the powerof one+pmo overview
TRANSCRIPT
Program Management Office (PMO)
January 21th, 2009
© Copyright IBM Corporation 2006Confidential Page 2 | IBM Project Management Office Solutions | 12/12/2006
Program Management Methodology incorporates 12 key initiatives under the management of Program Management Office
Program Sponsor&
Steering Committee
Program Management Office- Program Leadership
- PMO Team
Init
iati
ve I
nit
iati
on
kick
- off
Initiative C
lose
Individual Initiatives - Initiative Owners, Leaders & Users
TrackDefine Setup Plan Transition
Consolidated InitiativeProgress Reporting
Individual InitiativeProgress Reporting
& Deliverables
Requirements,Services,Documentation
Initiative Priorities/Guidance
Planning & Monitoring
Comm. & Reporting
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Run
© Copyright IBM Corporation 2006Confidential Page 3 | IBM Project Management Office Solutions | 12/12/2006
Planning and Monitoring
Planning and Monitoring: Monitoring planned program tasks and milestones to determine whether plans are being adhered to, including dependencies between program projects.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
© Copyright IBM Corporation 2006Confidential Page 4 | IBM Project Management Office Solutions | 12/12/2006
Planning and Monitoring Overview
Inputs Executive team direction, theme objectives/targets Current project inventory Changes to operational requirements, risks, opportunities
Approach
Gather key inputs Categorize theme into supporting projects (as required) Define theme/project deliverables Establish theme interdependencies Develop/adjust theme plan
Outputs Theme/project definition List of dependencies with other themes Project Portfolio Inventory
GovernanceStructure
Theme leader manages day-to-day plan development PMO facilitates cross-theme dependency workshop PMO facilitates resource discussion Cost and benefits case reviewed and approved by Transformation executive team
Resources
PMO Leader PMO Business Case Lead Theme Leader Theme process leads, infrastructure lead, business case analyst, subject matter advisors Resource types and numbers will vary by theme
Templates Theme/project definition Work breakdown structure Product breakdown structure
Tools Theme plan: MS Project Interdependencies: MS Excel
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 5 | IBM Project Management Office Solutions | 12/12/2006
Define project outputs or deliverables and desired timeframes
Establish resource requirements and overall impact of desired
timeframes
Establish theme Interdependencies
Benefits
Theme Sequencing plan
Phase 1
Phase 2
Phase 3
Phase 4
Project 1- Product A- Product B
Project 2- Product A- Product B-Product C
Project 3-Product A
ResourcesReview impact and adjust variables as required to
achieve an acceptable plan
• Project outputs
• Timeframe
• Resources including cash
Theme
Project 1 Project 2 Project 3
Define projects needed to implement the selected themes
1
2
3
Workplan
Planning and Monitoring Approach
Theme charter Scope definition Current project inventory Customer requirements Future capabilities of
relevant themes Current operational
performance levels To-be performance targets New opportunities
Gather key inputs
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 6 | IBM Project Management Office Solutions | 12/12/2006
Planning and Monitoring Outputs
Contents- Theme/project structure- Theme scope- Target solution- Approach
Tasks broken out into the seven project stages (evaluation, preparation, business blueprint, realization, final preparation, go-live, sustain)
Deliverables description Milestone list Work breakdown structure Product breakdown structure
- Resource plan- Project sequencing- Change management plan- Theme timeline- Key interdependencies
Format- MS Word, MS Project- Integration into transformation team web site
Contents- Theme dependencies- Impacted teams/projects/themes/initiatives- Impact type- Impact severity- Recommended resolution- Monitoring/approval process
Format- MS Excel- Integration into theme plan, risk management, and
issue management work products as appropriate
Theme/Project Definition Dependencies
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 7 | IBM Project Management Office Solutions | 12/12/2006
Complete the Program: Work Breakdown Structure
WBSTheme
Tasks
Projects
Work Packages
Work Package Characteristics
• A defined statement of work with internalized deliverables
• Clearly distinct from other work packages
• Responsibility of a single work package owner
• Scheduled start and completion dates
• Budget expressed in terms of cost, labor hours, and other resources
• Duration of the work package is not normally more than ten weeks unless it is sub-divided into discrete milestones that permit clear measurement of interim deliverables
• Cost schedule reporting of work package physical progress against plan
Task Characteristics
• Status and completion are measurable • Clearly defined start and end events• Owns or contributes to a deliverable• Time and cost are easily estimated• Task duration is within acceptable
limits
If a task does not possess these characteristics then it must be broken down further
Project 1 Project 2 Project 3
Work Package 2.1
Work Package 2.2
Work Package 2.3
Task 2.2.1 Task 2.2.2 Task 2.2.3
Program
Project 4WBS provides a:• Disciplined approach to identify and link
the tasks required to achieve the program deliverables
• Structure for integrating control, planning and reporting across the program organization
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 8 | IBM Project Management Office Solutions | 12/12/2006
Planning Governance
Resources Governance Role Support alignment with related SC activities
Support theme plan, resource requirements Support alignment with related SC activities
Approve theme plan, resource requirements Support alignment with related SC activities Resolve interdependencies with other themes
PMO Leader Subject matter advisors
Highlight interdependencies with themes across initiatives
Approve theme plan Resolve interdependencies with themes within
initiatives
Process (>1 FTE/process) Infrastructure (>0.5 FTE) Subject matter advisors
(process, infrastructure, organization)
Manage development of theme plan, resource requirements, interdependencies
ExecutiveLeadership
Theme Leader
Program Management Office
Initiative Leader
CEO
Steering Committee
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 9 | IBM Project Management Office Solutions | 12/12/2006
Planning and Monitoring Templates
Theme/Project Definition Resource Plan
Project Portfolio Inventory
Microsoft Excel Worksheet
Microsoft Excel Worksheet
Work Breakdown Structure
Product Breakdown Structure
Microsoft Word Document
Microsoft Word Document
Microsoft Word Document
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 10 | IBM Project Management Office Solutions | 12/12/2006
Track tasks and initiate corrective action
Task Time
Work Package Owners Responsibilities
Task Time Complete
X
X
• Achievements
• Forecasts to complete
• Stoplight issues
• Recommended recovery actions
• Status of previous actions
Cost
Time
Cost Variance
Schedule Variance
Monitor Status of Tasks Record Milestone Achievements Prepare Weekly Reports
Time Now-ve scheduled variance
-ve cost variance
Budgeted expenditure
Actual cost of completed work
Monitor Cost and Schedule Performance Review Trends Implement Corrective Actions
Project Managers Responsibilities
Safe Danger
Safe
Budgeted cost of completed work
Task Time
Work Package Owners Responsibilities
Task Time Complete
X
X
• Achievements
• Forecasts to complete
• Stoplight issues
• Recommended recovery actions
• Status of previous actions
Cost
Time
Cost Variance
Schedule Variance
Monitor Status of Tasks Record Milestone Achievements Prepare Weekly Reports
Time Now-ve scheduled variance
-ve cost variance
Budgeted expenditure
Actual cost of completed work
Monitor Cost and Schedule Performance Review Trends Implement Corrective Actions
Project Managers Responsibilities
Safe Danger
Safe
Budgeted cost of completed work
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 11 | IBM Project Management Office Solutions | 12/12/2006
Quick-Start* Is:
A pre-planning tool to mobilize the PMO team into action
A quick, structured approach to define and crystallize the project issues and objectives
The front-end to establish a PMOAn objective method to compress the
cycle time for establishing a PMOAn effective and efficient process to
identify staffing needs and secure resources
Quick-Start* Is Not:
More than the initial mobilize planning phase prior to project initiation
The entire project lifecycleA methodology for project deliveryEnough to ensure overall success of
the entire project
Quick-Start* - What It Is and Is Not:
Quck-Start is a PMO pre-planning tool
Program Management OfficePlanning & Monitoring
Issues Manageme
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Change Control
Contract & Fin. Mgmt.
ResourceManagemen
t
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Managemen
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 12 | IBM Project Management Office Solutions | 12/12/2006
Day 1 Day 5 Day 10 Day 15 Day 20 Day 25 Day 30
DEFINE COMPLETION CRITERIA & SCOPE
2DEFINE COMPLETION CRITERIA & SCOPE
2
IDENTIFY DEPENDENCIES4a IDENTIFY DEPENDENCIES4a
INITIATE PLANNING3 INITIATE PLANNING3
SEGMENT THE WORK4 SEGMENT THE WORK4
DEVELOP STRUCTURE & GOVERNANCE
5DEVELOP STRUCTURE & GOVERNANCE
5
PREPARE STAFFING PROFILES
5aPREPARE STAFFING PROFILES
5a
PREPARE PMO PROCESSES & TOOLS
6PREPARE PMO PROCESSES & TOOLS
6
1 DEFINE THE CHARTER1 DEFINE THE CHARTER
SECURE RESOURCES5b SECURE RESOURCES5b
CONDUCT PMO KICK-OFF7 CONDUCT PMO KICK-OFF7
ENABLE EFFECTIVE TEAMS8 ENABLE EFFECTIVE TEAMS8
Quck-Start – 30 Days to Kick-Off
Program Management OfficePlanning & Monitoring
Issues Manageme
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Change Control
Contract & Fin. Mgmt.
ResourceManagemen
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Managemen
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 13 | IBM Project Management Office Solutions | 12/12/2006
Key Point: The charter should reflect the organization’s motivation for initiating this work and the business value to be realized.Key Point: The charter should reflect the organization’s motivation for initiating this work and the business value to be realized.
Identifying the high-level business problems will provide a focus for the overall program. Before initiating the project, the executive sponsor(s) and PMO must:•Identify and prioritize the most critical business issues
•Estimate the high-level benefits to be realized by resolving the business issues
•Specify the goals to be achieved along the following dimensions:
To Do… Identify high-level business problems Define program goals/objectives aligned with each business problem Document a statement that clearly articulates the business probems, program objectives and potential benefits to be realized
People and organization: The culture (values and behaviors), skills, communication, training, and human resource management in the enterprise. The people, their roles and responsibilities, their performance measures, the organizational structure, and the business units.
Processes: The business processes and events that exist within the enterprise.
Data and information: The current data and information used in the enterprise and howthat data and information is managed and secured.
Information systems: The information systems in the enterprise or in development, how those information systems work together, and how they support the business processes.
Infrastructure: The current facilities and physical assets, including their geographies and locations.
What is the problem statement?
What are we setting out to achieve?
What will success look like?
Charter
Goals, objectives, metrics, etc.
Program Management OfficePlanning & Monitoring
Issues Manageme
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Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting1. Define the Charter:
Objective: Prepare a charter that states the business problems to be solved and the value proposition.
Why is this Important?: It is essential to clearly articulate the objectives and benefits that are expected to be realized prior to initiating project planning activities.
© Copyright IBM Corporation 2006Confidential Page 14 | IBM Project Management Office Solutions | 12/12/2006
Translate the charter into discrete, measurable achievements, deliverables and results.
Key Point: Proper definition of the completion criteria will largely define the scope - what is in-scope and what is out-of-scope - and the parameters of the work effort.Key Point: Proper definition of the completion criteria will largely define the scope - what is in-scope and what is out-of-scope - and the parameters of the work effort.
How will key deliverables be managed?
What are the factors that will contribute to success?
How will we know we are done?
Completion Criteria refers to the baseline requirements for successful project completion. This includes descriptors such as:• strategies, policies, programs, processes or structures• technology design, development, integration or implementation• analysis, design or implementation• recommendations or detailed plans• organizational unit (e.g.enterprise-wide, functional or department)• geography (e.g. global, regional or domestic)
Critical Success Factors represent the ‘enablers’ that ensure attainment of completion criteria. Examples include:• executive sponsorship• speed/quality of decision-making• stakeholder-management• availability of requisite resources/expertise
To Do… Define the requirements for project completion Define the metrics to evaluate and quantify project success Confirm project’s critical success factors, completion criteria and metrics with project sponsor
Completion Criteria
• -----------• -----------• -----------• -----------• -----------• -----------
Charter
Goals, objectives, metrics, etc.
2. Define the Completion Criteria and Scope:Program Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
Objective: Translate the charter into a series of measurable completion criteria that will indicate successful performance of the program.
Why is this Important?: This ensures that the project achieves its goals and objectives and will deliver the expected business value.
© Copyright IBM Corporation 2006Confidential Page 15 | IBM Project Management Office Solutions | 12/12/2006
3. Initiate PlanningProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
Milestones represent the key decisions points between the beginning and end of a project and typically have three elements:
What do we need in place by when to achieve the exit criteria?
What is most important on the path?
What are the key inter-dependencies?
Key Milestones
Key Point: Milestone planning should be a group activity that tests the feasibility of the completion criteria and scope - this exercise will serve to bind the participants into a committed project team.
Key Point: Milestone planning should be a group activity that tests the feasibility of the completion criteria and scope - this exercise will serve to bind the participants into a committed project team.
Leverage the documentation prepared in Step #1 - Define the charter and Step #2 - Define Completion Criteria & Scope to define:
interim or partial goals and accomplishments criteria for measurement estimated target dates
• a state to be achieved (general description)
• the criteria necessary to achieve this desired state (specific & measurable)
• an estimated target date (to be refined during the next iteration of planning)
To Do…
Validate that the milestone plan accurately represents the following:
• expected achievements and results at specific points during the project lifecycle
• interim goals on the route to the goal
• interdependencies between and among related program initiatives
Completion Criteria
• -----------• -----------• -----------• -----------• -----------• -----------
Charter
Goals, objectives, metrics, etc.
Objective: Translate charter and completion criteria into a preliminary milestone plan for assigning resources, monitoring progress and reporting status.
Why is this Important?: It is essential to establish intermediate checkpoints (with initial estimates of timescale) for reporting and progress checking and identify the various states the project must pass through until completion.
© Copyright IBM Corporation 2006Confidential Page 16 | IBM Project Management Office Solutions | 12/12/2006
Conduct a ‘top down’ assessment of the overall scope that breaks down the program into logical, manageable ‘buckets’ of work:
Strategic, Operational or Infrastructure
People, Process, Technology or Structure
Deliverables & Timelines
Competencies
Project Mgmt
What are the objectives/goals of the work?
What are the approaches/interventions for accomplishing the stated objectives?
What & when are the expected outputs?
What expertise/skills are required to complete the work?
How will progress be managed?
Key Point: Workstreams are the basis for developing the overall program structure, preparing milestone plans and assigning roles & responsibilities. Key Point: Workstreams are the basis for developing the overall program structure, preparing milestone plans and assigning roles & responsibilities.
To Do… Define specific objectives/goals. Identify a proposed approach for accomplishing each goal/objective. Specify key milestones and deliverables for each goal/objective Evaluate for parallel or complementary efforts Assess potential for staffing & project mgmt overlap
StrategyStrategy
PolicyPolicy
Program DesignProgram DesignProcess DesignProcess Design
Technical ArchitectureTechnical Architecture
Application DevelopmentApplication Development
Application IntegrationApplication Integration
Organization DesignOrganization Design
CommunicationsCommunications
Mgmt of ChangeMgmt of ChangePrgm/Proj MgmtPrgm/Proj Mgmt
Assessment Process:
Potential Workstreams:
Objective: Break down the overall scope (reallocate the completion criteria) into logical workstreams according to comparable objectives, deliverables, skill-requirements or timelines.
Why is this Important?: Focuses attention/efforts on the most appropriate aspects of the project and initiates more detailed project planning. This is the basis for assigning accountability and avoiding misunderstandings, false starts, and rework.
4. Segment the WorkProgram Management Office
Planning & Monitoring
Issues Manageme
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Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
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Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 17 | IBM Project Management Office Solutions | 12/12/2006
October 11, 2001 P age 3
June July August September
ContentProduction
HandbookVersion 1
6/29
Illustrative Milestone Plan8/1 9/17/1 10/1
HandbookVersion 2
7/31
HandbookVersion 3
8/31
HandbookRelease 1
9/29
ContentVersion 1
6/29
ContentVersion 2
7/31
ContentVersion 3
8/31
ContentRelease 1
9/29
ContentVersion 2.5
8/17
ContentVersion 3.5
9/14
Prioritized 6/27
CompleteInte rviews
7/13
CompleteDocuments
7/20 Reviewed 7/25 Approved
7/27Published 7/30
Prioritized
Published
Prioritized
Published
Prioritized
Published
Prioritized
PublishedPublished 6/28
FeedbackAnalysis
7/6 CompletedRequirements
7/11 Designed 7/18 Built and
Tested 7/27Deployed
7/30
FeedbackAnalysis
Deployed
FeedbackAnalysis
Deployed
HandbookProduction
OperationsDelivery
Communication
PilotsApproach and
FeedbackProcess
7/6
Define Approachand Feedback
Process 7/13
Feedback Info.Collected 7/30
RefinedApproach andParticipants
FeedbackRefined
Approach andParticipants
Feedback
DefineCommunication
and Tra in ingApproach
7/13
Complete InitialTrainingMaterials 7/30
Practice T raining 8/17
CompleteTrainingSchedule 8/31
Update Tra iningMaterials 8/24
CompleteTraining 9/29
Complete InitialCommunication
9/22
CompleteCommunication
Info rmation 9/15
Complete InitialDeployment
P lanning 7/30
Complete InitialSupport
ReadinessAssessment
8/31
Complete Fina lAssessments
and Plans 9/22
Completepractice
deployment 1 8/17
Completepractice
deployment 2 9/15
Deploy 9/29
Publish content twice a month
starting in August
Update Handbook application
at the end of every month
Use feedback to improve Handbook
Develop communications and training
Practice deployment before first release
FunctionalRisk
Project Risk
Executive Risk
Organizational
Risk
Technical Risk
Resource Risk
FunctionalRisk
Project Risk
Executive Risk
Organizational
Risk
Technical Risk
Resource Risk
To Do… Validate that the milestone plan accurately reflects all workstreams. Leverage the documentation prepared in Steps #1 - #4 to identify:
assumptions critical path interdependencies program risks
Key Point: There is a much higher probability for effective risk mitigation when the interventions are proactive rather than reactive.Key Point: There is a much higher probability for effective risk mitigation when the interventions are proactive rather than reactive.
