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Strategic Alignment of Projects for Higher Profits and Increased Market Share Practice Time Efficiency For Accelerated Project Completion Dhaval Shah – CPIM, CSCP, PMP Wipro Technologies
What keeps You Up at Night? Stock Market Volatility, Oil Prices, Labor, Political Instability, Security Reducing Operating Costs Resiliency & Sustainability: Risk Management  & Green Reducing Inventory/ Working Capital/ Asset Management Competing in a Global Market Providing Superior & Consistent Customer Service While Increasing Revenue & Margin "The status quo is the only solution that cannot be vetoed." — Clark Kerr
What Next? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
“ No two species can coexist that make their living in the identical way” Prof G. F. Gause ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strategic Alignment Required The Sarbanes-Oxley Act of 2003 provision mandate that for all public companies the aggregate financial numbers be clearly supported by data coming from operations Linking the Measures  Strategic Business Drivers Execution  Measures
Product Profiling VS Volume / Variety IV. Continuous Flow III. Assembly Line II. Batch I. Job Shop Low Volume One of a Kind Multiple Products, Low Volume Few Major Products, Higher Volume High Volume, High Standard- ization Commercial Printer French Restaurant Heavy Equipment Coffee Shop Automobile Assembly Burger King Sugar Refinery Flexibility (High) Unit Cost (High) Shared Equipments Responsiveness Volatile Demand Excess Capacity
Deployment Choices and Operation Control System Configuration V/S Volume Variety
The SCOR ®  model – an industry open standard ,[object Object],[object Object],[object Object],Supplier Plan Customer Customer’s Customer Make Deliver Source Make Deliver Make Source Deliver Source Deliver Internal or External Internal or External Your Company Source Return Return Return Return Return Return Return Return
Steps of a Benchmarking Program ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Supply-Chain Definition ,[object Object],[object Object],[object Object],[object Object],[object Object]
Supply Chain   Prioritization ,[object Object],[object Object],[object Object]
Supply Chain Strategy ,[object Object],[object Object],A P P Assets P P A Cost Internal P A P Flexibility A A A Responsiveness S S S Reliability External 2 1 3 Supply-Chain Strategy Matrix 50% Percentile Performance Parity P Midpoint between Superior and Parity Advantage A 90% Percentile Performance Superior S
Performance Metrics ,[object Object],Aligned to Economic Value Added (EVA)
Sourcing Data ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Creating a Balanced SCORcard™ ,[object Object],[object Object],[object Object]
Performing Benchmark - SCORmark™
Critical Chain Project Management CCPM ,[object Object],[object Object],[object Object],Counterintuitive Rules
Traditional V/S TOC process Limited, as warning signals are flagged early and project index is tracked to spot early trends Needed Re-planning add safety at strategic locations By adding safety at each task Handle uncertainty Low - to ensure reduced cycle time High - to ensure that resources are busy Work in Progress estimate time to complete Hours spent Project Tracking Project completion Task completion Time efficiencies Resource efficiencies Cycle time reduction Resource utilization Key  Measurement Forward looking - flow index Ad-hoc Task Priorities No detailed project plan to avoid re-planning Detailed project plan Project Planning As per availability of drum resource At the earliest Project Sequencing Projects providing highest value per unit of  constraints capacity (constraint index NPV) Positive NPV Project Selection TOC Process Traditional Process Particulars
SCOR and CCPM has proven to improve operating results many ways ,[object Object],[object Object],[object Object],[object Object],1 Poluha (2007)  Application of the SCOR Model in Supply Chain Management, New York, USA ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
The Value of SCOR
Adapting Lean to Project  (High-Mix) Adapted from The Skinny on Lean Manufacturing: Why Some Enterprises Fail to Derive Benefits, Tom Knight, APICS Webinar
Wipro’s PPM Solutions Practice Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],IT Demand Management Portfolio Management Program & Projects Technology Solutions PMO/EPMO Integrated Processes and  Tools Solutions   Our Methodology : Discovery, Definition, Digitization  and Improve – D3I
