Xerox improved its IT project management process and identified 12 corrective action work streams with HCL ownership. Also, HCL ISD ensured that the customer operates within governance, risk and compliance norms of the business. Read its success story to know more.

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Being highly responsive to business needs is
a vital attribute for IT, especially in the Internet
age when developments can change in a flash.
Failure to quickly respond to shifting market con-
ditions and customer demands can lead to lost
business opportunities.
Xerox Corp. in conjunction with HCL
Technologies Co. Infrastructure Services Division
(HCL ISD) had an IT project management process
that was based on an ad-hoc, non-formalized pro-
cess structure, with unclear accountability. This
contributed to delays in project startup and a lack
of visibility on project spending for both project
management and architecture resources. Delivery
was inconsistent for project lifecycle process steps
involving management of issues, schedules, status
and communications. Trend reporting for both
governance and delivery did not offer the value and
insight Xerox required. Xerox, the leading enterprise
for business process and document management,
worked with HCL ISD to identify these problems in
workflow and make the necessary fixes.
Corrective Action
HCL and Xerox identified 19 corrective action work
streams, and of these, seven were identified with Xerox
ownership and 12 were identified with HCL ownership.
A management review structure was estab-
lished by the HCL project management office leader,
ensuring that there would be continuous collabora-
tion and communication with Xerox decision makers
throughout the corrective action process.
For the 12 HCL work streams, HCL structured
project delivery standards, including processes,
policies and the tools necessary to educate the
project management team on the required project
management expectations. Clear project manager
performance measurements were aligned to these
new project delivery standards. The training pro-
vided to the project managers was also distilled
into education packages for other HCL and Xerox
teams so that they had general awareness and could
support the projects appropriately. The HCL project
management office’s weekly and monthly reporting
were updated to align to the standards. To address
skills, the team has been enhanced with additional,
more seasoned project managers. In addition,
on-boarding processes have been put in place, the
HCL Project Management toolkit was refreshed,
and project managers now collaborate bi-weekly
as a team to ensure consistency and best practices.
For the seven Xerox work streams, the HCL proj-
ect management office worked with Xerox to clarify
project lifecycle process steps, including those for
prioritization, resource capacity management, and
those of the project delivery. A key success factor in
the development of these items was the joint partici-
pation by both Xerox and HCL on a team leveraging
the Xerox Lean Six Sigma black belt process.
Inclusive Approach
The HCL project management office leadership
used an inclusive approach in design and implemen-
tation for the majority of the corrective action work
streams, by including the project managers who are
closest to the details to make recommendations,
create the tools, participate in the improvements and
A Documented Success
for Xerox
Xerox
Most Responsive to Business — Winner
(FROM LEFT) Brian Gillooly, InformationWeek; Cory Todd Green, Xerox; Joelien
Jose, HCL
2011value-award-supp.indd 9 10/4/11 11:15 AM

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Pharma Finds a Prescription
for Value
About six years ago,
a Fortune 500 phar-
maceutical company
embarked on an organi-
zational change to trans-
form its IT infrastructure
into a centralized line
function. This involved
the consolidation of
more than 250 locally managed data centers worldwide.
In the course of this endeavor, hundreds of applications
that manage sales, drug development, finance, produc-
tion, and human resources processes are rapidly being
relocated to new global data centers. The company cre-
ated a program to develop and integrate several critical IT
processes to ensure that the support interfaces between
the new global data centers and business customers were
effectively bridged and the support for vital business appli-
cations was effective. The program was highly complex and
comprehensive, and required the rapid mobilization of more
than 30 project resources, including business partners and
internal customers worldwide.
Despite the challenges, the undertaking was delivered in
about four months, and consisted of nearly a dozen individual
projects that each had separate team leads and charters.
The success of the overall program was directly respon-
sible for the stabilization of applications that run the com-
pany’s business. The company created a new IT operating
environment centered on an integrated application-centric
infrastructure model that includes basic IT Infrastructure
Library (ITIL) operational processes (change, configuration,
problem, incident and event management), the configuration
of key systems and tools required to manage these processes,
and the implementation of several new operations teams.
The company says HCL Technologies Infrastructure
Services Division (HCL ISD) played a key role in helping it
achieve its goals.
Fortune 500 Pharmaceutical
be positioned to offer continuous improvement
ideas. Much of the burden of these changes
has been assigned to the project managers; as
it is their daily habits and project record keeping
that sustain the consistent delivery of projects.
As a result of all these efforts, project deliv-
ery has consistently improved. All projects now
have their health determined in the same way,
using the same policies and tools. Weekly
reporting is consistently meaningful and deliv-
ered on time. Project prioritization and resource
capacity management processes are now
exercised successfully, and the speed of new
project request assignments has improved.
These new processes, in addition to a new
engagement model and governance mech-
anism, help manage the volume of projects
coming in from business units.
In addition to responsiveness to the busi-
ness’ needs, HCL ISD needs to ensure that it
operates within governance, risk and compliance
norms of the business. Risk and compliance
metrics are defined by the Xerox Information Risk
Management team (IRM). These are discussed
and agreed to by the IT team in consultation with
IRM and Xerox business managers, striking a
balance between compliance, business needs
and operational efficiency.
Teamwork, management commitment
and hard work by both HCL and Xerox, with
continued focus on responsiveness to the
business customer, assured that the team
achieved the objective of delivering value to
Xerox. “Responsiveness to our business part-
ners is always a top objective of IT,” says David
Smith, Xerox IM, Global Midrange Data Center
Services. “Working with HCL ISD to develop
fine-tuned governance, delivery and man-
agement processes has been a true enabler
to delivering on that objective.”
(Continued from winner Xerox)
(FROM LEFT) Brian Gillooly, InformationWeek;
Rajeev Arya, HCL
2011value-award-supp.indd 10 10/4/11 11:15 AM