pilot 2 offshore infrastructure engagements </li></ul><ul><li>Domain Team alignment and product strategies </li></ul><ul><li>Complete data center strategy </li></ul>Infrastructure
  • 17. 2007-Today IT Consultant Sole Proprietorship <ul><li>We have managed and implemented a wide variety of solutions based on PMI, ITIL &amp; Six-Sigma methodologies. Also, we have developed robust client/server applications using tools as VS.net, Software for Mobile Devices under C++ and VC++; not to mention web based solutions under IBM’s Websphere. </li></ul>
  • 18. Certified as Six-Sigma Black Belt, Certified as Information Systems Auditor (CISA), Certified as Microsoft Systems Engineer and Solutions Developer. Strong knowledge on PMI and ITIL V2,3 Methodologies. Strengths reside on Global IT Management, IT Project Management, IT Governance and IT Best Practices. Special training in SOX-COSO-Fraud detection and Risk Management. Ricardo De La Vega [email_address] +52 1 595 1098 302

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