Delivering on time, within budget and with no bugs <br />Dream or reality for ICT projects?<br />Bruno Segers – CEO RealDo...
Topics<br />Whois RealDolmen?<br />How do werunprojects?<br />What’sourdream?<br />Why do projectsfail?<br />
1997<br />Listing on EuroNext Brussels<br />2004 – 2007<br />Restructuring<br />Establishing solid platform for growth<br ...
A Clear Vision and Mission<br />Vision: To be the reference in the local market for integrated solutions supporting the co...
A Broad Single-Source offering<br /><ul><li>Data Center
Front-end
Networking
IP Communications
Voice Over IP
Security</li></ul>Business Solutions<br /><ul><li>Service Oriented Architecture
Unified Communications
Supply Chain Mgmt
CAD/GIS
Mobility
Enterprise Asset Mgmt
Clinical Trial Mgmt Systems
Turnkey Solutions
Enterprise Resource Planning
Customer Relationship Management
Business Intelligence
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Delivering on time, within budget and with no bugs – dream or reality for ICT projects?

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Presentation by Bruno Segers at the "Een Avond rond Beleidsinformatica " event on May 17 2011.

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  • How we assure project deliveryOn time, on budget,withinspecifications and to the required level of qualityProject DeliveryProcess is alignedwith the customersexpectationQualitativeBids: The quality of bids, the engagement we takeontowardsourcustomer, is a decisive element in the succes of the delivery. Keypointsonthis level is the involvement of the deliveryorganisation in understanding the customers business needs, estimating, making, defending and winning the deals withoursalesorganisation . Bid Office is the coordinator of these initiatives. Smoothtransitionsales to presalesResources : goodpeoplemakegoodprojects. Resource Allocationprocess is one of the toughest in the business of multiple projects. Through frequent syncingbetweentechnicalcompetence centers and project managers, moderatedby PMO, aimfor the best mix of skillson the team. Empowerment of the project manager.Quality of execution : through the usage of industrygoodpractices and processes, bundled in the deliveryprocess the RealDolmenWay. Is Quality Assurance = put in place the succesfactorsQualityControl / Governance :PeriodicalReviews of ProjectsOn Project Level  HighLight Reports, Exception ReportsTolerantie overrun-% VerySmallProjectsSmallprojects Medium projectsLargeprojects  &lt; 80h &lt; 320h &lt; 1000h &gt; 1000h7,5% - 15% - - - Unit/Solution Manager Division Manager (PSA)15% - 25% - - Unit/Solution Manager Division Manager (PSA) Division Manager&gt; 25% - Unit/Solution Manager Division Manager (PSA) Division Manager COO&gt; 50% Unit/Solution Manager Division Manager (PSA) Division Manager COO COO PMO, Division, Solution Managers of Direction have authority to adjust the tolerancesforspecificprojects (fi. Verylarge a/o riskproneprojects).OnDivision Level  Divisional Project Boards, involving project management and division managementOn Company Level  Monthly Project Review , involvingdivision and financeLearningOrganisation : Feedback from the projects to organisationforcontinuousimprovement : Estimatingguidelines in presalesLessonslearned in approach and compliancyImprovement of the processesthrough program platform
  • Delivering on time, within budget and with no bugs – dream or reality for ICT projects?

