Sony Ericsson Case Study

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Sony Ericsson Mobile Communications is a global provider of mobile multimedia devices, including feature-rich phones, accessories and PC cards. The products combine powerful technology with innovative applications for mobile imaging, music, communications and entertainment. CA-Clarity was chosen as the core product for their "Project Execution and Resource Levelling" programme, also known as PEaRL

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  • First speaker after Lunch – hour of tranquility
    Challange to guide you 2,5 year in 30 min
    Practical focus
    Questions – gladly but hopefully at the end
  • Develop phones
    Global company
    2 Years from idea to ready product
    Several hundred resources in project in several physical sites - Global organisation
    Phase 1
    Time Mgmt = WBS
    Phase
    Cost = Project budget, forecasting and follow-up/actual costing
  • Blue and yellow warehoues around the world
    Early in planning roll-out
  • Watch for the color-coding in the right hand corner
  • SCRUM working method proven working good for a configurable tool
  • Process owner? – IT management for smaller organisations
    Core functionalities = Translation in Clarity terms
    Sub-processes = block of functions in clarity, connected to roles in real life
  • Each level have their own supportive organisation/reference org. Depending on the size of the org.
  • PDG = Operative Steering Group
    Important is the turn-around time for a decision and to have a way of escalating decisions.
  • Scope change allways something to consider
    Most important is to scope in a way to give most ROI for the org.
  • Sony Ericsson Case Study

    1. 1. Customer Case study Implementing Clarity – the need of an evangelistic approach or The PPM Preacher man’s verdict This presentation has 21 slides, 30 seconds per slide
    2. 2. Scope for SonyEricsson <ul><li>Tool selection done during late 2005 (SAP, Microsoft and Clarity) ‏ </li></ul><ul><ul><li>Clarity chosen due to Gartner Magic Quadrant and good reference customer Philips, also used for 2 year within US part of Sony </li></ul></ul><ul><li>Scope changed 3 times during the project duration 2005-2008 </li></ul><ul><ul><li>Portfolio Management was first out, then in, then out </li></ul></ul><ul><ul><ul><li>Still not decided when to include </li></ul></ul></ul><ul><li>Phase 1 – Time- and Resource Management, July 2007 </li></ul><ul><li>Phase 2 – Project Cost Management and Resource Capacity planning, October 2007 </li></ul><ul><li>Phase 3 – General Enhancements like usability and reporting – PEARL 1.0 release, March 2008 </li></ul><ul><li>App 1500 users in 9 physical locations around the world </li></ul><ul><li>Integrations </li></ul><ul><ul><li>All time writing for co-workers done in SAP CATS </li></ul></ul><ul><ul><li>All actual cost and hours imported via XOG from SAP R/3 </li></ul></ul>= P roject E xecution a nd R esource Levelling
    3. 3. Planned scope for furnishing deal <ul><li>Tool selection done during late 2007 (MS Project Server, Planisware and Clarity) ‏ </li></ul><ul><li>CA / CQC Solutions selected implementor during late 2007 </li></ul><ul><li>Proof of concept run during Q1-08 </li></ul><ul><li>Scope stated May-08 </li></ul><ul><li>Phase 1 –Time reporting, Project Management, Resource Management, Service and Product management, Q1-09 </li></ul><ul><li>Phase 2 – Demand and Portfolio planning, light weight Financials, Q2-09 </li></ul><ul><li>Phase 3 – Financial planning and systems integrations, Q4-09 </li></ul><ul><li>App 2000 users in 7 physical locations around the world </li></ul><ul><li>All time writing will be done in Clarity </li></ul>
    4. 4. Sharing of our experience from implementing PPM <ul><li>How to develop the solution </li></ul><ul><li>How to implement the solution </li></ul><ul><li>How to convince/sell-in the solution </li></ul><ul><li>How to dodge the resistance towards change </li></ul>
    5. 5. How to develop the solution <ul><li>Define and align processes first are key – develop tool secondly </li></ul><ul><ul><li>What will be measured in the future (KPI’s etc) ‏ </li></ul></ul><ul><ul><li>Adopt an Agile working method with clear time boxes and one team sitting close together </li></ul></ul><ul><ul><li>Focus on input, rather then output </li></ul></ul><ul><ul><ul><li>Reports are important but nothing compared to have input data in the system </li></ul></ul></ul><ul><li>Start small and grow the scope </li></ul><ul><li>Simplicity (out of the box approach) </li></ul><ul><ul><li>Customize as little as possible due to the upgrading will hence have a large rate of failure </li></ul></ul><ul><li>Functional Clarity knowledge are key </li></ul><ul><ul><li>Translation of process into the ”claritanian” language, to see what is possible and durable </li></ul></ul><ul><li>How to develop the solution </li></ul>
