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Aligning IT With World-Class Fashion

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In this session, hear how Kering uses CA Project & Portfolio Management (CA PPM) to align the business strategy of these world-class brands with their IT strategy. Learn how Kering is using CA PPM for portfolio management, demand management and capacity planning in their IT organization and gain insights for how you can do the same in your organization.

For more information, please visit http://cainc.to/Nv2VOe

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Aligning IT With World-Class Fashion

  1. 1. Aligning IT With World-Class Fashion Nicola Castellaneta Agile Management Kering PMO Manager AMX33S @CAPPM #CAWorld
  2. 2. 2 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD © 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies. The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA. For Informational Purposes Only Terms of this Presentation
  3. 3. 3 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Abstract In this session, hear how Kering uses CA Project & Portfolio Management (CA PPM) to align the business strategy of these world-class brands with their IT strategy. Learn how Kering is using CA PPM for portfolio management, demand management and capacity planning in their IT organization and gain insights for how you can do the same in your organization. Nicola Castellaneta Kering PMO Manager
  4. 4. 4 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Agenda WHO WE ARE TO BRIDGE BUSINESS AND IT PPM FOR KERING DEVELOPING OUR WORKFLOW 1 2 3 4 PROJECT SCOPE AND LEARNINGS5
  5. 5. 5 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Kering Group—Who We Are Luxury: Gucci, Bottega Veneta, Saint Laurent, Alexander McQueen, Balenciaga, Brioni, Christopher Kane, McQ, Stella McCartney, Tomas Maier, Sergio Rossi, Boucheron, Dodo, Girard-Perregaux, JEANRICHARD, Pomellato, Qeelin, Ulysse Nardin Sport and Lifestyle: Puma, Volcom, Cobra and Electric. Our mission is vast, but it’s simple. We exist to help our customers look and feel good while making a positive contribution to people and the planet. Kering is a growing group of high-profile, profitable brands that create apparel and accessories for the luxury and sport and lifestyle markets.
  6. 6. 6 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Kering Journey Luxury acquisitions and development 1999: acquisition of Gucci Group and then of Yves Saint Laurent, YSL Beauté and Sergio Rossi 2000-01: acquisition of Boucheron, Bottega Veneta and Balenciaga, partnership agreements with Stella McCartney and Alexander McQueen 1999 2004 1963 François Pinault establishes Pinault Group (timber trading) 1988 Flotation on Paris stock market 1990s 2005 François-Henri Pinault appointed chairman and CEO of Kering From 2006 Disposal of retail assets 2006: sale of Printemps orcanta 2009: flotation of CFAO 2010: disposal of Conforama 2007 Acquisition of PUMA 2012 2013 Kering is now a world leader in apparel and accessories, in two segments: Luxury and Sport & LifestyleAcquisition of Volcom, Sowind Group, Brioni 2011 Today Acquisition of Qeelin, Christopher Kane, Pomellato and Dodo Disposal of parts of Redcats, flotation of Fnac
  7. 7. 7 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Breakdown of 2014 Revenue by Division Breakdown of 2014 Recurring Operating Income by Division Breakdown of 2012 Revenue by r Region Number of Luxury DOS in 2014 2014 key figures €10.1 billion in revenue €1.7 billion in recurring operating income €1.1 million in free cash flow from operations 33,000 employees A Strong and Balanced Group
  8. 8. 8 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Why? Lack of IT and Business Alignment Even though IT plays a vital role in creating business value, we faced some degree of challenges around the governance operational processes and tool that limit the efficiency of the delivery.  Totally blind on the status of a business opportunity, even if rejected  Lack of a promptly response on a business need  Lack of full transparence on cost and planning  Lack of integrated forward pipeline  No metrics regarding the ability to manage a new business opportunity  No visibility on the owner of a business need  Not clear ownership on the information provided in response to a business need  Difficult to control the Demand process  Difficulties to collect information from different actors and to build a robust response  No consolidated reports and executive views  Difficulties to build a trust with business  No control on the business pipeline Business Kering
  9. 9. 9 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD ….To Bridge Business and IT and Deliver Value PPM - Planning PPM - Delivery CEO Agenda Crafting an IT investment portfolio that is aligned with the CEOs agenda and that brings value CIO Agenda Ensure that IT capabilities can sustain and even stretch the strategic agenda Doing the Right Things Doing Things the Right Way Delivering the Benefits Delivering to Commitments Helping prioritize and selecting the right investments aligned with the strategic and operational imperatives. Manage supply proactively and committing to solutions that maximize business value Maximizing the resource utilization and then overseeing delivery consistent with solution, timeframe and budget commitments Enabling the benefits upon which portfolio investments were made are actually delivered to the business 9