Assumptions - factors or conditions that are generally considered to be highly predictable or constant.
Interdependencies - integration points or dependencies which may or may not be directly controlled or influenced, however, which may substantially impact the ability to achieve the completion criteria and overall objectives.
Critical Path - an essential subset of activities or dependencies that must be satisfied or achieved in order to move ahead.
Risks - factors or circumstance with a high probability to negatively affect the ability to achieve the completion criteria and overall objectives.
Objective: Identify interdependencies - both internal (within/across workstreams) and external (outside the program) and assess the integration required with relevant initiatives, programs, stakeholders, partners, customers, employees, etc.
Why is this important? The PMO must anticipate and plan accordingly for circumstances and timelines - both internal and external to the program - that may impact the achievement of program objectives/goals.
4a. Identify DependenciesProgram Management Office
Planning & Monitoring
Issues Manageme
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Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Document Manageme
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Infrastructure
ManagementQuality
Management
Risk Manageme
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BenefitsManageme
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KnowledgeManageme
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Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
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Change Control
Contract & Fin. Mgmt.
ResourceManageme
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ManagementQuality
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© Copyright IBM Corporation 2006Confidential Page 18 | IBM Project Management Office Solutions | 12/12/2006
Prepare a complete map of the Project's organizational structure depicting the high level functional responsibilities and reporting relationships.
• Define structure based on project objectives, workstreams and the need to assume an efficient/effective deployment of resources
• Define project governance in terms of leadership, management, reporting relationships and implementation
– Define decision-making authority
– Develop reporting and jurisdictional structure
Global PMOGlobal PMOGlobal PMOGlobal PMO
OperationsOperationsOperationsOperations CommunicationsCommunicationsCommunicationsCommunications Business HRBusiness HRBusiness HRBusiness HR
•Business HR VPs
•BU-Leads
•Site HR Leads
•Corporate Communications
•HR Communications
•Regional/Business Communicators
•Regional HR Operations
•Global & Local Business Partners
•Legal (including outside counsel)
•EWD & Strategic Change Mgmt
PWC•Business/Site Coordinators
•Communications Center
•Regional Coordinators
•Notification Planning
•PMO
•Communications
Executive CouncilExecutive CouncilExecutive CouncilExecutive Council
To Do… Align project structure with project objectives Establish project structure Define high-level functional roles and responsibilities Establish role accountabilities, and project governance (meetings, communications, reporting and conflict management)
Illustrative Only
Key Point: The bigger and more complex the intervention, the stronger the need for effective governance to clarify direction, accelerate decision-making and reinforce a consistent approach.
Key Point: The bigger and more complex the intervention, the stronger the need for effective governance to clarify direction, accelerate decision-making and reinforce a consistent approach.
Objective: Determine how the project will be structured and governed in terms of leadership, reporting relationships, decision-making and implementation.
Why Is It Important?: Designates clear functional accountabilities and enables work to be accomplished in a defined manner.
5. Develop Strcture & Goverance Program Management Office
Planning & Monitoring
Issues Manageme
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Contract & Fin. Mgmt.
ResourceManageme
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ManagementQuality
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Comm. &Reporting
Program Management OfficePlanning & Monitoring
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Change Control
Contract & Fin. Mgmt.
ResourceManageme
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Infrastructure
ManagementQuality
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Risk Manageme
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Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 19 | IBM Project Management Office Solutions | 12/12/2006
To Do…
Role Planning and Developing:
• Develop high level job functional description
• Develop duties and responsibilities based on project scope
• Assess the required knowledge, skills and abilities to accomplish project’s objectives
• Identify the correct level of relevant experience required to attain the project’s objectives and complete deliverables
• Identify the necessary competencies and personal attributes** to be part of the work team, i.e. decisive, organized, structured, assertive, etc.
• Write profiles and begin to search for appropriate skills within the organization
Illustrative Only:Executive Sponsor Champion the effort Ensure resources for
team including at least one fully dedicated to the Project
Generate support for the effort exerting influence and impact
Break down organizational barriers
Communicate objectives and progress across hp
Project Manager Manage details
of project(s) Coordinate
team activities and track progress
Provide knowledge of process and customer requirements
Provide data necessary for analysis
Complete the analytical activities
Act as change agents in their functions
Participate in Project sessions
Evaluate processes
Subject Matter Expert
Team Lead Lead Project to
achieve targets and objectives
Communicate progress and solutions to Sponsor and other stakeholders
Schedule work sessions
Manage project activities to plan
Identify broad job functions to perform work stream requirementsWrite role descriptionsIdentify the critical skills to perform each high level function for the project/team
** See AppendixKey Point: Project success is highly dependent upon identifying and aligning the the right people.Key Point: Project success is highly dependent upon identifying and aligning the the right people.
Objective: Determine the roles and responsibilities of each functional group. Takes into account required leadership, planning, reporting, issue resolution, implementation, and follow-up responsibilities
Why is this Important?: Identifies the necessary knowledge, skills, and abilities to meet the project’s objectives and establish its deliverables
5a. Prepare Staffing ProfilesProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 20 | IBM Project Management Office Solutions | 12/12/2006
5b SECURE RESOURCES
The process for locating and securing project resources will include a combination of the following steps:
1. Identify the skills and responsibilities desired for the project
2. Identify potential team members and determine their availability
3. Interview candidates to ascertain skill levels and project commitment
4. Discuss project with potential members and their managers
5. Secure commitment of resources across the organization and assure release from current roles and responsibilities
6. Attempt to get broad representation of skill sets and diverse backgrounds and skill sets across the organization
7. Assess the prospective members’ ability to team with other team members
8. Assess the team members’ ability to deal with project’s reporting relationship including matrix management
9. Conduct on-board meetings with each project member
To Do… Informally socialize, role descriptions Discuss candidates applicable required knowledge, skills, and abilities and experience Match skills and requirements against staff Assure commitment of matched staff and their supervisors
Key Point: Make sufficient time to properly evaluate candidates, establish expectations and secure the commitment required for the prospective role. Seek a balance of leaders, team players and a diversity of thought in assembling the team.
Key Point: Make sufficient time to properly evaluate candidates, establish expectations and secure the commitment required for the prospective role. Seek a balance of leaders, team players and a diversity of thought in assembling the team.
Objective: To locate and secure the most qualified resources to achieve the project’s objectives and goals.
Why is this Important?: The best resources are usually in high-demand and short-supply.
5b. Secure ResourcesProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 21 | IBM Project Management Office Solutions | 12/12/2006
Key Point: PMO processes/tools should be defined and available for the kick-off meeting, but will continue to evolve and be refined throughout the program’s lifecyle.Key Point: PMO processes/tools should be defined and available for the kick-off meeting, but will continue to evolve and be refined throughout the program’s lifecyle.
•What is the process for issue escalation - how will issues be logged, assigned & resolved - who are the key points of contact?
Prepare Briefing 3PM
Topics Meeting8:00-11:30AM
Roll-up Reporting (continued)
PMO Review10AM-12PM
Issue Meeting1:00-3:00
Roll-up Reporting7:00PM
Business Units3:30-5:30
EC Briefing via TeleConference
7AM PT
Mon Tues Wed Thur Fri
AM
PM
Prepare Briefing 3PMPrepare Briefing 3PM
Topics Meeting8:00-11:30AM
Topics Meeting8:00-11:30AM
Roll-up Reporting (continued)
PMO Review10AM-12PM
Issue Meeting1:00-3:00
Roll-up Reporting7:00PM
Roll-up Reporting7:00PM
Business Units3:30-5:30
Business Units3:30-5:30
EC Briefing via TeleConference
7AM PT
EC Briefing via TeleConference
7AM PT
Mon Tues Wed Thur Fri
AM
PM
•What is the weekly meeting schedule, purpose of each meeting and expected attendees?
DISCUSSION DRAFT09/05/2001 3:17:29 PMGroup 1 & Group 2 WFR Implementation Timeline
Country
USAArgentinaBrazilChileColombiaMexicoPeruPuerto RicoVenezuelaCanadaSingaporeHong KongIndonesiaVietnamPhilippinesTurkeyGreeceIsraelPortugalRussiaCzech RepublicECEHungarySwitzerland
AustraliaNew ZealandChinaKoreaTaiwanMalaysiaThailandJapanSouth AfricaSwedenDenmarkNorwayPolandIrelandBelgiumUKSpainFinlandAustriaItalyNetherlandsFranceGermany
Prepared Approved
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x
x x
x x x x x x x
End of Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
8/248/248/248/248/248/248/248/248/248/248/24
8/318/318/31
9/309/7
9/3010/28
10/3110/31
11/3011/3011/30
12/31
9/149/149/21
9/309/30
9/308/31
1/3110/3110/3110/31
11/3011/30
2/282/28
3/33//15
3/303/313/31
5/31
6/306/20
8/31
8/238/31
8/228/24
8/278/27
9/178/24
8/288/28
8/248/27
8/3111/17
9/310/1
10/59/10
9/19/1
11/159/17
GR
OU
P 1
GR
OU
P 2
US Non-US Asia Pac EMEA
HC
2,984286385106156118073327522316210311103879
1008626431227254322717311356474297117285172415342
We are here
DISCUSSION DRAFT09/05/2001 3:17:29 PMGroup 1 & Group 2 WFR Implementation Timeline
Country
USAArgentinaBrazilChileColombiaMexicoPeruPuerto RicoVenezuelaCanadaSingaporeHong KongIndonesiaVietnamPhilippinesTurkeyGreeceIsraelPortugalRussiaCzech RepublicECEHungarySwitzerland
AustraliaNew ZealandChinaKoreaTaiwanMalaysiaThailandJapanSouth AfricaSwedenDenmarkNorwayPolandIrelandBelgiumUKSpainFinlandAustriaItalyNetherlandsFranceGermany
Prepared Approved
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x
x x
x x x x x x x
End of Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
8/248/248/248/248/248/248/248/248/248/248/24
8/318/318/31
9/309/7
9/3010/28
10/3110/31
11/3011/3011/30
12/31
9/149/149/21
9/309/30
9/308/31
1/3110/3110/3110/31
11/3011/30
2/282/28
3/33//15
3/303/313/31
5/31
6/306/20
8/31
8/238/31
8/228/24
8/278/27
9/178/24
8/288/28
8/248/27
8/3111/17
9/310/1
10/59/10
9/19/1
11/159/17
GR
OU
P 1
GR
OU
P 2
US Non-US Asia Pac EMEA
HC
2,984286385106156118073327522316210311103879
1008626431227254322717311356474297117285172415342
We are here
WFR Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Group Country Plan
drafted
Plan
approved
Notification
lis t available
Notification
lis t verified
and finalized
Start
notification
Planned
date 50%
off payroll
Planned
date
100% off
payroll
Final target Actual
num ber
today
Actual
percentage
today
PM O
assessm ent
G1 SWITZER LAN D Y Y 16-Aug 11-Sep 30-N ov 31-D ec 79 0%
G1 TU R KEY Y Y 16-Aug 22-Aug 24-Aug 07-Sep 16 0%
G1 R U SSIA Y Y 16-Aug 24-Aug 31-Oct 31-Oct 11 0%
G1 C ZEC H R EPU BLIC Y Y 16-Aug 23-Aug 01-Oct 30-N ov 10 0%
G1 ISR AEL Y Y 16-Aug 28-Aug 28-Sep 28-Oct 10 0%
G1 H U N GAR Y Y Y 16-Aug 24-Aug 31-Oct 30-N ov 8 0%
G1 EC E* Individual N /A 16-Aug 28-Aug 30-N ov 30-N ov 3 0%
G1 POR TU GAL Y Y 16-Aug 23-Aug 31-Aug 31-Oct 3 0%
G1 GR EEC E Y Y 16-Aug 23-Aug 31-Aug 30-Sep 2 0%
Group 1 11 8 8 142 0%
Country Plan
drafted
Plan
approved
Proposed
Approach
Proposal
Status
Start
program to
em ployees
Planned
date 50%
off payroll
Planned
date
100% off
payroll
Final target Actual
num ber
today
Actual
percentage
today
PM O
assessm ent
G2 U N ITED KIN GD OM Y Y Vol,Man Approved 03-Sep 09-N ov ####### 429 0%
G2 FR AN C E Y Vol,Mut 2 15-N ov 31-Mar-02 ####### 415 0%
G2 GER MAN Y Y Vol 2 17-Sep 31-Mar-02 ####### 342 0%
G2 N ETH ER LAN D S Y Vol,Coll 3 01-Sep 31-D ec ####### 72 0%
G2 SPAIN TBD 1 01-Oct 31-Jan-02 ####### 71 0%
G2 IR ELAN D Y Man,Vol,Mut,PM 3 31-Aug 31-D ec ####### 56 0%
G2 ITALY Y Vol 1 01-Sep 31-D ec ####### 51 0%
G2 BELGIU M Vol,Coll 1 03-Sep 31-Oct ####### 47 0%
G2 SOU TH AFR IC A Y Vol, (Man) 3 24-Aug 30-Sep 31-Oct 32 0%
G2 N OR WAY Y Mut 3 24-Aug 31-Aug 30-N ov 31 0%
G2 AU STR IA Y Y Mut Approved 10-Sep 31-D ec ####### 28 0%
G2 SWED EN Y Mut 3 28-Aug 31-Oct 31-Oct 27 0%
G2 D EN MAR K Y Y Man Approved 24-Aug 31-Oct 31-Oct 17 0%
G2 FIN LAN D Y Man,Mut 2 05-Oct 31-D ec ####### 17 0%
G2 POLAN D Y Y Man,Mut Approved 27-Aug 30-N ov 30-N ov 13 0%
Group 2 15 13 4 1648 0%
Tota l 26 21 12 1790 0%
* ECE...Eastern & Central Europe - Croatia, Romania, Slovakia (reduction target 1 employee per country)
Vo l…(m a na ge d) vo lunta ry s e ve ra nc e M a n…m a nda to ry s e ve ra nc e C o ll…c o lle c tive dis m is s a lM ut…m utua l a gre e m e ntsP M …pe rfo rm a nc e m a na ge m e nt
1…Appro a c h to be de fine d2…Appro a c h to be de ta ile d3…Appro a c h a ppro ve d, s e ve ra nc e de ta ils to be re s o lve d
WFR Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Group Country Plan drafted
Plan approved
Notification list available
Notification list verified
and finalized
Start notification
Planned date 50%
off payroll
Planned date
100% off payroll
Final target Actual number
today
Actual percentage
today
PMO assessment
G1 SWITZERLAND Y Y 16-Aug 11-Sep 30-Nov 31-Dec 79 0%G1 TURKEY Y Y 16-Aug 22-Aug 24-Aug 07-Sep 16 0%G1 RUSSIA Y Y 16-Aug 24-Aug 31-Oct 31-Oct 11 0%G1 CZECH REPUBLIC Y Y 16-Aug 23-Aug 01-Oct 30-Nov 10 0%G1 ISRAEL Y Y 16-Aug 28-Aug 28-Sep 28-Oct 10 0%G1 HUNGARY Y Y 16-Aug 24-Aug 31-Oct 30-Nov 8 0%G1 ECE* Individual N/A 16-Aug 28-Aug 30-Nov 30-Nov 3 0%G1 PORTUGAL Y Y 16-Aug 23-Aug 31-Aug 31-Oct 3 0%G1 GREECE Y Y 16-Aug 23-Aug 31-Aug 30-Sep 2 0%Group 1 11 8 8 142 0%
Country Plan drafted
Plan approved
Proposed Approach
Proposal Status
Start program to employees
Planned date 50%
off payroll
Planned date
100% off payroll
Final target Actual number
today
Actual percentage
today
PMO assessment
G2 UNITED KINGDOM Y Y Vol,Man Approved 03-Sep 09-Nov ####### 429 0%G2 FRANCE Y Vol,Mut 2 15-Nov 31-Mar-02 ####### 415 0%G2 GERMANY Y Vol 2 17-Sep 31-Mar-02 ####### 342 0%G2 NETHERLANDS Y Vol,Coll 3 01-Sep 31-Dec ####### 72 0%G2 SPAIN TBD 1 01-Oct 31-Jan-02 ####### 71 0%G2 IRELAND Y Man,Vol,Mut,PM 3 31-Aug 31-Dec ####### 56 0%G2 ITALY Y Vol 1 01-Sep 31-Dec ####### 51 0%G2 BELGIUM Vol,Coll 1 03-Sep 31-Oct ####### 47 0%G2 SOUTH AFRICA Y Vol, (Man) 3 24-Aug 30-Sep 31-Oct 32 0%G2 NORWAY Y Mut 3 24-Aug 31-Aug 30-Nov 31 0%G2 AUSTRIA Y Y Mut Approved 10-Sep 31-Dec ####### 28 0%G2 SWEDEN Y Mut 3 28-Aug 31-Oct 31-Oct 27 0%G2 DENMARK Y Y Man Approved 24-Aug 31-Oct 31-Oct 17 0%G2 FINLAND Y Man,Mut 2 05-Oct 31-Dec ####### 17 0%G2 POLAND Y Y Man,Mut Approved 27-Aug 30-Nov 30-Nov 13 0%Group 2 15 13 4 1648 0%Total 26 21 12 1790 0%
* ECE...Eastern & Central Europe - Croatia, Romania, Slovakia (reduction target 1 employee per country)
Vol…(managed) voluntary severance Man…mandatory severance Coll…collective dismissalMut…mutual agreementsPM…performance management
1…Approach to be defined2…Approach to be detailed3…Approach approved, severance details to be resolved
WFR Program
Group 1Switzerland Green Yellow Yellow GreenTurkey Green Green Green YellowRussia Yellow Green Green GreenCzech Republic Green Yellow Green YellowIsrael Green Green Green GreenHungaryECE Red Red Green GreenPortugalGreece
Group 2UK Green Green Green GreenFrance Yellow Yellow Green YellowGermany Yellow Yellow Green YellowNetherlands Yellow Yellow Yellow YellowSpainIreland Italy Yellow Yellow Yellow GreenBelgium Yellow Red Green YellowSouth Africa Green Yellow Yellow YellowNorway Yellow Yellow Green YellowAustria Red Green Red GreenSweden Yellow Yellow Yellow YellowDenmark Yellow Red Green RedFinland Yellow Red Yellow YellowPoland
Preparedness for Implementation
Issues & Decisions Communication& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR Program
Group 1Switzerland Green Yellow Yellow GreenTurkey Green Green Green YellowRussia Yellow Green Green GreenCzech Republic Green Yellow Green YellowIsrael Green Green Green GreenHungaryECE Red Red Green GreenPortugalGreece
Group 2UK Green Green Green GreenFrance Yellow Yellow Green YellowGermany Yellow Yellow Green YellowNetherlands Yellow Yellow Yellow YellowSpainIreland Italy Yellow Yellow Yellow GreenBelgium Yellow Red Green YellowSouth Africa Green Yellow Yellow YellowNorway Yellow Yellow Green YellowAustria Red Green Red GreenSweden Yellow Yellow Yellow YellowDenmark Yellow Red Green RedFinland Yellow Red Yellow YellowPoland
Preparedness for Implementation
Issues & Decisions Communication& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR Program
Workforce Reduction Program - EMEAWeek of August 27th 2001
Preparedness for Implementation
Communication& Change
ManagementPlan
Green
Issues & Decisions Yellow Green Yellow
ON PLAN• New approvals of country plans
completed this week: RSA, Ireland, Netherlands, Norway, and Germany.
