Global Program Management


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  • I’m going to start today by giving you:
  • This is our objective……
  • This is our objective……
  • This is our objective……
  • Global Program Management is designed for: Client Driven Engagements – this is when clients come to us and ask Pivotal to take the lead in managing all project resources using our methodology to implement multiple projects in a global context Multiple For Strategic Engagements – this is when Pivotal sees an opportunity to offer a solution to a global client that will significantly improve their operations and pursues them And, lastly, for State-of-the-Art Implementations—this is a situation when clients are using our latest solutions and our Integration partners may not possess the latest skills and knowledge necessary to perform an implementation…in this case our own expertise is required to implement the solution
  • The Global Program Management Office would be responsible for managing the multiple resources on the project.
  • The reasons for IT project failures are well documented – in fact, a recent Gardner Group report stated that “through to 2005, 80% of failed sales technology implementations will be caused by people, processes and politics rather than poor technology” (0.8%probability) (E. Thompson, B. Eisenfeld, November 21, 2000) -- therefore the majority of demand chain network failures are avoided with an understanding of the complexities of global projects -- GPM implementations mitigate the risk involved with managing multiple and simultaneous projects by establishing these parameters– Confirmed Corporate Sponsors Defined Scope, Specifications, and Project Plans Defined Communication Procedures Defined Issue Escalation Procedures Defined Change of Scope Process and Ownership Definitions Confirmed Roles and Responsibilities -- and Defined Accountability for Functional Areas
  • Add bullet for Global…. Pivotal has expertise in managing the complexities involved with implementing multiple and simultaneous projects – the GPM program methodology is designed to reduce the risk associated with factors such as -- Program Management – which in and of itself is a risk –a poorly planned program can miss delivery milestones and can become an exercise in crisis management – whereas proper program management ensures that projects stay within scope, budget and scheduled timeframes Data Ownership -- is another factor – it is essential to know who owns what data – by who we mean what business function or what application the data belongs to – identifying data ownership will, in part, reduce the risks involved with – Integration – as a general rule, risk increases with increased levels of integration – thus, it’s important to be clear about who owns what data to facilitate data conversion – its also really important be aware of all other IT projects that are happening at the same time as the Pivotal implementation – this will allow Pivotal to coordinate all of the vendors that are involved with all of these initiatives so that technical or non-technical integration issues can be anticipated and planned for Localization – becomes an issue when projects reside in multiple locations – the issue of multiple language requirements among users and among team members must be managed – in addition local policies and procedures must be understood and divergent time zones must be coordinated to ensure that the project is running as efficiently as possible -- the Development Environment – of the program is critical to project success – this refers to where and how the project is managed – issues of time zone coordination, resource availability and facilities are thus factors And Lastly – Multiple Vendor / Partner Involvement – must be coordinated and managed for a smooth and successful implementation – this ties in with the Issue of Integration – if there are various IT projects to integrate with the Pivotal project there are a number of vendors that must be factored into the program management – in addition, Pivotal may be using various Certified Pivotal Integration Partners – these partners will also need to be coordinated and managed Editing changes made by Bessie Triantafillou 01/23/01: Added ‘globally’ to main bullet point.
