aligning it with world-class fashion
TRANSCRIPT
Aligning IT With World-Class Fashion
Nicola Castellaneta
Agile Management
Kering
PMO Manager
AMX33S
@CAPPM
#CAWorld
2 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
© 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.
The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type
of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA.
For Informational Purposes Only
Terms of this Presentation
3 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Abstract
In this session, hear how Kering uses CA Project & Portfolio Management (CA PPM) to align the business strategy of these world-class brands with their IT strategy. Learn how Kering is using CA PPM for portfolio management, demand management and capacity planning in their IT organization and gain insights for how you can do the same in your organization.
Nicola Castellaneta
Kering
PMO Manager
4 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Agenda
WHO WE ARE
TO BRIDGE BUSINESS AND IT
PPM FOR KERING
DEVELOPING OUR WORKFLOW
1
2
3
4
PROJECT SCOPE AND LEARNINGS5
5 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Kering Group—Who We Are
Luxury: Gucci, Bottega Veneta, Saint Laurent, Alexander McQueen, Balenciaga, Brioni, Christopher Kane, McQ, Stella McCartney, Tomas Maier, Sergio Rossi, Boucheron, Dodo, Girard-Perregaux, JEANRICHARD, Pomellato, Qeelin, Ulysse Nardin
Sport and Lifestyle: Puma, Volcom, Cobra and Electric.
Our mission is vast, but it’s simple. We exist to help our customers look and feel good while making a positive contribution to people and the planet.
Kering is a growing group of high-profile, profitable brands that create apparel and accessories for the luxury and sport and lifestyle markets.
6 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Kering Journey
Luxury acquisitions and development
1999: acquisition of Gucci Group and then of Yves
Saint Laurent, YSL Beauté and Sergio Rossi
2000-01: acquisition of Boucheron,
Bottega Veneta and Balenciaga,
partnership agreements with
Stella McCartney and Alexander McQueen
1999
20041963
François Pinault establishes
Pinault Group (timber trading)
1988
Flotation on Paris stock market
1990s 2005
François-Henri Pinault
appointed chairman and CEO of
Kering
From
2006
Disposal of retail assets
2006: sale of Printemps orcanta
2009: flotation of CFAO
2010: disposal of Conforama
2007
Acquisition of PUMA
2012
2013
Kering is now a world
leader in apparel and
accessories, in two
segments:
Luxury and
Sport & LifestyleAcquisition of Volcom,
Sowind Group, Brioni
2011 Today
Acquisition of Qeelin,
Christopher Kane,
Pomellato and Dodo
Disposal of parts of
Redcats,
flotation of Fnac
7 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Breakdown of 2014 Revenue by Division Breakdown of 2014 Recurring Operating Income by Division
Breakdown of 2012 Revenue by r
RegionNumber of Luxury DOS in 2014
2014 key figures
€10.1
billion
in revenue
€1.7
billion
in recurring operating
income
€1.1
million
in free cash flow from
operations
33,000
employees
A Strong and Balanced Group
8 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Why? Lack of IT and Business Alignment
Even though IT plays a vital role in creating business value, we faced some degree of challenges around the governance operational processes and tool that limit the efficiency of the delivery.
Totally blind on the status of a business opportunity, even if rejected
Lack of a promptly response on a business need
Lack of full transparence on cost and planning
Lack of integrated forward pipeline
No metrics regarding the ability to manage a new business opportunity
No visibility on the owner of a business need
Not clear ownership on the information provided in response to a business need
Difficult to control the Demand process
Difficulties to collect information from different actors and to build a robust response
No consolidated reports and executive views
Difficulties to build a trust with business
No control on the business pipeline
Business Kering
9 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
….To Bridge Business and IT and Deliver Value
PPM - Planning
PPM - Delivery
CEO Agenda
Crafting an IT investment portfolio
that is aligned with the CEOs agenda
and that brings value
CIO Agenda
Ensure that IT capabilities can
sustain and even stretch the
strategic agenda
Doing the
Right Things
Doing Things
the Right Way
Delivering the
Benefits
Delivering to
Commitments
Helping prioritize and selecting
the right investments aligned with
the strategic and operational
imperatives.
Manage supply proactively and committing
to solutions that maximize business value
Maximizing the resource
utilization and then overseeing
delivery consistent with solution,
timeframe and budget
commitments
Enabling the benefits upon
which portfolio investments
were made are actually
delivered to the business 9
10 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Expected Benefits and Realized Ones
Improve the IT-Business alignment
Improve Delivery Performance
Increase Throughput
Lower Staff / Process Costs
Improve the transparence by providing visibility on the request status and its cost and planning.