• Spain proposal received as planned• Spain and Italy discussion on August
29 in Geneva• France plan discussed, working on
revisions• Final approval on Sweden, Belgium,
Spain and France expected for August 30
• Decision on Finland postponed due to acquisition - discussion planned for August 30
• Approval of Italy plan expected for September 6
ISSUES• Some finalization issues due to HPS
and HPC changes where replacement was planned - final list and target date closure expected for August 31
• Notification postponed due to this change
OUTSTANDING
ON PLAN• Open requisitions problem: HPC and
HPS are revising their targets to avoid unnecessary high costs where rehiring is planned
• Decision about future program tracking and planning discussed and communicated to country HR managers
• Decision of additional milestone plan report underway
• Direct placement and group 2 list generation process final
• Decision about last day at work made -could be as late as last day of notice period, default is that IT access stays until it is requested to be shut down
• Decision that for those countries who already notified (Hungary, Czech Republic, Turkey), no changes to lists can be done now
• Decision to postpone notifications until lists and targets are final (planned for August 31)
ISSUES• Due to delay in notification, off the
payroll date might shift for as much as a month (as the notification will only start in September in many countries)
OUTSTANDING• Question about moving forward not
resolved: how to deal with country differences in timing of when notifications are finished
ON PLAN• Communication with worker’s council
started for most countries (France• FAQ customization process set up and
communicated, countries working on them with legal council, PMO and communication
• Process of capturing employee questions from coffee talks established, will be communicated
• Post notification meetings for those countries that have notified done
• Moving forward program material communicated .
ISSUES
OUTSTANDING
ON PLAN• Turkey, Czech Republic and Hungary have
already done their notifications and post notification meetings - went well
• LHH services taken up by most notified employees
• Daily and weekly report processes completed for those countries who notified
• Additional LHH service offer specified and approved for Group 1 countries
• Tracking of results by PMO defined and presented
• UK training material for manager training distributed as best practice for Group 2 country training
ISSUES• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up (September 3)
• UK changed outplacement service provider.OUTSTANDING• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee database (planned for August 31)
• Waiting for the copy of the employee database for Europe so we can start working on it
WFR Program
Workforce Reduction Program - EMEAWeek of August 27th 2001
Preparedness for Implementation
Communication& Change
ManagementPlan
Green
Issues & Decisions Yellow Green Yellow
ON PLAN• New approvals of country plans
completed this week: RSA, Ireland, Netherlands, Norway, and Germany.
• Spain proposal received as planned• Spain and Italy discussion on August
29 in Geneva• France plan discussed, working on
revisions• Final approval on Sweden, Belgium,
Spain and France expected for August 30
• Decision on Finland postponed due to acquisition - discussion planned for August 30
• Approval of Italy plan expected for September 6
ISSUES• Some finalization issues due to HPS
and HPC changes where replacement was planned - final list and target date closure expected for August 31
• Notification postponed due to this change
OUTSTANDING
ON PLAN• Open requisitions problem: HPC and
HPS are revising their targets to avoid unnecessary high costs where rehiring is planned
• Decision about future program tracking and planning discussed and communicated to country HR managers
• Decision of additional milestone plan report underway
• Direct placement and group 2 list generation process final
• Decision about last day at work made -could be as late as last day of notice period, default is that IT access stays until it is requested to be shut down
• Decision that for those countries who already notified (Hungary, Czech Republic, Turkey), no changes to lists can be done now
• Decision to postpone notifications until lists and targets are final (planned for August 31)
ISSUES• Due to delay in notification, off the
payroll date might shift for as much as a month (as the notification will only start in September in many countries)
OUTSTANDING• Question about moving forward not
resolved: how to deal with country differences in timing of when notifications are finished
ON PLAN• Communication with worker’s council
started for most countries (France• FAQ customization process set up and
communicated, countries working on them with legal council, PMO and communication
• Process of capturing employee questions from coffee talks established, will be communicated
• Post notification meetings for those countries that have notified done
• Moving forward program material communicated .
ISSUES
OUTSTANDING
ON PLAN• Turkey, Czech Republic and Hungary have
already done their notifications and post notification meetings - went well
• LHH services taken up by most notified employees
• Daily and weekly report processes completed for those countries who notified
• Additional LHH service offer specified and approved for Group 1 countries
• Tracking of results by PMO defined and presented
• UK training material for manager training distributed as best practice for Group 2 country training
ISSUES• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up (September 3)
• UK changed outplacement service provider.OUTSTANDING• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee database (planned for August 31)
• Waiting for the copy of the employee database for Europe so we can start working on it
•What are the tools for tracking progress and what is the schedule for status reporting?
DISCUSSION DRAFT09/05/2001 3:17:29 PMGroup 1 & Group 2 WFR Implementation Timeline
Country
USAArgentinaBrazilChileColombiaMexicoPeruPuerto RicoVenezuelaCanadaSingaporeHong KongIndonesiaVietnamPhilippinesTurkeyGreeceIsraelPortugalRussiaCzech RepublicECEHungarySwitzerland
AustraliaNew ZealandChinaKoreaTaiwanMalaysiaThailandJapanSouth AfricaSwedenDenmarkNorwayPolandIrelandBelgiumUKSpainFinlandAustriaItalyNetherlandsFranceGermany
Prepared Approved
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x
x x
x x x x x x x
End of Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
8/248/248/248/248/248/248/248/248/248/248/24
8/318/318/31
9/309/7
9/3010/28
10/3110/31
11/3011/3011/30
12/31
9/149/149/21
9/309/30
9/308/31
1/3110/3110/3110/31
11/3011/30
2/282/28
3/33//15
3/303/313/31
5/31
6/306/20
8/31
8/238/31
8/228/24
8/278/27
9/178/24
8/288/28
8/248/27
8/3111/17
9/310/1
10/59/10
9/19/1
11/159/17
GR
OU
P 1
GR
OU
P 2
US Non-US Asia Pac EMEA
HC
2,984286385106156118073327522316210311103879
1008626431227254322717311356474297117285172415342
We are here
DISCUSSION DRAFT09/05/2001 3:17:29 PMGroup 1 & Group 2 WFR Implementation Timeline
Country
USAArgentinaBrazilChileColombiaMexicoPeruPuerto RicoVenezuelaCanadaSingaporeHong KongIndonesiaVietnamPhilippinesTurkeyGreeceIsraelPortugalRussiaCzech RepublicECEHungarySwitzerland
AustraliaNew ZealandChinaKoreaTaiwanMalaysiaThailandJapanSouth AfricaSwedenDenmarkNorwayPolandIrelandBelgiumUKSpainFinlandAustriaItalyNetherlandsFranceGermany
Prepared Approved
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x
x x
x x x x x x x
End of Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
8/248/248/248/248/248/248/248/248/248/248/24
8/318/318/31
9/309/7
9/3010/28
10/3110/31
11/3011/3011/30
12/31
9/149/149/21
9/309/30
9/308/31
1/3110/3110/3110/31
11/3011/30
2/282/28
3/33//15
3/303/313/31
5/31
6/306/20
8/31
8/238/31
8/228/24
8/278/27
9/178/24
8/288/28
8/248/27
8/3111/17
9/310/1
10/59/10
9/19/1
11/159/17
GR
OU
P 1
GR
OU
P 2
US Non-US Asia Pac EMEA
HC
2,984286385106156118073327522316210311103879
1008626431227254322717311356474297117285172415342
We are here
WFR Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Group Country Plan
drafted
Plan
approved
Notification
lis t available
Notification
lis t verified
and finalized
Start
notification
Planned
date 50%
off payroll
Planned
date
100% off
payroll
Final target Actual
num ber
today
Actual
percentage
today
PM O
assessm ent
G1 SWITZER LAN D Y Y 16-Aug 11-Sep 30-N ov 31-D ec 79 0%
G1 TU R KEY Y Y 16-Aug 22-Aug 24-Aug 07-Sep 16 0%
G1 R U SSIA Y Y 16-Aug 24-Aug 31-Oct 31-Oct 11 0%
G1 C ZEC H R EPU BLIC Y Y 16-Aug 23-Aug 01-Oct 30-N ov 10 0%
G1 ISR AEL Y Y 16-Aug 28-Aug 28-Sep 28-Oct 10 0%
G1 H U N GAR Y Y Y 16-Aug 24-Aug 31-Oct 30-N ov 8 0%
G1 EC E* Individual N /A 16-Aug 28-Aug 30-N ov 30-N ov 3 0%
G1 POR TU GAL Y Y 16-Aug 23-Aug 31-Aug 31-Oct 3 0%
G1 GR EEC E Y Y 16-Aug 23-Aug 31-Aug 30-Sep 2 0%
Group 1 11 8 8 142 0%
Country Plan
drafted
Plan
approved
Proposed
Approach
Proposal
Status
Start
program to
em ployees
Planned
date 50%
off payroll
Planned
date
100% off
payroll
Final target Actual
num ber
today
Actual
percentage
today
PM O
assessm ent
G2 U N ITED KIN GD OM Y Y Vol,Man Approved 03-Sep 09-N ov ####### 429 0%
G2 FR AN C E Y Vol,Mut 2 15-N ov 31-Mar-02 ####### 415 0%
G2 GER MAN Y Y Vol 2 17-Sep 31-Mar-02 ####### 342 0%
G2 N ETH ER LAN D S Y Vol,Coll 3 01-Sep 31-D ec ####### 72 0%
G2 SPAIN TBD 1 01-Oct 31-Jan-02 ####### 71 0%
G2 IR ELAN D Y Man,Vol,Mut,PM 3 31-Aug 31-D ec ####### 56 0%
G2 ITALY Y Vol 1 01-Sep 31-D ec ####### 51 0%
G2 BELGIU M Vol,Coll 1 03-Sep 31-Oct ####### 47 0%
G2 SOU TH AFR IC A Y Vol, (Man) 3 24-Aug 30-Sep 31-Oct 32 0%
G2 N OR WAY Y Mut 3 24-Aug 31-Aug 30-N ov 31 0%
G2 AU STR IA Y Y Mut Approved 10-Sep 31-D ec ####### 28 0%
G2 SWED EN Y Mut 3 28-Aug 31-Oct 31-Oct 27 0%
G2 D EN MAR K Y Y Man Approved 24-Aug 31-Oct 31-Oct 17 0%
G2 FIN LAN D Y Man,Mut 2 05-Oct 31-D ec ####### 17 0%
G2 POLAN D Y Y Man,Mut Approved 27-Aug 30-N ov 30-N ov 13 0%
Group 2 15 13 4 1648 0%
Tota l 26 21 12 1790 0%
* ECE...Eastern & Central Europe - Croatia, Romania, Slovakia (reduction target 1 employee per country)
Vo l…(m a na ge d) vo lunta ry s e ve ra nc e M a n…m a nda to ry s e ve ra nc e C o ll…c o lle c tive dis m is s a lM ut…m utua l a gre e m e ntsP M …pe rfo rm a nc e m a na ge m e nt
1…Appro a c h to be de fine d2…Appro a c h to be de ta ile d3…Appro a c h a ppro ve d, s e ve ra nc e de ta ils to be re s o lve d
WFR Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Group Country Plan drafted
Plan approved
Notification list available
Notification list verified
and finalized
Start notification
Planned date 50%
off payroll
Planned date
100% off payroll
Final target Actual number
today
Actual percentage
today
PMO assessment
G1 SWITZERLAND Y Y 16-Aug 11-Sep 30-Nov 31-Dec 79 0%G1 TURKEY Y Y 16-Aug 22-Aug 24-Aug 07-Sep 16 0%G1 RUSSIA Y Y 16-Aug 24-Aug 31-Oct 31-Oct 11 0%G1 CZECH REPUBLIC Y Y 16-Aug 23-Aug 01-Oct 30-Nov 10 0%G1 ISRAEL Y Y 16-Aug 28-Aug 28-Sep 28-Oct 10 0%G1 HUNGARY Y Y 16-Aug 24-Aug 31-Oct 30-Nov 8 0%G1 ECE* Individual N/A 16-Aug 28-Aug 30-Nov 30-Nov 3 0%G1 PORTUGAL Y Y 16-Aug 23-Aug 31-Aug 31-Oct 3 0%G1 GREECE Y Y 16-Aug 23-Aug 31-Aug 30-Sep 2 0%Group 1 11 8 8 142 0%
Country Plan drafted
Plan approved
Proposed Approach
Proposal Status
Start program to employees
Planned date 50%
off payroll
Planned date
100% off payroll
Final target Actual number
today
Actual percentage
today
PMO assessment
G2 UNITED KINGDOM Y Y Vol,Man Approved 03-Sep 09-Nov ####### 429 0%G2 FRANCE Y Vol,Mut 2 15-Nov 31-Mar-02 ####### 415 0%G2 GERMANY Y Vol 2 17-Sep 31-Mar-02 ####### 342 0%G2 NETHERLANDS Y Vol,Coll 3 01-Sep 31-Dec ####### 72 0%G2 SPAIN TBD 1 01-Oct 31-Jan-02 ####### 71 0%G2 IRELAND Y Man,Vol,Mut,PM 3 31-Aug 31-Dec ####### 56 0%G2 ITALY Y Vol 1 01-Sep 31-Dec ####### 51 0%G2 BELGIUM Vol,Coll 1 03-Sep 31-Oct ####### 47 0%G2 SOUTH AFRICA Y Vol, (Man) 3 24-Aug 30-Sep 31-Oct 32 0%G2 NORWAY Y Mut 3 24-Aug 31-Aug 30-Nov 31 0%G2 AUSTRIA Y Y Mut Approved 10-Sep 31-Dec ####### 28 0%G2 SWEDEN Y Mut 3 28-Aug 31-Oct 31-Oct 27 0%G2 DENMARK Y Y Man Approved 24-Aug 31-Oct 31-Oct 17 0%G2 FINLAND Y Man,Mut 2 05-Oct 31-Dec ####### 17 0%G2 POLAND Y Y Man,Mut Approved 27-Aug 30-Nov 30-Nov 13 0%Group 2 15 13 4 1648 0%Total 26 21 12 1790 0%
* ECE...Eastern & Central Europe - Croatia, Romania, Slovakia (reduction target 1 employee per country)
Vol…(managed) voluntary severance Man…mandatory severance Coll…collective dismissalMut…mutual agreementsPM…performance management
1…Approach to be defined2…Approach to be detailed3…Approach approved, severance details to be resolved
WFR Program
Group 1Switzerland Green Yellow Yellow GreenTurkey Green Green Green YellowRussia Yellow Green Green GreenCzech Republic Green Yellow Green YellowIsrael Green Green Green GreenHungaryECE Red Red Green GreenPortugalGreece
Group 2UK Green Green Green GreenFrance Yellow Yellow Green YellowGermany Yellow Yellow Green YellowNetherlands Yellow Yellow Yellow YellowSpainIreland Italy Yellow Yellow Yellow GreenBelgium Yellow Red Green YellowSouth Africa Green Yellow Yellow YellowNorway Yellow Yellow Green YellowAustria Red Green Red GreenSweden Yellow Yellow Yellow YellowDenmark Yellow Red Green RedFinland Yellow Red Yellow YellowPoland
Preparedness for Implementation
Issues & Decisions Communication& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR Program
Group 1Switzerland Green Yellow Yellow GreenTurkey Green Green Green YellowRussia Yellow Green Green GreenCzech Republic Green Yellow Green YellowIsrael Green Green Green GreenHungaryECE Red Red Green GreenPortugalGreece
Group 2UK Green Green Green GreenFrance Yellow Yellow Green YellowGermany Yellow Yellow Green YellowNetherlands Yellow Yellow Yellow YellowSpainIreland Italy Yellow Yellow Yellow GreenBelgium Yellow Red Green YellowSouth Africa Green Yellow Yellow YellowNorway Yellow Yellow Green YellowAustria Red Green Red GreenSweden Yellow Yellow Yellow YellowDenmark Yellow Red Green RedFinland Yellow Red Yellow YellowPoland
Preparedness for Implementation
Issues & Decisions Communication& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR Program
Workforce Reduction Program - EMEAWeek of August 27th 2001
Preparedness for Implementation
Communication& Change
ManagementPlan
Green
Issues & Decisions Yellow Green Yellow
ON PLAN• New approvals of country plans
completed this week: RSA, Ireland, Netherlands, Norway, and Germany.