    6. 6. H2 develop the solution (cont) ‏ <ul><li>Shorten the decision track </li></ul><ul><ul><li>Add an Operative Steering Committee with insight in the daily way you work and understanding of the impact of a decision </li></ul></ul><ul><ul><ul><li>The Executive Steering Group does not have the interest nor understanding of these questions </li></ul></ul></ul><ul><li>How to develop the solution </li></ul>
    7. 7. Working the scope Define core functionalities and KPI's Build 1st Prototype Verify Prototype Any Changes? Build Prototype Build Prototype Describe high-level core processes Describe sub- processes Re-define sub- processes Re-define sub- processes Re-define sub- processes Build Xnd Prototype Version 1 of solution, processes and KPI's Process owner Solution Creation User/ Project group Yes Yes No <ul><li>How to develop the solution </li></ul>
    8. 8. Working the involved part ies Executive Steering Group Process Owners Operative Steering Group Supporting Solution creation User group Project Management Implementing Executive Management <ul><li>How to develop the solution </li></ul>
    9. 9. Decision Process Flow <ul><li>How to develop the solution </li></ul>
    10. 10. Expanding the scope – The onion model <ul><li>Core functionaltity – i.e Time Management </li></ul><ul><li>Phase 2 – Project Management </li></ul><ul><li>Phase 3 – Financial Management </li></ul><ul><li>Phase 4 – Portfolio Management </li></ul><ul><li>How to develop the solution </li></ul>Portfolio Management Financial Management Project Management Time Management
    11. 11. Portfolio-Program-Project-Sub project hierarchy <ul><li>How to develop the solution </li></ul>Portfolio (product & platform) plan Program Product Project plans Sub Project plans Object plans 3rd party plans
    12. 12. How to implement the solution <ul><li>First Dry run – Then pilot – Then implement full scale </li></ul><ul><ul><li>Need a finished product before being able to start the planning </li></ul></ul><ul><ul><ul><li>Seeing is believing </li></ul></ul></ul><ul><li>Use the staggered approach – Big bangs are impossible </li></ul><ul><ul><li>Begin with the most beneficial or with the most reluctant part of the organisation </li></ul></ul><ul><ul><ul><li>Depending on if you want an early buy-in or a chance to sharpen the arguments </li></ul></ul></ul><ul><li>Start early in defining how to support the solution </li></ul><ul><ul><li>First, second and third level support are necessary but where is it best to be placed? </li></ul></ul><ul><ul><ul><li>Do you have a mature IT function for having the Application Management support in-house or do we outsource? </li></ul></ul></ul><ul><ul><ul><li>Second line support best suited to have in-house </li></ul></ul></ul><ul><li>How to implement the solution </li></ul>
    13. 13. Implementation plan - Example January w1 w2 w5 w4 w6 w7 w9 w8 w10 w11 w12 w3 w15 w16 w14 w13 w18 w17 February March April Dry Run Pilot Amend tool and sell-in First site/org roll-out Second site/org Third site/org Foruth site/org Support org set-up <ul><li>How to implement the solution </li></ul>
    14. 14. H2 implement the solution (cont.) ‏ <ul><li>Education of end users is best done by e-learning </li></ul><ul><ul><li>Class-room trainings are used for Subject Matter Experts and support personal </li></ul></ul><ul><ul><li>E-learning packages are a very cheap and effective way of education </li></ul></ul><ul><li>Global deployment needs local deployment PM </li></ul><ul><ul><li>Each physical site needs one appointed person with the full responsibility to implement </li></ul></ul><ul><ul><ul><li>Someone with a local knowledge and understanding of gaps needed to be bridged </li></ul></ul></ul><ul><li>How to implement the solution </li></ul>
    15. 15. Implementation related activities <ul><ul><li>Preparation activities – Gather master data, appoint SME:s </li></ul></ul><ul><ul><li>Training activities – instructor lead training for SME's, plan for e-learning for users </li></ul></ul><ul><ul><li>Go-live activities – will correspond to the preparation activities needed to be done in Clarity </li></ul></ul><ul><ul><li>Follow up activities – will be done to ensure application utilization </li></ul></ul><ul><li>How to implement the solution </li></ul>Preparation activities Training activities Go-live activities Follow up activities T–X weeks T–X weeks Go-Live X-week
