Program Management Office (PMO)

Copyright © 2016 HCL Technologies Limited | www.hcltech.com
Program Management Office

Copyright © 2016 HCL Technologies Limited | www.hcltech.com2
The PMO Vision
To proactively identify, manage and eliminate problems in
order to deliver results on time with high quality by
providing accurate reports with unbiased information &
to have a process driven methodology thereby
maintaining the excellence in service

Program Management
1. PMO Lead for Merck Engagement
2. Financials – Revenue Forecast, Budget & Actuals
3. Integerated Performance Managment Scorecard – Automation in Excel
4. End to End Resource Management (Billing, Invoicing, Trainings and Quality Compliance)
5. Conducting Multiple Reviews (Project level to Sr Management Level)
6. EMEA Retirement Lead (Netherlands)
7. SDLC Process - Multiple Stakeholders Interaction
8. Project Cooridnator (Switzerland)
9. HITS – BeWell Challenge & MSD Innovation Factory 2016
Saravanana Veeraiyan
(Project Manager)
Having 6+ years of experience in project management handling multiple projects with good
analytical skills, Certified Lead Auditor, Worked under the Sr. Vice President for HCL- Merck Engagement
as a PMO Manager, as an enabling function that liaisons with other support functions for effective
implementation of Governance, Processes and Procedures to achieve goals within set timelines.

Resourcing, Induction & Employee Empowered Initiatives
• Encourage team members to complete certification. Have senior members in the
team conduct session for imparting knowledge. Appreciate resources for
completing certification by sending mail to the entire group. Share achievers name
in open house forum
• Xtra miles/recognition in the monthly meetings for technical certifications
• Identifying new applications for support based on the certification and backups
available for all applications leading to a good knowledge management practice and
lesser risk on attrition
• All the resources have been encouraged to take up ITIL certification and Six Sigma
• 120+ resources were ITIL certified
• Any employee joining a new role either through promotion, lateral entry or
Fresher's has no formal process at present, by which he/she can jumpstart to the
assigned role by leveraging contextual information in one place
• Increase the effectiveness of On/Off boarding.
• Reduce the On/Off boarding cycle.
• Provide one stop shop for all the documents/Artifacts eliminating person
dependency.
• Built Re-Usable role based knowledge repository.
• Define robust Induction process consisting of domain and project training plan. Track the
induction progress on regular basis
• Induction carried out by all the delivery heads including myself.
• All KT documents prepared and readily available in shared drive and Documentum to train new
resources
• A new training evaluation process in place - where in the new resource will have to present
Topics to the entire team with Q&A session to evaluate his/her understanding
• Formal Induction training manual in place on the Portal
• Induction - Engagement/LOS/ Project, Application
• This Initiative started in collaboration with Delivery & solutions team
• “Today’s watch word” daily mail will be sent to all in the engagement aiming to improve the
knowledge in Pharma domain & this is an automated mailer triggered from Merck Portal
• Pharma SME`s to impart domain knowledge through series of training Programs.
• VSG spear heads the domain training and had created a Basic awareness with the engagement
team members through series of training programs
What & How – Induction Program
What & How– Merck Academy
What & How – Certifications
What & How– The Onboarding/ Off boarding Studio