• Spain proposal received as planned• Spain and Italy discussion on August
29 in Geneva• France plan discussed, working on
revisions• Final approval on Sweden, Belgium,
Spain and France expected for August 30
• Decision on Finland postponed due to acquisition - discussion planned for August 30
• Approval of Italy plan expected for September 6
ISSUES• Some finalization issues due to HPS
and HPC changes where replacement was planned - final list and target date closure expected for August 31
• Notification postponed due to this change
OUTSTANDING
ON PLAN• Open requisitions problem: HPC and
HPS are revising their targets to avoid unnecessary high costs where rehiring is planned
• Decision about future program tracking and planning discussed and communicated to country HR managers
• Decision of additional milestone plan report underway
• Direct placement and group 2 list generation process final
• Decision about last day at work made -could be as late as last day of notice period, default is that IT access stays until it is requested to be shut down
• Decision that for those countries who already notified (Hungary, Czech Republic, Turkey), no changes to lists can be done now
• Decision to postpone notifications until lists and targets are final (planned for August 31)
ISSUES• Due to delay in notification, off the
payroll date might shift for as much as a month (as the notification will only start in September in many countries)
OUTSTANDING• Question about moving forward not
resolved: how to deal with country differences in timing of when notifications are finished
ON PLAN• Communication with worker’s council
started for most countries (France• FAQ customization process set up and
communicated, countries working on them with legal council, PMO and communication
• Process of capturing employee questions from coffee talks established, will be communicated
• Post notification meetings for those countries that have notified done
• Moving forward program material communicated .
ISSUES
OUTSTANDING
ON PLAN• Turkey, Czech Republic and Hungary have
already done their notifications and post notification meetings - went well
• LHH services taken up by most notified employees
• Daily and weekly report processes completed for those countries who notified
• Additional LHH service offer specified and approved for Group 1 countries
• Tracking of results by PMO defined and presented
• UK training material for manager training distributed as best practice for Group 2 country training
ISSUES• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up (September 3)
• UK changed outplacement service provider.OUTSTANDING• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee database (planned for August 31)
• Waiting for the copy of the employee database for Europe so we can start working on it
WFR Program
Workforce Reduction Program - EMEAWeek of August 27th 2001
Preparedness for Implementation
Communication& Change
ManagementPlan
Green
Issues & Decisions Yellow Green Yellow
ON PLAN• New approvals of country plans
completed this week: RSA, Ireland, Netherlands, Norway, and Germany.
• Spain proposal received as planned• Spain and Italy discussion on August
29 in Geneva• France plan discussed, working on
revisions• Final approval on Sweden, Belgium,
Spain and France expected for August 30
• Decision on Finland postponed due to acquisition - discussion planned for August 30
• Approval of Italy plan expected for September 6
ISSUES• Some finalization issues due to HPS
and HPC changes where replacement was planned - final list and target date closure expected for August 31
• Notification postponed due to this change
OUTSTANDING
ON PLAN• Open requisitions problem: HPC and
HPS are revising their targets to avoid unnecessary high costs where rehiring is planned
• Decision about future program tracking and planning discussed and communicated to country HR managers
• Decision of additional milestone plan report underway
• Direct placement and group 2 list generation process final
• Decision about last day at work made -could be as late as last day of notice period, default is that IT access stays until it is requested to be shut down
• Decision that for those countries who already notified (Hungary, Czech Republic, Turkey), no changes to lists can be done now
• Decision to postpone notifications until lists and targets are final (planned for August 31)
ISSUES• Due to delay in notification, off the
payroll date might shift for as much as a month (as the notification will only start in September in many countries)
OUTSTANDING• Question about moving forward not
resolved: how to deal with country differences in timing of when notifications are finished
ON PLAN• Communication with worker’s council
started for most countries (France• FAQ customization process set up and
communicated, countries working on them with legal council, PMO and communication
• Process of capturing employee questions from coffee talks established, will be communicated
• Post notification meetings for those countries that have notified done
• Moving forward program material communicated .
ISSUES
OUTSTANDING
ON PLAN• Turkey, Czech Republic and Hungary have
already done their notifications and post notification meetings - went well
• LHH services taken up by most notified employees
• Daily and weekly report processes completed for those countries who notified
• Additional LHH service offer specified and approved for Group 1 countries
• Tracking of results by PMO defined and presented
• UK training material for manager training distributed as best practice for Group 2 country training
ISSUES• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up (September 3)
• UK changed outplacement service provider.OUTSTANDING• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee database (planned for August 31)
• Waiting for the copy of the employee database for Europe so we can start working on it
DISCUSSION DRAFT09/05/2001 3:17:29 PMGroup 1 & Group 2 WFR Implementation Timeline
Country
USAArgentinaBrazilChileColombiaMexicoPeruPuerto RicoVenezuelaCanadaSingaporeHong KongIndonesiaVietnamPhilippinesTurkeyGreeceIsraelPortugalRussiaCzech RepublicECEHungarySwitzerland
AustraliaNew ZealandChinaKoreaTaiwanMalaysiaThailandJapanSouth AfricaSwedenDenmarkNorwayPolandIrelandBelgiumUKSpainFinlandAustriaItalyNetherlandsFranceGermany
Prepared Approved
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x
x x
x x x x x x x
End of Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
8/248/248/248/248/248/248/248/248/248/248/24
8/318/318/31
9/309/7
9/3010/28
10/3110/31
11/3011/3011/30
12/31
9/149/149/21
9/309/30
9/308/31
1/3110/3110/3110/31
11/3011/30
2/282/28
3/33//15
3/303/313/31
5/31
6/306/20
8/31
8/238/31
8/228/24
8/278/27
9/178/24
8/288/28
8/248/27
8/3111/17
9/310/1
10/59/10
9/19/1
11/159/17
GR
OU
P 1
GR
OU
P 2
US Non-US Asia Pac EMEA
HC
2,984286385106156118073327522316210311103879
1008626431227254322717311356474297117285172415342
We are here
DISCUSSION DRAFT09/05/2001 3:17:29 PMGroup 1 & Group 2 WFR Implementation Timeline
Country
USAArgentinaBrazilChileColombiaMexicoPeruPuerto RicoVenezuelaCanadaSingaporeHong KongIndonesiaVietnamPhilippinesTurkeyGreeceIsraelPortugalRussiaCzech RepublicECEHungarySwitzerland
AustraliaNew ZealandChinaKoreaTaiwanMalaysiaThailandJapanSouth AfricaSwedenDenmarkNorwayPolandIrelandBelgiumUKSpainFinlandAustriaItalyNetherlandsFranceGermany
Prepared Approved
x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
x x x x x x x x x x x x x x x x x x x x x x x x
x x
x x x x x x x
End of Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
8/248/248/248/248/248/248/248/248/248/248/24
8/318/318/31
9/309/7
9/3010/28
10/3110/31
11/3011/3011/30
12/31
9/149/149/21
9/309/30
9/308/31
1/3110/3110/3110/31
11/3011/30
2/282/28
3/33//15
3/303/313/31
5/31
6/306/20
8/31
8/238/31
8/228/24
8/278/27
9/178/24
8/288/28
8/248/27
8/3111/17
9/310/1
10/59/10
9/19/1
11/159/17
GR
OU
P 1
GR
OU
P 2
US Non-US Asia Pac EMEA
HC
2,984286385106156118073327522316210311103879
1008626431227254322717311356474297117285172415342
We are here
WFR Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Group Country Plan
drafted
Plan
approved
Notification
lis t available
Notification
lis t verified
and finalized
Start
notification
Planned
date 50%
off payroll
Planned
date
100% off
payroll
Final target Actual
num ber
today
Actual
percentage
today
PM O
assessm ent
G1 SWITZER LAN D Y Y 16-Aug 11-Sep 30-N ov 31-D ec 79 0%
G1 TU R KEY Y Y 16-Aug 22-Aug 24-Aug 07-Sep 16 0%
G1 R U SSIA Y Y 16-Aug 24-Aug 31-Oct 31-Oct 11 0%
G1 C ZEC H R EPU BLIC Y Y 16-Aug 23-Aug 01-Oct 30-N ov 10 0%
G1 ISR AEL Y Y 16-Aug 28-Aug 28-Sep 28-Oct 10 0%
G1 H U N GAR Y Y Y 16-Aug 24-Aug 31-Oct 30-N ov 8 0%
G1 EC E* Individual N /A 16-Aug 28-Aug 30-N ov 30-N ov 3 0%
G1 POR TU GAL Y Y 16-Aug 23-Aug 31-Aug 31-Oct 3 0%
G1 GR EEC E Y Y 16-Aug 23-Aug 31-Aug 30-Sep 2 0%
Group 1 11 8 8 142 0%
Country Plan
drafted
Plan
approved
Proposed
Approach
Proposal
Status
Start
program to
em ployees
Planned
date 50%
off payroll
Planned
date
100% off
payroll
Final target Actual
num ber
today
Actual
percentage
today
PM O
assessm ent
G2 U N ITED KIN GD OM Y Y Vol,Man Approved 03-Sep 09-N ov ####### 429 0%
G2 FR AN C E Y Vol,Mut 2 15-N ov 31-Mar-02 ####### 415 0%
G2 GER MAN Y Y Vol 2 17-Sep 31-Mar-02 ####### 342 0%
G2 N ETH ER LAN D S Y Vol,Coll 3 01-Sep 31-D ec ####### 72 0%
G2 SPAIN TBD 1 01-Oct 31-Jan-02 ####### 71 0%
G2 IR ELAN D Y Man,Vol,Mut,PM 3 31-Aug 31-D ec ####### 56 0%
G2 ITALY Y Vol 1 01-Sep 31-D ec ####### 51 0%
G2 BELGIU M Vol,Coll 1 03-Sep 31-Oct ####### 47 0%
G2 SOU TH AFR IC A Y Vol, (Man) 3 24-Aug 30-Sep 31-Oct 32 0%
G2 N OR WAY Y Mut 3 24-Aug 31-Aug 30-N ov 31 0%
G2 AU STR IA Y Y Mut Approved 10-Sep 31-D ec ####### 28 0%
G2 SWED EN Y Mut 3 28-Aug 31-Oct 31-Oct 27 0%
G2 D EN MAR K Y Y Man Approved 24-Aug 31-Oct 31-Oct 17 0%
G2 FIN LAN D Y Man,Mut 2 05-Oct 31-D ec ####### 17 0%
G2 POLAN D Y Y Man,Mut Approved 27-Aug 30-N ov 30-N ov 13 0%
Group 2 15 13 4 1648 0%
Tota l 26 21 12 1790 0%
* ECE...Eastern & Central Europe - Croatia, Romania, Slovakia (reduction target 1 employee per country)
Vo l…(m a na ge d) vo lunta ry s e ve ra nc e M a n…m a nda to ry s e ve ra nc e C o ll…c o lle c tive dis m is s a lM ut…m utua l a gre e m e ntsP M …pe rfo rm a nc e m a na ge m e nt
1…Appro a c h to be de fine d2…Appro a c h to be de ta ile d3…Appro a c h a ppro ve d, s e ve ra nc e de ta ils to be re s o lve d
WFR Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Group Country Plan drafted
Plan approved
Notification list available
Notification list verified
and finalized
Start notification
Planned date 50%
off payroll
Planned date
100% off payroll
Final target Actual number
today
Actual percentage
today
PMO assessment
G1 SWITZERLAND Y Y 16-Aug 11-Sep 30-Nov 31-Dec 79 0%G1 TURKEY Y Y 16-Aug 22-Aug 24-Aug 07-Sep 16 0%G1 RUSSIA Y Y 16-Aug 24-Aug 31-Oct 31-Oct 11 0%G1 CZECH REPUBLIC Y Y 16-Aug 23-Aug 01-Oct 30-Nov 10 0%G1 ISRAEL Y Y 16-Aug 28-Aug 28-Sep 28-Oct 10 0%G1 HUNGARY Y Y 16-Aug 24-Aug 31-Oct 30-Nov 8 0%G1 ECE* Individual N/A 16-Aug 28-Aug 30-Nov 30-Nov 3 0%G1 PORTUGAL Y Y 16-Aug 23-Aug 31-Aug 31-Oct 3 0%G1 GREECE Y Y 16-Aug 23-Aug 31-Aug 30-Sep 2 0%Group 1 11 8 8 142 0%
Country Plan drafted
Plan approved
Proposed Approach
Proposal Status
Start program to employees
Planned date 50%
off payroll
Planned date
100% off payroll
Final target Actual number
today
Actual percentage
today
PMO assessment
G2 UNITED KINGDOM Y Y Vol,Man Approved 03-Sep 09-Nov ####### 429 0%G2 FRANCE Y Vol,Mut 2 15-Nov 31-Mar-02 ####### 415 0%G2 GERMANY Y Vol 2 17-Sep 31-Mar-02 ####### 342 0%G2 NETHERLANDS Y Vol,Coll 3 01-Sep 31-Dec ####### 72 0%G2 SPAIN TBD 1 01-Oct 31-Jan-02 ####### 71 0%G2 IRELAND Y Man,Vol,Mut,PM 3 31-Aug 31-Dec ####### 56 0%G2 ITALY Y Vol 1 01-Sep 31-Dec ####### 51 0%G2 BELGIUM Vol,Coll 1 03-Sep 31-Oct ####### 47 0%G2 SOUTH AFRICA Y Vol, (Man) 3 24-Aug 30-Sep 31-Oct 32 0%G2 NORWAY Y Mut 3 24-Aug 31-Aug 30-Nov 31 0%G2 AUSTRIA Y Y Mut Approved 10-Sep 31-Dec ####### 28 0%G2 SWEDEN Y Mut 3 28-Aug 31-Oct 31-Oct 27 0%G2 DENMARK Y Y Man Approved 24-Aug 31-Oct 31-Oct 17 0%G2 FINLAND Y Man,Mut 2 05-Oct 31-Dec ####### 17 0%G2 POLAND Y Y Man,Mut Approved 27-Aug 30-Nov 30-Nov 13 0%Group 2 15 13 4 1648 0%Total 26 21 12 1790 0%
* ECE...Eastern & Central Europe - Croatia, Romania, Slovakia (reduction target 1 employee per country)
Vol…(managed) voluntary severance Man…mandatory severance Coll…collective dismissalMut…mutual agreementsPM…performance management
1…Approach to be defined2…Approach to be detailed3…Approach approved, severance details to be resolved
WFR Program
Group 1Switzerland Green Yellow Yellow GreenTurkey Green Green Green YellowRussia Yellow Green Green GreenCzech Republic Green Yellow Green YellowIsrael Green Green Green GreenHungaryECE Red Red Green GreenPortugalGreece
Group 2UK Green Green Green GreenFrance Yellow Yellow Green YellowGermany Yellow Yellow Green YellowNetherlands Yellow Yellow Yellow YellowSpainIreland Italy Yellow Yellow Yellow GreenBelgium Yellow Red Green YellowSouth Africa Green Yellow Yellow YellowNorway Yellow Yellow Green YellowAustria Red Green Red GreenSweden Yellow Yellow Yellow YellowDenmark Yellow Red Green RedFinland Yellow Red Yellow YellowPoland
Preparedness for Implementation
Issues & Decisions Communication& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR Program
Group 1Switzerland Green Yellow Yellow GreenTurkey Green Green Green YellowRussia Yellow Green Green GreenCzech Republic Green Yellow Green YellowIsrael Green Green Green GreenHungaryECE Red Red Green GreenPortugalGreece
Group 2UK Green Green Green GreenFrance Yellow Yellow Green YellowGermany Yellow Yellow Green YellowNetherlands Yellow Yellow Yellow YellowSpainIreland Italy Yellow Yellow Yellow GreenBelgium Yellow Red Green YellowSouth Africa Green Yellow Yellow YellowNorway Yellow Yellow Green YellowAustria Red Green Red GreenSweden Yellow Yellow Yellow YellowDenmark Yellow Red Green RedFinland Yellow Red Yellow YellowPoland
Preparedness for Implementation
Issues & Decisions Communication& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR Program
Workforce Reduction Program - EMEAWeek of August 27th 2001
Preparedness for Implementation
Communication& Change
ManagementPlan
Green
Issues & Decisions Yellow Green Yellow
ON PLAN• New approvals of country plans
completed this week: RSA, Ireland, Netherlands, Norway, and Germany.