    16. 16. How to convince/sell-in the solutio n <ul><li>Change management is a cumbersome and tedious work but 80% of the effort in the project depends on its success </li></ul><ul><li>Management attention and ownership is key to success </li></ul><ul><ul><li>Some decisions WILL make parts of the organization suffer </li></ul></ul><ul><ul><li>Management need to stand on the podium, point ONE and only ONE direction </li></ul></ul><ul><ul><li>Process owners must be appointed early in the project </li></ul></ul><ul><li>Project maturity within the organisation is key </li></ul><ul><ul><li>CMMI level 2 is preferred when implementing a PPM system but very seldom the case… </li></ul></ul><ul><li>Global, legal issues and cultural differences are cumbersome to reach a consensus around, especially in globally scattered organizations </li></ul><ul><li>Involve all stakeholders heavily </li></ul><ul><ul><li>Identify and define the “what is in it for me” view early in the process </li></ul></ul><ul><li>Implementing a global process and a new tool is like pulling a piano upstairs without a lift </li></ul><ul><ul><li>The higher you come, the heavier it gets </li></ul></ul><ul><li>How to convince/sell-in the solution </li></ul>
    17. 17. How to dodge the resistance towards change… <ul><li>Executive Management will loose the informational advantage of the few </li></ul><ul><ul><li>Unless a restrictive user access model is adopted, all information will be available for the masses in real time </li></ul></ul><ul><li>Project Management will be feeling heavily exposed </li></ul><ul><ul><li>All they do and act upon will be visible to all in the organisation </li></ul></ul><ul><li>Line/Resource management will be more of a provider of resources than an influencer of the projects outcome </li></ul><ul><ul><li>Reducing their power to change </li></ul></ul><ul><li>Co-workers/time writers </li></ul><ul><ul><li>What’s in it for me? </li></ul></ul><ul><li>How to dodge the resistance towards change </li></ul>
    18. 18. … by using the “What’s in it for me?” <ul><li>Executive manager view </li></ul><ul><ul><li>Information at your fingertip in real time </li></ul></ul><ul><ul><ul><li>Early warning system allowing for quick corrective actions and abortion of programs/projects, hence saving money </li></ul></ul></ul><ul><li>Project manager view </li></ul><ul><ul><li>Time schedules, resource planning and cost planning in one place </li></ul></ul><ul><ul><li>Follow-up of actual hours and costs </li></ul></ul><ul><ul><ul><li>Quick corrections and actions </li></ul></ul></ul><ul><li>Line/Resource manager view </li></ul><ul><ul><li>One resource planning tool </li></ul></ul><ul><ul><li>Follow-up of actual hours and project costs </li></ul></ul><ul><ul><ul><li>Quick corrections and actions, closing and follow up. </li></ul></ul></ul><ul><ul><li>Possibility for global view of resources and projects </li></ul></ul><ul><li>How to dodge the resistance towards change </li></ul>
    19. 19. … by using the “What’s in it for me?” (cont) <ul><li>Co-workers view </li></ul><ul><ul><li>Will support PM/LM with the right truth to plan accurately </li></ul></ul><ul><ul><ul><li>Especially with the ETC </li></ul></ul></ul><ul><ul><ul><li>Will have &quot;evidence” where time is spent </li></ul></ul></ul><ul><li>Business Controllers/Finance view </li></ul><ul><ul><li>Time saving doing closing / follow-up </li></ul></ul><ul><ul><li>Benchmark made possible for improvement between sites/organisations/projects </li></ul></ul><ul><li>How to dodge the resistance towards change </li></ul>
    20. 20. The PPM Preacher man’s verdict <ul><li>Unfortunately an unappreciated project to run, at least within the affected organisation </li></ul><ul><ul><li>The more the organisation realize the changes required, the more questioned it will be </li></ul></ul><ul><ul><li>Management will be enthusiastic to start with but will start questioning why someone approved the change </li></ul></ul><ul><li>Must be obeyed by the Hofstadter's' law : things takes longer time than planned even if taken this law into consideration </li></ul><ul><li>Heavy fighting the resistance towards changing the current way of working is the biggest threat to the project success </li></ul>
    21. 21. The PPM Preacher man’s verdict (cont.) <ul><li>The Portfolio view is the primary sell-in argument in order to convince management of the necessity of having the PPM tool/solution in place </li></ul><ul><ul><li>The portfolio view is the tip of the iceberg, the icing on the cake, once you have the others parts in place </li></ul></ul><ul><li>Steering group are not interested in the process discussions and business rule decisions needed to develop the solution </li></ul><ul><ul><li>Involve a reference group/take a hostage, empowered to really take the “ugly” decisions necessary </li></ul></ul><ul><li>PPM is not about implementing a tool, it is about changing the way you work and reaching a higher project maturity </li></ul><ul><ul><li>This must also be taught to Executive Management </li></ul></ul><ul><li>Change will be painful in the organisation and it doesn’t just involve ”the other guys” - It affects us all! </li></ul>

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