Regimented Review Practices
• Regular daily & weekly project reviews by the leads and Managers
• Every project started is checked for PCI compliance eligibility and immediately bought
under it
• Regular PCI reviews by quality team
• Engagement managers and ISD head regularly reviews the PCI compliance and actions
planned to fill the gap.
• This resulted in almost consistent “green status” with all the projects in Merck.
• This is a monthly review by ISD head where all the engagement heads and managers are
invited.
• The monthly report prepared by PMO is very elaborate covering all the aspects and
parameters like Finance, Goal Matrices, Project Health, Opportunities, Resourcing, TP,
Challenges, Customer escalations and appreciations, status on the initiatives and the
help items.
• This is planned and facilitated by PMO
• The progress report is shared by the ISD head to all the practice leaders.
• Monthly SMR is a regimented process in compliance with our OMS.
• This is conducted monthly by the Engagement Managers for their respective groups and
the projects under their scope.
• ISD head is part of this review and spends quality time in reviewing this.
• Quality SPOC is also invited for this review.
• The whole review is planned, facilitated and monitored by PMO
• DGC Prime (LSH Vertical Head) regularly reviews the engagement – This is monthly
review
• This is a face to face meeting with him and all the delivery leads at offshore & onsite and
GAM Team.
• This review focuses on the initiatives apart from operational aspects
• At any point in time 2-3 major initiatives are in progress
• This helps in aligning the engagement with the organization goals and initiatives too.
• Often helps in benchmarking with some other engagements where the similar initiatives
are in progress
What & How – Project Review
What & How – Delivery Council Review
What & How – Sr. Mgmt Review
What & How – DGC Rview

Business Reviews aligned with Merck Business Division
• Regular Quarterly reviews and Half Yearly reviews at engagement level
• Proactively introduced QBR at division level from last year
• Using this forum effectively to communicate the progress, initiatives and to discuss
the strategic directions of their divisions
• Every QBR is attended by ISD Head and GAM head apart from the Engagement
Managers
• This is the highest level forum from Merck for partners led by CIO
• This is attended by our Executive Sponsor Practice lead and got good
recognition of the work carried out by us
• Present the Engagement status along with strategic initiatives taken and way forward
plans
• QBR meetings without slippage of schedule
• Involvement of Sr Management of Merck in reviews
• Highlighting the achievements/value additions and addressing any Issues/Concerns
• Our CEO has regular connect with CIO of Merck and divisions
• Spends time during the senior management visits to India
• Executive Sponsor connects with CIO regularly and through ITLT
• Practice leaders attend the QBRs Practice leaders has excellent regular connects with
Divisional CIOs
• ISD head connects with all division CIOs through QBRs and visits
• GAM Head connects with all the CIOs and senior leaders (excellent relationship)
• GAM Team and Onsite delivery management has strong connect with the senior
leaders
• Governance Model and its practical implementation
• Robust escalation and communication model
• Proactive issue resolution – PMs and EMs attend to every issue &proactively
communicate to Merck stake holders
• Independence of Delivery Management to the horizontal team within the ambit of
overall Merck Governance
• Close interaction between the horizontal delivery team and the vertical domain
team
What & How – Quarterly Business Review
What & How – ITLT
What & How – Governance
What & How –Half Yearly Business Reviews
What & How –Sr. Management Connect

IPMS – Integrated Performance Management Tool
This ‘Integrated Performance Management Review Tool’ has been designed to analyze the vital metrics responsible to drive the
margins for a particular project. It further provides the flexibility for the end user to pick up metrics from the available set that helps him understand
the causes for the fluctuations in his profit margins. These “Key Metrics” can be selected and the trend can be analyzed at the LOB, Division and
Project level. The tool gives a 360 degree view to the delivery and Sales to identify dip in revenue, Project margins and profitability through
required parameters and devise an action plan to correct the same.