• Spain proposal received as planned• Spain and Italy discussion on August
29 in Geneva• France plan discussed, working on
revisions• Final approval on Sweden, Belgium,
Spain and France expected for August 30
• Decision on Finland postponed due to acquisition - discussion planned for August 30
• Approval of Italy plan expected for September 6
ISSUES• Some finalization issues due to HPS
and HPC changes where replacement was planned - final list and target date closure expected for August 31
• Notification postponed due to this change
OUTSTANDING
ON PLAN• Open requisitions problem: HPC and
HPS are revising their targets to avoid unnecessary high costs where rehiring is planned
• Decision about future program tracking and planning discussed and communicated to country HR managers
• Decision of additional milestone plan report underway
• Direct placement and group 2 list generation process final
• Decision about last day at work made -could be as late as last day of notice period, default is that IT access stays until it is requested to be shut down
• Decision that for those countries who already notified (Hungary, Czech Republic, Turkey), no changes to lists can be done now
• Decision to postpone notifications until lists and targets are final (planned for August 31)
ISSUES• Due to delay in notification, off the
payroll date might shift for as much as a month (as the notification will only start in September in many countries)
OUTSTANDING• Question about moving forward not
resolved: how to deal with country differences in timing of when notifications are finished
ON PLAN• Communication with worker’s council
started for most countries (France• FAQ customization process set up and
communicated, countries working on them with legal council, PMO and communication
• Process of capturing employee questions from coffee talks established, will be communicated
• Post notification meetings for those countries that have notified done
• Moving forward program material communicated .
ISSUES
OUTSTANDING
ON PLAN• Turkey, Czech Republic and Hungary have
already done their notifications and post notification meetings - went well
• LHH services taken up by most notified employees
• Daily and weekly report processes completed for those countries who notified
• Additional LHH service offer specified and approved for Group 1 countries
• Tracking of results by PMO defined and presented
• UK training material for manager training distributed as best practice for Group 2 country training
ISSUES• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up (September 3)
• UK changed outplacement service provider.OUTSTANDING• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee database (planned for August 31)
• Waiting for the copy of the employee database for Europe so we can start working on it
WFR Program
Workforce Reduction Program - EMEAWeek of August 27th 2001
Preparedness for Implementation
Communication& Change
ManagementPlan
Green
Issues & Decisions Yellow Green Yellow
ON PLAN• New approvals of country plans
completed this week: RSA, Ireland, Netherlands, Norway, and Germany.
• Spain proposal received as planned• Spain and Italy discussion on August
29 in Geneva• France plan discussed, working on
revisions• Final approval on Sweden, Belgium,
Spain and France expected for August 30
• Decision on Finland postponed due to acquisition - discussion planned for August 30
• Approval of Italy plan expected for September 6
ISSUES• Some finalization issues due to HPS
and HPC changes where replacement was planned - final list and target date closure expected for August 31
• Notification postponed due to this change
OUTSTANDING
ON PLAN• Open requisitions problem: HPC and
HPS are revising their targets to avoid unnecessary high costs where rehiring is planned
• Decision about future program tracking and planning discussed and communicated to country HR managers
• Decision of additional milestone plan report underway
• Direct placement and group 2 list generation process final
• Decision about last day at work made -could be as late as last day of notice period, default is that IT access stays until it is requested to be shut down
• Decision that for those countries who already notified (Hungary, Czech Republic, Turkey), no changes to lists can be done now
• Decision to postpone notifications until lists and targets are final (planned for August 31)
ISSUES• Due to delay in notification, off the
payroll date might shift for as much as a month (as the notification will only start in September in many countries)
OUTSTANDING• Question about moving forward not
resolved: how to deal with country differences in timing of when notifications are finished
ON PLAN• Communication with worker’s council
started for most countries (France• FAQ customization process set up and
communicated, countries working on them with legal council, PMO and communication
• Process of capturing employee questions from coffee talks established, will be communicated
• Post notification meetings for those countries that have notified done
• Moving forward program material communicated .
ISSUES
OUTSTANDING
ON PLAN• Turkey, Czech Republic and Hungary have
already done their notifications and post notification meetings - went well
• LHH services taken up by most notified employees
• Daily and weekly report processes completed for those countries who notified
• Additional LHH service offer specified and approved for Group 1 countries
• Tracking of results by PMO defined and presented
• UK training material for manager training distributed as best practice for Group 2 country training
ISSUES• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up (September 3)
• UK changed outplacement service provider.OUTSTANDING• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee database (planned for August 31)
• Waiting for the copy of the employee database for Europe so we can start working on it
•What are the tools for tracking progress and what is the schedule for status reporting?
•How will the team be physically situated - locations, systems, applications and contact lists?
•Evaluate impact of program on HR policies / initiatives, ie, impact to next ranking, EWD training objectives, comp issues.
•Plan and support program implementation outside
the US
•Refine WFR methodology based upon results of
debrief and lessons learned
•Partnered with individual Site HR Leads
•Assisted with the integration of project plans across Corporate Communicati ons, Business Unit HR, Regional and Countr y HR Operati ons, Gl obal HR functions and external contr actors
•Developed detailed notifi cation and communic ation processes
•Program management and issues resolution
•Partnered with business units to create project plans and tracki ng progress
against goals
•Partnered with R egional leads to develop program timeline and mi lestones
for individual countries
•Partnered with C ommunications regarding strategy and messaging
PwC
Monitor and report headcount metrics•Monitored project milestones / headcount metr ics
•Worked w/ Regional HR leads regarding program policy modifications for country implementation
•Documented issues and decisions
•Built tools and process to track and monitor program
•On-going tracking of progress
•Developed agenda, reviewed action items, and escalated concerns / issues for bi- weekly E.C . teleconference.
•Integrated polic y and procedure decisions and their i mplicati ons upon regional and/or countr y-s pecific project plans
•Supported business, operations and communication project teams.
GLOBAL PMO
•Program post- mortem, project debrief / learning's
•Report final program metrics
•WFM Program C onsultation
•Coordinated corporate business partners (IT, security, payroll, fleet, EAP, EH&S, HR Services) to ensure smooth execution of program
•Ensured consistent and thorough processes for
implementation throughout the US
•Provided functional leadership for WF M reduction effort to ensu re that
restructuring objectives are met
•Provided advice and support to HR Lead teams / Businesses that wi ll help them to implement structure and workforce reduction.
•Provided overall coordination for WFM program to ensure coordina tion of
planning, program management and timely information regarding implementation.
OPERATIONS
•Own meeting reduction commitment
•Champion change / define future initiative
•Communicate and motivate
•Ensured goals are met by business
•Communicated to Business Management & employees
•Identified and escalated issues
•Determined business goals
•Owned selection and final business list, PRB 1 & 2, SPAR reducti onsBUSINESS UNITS
•Continued project support
•Going forward communication
•Developed restructuring plan, initiative objectives
•Determined project charter, net reduction and timeline
EXECUTIVE COUNCIL
PHASE 3PHASE 3PHAISE 2PHAISE 2PHASE 1PHASE 1OWNEROWNER
•Own meeting reduction commitment
•Champion change / define future initiative
•Communicate and motivate
•Ensured goals were met by business
•Communicated to Business Management & employees
•Developed communicati ons processes to support implementation of the str ategy objecti ves
•Determined business goals
•Owned selection and final business list, PRB 1 & 2, SPAR reducti onsCOMMUNIC ATIONS
•Evaluate impact of program on HR policies / initiatives, ie, impact to next ranking, EWD training
objectives, comp issues.
•Project advisor, issue resolution
•Oversaw notification and separation training
•Provided outplacement counseling
•Project Advisory, issue resolution
•Partnered with Program Management Team to design “exit day” proc ess, program-training requirement
•What is the program structure, how have roles/responsibilities been defined and how might they evolve throughout the program?
Global PMOGlobal PMO
OperationsOperations CommunicationsCommunications Business HRBusiness HR
Executive CouncilExecutive Council
CommunicationsCommunications•Evaluate impact of program on HR policies / initiatives, ie, impact to next ranking, EWD training objectives, comp issues.
•Plan and support program implementation outside
the US
•Refine WFR methodology based upon results of
debrief and lessons learned
•Partnered with individual Site HR Leads
•Assisted with the integration of project plans across Corporate Communicati ons, Business Unit HR, Regional and Countr y HR Operati ons, Gl obal HR functions and external contr actors
•Developed detailed notifi cation and communic ation processes
•Program management and issues resolution
•Partnered with business units to create project plans and tracki ng progress
against goals
•Partnered with R egional leads to develop program timeline and mi lestones
for individual countries
•Partnered with C ommunications regarding strategy and messaging
PwC
Monitor and report headcount metrics•Monitored project milestones / headcount metr ics
•Worked w/ Regional HR leads regarding program policy modifications for country implementation
•Documented issues and decisions
•Built tools and process to track and monitor program
•On-going tracking of progress
•Developed agenda, reviewed action items, and escalated concerns / issues for bi- weekly E.C . teleconference.
•Integrated polic y and procedure decisions and their i mplicati ons upon regional and/or countr y-s pecific project plans
•Supported business, operations and communication project teams.
GLOBAL PMO
•Program post- mortem, project debrief / learning's
•Report final program metrics
•WFM Program C onsultation
•Coordinated corporate business partners (IT, security, payroll, fleet, EAP, EH&S, HR Services) to ensure smooth execution of program
•Ensured consistent and thorough processes for
implementation throughout the US
•Provided functional leadership for WF M reduction effort to ensu re that
restructuring objectives are met
•Provided advice and support to HR Lead teams / Businesses that wi ll help them to implement structure and workforce reduction.
•Provided overall coordination for WFM program to ensure coordina tion of
planning, program management and timely information regarding implementation.
OPERATIONS
•Own meeting reduction commitment
•Champion change / define future initiative
•Communicate and motivate
•Ensured goals are met by business
•Communicated to Business Management & employees
•Identified and escalated issues
•Determined business goals
•Owned selection and final business list, PRB 1 & 2, SPAR reducti onsBUSINESS UNITS
•Continued project support
•Going forward communication
•Developed restructuring plan, initiative objectives
•Determined project charter, net reduction and timeline
EXECUTIVE COUNCIL
PHASE 3PHASE 3PHAISE 2PHAISE 2PHASE 1PHASE 1OWNEROWNER
•Own meeting reduction commitment
•Champion change / define future initiative
•Communicate and motivate
•Ensured goals were met by business
•Communicated to Business Management & employees
•Developed communicati ons processes to support implementation of the str ategy objecti ves
•Determined business goals
•Owned selection and final business list, PRB 1 & 2, SPAR reducti onsCOMMUNIC ATIONS
•Evaluate impact of program on HR policies / initiatives, ie, impact to next ranking, EWD training
objectives, comp issues.
•Project advisor, issue resolution
•Oversaw notification and separation training
•Provided outplacement counseling
•Project Advisory, issue resolution
•Partnered with Program Management Team to design “exit day” proc ess, program-training requirement
•Evaluate impact of program on HR policies / initiatives, ie, impact to next ranking, EWD training objectives, comp issues.
•Plan and support program implementation outside
the US
•Refine WFR methodology based upon results of
debrief and lessons learned
•Partnered with individual Site HR Leads
•Assisted with the integration of project plans across Corporate Communicati ons, Business Unit HR, Regional and Countr y HR Operati ons, Gl obal HR functions and external contr actors
•Developed detailed notifi cation and communic ation processes
•Program management and issues resolution
•Partnered with business units to create project plans and tracki ng progress
against goals
•Partnered with R egional leads to develop program timeline and mi lestones
for individual countries
•Partnered with C ommunications regarding strategy and messaging
PwC
Monitor and report headcount metrics•Monitored project milestones / headcount metr ics
•Worked w/ Regional HR leads regarding program policy modifications for country implementation
•Documented issues and decisions
•Built tools and process to track and monitor program
•On-going tracking of progress
•Developed agenda, reviewed action items, and escalated concerns / issues for bi- weekly E.C . teleconference.
•Integrated polic y and procedure decisions and their i mplicati ons upon regional and/or countr y-s pecific project plans
•Supported business, operations and communication project teams.
GLOBAL PMO
•Program post- mortem, project debrief / learning's
•Report final program metrics
•WFM Program C onsultation
•Coordinated corporate business partners (IT, security, payroll, fleet, EAP, EH&S, HR Services) to ensure smooth execution of program
•Ensured consistent and thorough processes for
implementation throughout the US
•Provided functional leadership for WF M reduction effort to ensu re that
restructuring objectives are met
•Provided advice and support to HR Lead teams / Businesses that wi ll help them to implement structure and workforce reduction.
•Provided overall coordination for WFM program to ensure coordina tion of
planning, program management and timely information regarding implementation.
OPERATIONS
•Own meeting reduction commitment
•Champion change / define future initiative
•Communicate and motivate
•Ensured goals are met by business
•Communicated to Business Management & employees
•Identified and escalated issues
•Determined business goals
•Owned selection and final business list, PRB 1 & 2, SPAR reducti onsBUSINESS UNITS
•Continued project support
•Going forward communication
•Developed restructuring plan, initiative objectives
•Determined project charter, net reduction and timeline
EXECUTIVE COUNCIL
PHASE 3PHASE 3PHAISE 2PHAISE 2PHASE 1PHASE 1OWNEROWNER
•Own meeting reduction commitment
•Champion change / define future initiative
•Communicate and motivate
•Ensured goals were met by business
•Communicated to Business Management & employees
•Developed communicati ons processes to support implementation of the str ategy objecti ves
•Determined business goals
•Owned selection and final business list, PRB 1 & 2, SPAR reducti onsCOMMUNIC ATIONS
•Evaluate impact of program on HR policies / initiatives, ie, impact to next ranking, EWD training
objectives, comp issues.
•Project advisor, issue resolution
•Oversaw notification and separation training
•Provided outplacement counseling
•Project Advisory, issue resolution
•Partnered with Program Management Team to design “exit day” proc ess, program-training requirement
•What is the program structure, how have roles/responsibilities been defined and how might they evolve throughout the program?
Global PMOGlobal PMO
OperationsOperations CommunicationsCommunications Business HRBusiness HR
Executive CouncilExecutive Council
CommunicationsCommunications
Global PMOGlobal PMOGlobal PMOGlobal PMO
OperationsOperationsOperationsOperations CommunicationsCommunicationsCommunicationsCommunications Business HRBusiness HRBusiness HRBusiness HR
Executive CouncilExecutive CouncilExecutive CouncilExecutive Council
CommunicationsCommunicationsCommunicationsCommunications
Define timeline with flexibility for shifting dates &
priorities
Complete and val idate BU selection lists
Complete adverse impact analyses
Advise countries of headcount & cost reduction goals
Country cost reduction implementation plans due
Reconcile SPAR decisions with country’s headcount & cost reduction plans & communicate cost/headcount reduction requirements to countries
Complete SPAR decisions and finalize notification lists
Complete preparation of communication and
training materials (LHH and HP )
Notification Training - Functional Mgrs
Q3 Results Communication
Notification E vent
Intellectual Property Transfer - P ost Notification E vent
Final Day On-Site for Notified Employees
J uly 18th- 23rd
J uly 23rd
J uly 27th
J uly 18th
J uly 17th
Aug 1st
Aug 1st
Aug 1st - 4th
Aug 10th-17th
Aug 16th
Aug 21-22nd
Aug 24th
Aug 21-23rd
Aug 6th- 10thCountry GMs and HR Mgrs will define most appropriate alternative to achieve headcount and cost reduction goals
•What are the program’s overall goals & objectives, the associated timeline and key milestones?