    1. 1. Delivering on time, within budget and with no bugs <br />Dream or reality for ICT projects?<br />Bruno Segers – CEO RealDolmen<br />
    2. 2. Topics<br />Whois RealDolmen?<br />How do werunprojects?<br />What’sourdream?<br />Why do projectsfail?<br />
    3. 3. 1997<br />Listing on EuroNext Brussels<br />2004 – 2007<br />Restructuring<br />Establishing solid platform for growth<br />March 2010<br />Gores sells participation to QuaeroQ and Institutionals<br />2007 - 2008<br />Growth and return to sound operations<br />1986<br />Start of Real Software NV<br />2007<br />€75 mio convertible bond <br />Acquisition Axias<br />September 2008<br />Merger<br />2001 – 2004<br />Distressed situation<br />Investment by Gores<br />1982<br />Start of Dolmen NV out of Colruyt IT department<br />2004<br />Acquisition JConsults<br />2007<br />Acquisition NEC Philips<br />1999<br />Listing on EuroNext Brussels<br />History<br />
    4. 4. A Clear Vision and Mission<br />Vision: To be the reference in the local market for integrated solutions supporting the complete ICT-lifecycle.<br />Reference: be the preferred & trusted choice for customers, partners and employees <br />Local: proximity to our customers in the Benelux and France<br />Integrated solutions: complete ICT offering covering the full lifecycle, including infrastructure, applications and communications<br />Complete ICT-lifecycle: supporting all plan-build-operate activities<br />Mission: We make ICT work for your business.<br />
    5. 5. A Broad Single-Source offering<br /><ul><li>Data Center
    6. 6. Front-end
    7. 7. Networking
    8. 8. IP Communications
    9. 9. Voice Over IP
    10. 10. Security</li></ul>Business Solutions<br /><ul><li>Service Oriented Architecture
    11. 11. Unified Communications
    12. 12. Supply Chain Mgmt
    13. 13. CAD/GIS
    14. 14. Mobility
    15. 15. Enterprise Asset Mgmt
    16. 16. Clinical Trial Mgmt Systems
    17. 17. Turnkey Solutions
    18. 18. Enterprise Resource Planning
    19. 19. Customer Relationship Management
    20. 20. Business Intelligence
    21. 21. ECM/WCM
    22. 22. Web Solutions</li></ul>Solutions built with own software or on top of 3rd party platforms. In this area we sell services and products (such as 3rd party software or own IP) under the form of licenses.<br />Professional Services<br /><ul><li>Development
    23. 23. Outsourcing
    24. 24. Managed Services
    25. 25. Project Management
    26. 26. Training Services
    27. 27. Business Process Management
    28. 28. Networking
    29. 29. Testing
    30. 30. Support & Helpdesk
    31. 31. Security
    32. 32. Enterprise Application Integration
    33. 33. Service Oriented Architecture</li></ul>Encompasses services (both development and infrastructure competences) and products (own IP under the form of courseware, development methodologies, project management methodologies, building blocks, etc).<br />Infrastructure Products<br />Hardware products and software licenses<br />
    34. 34. How do we run projects? <br />Strong Bids (input)<br />2. Best Resources for project needs<br />3. Quality of Execution (output)<br />RD Way<br />Presales<br />Project<br />Product<br />PM & PMO Governance<br />4. Timely reporting & escalation<br />
    35. 35. The RealDolmen Way <br />1 integratedworkingmethod, 1 philosophy to support the entire Plan – Build – Operatecycle.<br />1 methodological story<br />1 way of project control<br />1 way of qualitycontrol<br />Where we don’treinvent the hot-water, butcome to a pragmaticalcollection of marketstandards and lessonslearnedfromourown 25 yearsexperience.<br />Whereourflexibility, efficiency & effectivity and no-nonsenseapproach are ourdifferentiators in the market.<br />To deliverreliable & qualitative ICT solutions in order tosatisfy the client’sneedswithin the promised time and budget.<br />In a distributed way to obtain the possibility of “x-shoring” (home, local, near and off).<br />
    36. 36. Plan<br />Plan<br />Build<br />Operate<br />
    37. 37. What’s Our Dream?<br />Delivering<br />within the specifications,<br />on time, <br />within budget… <br />with no bugs<br />
    38. 38. Why do Projects Fail?<br />Lack of project governance<br />Betweenallparties<br />Customer<br />Contractor<br />Subcontractor(s)<br />At all levels<br />Strategy<br />Operations<br />Tactics<br />Detailed project specifications<br />Notdefined<br />Notunderstood<br />Notagreed<br />
    39. 39.
    40. 40. Why do Projects Fail? (Continued)<br />Methodology<br />Technology<br />Or vice versa?<br />
    41. 41. Number of Defects in Software Development<br />€<br />The Exceptional Law of Software Development<br />Software applications become unpredictable and chaotic<br />Cost of maintenance raises exponentially<br />« Law of Entropy »<br />The origin of defects<br />Requirements: 56%<br />Design: 27%<br />Code: 7%<br />Other: 10%<br />time<br />
    42. 42. Costs of Defects in SoftwareDevelopment<br />The shorter the time between the generation and the detection of a defect, the more efficient the resolution<br />
    43. 43. The Software Factory Solution? <br />A Software Factory is a workflow model that leverages experience by encapsulating knowledge as a re-usable asset others can apply<br />Key parameters<br />Productivity<br />Scalability<br />Risk management<br />Reusability<br />Developmentgroups<br />Developmentfactory<br />Developmentexperts<br />
    44. 44. A Predictable AND Agile Development Model<br />A Software Factory is a workflow model that leverages experience by encapsulating knowledge as a re-usable asset others can apply<br />The Software Factory enables:<br />fix price project<br />more quality and productivity<br />The Software Factory supports:<br />flexible resource allocation including mixed onshore offshore models<br />flexible resource allocation including<br />constant resource utilization in all disciplines<br />The Software Factory is:<br />fully traceable<br />technology independent<br />The Software Factory is able to:<br />rapidly respond to changing requirements<br />identify risks early in the lifecycle<br />cope with small to large development projects<br />technology independent<br />The Software Factory stops wasting time and talent of skilled professionals on rote and menial tasks<br />The Software Factory delivers high quality reusable models on time and within budgets<br />
    45. 45. But How to Automate?<br />PM<br />Client Facing Work Centers<br />SM<br />IP<br />FA<br />VB<br />PG<br />Java<br />.NET<br />Coding Work Centers<br />RAW<br />Projects<br />Common Modules<br />Fimacs<br />BI<br />Ritm<br />Competences<br />Web solutions<br />Rimses<br />CRM<br />IM<br />Q/A<br />Helpdesk<br />Quality & Maintenance Work Centers<br />
    46. 46. Ritm<br />WMS<br />Rimses<br />Prod<br />Report<br />DB Access<br />Msg<br />Web Serv<br />Cust<br />Order<br />C/S<br />Fimacs<br />Other<br />And How to Move to Modules Rather than Applications?<br />Skeleton Library <br />Modules<br />Re Use<br />Technical<br />Domain<br />Finance<br />EAM<br />ERP<br />Axapta<br />Other<br />
    47. 47. Will Normalized Systems bring<br />ICT Projects<br />Software Factories<br />The RealDolmen Way<br />To a fault tolerant level?<br />
    48. 48. For more information:<br />visit our website WWW.REALDOLMEN.COM<br />or contact:<br />Thierry de Vries<br />Secretary-general<br />TEL.:+32 2 362 55 55<br />FAX: +32 2 362 55 99 <br />thierry.devries@realdolmen.com<br />Follow us on:<br />This presentation is available on:<br />Thank YOU<br />Or scan this QR code with your Smartphone to immediately go to the website<br />

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