Wipro’s investments in the Project and Portfolio Solutions Industry ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Gartner PPM Magic Quadrant Source: Gartner (June 2009)   Wipro’s Investments
Thank You About Wipro Wipro Technologies, a division of Wipro Limited (NYSE:WIT) is the first PCMM Level 5 and SEI CMM Level 5 certified global IT services organization. Wipro Technologies was recently assessed at Level 5 for CMMI V 1.2 across offshore and onsite development centers. Wipro is one of the largest product engineering and support service providers worldwide. Wipro provides comprehensive research and development services, IT solutions and services, including systems integration, information systems outsourcing, package implementation, software application development, and maintenance services to corporations globally. www.wipro.com For additional questions on Supply Chain Council benchmarking or SCORmark, please contact: info@supply-chain.org

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Dhaval Shah on "Strategic Alignment Of Projects For Higher Profits And Increased Market Share" at PM Conference India 2009

  • 1. Strategic Alignment of Projects for Higher Profits and Increased Market Share Practice Time Efficiency For Accelerated Project Completion Dhaval Shah – CPIM, CSCP, PMP Wipro Technologies
  • 2. What keeps You Up at Night? Stock Market Volatility, Oil Prices, Labor, Political Instability, Security Reducing Operating Costs Resiliency & Sustainability: Risk Management & Green Reducing Inventory/ Working Capital/ Asset Management Competing in a Global Market Providing Superior & Consistent Customer Service While Increasing Revenue & Margin "The status quo is the only solution that cannot be vetoed." — Clark Kerr
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  • 5. Strategic Alignment Required The Sarbanes-Oxley Act of 2003 provision mandate that for all public companies the aggregate financial numbers be clearly supported by data coming from operations Linking the Measures Strategic Business Drivers Execution Measures
  • 6. Product Profiling VS Volume / Variety IV. Continuous Flow III. Assembly Line II. Batch I. Job Shop Low Volume One of a Kind Multiple Products, Low Volume Few Major Products, Higher Volume High Volume, High Standard- ization Commercial Printer French Restaurant Heavy Equipment Coffee Shop Automobile Assembly Burger King Sugar Refinery Flexibility (High) Unit Cost (High) Shared Equipments Responsiveness Volatile Demand Excess Capacity
  • 7. Deployment Choices and Operation Control System Configuration V/S Volume Variety
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  • 16. Performing Benchmark - SCORmark™
  • 17.
  • 18. Traditional V/S TOC process Limited, as warning signals are flagged early and project index is tracked to spot early trends Needed Re-planning add safety at strategic locations By adding safety at each task Handle uncertainty Low - to ensure reduced cycle time High - to ensure that resources are busy Work in Progress estimate time to complete Hours spent Project Tracking Project completion Task completion Time efficiencies Resource efficiencies Cycle time reduction Resource utilization Key Measurement Forward looking - flow index Ad-hoc Task Priorities No detailed project plan to avoid re-planning Detailed project plan Project Planning As per availability of drum resource At the earliest Project Sequencing Projects providing highest value per unit of constraints capacity (constraint index NPV) Positive NPV Project Selection TOC Process Traditional Process Particulars
  • 19.
  • 20. The Value of SCOR
  • 21. Adapting Lean to Project (High-Mix) Adapted from The Skinny on Lean Manufacturing: Why Some Enterprises Fail to Derive Benefits, Tom Knight, APICS Webinar
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  • 24. Thank You About Wipro Wipro Technologies, a division of Wipro Limited (NYSE:WIT) is the first PCMM Level 5 and SEI CMM Level 5 certified global IT services organization. Wipro Technologies was recently assessed at Level 5 for CMMI V 1.2 across offshore and onsite development centers. Wipro is one of the largest product engineering and support service providers worldwide. Wipro provides comprehensive research and development services, IT solutions and services, including systems integration, information systems outsourcing, package implementation, software application development, and maintenance services to corporations globally. www.wipro.com For additional questions on Supply Chain Council benchmarking or SCORmark, please contact: info@supply-chain.org