TOS – End to End Resource Management
Merck is being an ISD Engagement running with 1800+ resource across multiple GEO’s, we want ensure
effective On-boarding and Off-boarding Process in place, which will be compliant to customer
requirement.
 ISID Revocation
 Application Access Revocation
 Seat/System Release
 ODC Access Revocation
Off-boarding Activities
 Background Check Verification
 ODC Access
 Seat/System Allocation
 RAS Assignation
 Merck Induction
 ISID Creation
 Merck Mandatory Trainings
 Application Access
 Application Knowledge Transfer
 InfoSec Training
On-boarding Activities
 End to End Resource Management
 Contractual Requirements are met wrt:
 Audit
 BGV
 Merck ISID deactivation within SLA
 Merck mandated trainings
 Effective Tracking and Reporting
Benefits
Tasks Target July`13 Aug`13 Sep`13 Oct`13 Nov`13 Dec`13
ODC Access Reconcilistion Yes No IN Prog IN Prog Yes Yes Yes
Seat Allocation_Vacant Seat Cost <18K 60K 58K 40K < 30K < 28K < 18K
Encryption_Safe Boot Comp 100% 62% 70% 72% 74% 80% 92%
BGV 95% 38% 44% 58% 63% 79% 84%
Mandatory Trainings 99% 99% 99% 100% 99% 98% 100%
INFOSEC Tranings 98% 82% 92% 94% 97% 99% 99%
Tasks Target Jan`14 Feb`14 Mar`14 Apr`14 May`14 Jun`14
ODC Access Reconcilistion Yes Yes Yes Yes Yes Yes Yes
Seat Allocation_Vacant Seat Cost <18K < 16K < 16K < 16K < 15K < 15K < 15K
Encryption_Safe Boot Comp 100% 95% 95% 95% 95% 95% 95%
BGV 95% 86% 88% 94% 94% 94% 94%
Mandatory Trainings 99% 100% 100% 100% 100% 99% 100%
INFOSEC Tranings 98% 99% 100% 100% 100% 100% 100%

Merck Academy
PLAN
WORKFORCEPLANNING& CAPACITY
JOIN
TALENTSUPPLY CHAIN
LEARN
LEARNING& DEVELOPMENT
DEPLOY
WORKFORCEMANAGEMENT&
PRODUCITVITYOPTIMIZATION
PERFORM
INDIVIDUALAND ORGANIZATION
EFFECTIVENESS& REWARD
ENGAGE
EMPLOYEEENGAGEMENT
& INCLUSION
GROW
CAREERAND TALENT
MANAGEMENT
Employee Life Cycle
 Merck Academy formed in 2012 to make sure all training related to process
and the domain are clearly defined.
 The Resource & Managers who join Merck Engagement have to complete all
process related trainings and its Mandatory.
 One stop tool which will provide the trainings related to soft skills trainings,
Process trainings, Merck Specific Managed service trainings, and Domain skill
trainings.

• Perform periodic audits as defined in Contract Compliance Tracker.
• Liaise with Corporate Audit / Information Security teams to ensure compliance
• Manage customer & External Audits
• Participate in other Engagement Audits to ensure uniformity and sharing of Best Practices
• Single source of Truth for maintaining compliance at MSA level and also liaise in making changes to contracts
• Exception handling with customer
• Amendments to Contract
• Merck engagement has built a Contract compliance tracker - a first of its kind - this is built using all the applicable contract clauses with
defined audit intervals. This ensures that at any given point of time HCL is bound by contractual items as defined in the MSA. This tool has
been showcased to the Corporate Finance Audit Team and will be part of this year's GPC. Effort is on to see how we can replicate this effort
to other large engagements
Contract Compliance Management
What & How - Audit
What & How - Compliance Administration
What & How – Contract Compliance Tracker

Integrated Engagement Level BCP/DR Plan
1. This Document is managed by PMO at a Engagement Level to face internal and external Audit
2. This document discusses the ODC level Business Continuity / Disaster Recovery (BC/DR) plan for HCL offshore development centers
working on projects with Customer
3. The document is divided into three major sections: BC Planning, BC Execution, Simulation and documentation.
4. The planning stage elaborates the recovery strategy, risk analysis and business impact analysis which serve as the basic inputs for the
plan.
5. The execution stage details operational process to be followed during a crisis situation. Simulation explains the process followed to validate
the BC plan.