Define timeline with flexibility for shifting dates &
priorities
Complete and val idate BU selection lists
Complete adverse impact analyses
Advise countries of headcount & cost reduction goals
Country cost reduction implementation plans due
Reconcile SPAR decisions with country’s headcount & cost reduction plans & communicate cost/headcount reduction requirements to countries
Complete SPAR decisions and finalize notification lists
Complete preparation of communication and
training materials (LHH and HP )
Notification Training - Functional Mgrs
Q3 Results Communication
Notification E vent
Intellectual Property Transfer - P ost Notification E vent
Final Day On-Site for Notified Employees
J uly 18th- 23rd
J uly 23rd
J uly 27th
J uly 18th
J uly 17th
Aug 1st
Aug 1st
Aug 1st - 4th
Aug 10th-17th
Aug 16th
Aug 21-22nd
Aug 24th
Aug 21-23rd
Aug 6th- 10thCountry GMs and HR Mgrs will define most appropriate alternative to achieve headcount and cost reduction goals
Define timeline with flexibility for shifting dates &
priorities
Complete and val idate BU selection lists
Complete adverse impact analyses
Advise countries of headcount & cost reduction goals
Country cost reduction implementation plans due
Reconcile SPAR decisions with country’s headcount & cost reduction plans & communicate cost/headcount reduction requirements to countries
Complete SPAR decisions and finalize notification lists
Complete preparation of communication and
training materials (LHH and HP )
Notification Training - Functional Mgrs
Q3 Results Communication
Notification E vent
Intellectual Property Transfer - P ost Notification E vent
Final Day On-Site for Notified Employees
J uly 18th- 23rd
J uly 23rd
J uly 27th
J uly 18th
J uly 17th
Aug 1st
Aug 1st
Aug 1st - 4th
Aug 10th-17th
Aug 16th
Aug 21-22nd
Aug 24th
Aug 21-23rd
Aug 6th- 10thCountry GMs and HR Mgrs will define most appropriate alternative to achieve headcount and cost reduction goals
•What are the program’s overall goals & objectives, the associated timeline and key milestones?
To Do… Leverage documentation prepared in Steps #1 - #5 to prepare: team structure roles & responsibilities matrix program milestone plan status reporting process & templates meeting schedule on-boarding logistics issue escalation process & tool
Objective: Develop the PMO processes and tools for managing the program and begin deployment to the team.
Why is this Important?: This is the first opportunity for the PMO to demonstrate leadership, ‘set the tone’ for the overall project and establish a common operating platform for the integrated team.
6. Develop PMO Processs & ToolsProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 22 | IBM Project Management Office Solutions | 12/12/2006
Key Point: The processes/tools introduced at the program kick-off will inevitably be refined and augmented throughout the lifecycle of the the project.
Plan for the meeting: Clearly define the purpose, the objectives and agenda
Carefully consider and identify the appropriate attendees (stakeholders, sponsors, team members, partners, etc.)
Prepare relevant supporting documentation as needed (consider sending some materials to attendees in advance)
Meeting objectives may include the following: Orientation & Introductions
provide contextual background for this program and a high-level status update
accommodate a question and answer period
Overview of PMO Structure
introduce the PMO structure and individual members of the PMO, the business unit leads and our partners from LHH and PwC
review high-level roles/responsibilities for the PMO, business units, regions, LHH and PwC
• Project Planning: Timeline, Phases and Milestones
review an integrated milestone plan and major phases
validate immediate and medium-term business objectives
PMO Tools & Processes
discuss PMO tools and processes (several of which are under construction)
To Do… Schedule meeting date/time, secure meeting space and equipment (projector, flip-charts, etc.) Leverage the documentation, prepared in Steps #1 - #6 to define: meeting objectives & agenda supporting documentation Identify attendees and draft invitation stating objective/agenda
Objective: Plan and conduct a ‘program kick-off’ with the integrated project team to provide an overall context and introduce the purpose, structure and members of the project management office (PMO).
Why is the important: This is the first opportunity for the PMO to demonstrate leadership with the integrated team and sets the tone for going-forward.
7. Conduct PMO Kick-OffProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 23 | IBM Project Management Office Solutions | 12/12/2006
Establishing Effective Teams:
• Define team forming, storming norming and performing on-boarding exercises
• Develop warm-up and set-up times to execution. Assure the team meets these milestones
• Review team morale at periodic check-points but particularly at the start of the project
• Assess team dynamics and performance against expectations shortly after start of program
• Assess need for additional assistance in: transition management, team partnering, matrix management, retention anxiety
• Assess need for further skill training: Microsoft applications, issues management, reporting, platform/facilitation skills, etc.
Forming
Storming
Norming
Performing
Forming
Storming
Norming
Performing
To Do…
Develop team meeting schedule, communications, and conflict resolution process Develop and incorporate guidelines for the team assessments Quickly assess team and skill development process Take immediate remedial action to include training or staff replacement
Key Point: Team must follow the normal stages of development to be highly effective, supplemented by infrastructure support of individual development needs Key Point: Team must follow the normal stages of development to be highly effective, supplemented by infrastructure support of individual development needs
Objective: Provide the necessary support to enable a high performing team.
Why is this Important?: Performance will suffer if team members do not have the requisite competencies to satisfy their team and project role.
8. Enable Effective TeamsProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 24 | IBM Project Management Office Solutions | 12/12/2006
To Do…
Some typical project management roles are:• Team Lead - Leads project to achieve targets and objectives
• Project Manager - Manages details of project; coordinates team activities and tracks progress
• Facilitator - acts as an impartial 3rd party to guide team decisions, facilitates work sessions, helps solves impasses
• Subject Matter Expert - provides knowledge of process and customer requirements; completes data analysis, completes analytical activities, challenges current situation and ideas
Required Competencies:
• Project Planning
• Risk Management
• Issue Resolution
• Execution Capability
• Problem-Solver
• Abstract Thinking
• Analytical Thinking
• Complex Matrix Management
Required Personal Traits:• Results-Oriented• Decisive• Ability to Influence/Exert Impact• Flexible• Organized/Structured• Successful Team Builder• Objective• Assertive• Personally Accountable
Ascertain the appropriate competencies for specific roles Assess current organizational project management capabilities Quickly develop role specifications and identify potential candidates that can be assigned to these roles
Key Point: Identification of the competencies and personal attributes required for successful project management is the first step towards identifying and developing this talent throughout the organization.
Key Point: Identification of the competencies and personal attributes required for successful project management is the first step towards identifying and developing this talent throughout the organization.
Objective: To identify and develop the requisite project management competencies within the organization to manage and execute complex, global projects.
Why is this Important?: Increases the visibility and urgency to build and nurture a developmental ‘talent pipeline’ within the organization.
Appendix. Define Project Management CompetenciesProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 25 | IBM Project Management Office Solutions | 12/12/2006
Communication and Reporting
Communication and Reporting: Generate and facilitate a forum for the sharing of program information including generation and presentation of program report deliverables to Steering Committee or other executive body.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 26 | IBM Project Management Office Solutions | 12/12/2006
The development of an effective communications strategy is important throughout the lifecycle of the Program. The communications strategy underpins the organisations perception of the Program.
The communi-cube defines what should be communicated, to whom, when and how
How should we communicate?
Dai
ly
Res
po
ns
ive
Mo
nth
ly
Qu
art
erl y
Who are we trying to communicate with? How and why?
When should we communicate?
Wee
kly
Executive
IT Staff
Operations
Business users
FinanceN
ews
letter
Pers
on
al briefin
g
Te
am b
riefin
g
Vid
eo
, letter, m
em
o
Inte
rne
t
Communication principlesProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 27 | IBM Project Management Office Solutions | 12/12/2006
Communication: Identify key stakeholders
PMO team needs to be mindful that different stakeholders – people affected by or involved in the change – have different needs and understandings of what will happen in the merger. Thus, they often work at cross purposes or undermine each other.
PMO team needs to Identify stakeholder groups both within and outside the organization, conduct a Stakeholder Audit and create a Stakeholder Map
Critical Stakeholders
Level of Influence
Lev
el o
f Im
pac
t
High
Low
Low High
Media &Business
Press
Fleet/Retail
Customer
Employees
Stockholder
RegulatoryAgencies
DealershipsCompetitors
StakeholderGroup
Characteristics Impact Level of Support
StockholdersOwn equity in the enterprise. Will be concerned about M&A effect on share value.
Regulatory Agencies
Enforce industry regulation. Politically charged with some strained relationships.
EmployeesWill be concerned about impact on job status and compensation.
Dealerships
Fleet Customers
Media & Business Press
Influence public opinion and regulatory reaction.
H H
H M
H L
L M
L N/A
L M
Level of Influence
H
H
H
M
L
M
CompetitorsWill be concerned about market share and will attempt toinfluence regulators.
H LL
Will be concerned about impact on pricing, and brand identification.
Large fleet customers will be concerned about pricing and supply availability.
StakeholderGroup
Characteristics Impact Level of Support
StockholdersOwn equity in the enterprise. Will be concerned about M&A effect on share value.
Regulatory Agencies
Enforce industry regulation. Politically charged with some strained relationships.
EmployeesWill be concerned about impact on job status and compensation.
Dealerships
Fleet Customers
Media & Business Press
Influence public opinion and regulatory reaction.
H H
H M
H L
L M
L N/A
L M
Level of Influence
H
H
H
M
L
M
CompetitorsWill be concerned about market share and will attempt toinfluence regulators.
H LL
Will be concerned about impact on pricing, and brand identification.
Large fleet customers will be concerned about pricing and supply availability.
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 28 | IBM Project Management Office Solutions | 12/12/2006
Communication: Develop stakeholder strategy
Develop Stakeholder Strategy and Action Plan Develop and implement a Stakeholder Communication Plan that parallels the two-tiers
of the Stakeholder Strategy and Plan The high level Communications implementation checklist (work plan) identifies
content, audience and timing.
Within 60 Days
Within 30Days
Within 1 week
Day 1Responsibility (Primary/ Secondary)
CommunicationsActivities
Employee Communications Introduction memo from CEO to “Management 500”
outlining the communications that will commence on Oct 1 and enlisting them as important conduits in the employee communications process
Communicate detailed severance policy and process Establish “integration.com” web site Update company internet web sites to reflect change of
control Deploy employee Q&A process Distribute “Implementation Bulletin” to “Management
500” Distribute “Inside Newco” - a communication toolkit for
use by the “Management 500”– First distribution– Second distribution
Distribute “Implementation in Depth” supplement – In language
Distribute “Company Newsletter” with “Implementation in Depth” supplement
– In language
Jones
Corp Comm
Corp Comm
Sept 22Sept 22
Sept 22
Aug 17
Aug 12Aug 19
Nov 9
Nov 2
Nov 6
Nov 23
Sept 30(2)
Sept 28 & Oct 26
July 30
BeforeDay 1
Timing
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 29 | IBM Project Management Office Solutions | 12/12/2006
Communications Vehicles
LATERAL
UPWARD
DOWNWARD
From the PMO to the Team Leads
From Executives to the organization
From the Project Team to affected employee groups
From Team Leads to the PMO
From employees to the PMO
From affected Managers and Directors to Executives
Between Project Teams
Between affected employees
Between peer Managers
Between Executives
Weekly communiqués (electronic, written)
Formal project management meetings and updates
Visual communications such as status boards or intranet web sites
Suggestion box Formal project meetings with
open-forum periods One-on-one meetings Official Communications
Coordinators with responsibilities for identifying and reporting communication issues
Team flash bulletins Team bulletin boards Integration meetings to
address areas of inter-connectivity
Designated communications liaisons to flag connections between teams
End of meeting communications’ assessments to identify those not present in the meeting who need to be informed of meeting actions and outcomes
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 30 | IBM Project Management Office Solutions | 12/12/2006
Communications Content
Start-up- Provide many structured,
specific communications using a variety of media to see which work best
- Create channels for two-way communication
- Create a style check list that highlights the way the team will need to communicate. Run each communication through this check list before it goes out (Remember, this is a high visibility time for the project, and communications sent during this period will set the tone for expectations of behavior)
Staying the Course- Conduct periodic
communication assessments to evaluate the effectiveness of communication efforts
- Do not denigrate the past; treat the past with respect in all communication efforts
- Step up communication efforts that will provide the organization and the team with positive feedback
- Increase individualization of message
Closure- Mark endings with
communications that highlight project successes and thank individuals and groups for their contributions
- Document and share successes and “lessons learned” for future project teams
- Use communications to help team members make a break with the project and to facilitate a smooth transition back to the post-project work environment
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 31 | IBM Project Management Office Solutions | 12/12/2006
The Communications Bulls-Eye Planning Tool
WHOshould prepare,
HOWshould you deliver the
message?
WHYdo you want to do what
you're proposing?
WHEN
WHAT
audience?
is the issue?WHAT
will berequired of the
Voice Mail
Workshops
One-on-One
HomeMailing
TeamMeetings
Broadcast(audio,videotape)
Newsletter
SpecialEvent
BulletinBoard
you
When should youcommunicate?
When doyou
expect
Whenwill youprovide
feedback
or notthe endresults
to otherson
whether
When will
Implement-ation
process?
to othersduring
the
providefeedback
wereachieved?
feedbackfrom
others?
deliver, and receive the message?
Peers
HigherLevels
CorporateCommunications
TeamsCommunication
Team
ProjectManagement
InternalCustomers
ExternalCustomers
Stakeholders
?
What areother
organizationsdoing?
Have therebeen pastattempts tosolve theissue?
What otheroptionswere
considered?
Whydid we
choose theoption we
did?
What are thebenefits
relative to thecosts?How will other areas be
affectected byperformance measures?
How will thisimprove ARC?
Whatperformance
will be improved
measurably?
What's in it forthe
stakeholders?
Who wasinvolved
in thedecisions
How willthis
improve thequality of
work?
How didwe reach
thedecision?
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 32 | IBM Project Management Office Solutions | 12/12/2006
Meeting Purpose: “Why do we need to Meet?
Meeting Context: “What organizational events will affect this Meeting? How will this Meeting affect the organization?”
Stakeholders: “Who is responsible for the final decision,
affected by the outcome or in a position to prevent a decision from being implemented?”
Desired Outcomes: What will we walk out of the Meeting with?”
Planning the Meeting Agenda
THE AGENDA
WHAT HOW WHO TIMEWHAT HOW WHO TIME
WHAT(Content)
HOW(Process) WHO
TIME(in Minutes)
Topic 1
Topic 2
Topic 3
Source: Interaction Associates for PricewaterhouseCoopers
Meeting Purpose
Attendees
Roles Room
Set-up
Desired OutcomesDiscussion Topics
ContextStakeholders
Decision-Making Method
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 33 | IBM Project Management Office Solutions | 12/12/2006
Scheduling and Meeting Frequency
Different types of meetings require different approaches to scheduling.
Status and Tracking meetings occur at a regular time at an agreed upon frequency (daily, weekly, etc.). Every effort should be made to minimize variability (same room, same day and time, same agenda format, etc.) in order to minimize wasted time and spotlight extra-ordinary issues
Occasion specific meetings are scheduled on an ad hoc basis. They are time / date relevant.
Working meetings are schedule according to what needs to get done. They are task-relevant.
Status / Tracking
OCCASION SPECIFICAffiliating
Celebrating
Enrolling
Informing
Socializing
WORKING MEETINGSAnalyzing
Conciliating
Decision-making
Mediating
Planning
Problem-solving
Monitoring progress towards goals
Providing an experience of belongingto the organization or unitRecognizing and honoringachievements and life passagesRequesting participation orpartnership in achieving objectivesProviding / receiving data or clarifyinginformation
Creating opportunites for people torelax with one another
Determining the cause of a situationor the relationship between things
Bringing conflicting parties togetherto acknowledge the legitimacy of theother's point of view
Reaching a conclusion about whataction to take
Facilitating the resolution of conflictbetween people
Setting goals and establishing aschedule of activities
Working in a team to resolve issuesor take advantage of an opportunity
OBJECTIVEDaily / Weekly / Monthlydepending upon urgency,pace of events or changes,availability of participants,etc.