  • The objective of the GPM methodology and the Program Office is for Pivotal to take the lead in the implementation and to establish the parameters for success – the following is an overview of steps involved in the GPM methodology within the Program Initiation Phase of the project – the GPM methodology extends upon the RPM at Program Initiation to ensure that adequate up front project planning is conducted so that the implementation is a success – GPM -- Gathers data to develop a High Level Country-by-Country Rollout Plan -- for the deployment of global solutions GPM then Defines: Infrastructure Roles and Responsibilities Processes and Procedures – GPM then develops– High Level Project Plans for each country using RPM phasing The next step in the methodology is for GPM to – Implement the GPM Infrastructure – and finally to Begin the Requirements Phase using RPM
  • Key information is gathered to develop a high level rollout plan – using the GPM Rollout Strategy Guide – this guides asks clients for data on their -- Overall Project Success Criteria – or project goals for each country – this lets us know what the client’s business performance goals are for the project Overall Project Mission Statement – which provides direction for the project by defining the overall project strategy Base Metrics by Country – give GPM a high level understanding of the current business performance of the company by country – we can evaluate the current business performance of the company against the project goals to see which project is expected to have the greatest benefit – this is how we determine implementation phasing– base metrics also allow us to define the end user community by country Overall Information Technology (IT) Infrastructure and Applications Architecture – Defines the current Global and Country Level Infrastructure and Applications Architecture that the company uses in terms of Hardware, Networks, and Telecommunications Other IT Initiatives, Project Plans and Rollout Strategy – this lets GPM know of any other current IT projects that need to be integrated with the Pivotal deployment and asks for any associated project plans and proposed Rollout Strategies to facilitate the integration of these projects Additional Information – asks the company for any other documentation that might affect the implementation Together, these data provide GPM with the information required to define the relative benefit of each project – GPM will establish the phasing of the implementation by prioritizing projects according to the magnitude of their potential benefits – those projects with the highest expected return will be implemented first
  • The High Level Rollout Strategy uses a project team resource technique to reduce the time and cost involved with multiple and simultaneous implementations – I’ll explain how GPM develops a rollout strategy using this diagram– First of all GPM implements projects concurrently --within phases – rather than one at a time – so once the relative benefit of each project is determined using the GPM Rollout Strategy Guide – those projects with the highest return are grouped and implemented concurrently with in Phase 1 and those with the second highest return are grouped and implemented concurrently within Phase 2-- Project team members from Phase 2 are then involved in Phase 1 implementation – the knowledge gained by Phase 2 project team members is used to increase the speed and reduce the cost of the Phase 2 deployment – this resource technique is based on learning effects and is particularly effective in reducing project time and cost for large organizations
  • The GPM infrastructure that is established to manage the implementation provides – Defined Roles, Responsibility and Accountability -- for all Project Team Members Defines whether -- Third-party Resources – will be involved in the implementation and manages their involvement in it The infrastructure also includes an – Issue Escalation Procedure With and Without Changes of Scope – a Change Request Process – for all scope change requests Communication Procedures – which includes project status updates -- and Contingency planning – that provides back up project team coverage in the event the illness or different national holidays deplete project team resources