  10. 10. 10 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Expected Benefits and Realized Ones Improve the IT-Business alignment Improve Delivery Performance Increase Throughput Lower Staff / Process Costs  Improve the transparence by providing visibility on the request status and its cost and planning.  Provide a promptly response enabling a rolling approach.  Improve risk control of the demand pipeline by balancing the portfolio’s exposure.  A set of dashboard will help the key user to monitor the demand pipeline.  Improve communication and shares the delivery plans across business and technical functions.  Stronger control on project and availability of measured KPI.  Enable high-level view of project status & health.  Control on time tracking.  Increase in resource utilization.  Improve the feasibility of the capacity plan and portfolio plan and enable the multi brand arbitration.  Improve and speed up budget process.  Integrate working across functions (not silos based).  Reduce time to process each demand item (increases decision-making frequency).  Drive clear the accountabilities. PPM meant as enabler of already designed governance processes, contributing to enhance the business value and to be more than just automation tool:
  11. 11. 11 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD What’s a PPM for Kering? Capabilities of IT Governance Tool Reporting on Jaspersoft Include Financial, Demand and Project Reporting, providing real-time visibility to support effective decision making. Program/Project Management:  Project planning at milestone level and task level with an integrated Gantt charts  Real time performance information and drill-down capabilities  Enable time tracking for project and non-project related activities Demand Management:  Demand collection  Demand consolidating, qualification and prioritization  Demand planning It can leverage on the workflow and digital form to capture and manage approval of new request. Budget and Portfolio Management:  Budget consolidation from different functions and evaluation (planned vs target, balance among different functions)  Automatic TCO calculation  Service Catalogue management (digital and easy to keep it maintained)  Recharge calculation and communication Capacity Management:  Align resources with project demand through automated capacity planning  Ensure a feasible portfolio by committing to the right projects at the right time  Real time information about the capacity status (planned vs actual) 10 FTE 20 FTE 30 FTE 10 FTE 20 FTE 30 FTE
  12. 12. 12 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD End-to-End Workflow to Manage the Demand Request Requestor Demand Mgr Area Manager Business SolutionArea Lead Finance Return to previous step Budget Line Recording Budget Line Qualification Request Evaluation Portfolio Scenarios Evaluation Capacity EvaluationPortfolios Approval Portfolios Review and Communication • Qualify better the request in terms of internal priority and impacted area • Business solution description • Business Request estimation (Effort – MD - and Cost - Capex, Opex) and Planning • Recording main information about new request • What If analysis, based on several scenarios • Portfolio evaluation • Pull-in/pull-out by a financial point of view • Capacity evaluation and adjustment (if required) • Pull-in/pull-out by a resource point of view • Portfolios evaluation • Portfolios adjustment request to Area Manager (if required) • Portfolios approval • Portfolios communication to Finance • Portfolios evaluation and adjustment requested to Area Lead (if required) • Portfolios approval and communication
  13. 13. 13 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Portfolio Content Project Request Business Request Internal Request Running Standard Maintenance Evolution Maintenance Recurrent Fee Management The Portfolio, a Way to Manage All Together All Budget Costs
  14. 14. 14 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Focus on Jaspersoft
  15. 15. 15 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Project Scope: Current Status and Accomplishment AMER – Demand, Portfolio, Capacity, Project Management, Timesheet capabilities COMPLETED EMEAI – Demand, Portfolio, Capacity, Project Management, Timesheet capabilities COMPLETED – Service Catalog structure implemented based on the current structure; initial load on-going APAC – Gap analysis just started with the objective to target FC1 2016 Achieved Goals after one year of usage:  Transparence and visibility of the requests from Brand side  Full visibility and clear accountabilities of the Demand pipeline  Integrated working across all functions and improved cooperation  Single source of truth and full access on data  Enabling other central processes (e.g. purchasing, cost control & change requests, capacity, service catalogue)  Full availability of project status reporting  Full control of the capacity, planning and time consumption
  16. 16. 16 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Q & A
  17. 17. 17 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Recommended Sessions SESSION # TITLE DATE/TIME AMT09S Using CA Project & Portfolio Management (CA PPM) to Align Projects with Strategy 11/19/2015 at 12:15 pm AMT10S Guiding Standardization Across the Enterprise at Disney Parks and Resorts 11/19/2015 at 3:00 pm AMT19S Panel Discussion: Migrating to 14.2; New Advanced Reporting 11/19/2015 at 4:30 pm
  18. 18. 18 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD Must-See Demos Simplify your Application Portfolio CA PPM Theater - Agile Management Identify the Right Investments CA PPM Theater – Agile Management Align Resources to Meet Demand CA PPM Theater – Agile Management Business Transformation CA PPM Theater – Agile Management
  19. 19. 19 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD For More Information To learn more, please visit: http://cainc.to/Nv2VOe CA World ’15

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