Project / Phase Kick-offs
At the time of the event
Project / Phase Kick-offs
As frequently asinformation is available fordistribution
q New team memberintroductions
q "Stress-busters"
q Information sharing
q Prior or in conjunctionwith Problem-Solvingmeetings
q Unable to reach adecision / consensus
q Resistance to adecision made (orbeing made)
q Information sharingAfter a problem isanalyzed and alternativesolutions are presentedq Unable to reach a
decision / consensus
q Resistance to adecision made (orbeing made)
q Pre-project / phaseq Pre-event
q Pre-meeting
q After Analyzingmeetings
q Prior to and postDecision-makingmeetings
FREQUENCY
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 34 | IBM Project Management Office Solutions | 12/12/2006
MEETINGCOMPONENTS
Detailed Edited Brief
Cover Page(names, date,location)
YES YES NO
Agenda YES YES YES
Summary of KeyDecisions
YES YES YES
Detailed Discussion/ Edited Report
DetailedDiscussion
Edited Report NO
Unresolved Issues YES NO NO
Action Plan YES YES YES
Meeting Minutes
- Purpose To remind meeting participants of their
agreements, discussion items and action items To serve as a reference document for future
meetings To inform stakeholders who were not at the
meeting of discussion, decisions and actions
- Types of Minutes Detailed: when readers are not participants and
buy-in need is high Edited: when readers are not participants and
buy-in need is medium Brief: when readers are participants and buy-in
need is low
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 35 | IBM Project Management Office Solutions | 12/12/2006
Generic Meeting Roles
THE RECORDER Creates a written record of the meeting Writes down Group Members’ ideas in their
own words Tries not to paraphrase or interpret Asks the group to slow down, if necessary Prepares and distributes minutes and action
plans
THE TIMEKEEPER Keeps track of time Notifies the group when the
allotted time for an agenda item has been set
THE GROUP MEMBER Contributes ideas Listens to other’s ideas States concerns only Makes commitments
THE LEADER Identifies meeting purpose and desired outcomes Contributes ideas; listens to other’s ideas Makes sure everyone has a chance to participate and no one
person dominates discussion Keeps discussions orderly and on track; enforces ground rules Proposes ways to proceed and checks for agreement Ensures that time is monitored and information recorded
THE FACILITATOR Helps the Leader and Group
Members focus on the task and stay on track
Makes sure everyone has a chance to participate
Defends others from personal attack
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 36 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting Principle
Frequency and method of status reporting should be clearly established from the beginning
Steering Committee
Program Management Office
• Weekly conference call• Detail savings/growth opportunity reports• Key milestone status• Problem areas highlighted
Business Unit 1
Manufacturing
Business Unit 2
Sourcing Human Resources
Legal
Information Technology
• Weekly status reporting by conference call (savings/growth opportunity summary reports)
• Monthly status reporting (summary status reports)
Project Team Leader/ PMO Liaison
Finance
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 37 | IBM Project Management Office Solutions | 12/12/2006
Consolidate project performance and action stop light issues
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Risks
Cash FlowCost/Schedule Report
Benefits
Monitor
• Achievements
• Stoplight Issues
• Recovery Plan
ProgramProgress
ReportProject 3
Project 1
Project 2
Program
Weekly Action Plan
Weekly Review Meeting Agenda
• Achievements
• Projects
• Status
• Stoplights
• Program implications
• Cash flow, commitments and expenditure
• Morale
• Communications
• Risk management
• Scope changes, slippage and overruns
Nerve Centre
Program Manager Responsibilities
© Copyright IBM Corporation 2006Confidential Page 38 | IBM Project Management Office Solutions | 12/12/2006
Monday WednesdayTuesday FridayThursday
PMO Cross Functional Work
Group(Team Leads)
PMO Conducts Cross Functional Work Group
Meetings to review overall status (Dashboards, Issues & Decisions)
Report Out
PMO distributesminutes (including
Executive Committeedecisions) to functional
teams
Executive Steering
Committee Call
PMO Interlock
E2E Interlock(TC/FOS/QS)
OTEvery 2 weeks
PMO InterlockPMO Interlock
PMO call PMO call PMO call
PMO call
PMO call
SWAT TEAM
Legal EntitiesGovernment Reqmts
Synthetic ClosingITHR
PMO Team Weekly Meeting
Sample Program Management System Cadence
TeamWeekly Status
Due at 3pm
Team Status MtgMtg Times Varywork group conducts work stream review(s) Status reports (Red,
yellow, & Green)
1. Updated Milestone Plan
2. Key Issues & Decisions
Program Management OfficePlanning &
Monitoring
Issues Managem
ent
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Managem
ent
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManagem
ent
Knowledge
Management
Comm. &Reporting
Illustrative
© Copyright IBM Corporation 2006Confidential Page 39 | IBM Project Management Office Solutions | 12/12/2006
Sample Workstream Overview
Workstreams Description WW OwnersPotential STG
Owners
Program Framework Completion
Finalize prioritization of Framework components 1Q Transition Work schedules by Program
Veronika Teufel Mike Kerr (LE)
Elaine Lennox (MM)
Applying Tiering & MAP
Finalizing the client level targeting in countres Client lists by Tier and mid-market by country
Joann Duguid Terri Virnig
Country Operating Model
Determine the resource blueprint by IMT/Region reflecting US, Large, Medium and Small countries
Include explicit alignment of resources by Program
Katharyn White Carla Berryann, Mark Willson, Markus Distel, Charlotte Beele
Program Management COE
Review with JBH potential design options vs. today’s operating model
Daniel Galvan
Management System
Establish management system for: objective setting, budget management, roles & responsibilities, metrics, reporting & cadence, accountability, exception process
John Gallagher Bruce Dober
Communications and Change Management
Create and deploy communications and education from announcement through to implement phase
John Gallagher Heidi Dethloff, Beth Sherden
Illustrative
Program Management OfficePlanning &
Monitoring
Issues Managem
ent
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Managem
ent
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManagem
ent
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 40 | IBM Project Management Office Solutions | 12/12/2006
Workstream Status Template
# Milestone Due DateRevised Due Date
Status Comments
1 xxx mm / dd mm / dd R xxx
2 xxx mm / dd mm / dd G xxx
3 xxx mm / dd mm / dd Y xxx
Significant Accomplishment Over the Last Week
xxx
Key Activities for the Next Week
xxx
General Comments / Risks / Corporate Framework updates
xxx
Illustrative
Program Management OfficePlanning &
Monitoring
Issues Managem
ent
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Managem
ent
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManagem
ent
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 41 | IBM Project Management Office Solutions | 12/12/2006
Workstream Status Codes
Items Tracked Green Yellow Red
Milestone
On track for completion by due
date (original or adjusted)
At risk for completion by due
date; mitigating actions identified
At risk for completion by due date; no mitigating actions identified
Program Management OfficePlanning &
Monitoring
Issues Managem
ent
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Managem
ent
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManagem
ent
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 42 | IBM Project Management Office Solutions | 12/12/2006
Sample Weekly ReportingProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
• ie• . green to
RISKS
• include references to:• •• any status change (• ie• •• any new issue/risks• •• •• progress against plan
• TOTAL MAN• -• BY AREA
• the data below.
• MAN• -
• Note
• update.
• Company XYZ
PROGRAM COMMENTARYSummation of key points in current week’s status reports. Likely to include references to:
• Work stream status changes (.i.e green to amber)• any work streams with status red• key issues/risks
These figures are taken direct from PMF and keyed into the ‘Risk’ sheet within the Weekly Summary worksheet. The graph is produced automatically.
ISSUES
These figures are taken direct from PMF and keyed into the ‘Issue’ sheet within the Weekly Summary worksheet. The graph is produced automatically.
PMF ACTION ITEMS
These figures are taken direct from PMF and keyed into the ‘Actions’ sheet within the Weekly Summary worksheet. The graph is produced automatically.
WORKSTREAM SUMMARYSummation of key points from current week’s workstream status report commentary. Likely to include references to:
• any status change (ie green to amber)• any new issue/risks• key issues/risks still outstanding• progress against plan
TOTAL MANDAYS SPENT ON MANDAYS BY AREAThese two graphs are produced automatically from the data below.
MAN DAY DATA TABLEThese figures are taken direct from the Program Costs spreadsheet (refer Appendix D). Important Note: The data is keyed into the ‘Manday’ sheet in the Weekly Summary worksheet and not onto the Summary sheet. This table will automatically update.
Note: Don’t forget to update the Header and Footer
Company XYZ
Illustrative
© Copyright IBM Corporation 2006Confidential Page 43 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting Template
Using a template similar to the one shown here, make sure that the following are identified and communicated on a regular basis:
Project status -- On/behind schedule( Green, Yellow, Red)
Barriers Unresolved issues Upcoming events and issues
Integration ProgramPMO Leader: Team Leader:Week ending:
Executive SummaryYes No
Are we in jeopardy to miss our major milestones? XHas there been any change to the Scope? XAre there any Resource Issues (personnel or infrastructure)? XAre there any other Issues that need to be escalated to Management? X
If you marked “Yes” for any items, please provide detail at below.
Project Plan MilestonesMilestone Planned
FinishRevisedFinish
ActualFinish
%Complete
State:(Green/Yellow/Red/Completed)
Plan Process Design Session 0% GreenDetermine Appropriate Business Resources forsessions
0% Green
Conduct Level 3 Process Design Session 0% GreenComplete Level 3 Process Design & Obtain Sign-off
0% Yellow
Complete SIPOC - R 0% YellowComplete Initial Stakeholder Analysis 0% YellowPlan Level 4 Process Design Session 0% GreenConduct Level 4 Process Design Session 0% Green
Green = all dates met, Yellow = start date missed, Red = finish date missed
Activities/Deliverables - Current Week
Activities/Deliverables - Next Week
Risks/Barriers
Issues for Management
GreenProcess State:
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 44 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting Template
Describe any intangible benefits of the opportunity
08/14/2000 Owner:
Ref: Ind1 Project Team: Sub BU/Division: Estimated Timing: Within 12 Months
Savings Opportunity Restructuring of Manufacturing Facility A - Move existing production lines to alternate facility to consolidate production
History/Background
Other Teams Impacted
Manufacturing
IT Current status
Sourcing
Technology
Corporate Center
Human Resources Problem resolution strategy
Business Unit 1
Business Unit 2
Business Unit 3
Business Unit 4
Quantitive Section
Total Recurring Headcount & Savings Implementation Timing
Estimated Savings Calendar Year 1999 Calendar Year 2000
Total One-TimeRecurring Savings Q3'99 Q4'99 Q1'00 Q2'00 Q3'00
Savings (US$'000) FTE ImpactPeople
(US$'000)
Non-People
(US$'000)Total (US$'000)
FTE
Impact
Dollar Impact
(US$'000)
FTE
Impact
Dollar Impact
(US$'000)
FTE
Impact
Dollar Impact
(US$'000)
FTE
Impact
Dollar Impact
(US$'000)FTE Impact
Dollar Impact
(US$'000)
$1,000.0 30 $4,000.0 $6,000.0 $10,000.0 9 $2,000.0 9 $2,000.0 18 $8,000.0 30 $10,000.0 30 $10,000.0
One-Time Implementation Costs (US$'000) One-Time Implementation Cost Timing Prioritization
Capital Expense Calendar Year 1999 Calendar Year 2000 RiskImpact on
OtherPriority
Restruct-uring
Non-
Restruct-
uring
Total Restruct-uring Non-Restruct-uring Total Q3'99 Q4'99 Q1'00 Q2'00 Q3'00 Q4'00
(H, M, L) BU's (Y
or N)
(A, B, C)
$200.0 $800.0 $1,000.0 $100.0 $500.0 $600.0 $0.0 $0.0 $300.0 $1,200.0 $0.0 $0.0 M Y A
Qualitative Section
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 45 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting Template
Business Unit Team:
Total Recurring Headcount & Savings Implementation Timing
Estimated Savings Calendar Year 1999
Sub-Business Savings O pportunityTotal One-Time
Recurring Savings Q 3'99 Q 4'99 Q 1'00
Ref.
UnitSavings
(US$'000)Headcount Reduction
People (US$'000)
Non-People
Total (US$'000)Headcount
Impact
Dollar Impact
(US$'000)
Headcount Impact
Dollar Impact
(US$'000)
SF1 Business Unit 1
Restructuring of Manufacturing Facility A - Move existing production lines to alternate facility to consolidate production
$1,000.0 30 $4,000.0 $6,000.0 $10,000.0 9 $2,000.0 9 $2,000.0
SF2
SF3
SF4
SF5
SF6
SF7
SF7
O ne-Time Implementation Costs (US$'000) O ne-Time Implementation Cost Timing (US$'000) Prioritization
Capital Expense Calendar Year 1999 Calendar Year 2000 RiskImpact on O ther
BU's
Ref.Restruct-
uring Non-Restruct-
uringTotal
Restruct-uring
Non-Restruct-uring
Total Q 3'99 Q 4'99 Q 1'00 Q 2'00 Q 3'00 Q 4'00
(H, M, L) (Y or N)
SF1 $200.0 $800.0 $1,000.0 $100.0 $500.0 $600.0 $0.0 $0.0 $300.0 $1,200.0 $0.0 $0.0 M Y
SF2
SF3
SF4
SF5
SF6
SF7
SF7
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 46 | IBM Project Management Office Solutions | 12/12/2006
7/11/2001 Owner/ Responsible:
Ref: SF20 BU: Sub BU/Division: Construction
Growth Opportunity Utilize existing technologies to introduce new products into new marketsHistory/Background
Other Teams Impacted
Manufacturing/Distribution
IT Current status
Sourcing
Technology
Corporate Center
Human Resources Problem resolution strategy
Business Unit 1
Business Unit 2
Business Unit 3
Business Unit 4
Quantitive Section
Estimated Additional Revenues for Calendar Year (US$'000)
Investment Required (US$'000)
Investment Timing (US$'000) Risk Priority
1999 2000 2001 One Time Recurring 1999 2000 2001 2002 2003 (H, M, L) (H, M, L)
$500.0 $2,000.0 $10,000.0 $3,000.0 $200.0 $1,000.0 $2,000.0 L H
Qualitative SectionDescribe any intangible benefits of the opportunity
Status Reporting Template
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 47 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting Template
Illustrative
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
Business Unit Team:
Ref.Sub-Business
UnitGrowth Opportunity
Estimated Additional Revenues for Calendar Year (US$'000)
Investment Required (US$'000)
Investment Timing (US$'000) Risk Priority
1999 2000 2001 One Time Recurring 1999 2000 2001 2002 2003 (H, M, L) (H, M, L)
SF20
Utilize existing technologies to introduce new productsinto new markets
$500.0 $2,000.0 $10,000.0 $3,000.0 $200.0 $1,000.0 $2,000.0 L H
SF21
SF22
SF23
SF24
SF25
SF26
SF27
© Copyright IBM Corporation 2006Confidential Page 48 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting & Communication Overview
Inputs Theme/project definition Business case
Approach
Use seven keys to track theme/project performance Use stoplight approach to summarize key issues to management Review performance to budget
Outputs Individual status report Theme/Project team status report Integration with issue management
GovernanceStructure
Theme/project leader manages progress to workplan, reports on status TMO monitors performance progress to workplan, highlights issues
Resources
TMO Leader Initiative Leader Theme/project Leader
Templates Individual status report Theme/project status report Milestone List
Tools Individual status report: MS Word Theme/project status report: MS Word Other: SEC Transformation team web site
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 49 | IBM Project Management Office Solutions | 12/12/2006
Track Tasks and Initiate Corrective Action
Task Time
Project Leader Responsibilities
Task Time Complete
X
X
• Achievements
• Forecasts to complete
• Stoplight issues
• Recommended recovery actions
• Status of previous actions
Cost
Time
Cost Variance
Schedule Variance
Monitor Status of Tasks Record Milestone Achievements Prepare Weekly Reports
Time Now-ve scheduled variance
-ve cost variance
Budgeted expenditure
Actual cost of completed work
Monitor Cost and Schedule Performance Review Trends Implement Corrective Actions
Theme Leader Responsibilities
Safe Danger
Safe
Budgeted cost of completed work
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 50 | IBM Project Management Office Solutions | 12/12/2006
Consolidate Theme performance and action stop light issues
Risks
Cash FlowCost/Schedule Report
Benefits
Monitor
• Achievements
• Stoplight Issues
• Recovery Plan
ProgramProgress
ReportTheme 3
Theme 1
Theme 2Program
Weekly Action Plan
Weekly Review Meeting Agenda
• Achievements
• Themes
- Status
- Stoplights
• Program implications
• Cash flow, commitments and expenditure
• Morale
• Communications
• Risk management
• Scope changes, slippage and overruns
Nerve Center
TMO Responsibilities
Example: Transformation Management Office at SEC
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 51 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting Approach
Theme Leader, TMO reports program status to Initiative Leader,
Executive Committee
Theme Leader reports Theme status to TMO
Theme Lead report to project Theme Lead, , integration team
Theme Status Report• Progress vs. project keys of success (work and schedule, scope
management, stakeholder commitment, global team engagement, business benefits, risk management)
• Theme plan review • Required management decisions (owner, options, due date)• Next steps
TMO, Communication team report to Business Unit
Management
Theme Status Report• Progress vs. 7 keys of success (work and schedule, scope
management, stakeholder commitment, global team engagement, business benefits, risk management)
• Theme plan review (critical path issues)• Integration issue status• Required management decisions (owner, options, due date)• Next steps
Executive Committee Report• Progress vs. project keys of success (work and schedule, scope
management, stakeholder commitment, global team engagement, business benefits, risk management)
• Performance to Budget review• Program plan review (critical path issues)• Integration issue status• Required management decisions (owner, options, due date)• Next steps
Business Unit Management Report• High-level progress vs. 7 keys of success (work and schedule,
scope management, stakeholder commitment, global team engagement, business benefits, risk management)
• Program plan review• Required management support
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 52 | IBM Project Management Office Solutions | 12/12/2006
Theme/project performance will be assessed using the seven keys to success
Process: Seven Keys to Project Success
• Scope is Realistic and Managed (description, requirements, timeframe, resources/cost)
• Team is High-Performing (contact list, project managers, resources, identification of SMEs, cross-functional team-members, defined roles and responsibilities)
• Work & Schedule are Accurately Determined (project plan, high-level milestones by date, detailed approach with corresponding activities, status tracking & reporting, issues log, action plan)
• Stakeholders are committed (stakeholder assessment, who will this impact, are they committed, communication plan)
• Delivery Organization’s Benefits are Realized (project team’s goals)
• Business Benefits are Realized (alignment with organization’s strategy, alternatives considered, measuring and tracking of specified project benefits, project post-mortem)
• Risks are Mitigated (risk assessment and monitoring, assumptions to be validated, checkpoints to evaluate progress)
Example: Transformation Management Office at SEC
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 53 | IBM Project Management Office Solutions | 12/12/2006
Performance of each project against the “7 Keys” should be evaluated to help identify issues that may impact delivery
Integrated Project Plan Status Report
Stakeholders are committed
Business benefits are realized
Work and schedule are predictable
Team is high performing
Scope is realistic and managed
Risk are mitigated
Delivery organization’s benefits are realized
Manage integrated
project plan
Progress Report –Period #
Actions Red: Urgent, corrective action required immediately
Yellow: Warning, corrective action required near term
Green: Progressing according to plan
Integrated Project Plan Status Report
Stakeholders are committed
Business benefits are realized
Work and schedule are predictable
Team is high performing
Scope is realistic and managed
Risk are mitigated
Delivery organization’s benefits are realized
Manage integrated
project plan
Progress Report –Period #
Actions Red: Urgent, corrective action required immediately
Yellow: Warning, corrective action required near term
Green: Progressing according to plan
Example: Transformation Management Office at SEC
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 54 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting & Communication: Visual status reporting tools enable clear communication of project status to all levels of the TMO
Initiative Level
Theme/Project Level
Stoplight Reporting
RED: Concern that deliverables or milestones will not be met. No plans in place to recover the situation
YELLOW: Plan in place to recover from difficulties. Indicates some lack of confidence in plan.