  • At Project Start-up, the GPM office established the foundation and parameters from which the project will operate. Defined Scope Document – a document that clearly established exactly what is in and out of scope that is reviewed and authorized between the GPM and the project sponsor; Project Administration Forum – a centrally located repository that will funnel issues, requests, stati, etc. Initial Communications Plan – that spans not just the project team but also to all parties identified as stakeholders; Team Matrix – clearly defined team structure with roles, responsibilities, reporting and escalation routes; Initial Risk Matrix – identifying both business and technical risks that can impact the project plans; Change Management Plans – format in which a change to plans will occur; Issue Tracking Mechanism – a forum and mechanism that can support the logging, tracking and escalation of issues.;
  • The GPM Methodology -- Combines a High Level Country Rollout Plan with the Rapid Productivity Methodology It Provides High Level Resource and Cost Estimates Per RPM Phase – and it also provides a High Level Breakdown of Tasks and Resources
  • To commence Program Initiation, Pivotal and the Client establish timelines to define the program: Scope Phasing Teams Infrastructure - and Processes and Procedures – for your global Pivotal solution –
  • The next step to the methodology is to – Implement the GPM Infrastructure – described earlier Assign Key Resources – that we have identified today and then to Begin the Project Requirements Phase using RPM
  • We will now be happy to answer any questions that you may have-- Questions
  • Global Program Management

    1. 1. GLOBAL PROGRAM MANAGEMENT By Rex Baldwin PMP, MCSE, MBA, MSc OR Senior Management Consultant & Program Manager [email_address] No reproduction or distribution in whole or part without prior written consent
    2. 2. Why Global Program Management? <ul><li>The reasons for IT project failures are well documented. </li></ul><ul><li>The majority of failed implementations will be caused by people, processes & politics rather than poor technology. </li></ul><ul><li>The majority of failures are avoided with an understanding of the complexities of global projects. GPM implementations mitigate the risks involved with managing multiple and simultaneous projects </li></ul>
    3. 3. <ul><li>Contents </li></ul><ul><ul><li>Global Program Management (GPM) Definition </li></ul></ul><ul><ul><li>The Value of GPM </li></ul></ul><ul><ul><li>GPM Methodology </li></ul></ul><ul><ul><li>Initial Steps </li></ul></ul><ul><ul><li>Successful Implementations </li></ul></ul><ul><ul><li>Partners/Vendors </li></ul></ul><ul><ul><li>Program/Project Management Expertise </li></ul></ul><ul><ul><li>FAQ’s & Resolution to Complex Challenges </li></ul></ul>Global Program Management
    4. 4. Global Program Management Definition <ul><li>Objectives </li></ul><ul><ul><li>Global Program Management is the methodology and resources used to successfully implement multiple and simultaneous, highly complex technology implementation projects </li></ul></ul><ul><ul><li>Designed with the experience of “Best Practices” of successful Global Deployments Methodologies </li></ul></ul><ul><ul><li>Efficient, effective, practical & scalable to deliver any complex implementation or deployment. </li></ul></ul>
    5. 5. Global Program Management Definition <ul><li>Project Vs Program Vs Global Program </li></ul><ul><ul><li>Program Management relates to project management like object-oriented programming relates to standard programming. It requires a different way of thinking & managing. </li></ul></ul><ul><ul><li>Global Program Management adds another layer of complexity, co-ordination & challenges involving diverse cultures, languages, technology systems, telecoms networks, time zones etc </li></ul></ul>