Provide a promptly response enabling a rolling approach.
Improve risk control of the demand pipeline by balancing the portfolio’s exposure.
A set of dashboard will help the key user to monitor the demand pipeline.
Improve communication and shares the delivery plans across business and technical functions.
Stronger control on project and availability of measured KPI.
Enable high-level view of project status & health.
Control on time tracking.
Increase in resource utilization.
Improve the feasibility of the capacity plan and portfolio plan and enable the multi brand arbitration.
Improve and speed up budget process.
Integrate working across functions (not silos based).
Reduce time to process each demand item (increases decision-making frequency).
Drive clear the accountabilities.
PPM meant as enabler of already designed governance processes, contributing to enhance the business value and to be more than just automation tool:
11 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
What’s a PPM for Kering?Capabilities of IT Governance Tool
Reporting on Jaspersoft
Include Financial, Demand and Project Reporting, providing real-time visibility to support effective decision making.
Program/Project Management:
Project planning at milestone level and task
level with an integrated Gantt charts
Real time performance information and
drill-down capabilities
Enable time tracking for project and
non-project related activities
Demand Management:
Demand collection
Demand consolidating, qualification and
prioritization
Demand planning
It can leverage on the workflow and digital form
to capture and manage approval of new request.
Budget and Portfolio Management:
Budget consolidation from different functions
and evaluation (planned vs target, balance
among different functions)
Automatic TCO calculation
Service Catalogue management (digital and
easy to keep it maintained)
Recharge calculation and communication
Capacity Management:
Align resources with project demand through
automated capacity planning
Ensure a feasible portfolio by committing to
the right projects at the right time
Real time information about the capacity
status (planned vs actual)
10 FTE
20 FTE
30 FTE
10 FTE
20 FTE
30 FTE
12 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
End-to-End Workflow to Manage the Demand Request
Requestor Demand Mgr Area Manager
Business SolutionArea Lead Finance
Return to previous step
Budget Line RecordingBudget Line Qualification
Request Evaluation
Portfolio Scenarios Evaluation
Capacity EvaluationPortfolios ApprovalPortfolios Review and
Communication
• Qualify better the request in terms of internal priority and impacted area
• Business solution description• Business Request estimation (Effort
– MD - and Cost - Capex, Opex) and Planning
• Recording main information about new request
• What If analysis, based on several scenarios
• Portfolio evaluation• Pull-in/pull-out by a
financial point of view
• Capacity evaluation and adjustment (if required)
• Pull-in/pull-out by a resource point of view
• Portfolios evaluation• Portfolios adjustment request to
Area Manager (if required)• Portfolios approval• Portfolios communication to
Finance
• Portfolios evaluation and adjustment requested to Area Lead (if required)
• Portfolios approval and communication
13 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Portfolio Content
Project Request
Business Request
Internal Request
Running
Standard Maintenance
Evolution Maintenance
Recurrent Fee
Management
The Portfolio, a Way to Manage All Together All Budget Costs
15 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Project Scope: Current Status and Accomplishment
AMER
– Demand, Portfolio, Capacity,
Project Management,
Timesheet capabilities
COMPLETED
EMEAI
– Demand, Portfolio, Capacity,
Project Management, Timesheet
capabilities COMPLETED
– Service Catalog structure
implemented based on the current
structure; initial load on-going
APAC
– Gap analysis just
started with the
objective to target
FC1 2016
Achieved Goals after one year of usage:
Transparence and visibility of the requests from Brand side
Full visibility and clear accountabilities of the Demand pipeline
Integrated working across all functions and improved cooperation
Single source of truth and full access on data
Enabling other central processes (e.g. purchasing, cost control & change requests, capacity, service catalogue)
Full availability of project status reporting
Full control of the capacity, planning and time consumption
17 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Recommended Sessions
SESSION # TITLE DATE/TIME
AMT09SUsing CA Project & Portfolio Management (CA PPM)
to Align Projects with Strategy11/19/2015 at 12:15 pm
AMT10SGuiding Standardization Across the Enterprise at Disney
Parks and Resorts11/19/2015 at 3:00 pm
AMT19SPanel Discussion: Migrating to 14.2; New Advanced
Reporting
11/19/2015 at 4:30 pm
18 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
Must-See Demos
Simplify your Application PortfolioCA PPM
Theater - Agile Management
Identify the Right InvestmentsCA PPM
Theater – Agile Management
Align Resources to Meet DemandCA PPM
Theater – Agile Management
Business Transformation
CA PPM
Theater – Agile Management
19 © 2015 CA. ALL RIGHTS RESERVED.@CAPPM #CAWORLD
For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15