Value Creation
FY15 - 7.58
FY14 - 7.70
FY13 - 7.98
RED 0-3 AMBER 3-6 GREEN 6-9
Employee Empowerment – Value FestValue Creation StatusValue Creation - Journey
Best Practices:
• Auto Mailers sent to the respective owners every month to track the pending ideas in the
portal
• Internal Dashboards circulated to enhance the support & attention of the Senior
Management.
• Periodic Value day for Idea Generation for Smaller teams
• Value Fest – A month long festival across geo’s

Diversity initiatives @ Merck
13
Affinity networks: Employee Champions to lead and
implement programs - Gender, Ability, Nationality etc
Work life Continuity :Support employee wellbeing through
inclusive policies, support systems and employee assistance
programs
Positive work Environment: Facilitate awareness forums and
channels for employee grievances
Advocacy: Facilitate forums lead by diversity champions from
the line of business to promote diverse talent
Merck Women Connect in MEME
Women Fest’13

Repay Society – Power of 1
Community Development Programs
HCLT Youth Center
Enables youth in the
age group of 13 – 20
years, residing in semi
urban areas for
advancing their
education and skills.
Nurture the Future
Empower women,
Differently Abled and
Youth for sustainable
livelihood including
rehabilitation and bridge
schools.
Mentorship & Capacity
Building
Facilitate programs to
improve effectiveness of
partner NGOs, including
mentoring by employees.
Community Giving
Friend in Need
Help our supply
chain on welfare
schemes.
Just Like Us
Reach out to those
sections of the society
who need human
touch. E.g.: senior
citizens, orphans and
terminally ill.
Social Recycling
An Everyday collection
of used clothes,
stationery, books toys,
etc. and supply them
back to communities in
need

MSD EMEA Application Retirement (SDLC Process)
Retirement Status OSS Haarlem Boxmeer Total
Retirement Completed 89 16 6 111
Out of Scope 24 7 11 42
Retirement Execution 20 20
RP Review 8 12 20
RP Signed 16 16
RP Sign off Pending 8 8
Newly added 5 5
Total 170 35 17 222
Retirement Metrics Total OSS Haarlem Boxmeer
Overall Retirement App. Target 222 170 35 17
Applications Out of Scope 42 24 7 11
Total Current Application count 180 146 28 6
Overall Retirement Closed # 111 89 16 6
Overall Retirement Closed % 62% 61% 57% 100%
Overall RP Work in Progress 80 68 12 0
Wave 1 App Retirement Target 114 97 16 1
Wave 1 Retirement Closed # 80 63 16 1
Wave 1 Retirement Closed % 70% 65% 100% 100%
Wave 2 App Retirement Target 64 47 12 5
Wave 2 Retirement Closed # 31 26 0 5
Wave 2 Retirement Closed % 48% 55% 0% 100%
Overall
Retirement App.
Target
Applications
moved Out of
Scope
Total Current
Application
count
Overall
Retirement
Closed #
Wave 1
Retirement
Closed #
Wave 2
Retirement
Closed #
Total 222 42 180 111 80 31
OSS 170 24 146 89 63 26
Haarlem 35 7 28 16 16 0
Boxmeer 17 11 6 6 1 5
0
50
100
150
200
250
Retirement Status
Retirement Status MS (No) MS (Yes) Out of Scope Total
RP Completed 78 11 89
RP Execution 14 8 22
RP Review 5 2 7
RP Sign off Pending 1 6 7
RP Signed 4 14 18
RP Out of Scope 24 24
RP Yet to start 1 2 3
Total 103 43 24 170
P2K - EMEA (Netherlands)
Overall Archive Retire (Legal Hold)

MSD International GmbH
 Accomplishes work requirements by orienting, training, assigning, scheduling, and coaching employees around
innovation efforts for EEMEA and Emerging Markets. (EEMEA Innovation Factory and HITS Initiative)
 Coordination between startup’s and internal team for HITS BeWell Challenge Initiatives interns of MSD
Collaboration
 Creating the Presentation, Excel Reports, Training videos and Shared Sites for coordinating innovation team
efforts
 Creating a one source information for HITS Be well Challenge and MSD Innovation Factory in confluence.
 Creating a consolidated material for Jury’s to provided all informationabout the Event and startup details.
 Providing Business intelligence to the senior management with an adequate data points
 Reporting project plan and project status to senior Management

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