    6. 6. Global Program Management Definition <ul><li>Project Vs Program Vs Global Program </li></ul><ul><ul><li>Finding a highly skilled Program Manager is far harder than finding a highly skilled Project Manager that can manage multiple projects. They must be able to think and manage in 3-D and juggle an exponential amount of deliverables. </li></ul></ul><ul><ul><li>Add the global layer of complexity, co-ordination & challenges and the importance of team-work and the choice of core team members becomes imperative to the success of the program. </li></ul></ul>
    7. 7. Global Program Management Definition <ul><li>Designed For Complexity </li></ul><ul><ul><li>Client Driven Engagements </li></ul></ul><ul><ul><li>Multiple Vendor/Partner Engagements </li></ul></ul><ul><ul><li>Strategic Engagements </li></ul></ul><ul><ul><li>State-of-the-Art Implementations </li></ul></ul>
    8. 8. <ul><li>Clearly Defined Structure </li></ul><ul><ul><li>Combines Oversight with Execution </li></ul></ul><ul><ul><li>Oversight: The GPM Office </li></ul></ul><ul><ul><li>Execution: Developed “Is” State, “Desired” State & Road-Map from “Is” to Desired” </li></ul></ul><ul><ul><li>Execution: Requirements through On-going Operations </li></ul></ul><ul><ul><li>Execution: Integrates with Existing Company Delivery Methodologies </li></ul></ul>Global Program Management Definition
    9. 9. Global Program Management Definition <ul><li>GPM Implementation Methodology </li></ul><ul><li>Builds on the basic fundamentals of proven project management practices </li></ul><ul><li>Focuses on the goal(s) by giving a clear structure & defined accountability </li></ul><ul><li>Optimizes time spent focusing on clearly defined tasks with an efficient & practical escalation process </li></ul><ul><li>Frees up management to manage rather than get bogged down in meetings & paperwork </li></ul>G L O B A L E X P E R T I S E Design Requirements Construction Initial Limited Deployment Early Operations Ongoing Operations Program Initiation P R O G R A M M A N A G E M E N T
    10. 10. Global Program Management Definition <ul><li>GPM Office Responsibilities: </li></ul><ul><li>Manage & Co-ordinate </li></ul><ul><ul><li>Scope, Schedule, Risks & Project Inter-dependencies </li></ul></ul><ul><ul><li>Project Plans </li></ul></ul><ul><ul><li>Financial Budgeting of the Program </li></ul></ul><ul><ul><li>Within & Outside Scope Change Requests </li></ul></ul><ul><ul><li>Project Status Updates </li></ul></ul><ul><ul><li>Communication & Coordination Between Teams </li></ul></ul><ul><ul><li>Project Processes & Procedures </li></ul></ul><ul><ul><li>Prioritization for Management Action/Intervention </li></ul></ul>
    11. 11. Global Program Management Definition <ul><li>GPM Team Constituents </li></ul><ul><ul><li>Corporate Sponsor & Executive Committee </li></ul></ul><ul><ul><li>Global Program Manager </li></ul></ul><ul><ul><li>Continental Program Managers/Project Managers </li></ul></ul><ul><ul><li>Functional Project Managers/Teams </li></ul></ul><ul><ul><ul><li>Hardware & Infrastructure, Software & Architecture, Telecommunications, Human Resources, Financial Control, Metrics, Process Flow Analysis </li></ul></ul></ul><ul><ul><li>Subject Matter Experts by Business Area </li></ul></ul><ul><ul><li>Specialist PM’s Depending on Need ie Call Centre </li></ul></ul><ul><ul><li>Third Party VendorPartnerSupplier PM’s </li></ul></ul>
    12. 12. Global Program Management Definition GPM Resource Co-ordination <ul><li>Managing many independent stakeholders is the key to any successful program. The success of the Program is dependent on the ability of the Program Manager to co-ordinate, balance and resolve all of the sometimes conflicting goals </li></ul>
    13. 13. Value of GPM – Miracles Don’t Happen
    14. 14. Value of GPM – Risk Mitigation <ul><li>Essential Success Parameters </li></ul><ul><ul><li>Confirmed Corporate Sponsor </li></ul></ul><ul><ul><li>Defined Scope, Specifications & Project Plans </li></ul></ul><ul><ul><li>Defined Communication Procedures </li></ul></ul><ul><ul><li>Defined Issue Escalation Procedures </li></ul></ul><ul><ul><li>Defined Change of Scope Process & Ownership Definitions </li></ul></ul><ul><ul><li>Confirmed Roles & Responsibilities </li></ul></ul><ul><ul><li>Defined Accountability for Functional Areas </li></ul></ul>
    15. 15. Value of GPM – Avoiding Major Pitfalls <ul><li>Know Your Greatest Risk Areas </li></ul><ul><ul><li>Program Management </li></ul></ul><ul><ul><li>Data Ownership </li></ul></ul><ul><ul><li>Integration </li></ul></ul><ul><ul><li>Localization </li></ul></ul><ul><ul><li>Development Environment </li></ul></ul><ul><ul><li>Multiple Vendor / Strategic Partner Involvement </li></ul></ul>
    16. 16. GPM Methodology - Overview <ul><li>Senior Management Essentials </li></ul><ul><li>Data Gathering to Develop a High Level Country-by Country or State-by-State Rollout Plan </li></ul><ul><li>GPM to Define: </li></ul><ul><ul><li>Infrastructure </li></ul></ul><ul><ul><li>Roles and Responsibilities </li></ul></ul><ul><ul><li>Processes and Procedures </li></ul></ul><ul><li>High Level Project Plan & Methodology Phases </li></ul><ul><li>Implement GPM Infrastructure </li></ul><ul><li>Begin Requirements Gathering Company Wide </li></ul>
    17. 17. GPM Methodology – Data Requirements <ul><li>High Level Rollout Plan Development & </li></ul><ul><li>Information Requirements </li></ul><ul><ul><li>Overall Project Success Criteria </li></ul></ul><ul><ul><li>Overall Project Mission Statement </li></ul></ul><ul><ul><li>Base Metrics by Country </li></ul></ul><ul><ul><li>Overall Information Technology (IT) Infrastructure and Applications Architecture </li></ul></ul><ul><ul><li>Other IT Initiatives, Project Plans and Rollout Strategy </li></ul></ul><ul><ul><li>Additional Information </li></ul></ul>
    18. 18. GPM Methodology – Geometric Approach <ul><li>High Level Country Rollout </li></ul><ul><ul><li>The geometric approach utilizes resources from future projects on current ones to dramatically accelerate implementation & roll-out time </li></ul></ul>United States Canada Japan Belgium France Germany Phase 1 Phase 2
    19. 19. GPM Methodology – Infrastructure <ul><li>Infrastructure Definition </li></ul><ul><ul><li>Roles, Responsibility and Accountability </li></ul></ul><ul><ul><li>Third-party Resources </li></ul></ul><ul><ul><li>Issue Escalation With & Without Changes of Scope </li></ul></ul><ul><ul><li>Change Request Process </li></ul></ul><ul><ul><li>Communication Procedures </li></ul></ul><ul><ul><li>Contingency Plans </li></ul></ul>
    20. 20. GPM Methodology – Data Resources <ul><li>Potential GPM Program Deliverables </li></ul><ul><ul><li>Defined Scope Document </li></ul></ul><ul><ul><li>High Level Project Plans </li></ul></ul><ul><ul><li>Project Administration Forum </li></ul></ul><ul><ul><li>Initial Communications Plan </li></ul></ul><ul><ul><li>Team Matrix </li></ul></ul><ul><ul><li>Initial Risk Matrix </li></ul></ul><ul><ul><li>Change Management Plan </li></ul></ul><ul><ul><li>Issue Tracking Forum </li></ul></ul><ul><ul><li>Deliverables/Milestone Acceptance Processes </li></ul></ul><ul><ul><li>Logistics & Status Reporting </li></ul></ul>
    21. 21. GPM Methodology – Data Integration <ul><li>Plan Roll-ups </li></ul><ul><li>Country Plans </li></ul><ul><li>Divisional Plans </li></ul><ul><li>Product Plans </li></ul><ul><li>High Level Project Phases </li></ul><ul><li>Work Breakdown </li></ul><ul><li>Tasks </li></ul><ul><li>Resources </li></ul><ul><li>Work Breakdown </li></ul><ul><li>Resources </li></ul><ul><li>Costs </li></ul><ul><li>GPM </li></ul><ul><li>Consolidation </li></ul><ul><li>Co-ordination </li></ul><ul><li>Escalation </li></ul><ul><li>Issue Resolution </li></ul>
    22. 22. Initial Steps – Positioned For Success <ul><li>Establish High Level Timelines </li></ul><ul><li>Program Definition & Planning </li></ul><ul><ul><li>Scope </li></ul></ul><ul><ul><li>Phasing </li></ul></ul><ul><ul><li>Teams </li></ul></ul><ul><ul><li>Infrastructure </li></ul></ul><ul><ul><li>Processes and Procedures </li></ul></ul>
    23. 23. <ul><li>Execution </li></ul><ul><li>Senior Management Approval </li></ul><ul><li>Company Wide Communication </li></ul><ul><li>Implement GPM Infrastructure </li></ul><ul><li>Assign Key Resources </li></ul><ul><li>Begin Data Gathering </li></ul><ul><li>Begin Considering Desired State Potential Solutions </li></ul>Initial Steps – Positioned For Success
    24. 24. Successful Implementations <ul><li>GPM Implementations </li></ul><ul><ul><li>Citibank Commercial Bank (Multiple Countries) </li></ul></ul><ul><ul><ul><li>Customer Service Re-engineering World-wide </li></ul></ul></ul><ul><ul><ul><li>99 Countries, 100+ Systems, Call Center Centralization </li></ul></ul></ul><ul><ul><li>American Water (Multiple States, Multiple Companies) </li></ul></ul><ul><ul><ul><li>Utilities Dispatching & Routing Solution </li></ul></ul></ul><ul><ul><li>Qiagen (Multiple Businesses) </li></ul></ul><ul><ul><ul><li>CRM Solution </li></ul></ul></ul><ul><ul><li>Novartis (Multiple Countries) </li></ul></ul><ul><ul><ul><li>CRM Solution </li></ul></ul></ul>
    25. 25. Partners/Vendors <ul><li>Partner/Vendor Organizations </li></ul><ul><ul><li>Anderson Consulting (Vendor) </li></ul></ul><ul><ul><li>Accenture (Client, Partner & Vendor) </li></ul></ul><ul><ul><li>Cap Gemini (Partner) </li></ul></ul><ul><ul><li>Keene Consulting (Partner) </li></ul></ul><ul><ul><li>Clarkston Potomac (Partner) </li></ul></ul><ul><ul><li>IBM (Vendor Selection Finalists) </li></ul></ul><ul><ul><li>EDS (Vendor Selection Finalists) </li></ul></ul><ul><ul><li>AT&T (Vendor Selection Finalists) </li></ul></ul><ul><ul><li>Syntegra (Vendor Selection Finalists) </li></ul></ul>
    26. 26. Program/Project Management Expertise <ul><li>Previous Clients & Companies </li></ul><ul><ul><li>Citibank Commercial Bank World-wide </li></ul></ul><ul><ul><ul><li>Belgium, UK, Germany, Singapore Based </li></ul></ul></ul><ul><ul><li>Whirlpool EAME (Italy Based) </li></ul></ul><ul><ul><li>DHL World-wide (Belgium Based) </li></ul></ul><ul><ul><li>Quality Software Products HQ – QSP (UK Based) </li></ul></ul><ul><ul><li>HSBC World-wide (Canada Based) </li></ul></ul><ul><ul><li>Pivotal North America/Europe (Canada Based) </li></ul></ul><ul><ul><li>MDSI North America (Canada Based) </li></ul></ul><ul><ul><li>WANG Labs Inc EAME (Belgium Based) </li></ul></ul>
    27. 27. FAQ’s & Resolution to Complex Challenges <ul><li>FAQ’s & Complex Challenges </li></ul><ul><ul><li>Multi-lingual Call Centre Location Selection </li></ul></ul><ul><ul><li>Multiple Systems Integration </li></ul></ul><ul><ul><li>3 Tier Systems Consolidation </li></ul></ul><ul><ul><li>24x7x365 Up Time </li></ul></ul><ul><ul><li>Union Vs Non Union Environments </li></ul></ul><ul><ul><li>Multiple Vendor/Partner Selection & Management </li></ul></ul><ul><ul><li>Crisis/War Room Management During & Post Mass Layoffs </li></ul></ul><ul><ul><li>Tactical Vs Strategic </li></ul></ul>
    28. 28. FAQ’s & Resolution to Complex Challenges <ul><li>FAQ’s & Complex Challenges </li></ul><ul><ul><li>BPR Vs Kaizan </li></ul></ul><ul><ul><li>Automated RFP/RFI Vendor Selection </li></ul></ul><ul><ul><li>Automated Detailed Benchmarking </li></ul></ul><ul><ul><li>24x7 Project Management & Co-ordination </li></ul></ul><ul><ul><li>From “IS” State to “DESIRED” State </li></ul></ul><ul><ul><li>Double Byte or Not Double Byte </li></ul></ul><ul><ul><li>Microsoft Project Vs Excel </li></ul></ul><ul><ul><ul><li>Where to draw the line with resources? </li></ul></ul></ul><ul><ul><li>3-D Project Management in MS Project? </li></ul></ul>
    29. 29. Further Questions? Rex Baldwin PMP, MCSE, MBA, MSc OR Senior Management Consultant & Program Manager [email_address] Contact Information