GREEN: Plan exists and will meet all milestones and deliverables.
Zero Actions
Theme A
Three Actions
Theme B
Zero Actions
Theme C
One Action
Theme D
Four Actions
Org. 1 Summary
+ + + =
Four Actions
Org. 1 Summary
Zero Actions
Org. 2 Summary
Three Actions
Org. 3 Summary
Themes A-D Themes E-H Themes J-M
Example: Transformation Management Office at SEC
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 55 | IBM Project Management Office Solutions | 12/12/2006
Theme Status Reporting Can Include Entrance And Exit Criteria
Review 1 Protocycle 4 Exit Criteria The Review team should provide an assessment of this Review based on the criteria listed below by marking the appropriate boxes. The means to measure whether or not the criteria have been met is listed where applicable. The review team will consist of client management, Business Liaisons, and Business Unit Deployment Managers.
CRITERIA
Measurement Tool
Go Go w/ Caution
No Go
Exit Criteria
1.1
a) 95% or more of the Designated Requirements for PC1-PC4 have Final (F) approval status as a result of the validation walkthroughs;
b) 5% of the Designated Requirements for PC1-PC4 with noted exceptions have a Plan for Resolution. Appropriate SME’s/DM identifies validation review.
Q Drive Compliance
Matrix
Tm1 Tm2 Tm3 Tm4 Total Exit Criteria
Designated Requirements for PC1-PC4 79 193 113 86 471
Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39
Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed Categorization A. Design Concept Agreed to & SAP can or will be enhanced to meet
design concept - to be demonstrated in Integration & Test 4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3 0 1 4
D. Open Design Issue 3 4 2 3 12
E. Design Approach presented - some/minor disagreement 1 5 0 1 7
F. Requirement compliance not fully satisfied, recommend modification to requirement
0 0 0 2 2
Exit Review Committee Adjustments
Designated Requirements for PC1-PC4 79 189 113 84 465
Designated Requirements for PC1-PC4 with noted exceptions 3 6 2 3 14
Percent Acceptance 96.2 96.8 98.2 96.4 97.0
Notes: *If requirement was not planned for PC1-4 or if multiple exceptions were noted for the same requirement, they were not included in the total per team or overall total (52-13=39) For list of all exceptions and plan for resolution see Attachment A
Example Exit Criteria
CRITERIA Project Preparation Phase
Measurement Tool
Go Go w/ Caution
No Go
Entrance Criteria
Review
Ensure completion of work products and deliverables to enter project preparation phase. Client previously engaged to assess what ERP package fits their business requirements, and has selected SAP R/3 or wishes to select SAP R/3.
TEAM
1 TEAM
2 TEAM
3 TEAM
4 Team
5
Entrance Criteria - PMO/Project Management
Scoping and Feasibility study – Initial Fit/Gap analysis defined
Business Case defined
Opportunities identified
Technical Architecture Baseline drafted
Enterprise Area Scope Document completed
Risk and Mitigation Strategy identified
Critical Success Factors
Implementation and Roll Out Strategy drafted
High-level Project Plan developed
Project Proposal documented
CRITERIA Project Preparation Phase
Measurement Tool
Go Go w/ Caution
No Go
Entrance Criteria
Review
Ensure completion of work products and deliverables to enter project preparation phase. Client previously engaged to assess what ERP package fits their business requirements, and has selected SAP R/3 or wishes to select SAP R/3.
TEAM
1 TEAM
2 TEAM
3 TEAM
4 Team
5
Entrance Criteria - PMO/Project Management
Scoping and Feasibility study – Initial Fit/Gap analysis defined
Business Case defined
Opportunities identified
Technical Architecture Baseline drafted
Enterprise Area Scope Document completed
Risk and Mitigation Strategy identified
Critical Success Factors
Implementation and Roll Out Strategy drafted
High-level Project Plan developed
Project Proposal documented
Example Entrance Criteria
Example: Transformation Management Office at SEC
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 56 | IBM Project Management Office Solutions | 12/12/2006
Budget Tracking Serves As An Early Warning System
Status Reporting and Budget Reporting driven by the same metrics Statuses weighted with a work unit and dollar value by project phase ‘Mini Earned Value’ method matches schedule and cost to targets by project
phaseBPP’s for Protocycle Phase Exit Criteria
1.3 Business Process Procedures (BPP) and Work Step Instructions (WSI) are > 95% Complete. Remaining 5% scheduled for completion by 7/15
Ascendant BPP WSI
Reports
Tm1 Tm2 Tm3 Tm4 Total Exit Criteria
# of BPPs in Scope 1000 1020 1530 650 4200
# of BPPs Complete 661 512 584 343 2100
# of BPPs Incomplete 0 12 7 1 20
Percent Complete 66% 50.2% 38.2% 52.8% 51.8%
Notes: CTC expects to be at 96% complete by Jun 8.
Budget reports are integrated with
status reports.
Budget Tracking - Earned Value as of 3/6/2004
Description
Total Budget per Phase $
Forecasted Cost $ Actual Cost $
Total Work Units per Phase
Forecasted Work Units
Actual Work Units
Cost Indicator
Schedule Indicator Status
BPPs 4,000,000 1,600,000 1,600,000 4,200 1,800 2,100 100% 110% GInterfaces 5,000,000 2,000,000 1,900,000 250 100 100 102% 100% GConversions 2,500,000 1,250,000 1,100,000 400 200 180 110% 90% YEnhancements 1,500,000 750,000 500,000 100 50 40 67% 80% RChange Management 1,250,000 600,000 700,000 1,000 500 450 90% 90% YTraining 2,000,000 1,000,000 800,000 1,000 500 500 120% 100% GTechnical Infrastructure 1,000,000 500,000 500,000 N/A N/A N/A 100% 100% G
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 57 | IBM Project Management Office Solutions | 12/12/2006
Reporting Calendar (Documents)
FM W Th
1•Theme/Project Status Reports (Progress)
10•Issue Mgmt Report (Theme Mgmt)
T
42•Theme/Project Status Meeting Notes
8•Theme/Project Status Reports (Progress)
9•Theme/Project Status Meeting Notes
15•Theme/Project Status Reports (Progress)
16•Theme/Project Status Meeting Notes
22•Theme/Project Status Reports (Progress)
23•Theme/Project Status Meeting Notes
•Deliverables per Schedule
29•Theme/Project Status Reports (Progress, Budget)
31•Monthly Executive Committee Report
•Issue Mgmt Report (Theme Mgmt)
30•SC update (TMO)
11
18
25
3•Issue Mgmt Report (Theme Mgmt)
17•Issue Mgmt Report (Theme Mgmt)
24•Issue Mgmt Report (Theme Mgmt)
5•Team Reports (sub-team lead)
12•Team Reports (sub-team lead)
19•Team Reports (sub-team lead)
28•Team Reports (sub-team lead)
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 58 | IBM Project Management Office Solutions | 12/12/2006
Reporting Calendar (Meetings)
FM W Th
51 3
T
4•Integration Team Meeting
2•Theme/Project Status Meeting
•Communication Team Meeting
128 109•Theme/Project Status Meeting
19 15 1716•Theme/Project Status Meeting
•Communication Team Meeting
2622 2423•Theme/Project Status Meeting
•Initiative Leader Review of Deliverables per Schedule
29 31•Monthly Executive Committee Status update
30•Theme/Project Status Meeting
•Communication Team Meeting
11•Integration Team Meeting
18•Integration Team Meeting
25•Integration Team Meeting
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 59 | IBM Project Management Office Solutions | 12/12/2006
Transformation Team Communications - Reporting
Executive Status Update
Theme/Project Status Updates
Executive Management
TMO, Theme LeaderExecutive Committee
Executive Committee, TMO
TMOTheme LeaderExecutive Committee
Theme Leader
Executive Committee
TMO, Theme Leader TMO TMO, Theme Leader
Communication Type Content DeliveryContent Development AudienceContent Approval
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 60 | IBM Project Management Office Solutions | 12/12/2006
Transformation Team Communications – Theme Mgmt
Team Schedule
Communication Type Content DeliveryContent Development AudienceContent Approval
Design Review
TMOTheme LeaderExecutive Committee
Theme Leader
Executive Committee, TMO
Theme Leader, Team Members
TMO Theme Leader
Cross-project Issue TMOTheme Leader,
Integration TeamTMO
Theme Leader, Integration Team
Theme-specific IssueTMO, Theme
Leader Theme Leader, Team Members, Key Users Theme Leader
Theme Leader, Team Members
Issue SummaryTMO, Integration
ManagementCommunication Team, Theme Team Members
TMO, Theme Leader
Theme Leader
Lessons LearnedTMO, Theme
LeaderCommunication TeamTMO, Theme
LeaderCommunication Team
Transformation Program Glossary
Theme Team Members, Key
UsersCommunication Team
TMO, Theme Leader
Communication Team
Event CalendarTheme Team Members, Key
Users
TMO, Theme Leader, Communication Team
TMO, Theme Leader
Communication Team
Transformation Program Directory
TMO, Theme Leader
Communication Team TMO Communication Team
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 61 | IBM Project Management Office Solutions | 12/12/2006
Transformation Team Communication – Support Building
Executive Management
Communication Type Content DeliveryContent Development Audience
Theme Team Members
Theme Team Members
Content Approval
Transformation Program Executive Overview
Theme Team Members
TMO, Theme LeaderExecutive Committee
Executive Committee, TMO
Transformation Program Updates (Newsletter)
Theme Team Members, Key
Users
Communication Team, Theme Team Members
TMO, Theme Leader
Communication Team
Transformation Program Updates (Newsletter)
Theme Team Members, Key
Users
Communication Team, Theme Team Members
TMO, Theme Leader
Communication Team
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 62 | IBM Project Management Office Solutions | 12/12/2006
Theme/Project Status Report Summary
Activities to Plan Associated Deliverable
Status(Green, Yellow,
Red)
Corrective Action/ Required Decision
Owner
Work and Schedule
Scope Management
Team Engagement
Stakeholder Commitment
Business Benefits
Risk Management
Delivery Organization Benefits
ScopeWork and Schedule
StakeholdersBusiness Benefits
Risks
Overall Theme Status
TeamDelivery Org
Benefits
Example: Transformation Management Office at SEC
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 63 | IBM Project Management Office Solutions | 12/12/2006
Transformation Team Communication Review and Approval
Audience Communication Type Content Review
Content Approval
Content Delivery
Executive management Transformation Program benefits, actions required
TMO Executive Committee
Executive Committee
Business Unit executive management
Transformation Program Status Summary progress
TMO Executive Committee
TMO
Executive Committee Transformation Program Status (progress, decisions/actions required)
Project Mgmt TMO TMO, Project Mgmt
TMO Project Status Summary Project Mgmt Project Mgmt Project Mgmt
TMO Issue that impacts multiple projects- Inter-project scope
- Inter-project interdependencies
Project Mgmt, Integration Team
TMO TMO, Integration team
Transformation Program Members
Transformation Program benefits
Transformation Program progress
Event calendar
Project Mgmt TMO TMO
Transformation Program Members
Team tasks Team schedule
Team leads Sub-team lead
Sub-team lead
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 64 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting & Communication Resources
Transformation
Theme
TransformationManagement Office
Initiative
CEO
Transformation Executive Committee
Resources Governance Role
Provide status updates to SC (as appropriate)
Monitor schedule/budget/delivery-oriented Provide status updates to SC (as appropriate)
Monitor schedule/budget/delivery progress Provide status updates to SC
TMO Leader (pt) Communication/Change
Management Team
Manage reporting structure, schedule Manage development of status report
executive summaries Highlight key reporting issues
Initiative Leader (pt) Monitor schedule/delivery progress
Theme Leader (pt) Report theme/project progress
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 65 | IBM Project Management Office Solutions | 12/12/2006
Status Reporting & Communication Templates
Individual Status Report
Project Status Report Milestone List
Microsoft Word Document
Microsoft Word Document
Microsoft Word Document
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 66 | IBM Project Management Office Solutions | 12/12/2006
External Communication Overview
Inputs Theme/project definition Business case Theme/project status report
Approach
Assess key stakeholders Develop stakeholder management plan Assess organization change readiness Develop communication management plan Implement/monitor/update communication plan
Outputs Stakeholder management plan Change readiness assessment Communication management plan
GovernanceStructure
TMO manages development of stakeholder assessment, change readiness assessment, and communication strategy
TMO manages delivery of communication strategy Initiative Leader, Executive Committee, and Transformation Leader approve and support
communication strategy
Resources
Executive Committee TMO Leader Initiative Leader Theme/project Leader
Templates Stakeholder assessment Communication strategy
Tools Communication tools will vary according to communication strategy
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 67 | IBM Project Management Office Solutions | 12/12/2006
External Communication Objectives
Communicate and reinforce the business case Create awareness of the transformation
program by providing consistent messages that:- Educate and inform- Demonstrate commitment from all levels of the
organization- Encourage feedback
Build stakeholder ownership, commitment and readiness to change by keeping stakeholders across the company updated, involved, informed, motivated and engaged
Minimize anxiety and the spread of miscommunication
Encourage trust and confidence in the final outcome of the transformation during a period of disruption and uncertainty
Communication should focus on providing information to address stakeholder needs
Communication should provide the appropriate message at the appropriate time to the appropriate individual or group to enable appropriate action
A clear, tiered review and approval process/structure for communications will be observed- E.g. external content approved by TMO
Fulfill the varying informational needs of stakeholders and affected employees. - Make all affected employees aware of the project
initiative as soon as possible- Inform / get buy-in of executives responsible for
success- Address the curiosity of non-effected employees later in
the project
Establish two-way communication so employees know that their involvement is important and valued
Transformation Communication Objectives Guiding Principles
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 68 | IBM Project Management Office Solutions | 12/12/2006
The approach to external communication is an iterative approach that delivers targeted messages to stakeholders
SustainGo LiveFinal PrepRealizationBusinessBlueprint
PreparationEvaluation
Transformation Lifecycle
Awareness Questioning Acceptance Ownership
Org
an
iza
tion
al M
ora
le &
Pro
du
ctiv
ity
+
-
Assess Stakeholders
Target Communication Plan
Deliver Communication
Evaluate Results
Assess Stakeholders
Target Communication Plan
Deliver Communication
Evaluate Results
Managed external communication
Ad hoc external communication
Provide Information on Change
Build Commitment for Change
Communicate Responsibilities To Support Change
Resolve Concernsi
Example: Transformation Management Office at SEC
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 69 | IBM Project Management Office Solutions | 12/12/2006
Communication Management must be actively managed throughout the transformation
Opponent Floater/Follower Enthusiast
Lo
w
Med
ium
H
igh
REACTION TO CHANGE
This template is for mapping Stakeholder groups or key individuals.
LE
VE
L O
F IN
FL
UE
NC
E
LEVEL OF INFLUENCE
High
Medium
Low
Opponent Floater/Follower Enthusiast
Lo
w
Med
ium
H
igh
REACTION TO CHANGE
This template is for mapping Stakeholder groups or key individuals.
LE
VE
L O
F IN
FL
UE
NC
E
LEVEL OF INFLUENCE
High
Medium
Low
TO WHOM & ROLE
St a ke holde r
Individua l( s ) or Gr oup
S t a ke holder Role
Info
rm
al
Sta
tu
s B
rie
fin
gs
Pr
oje
ct
Sta
tus
Re
po
rt
Co
nfe
re
nc
e C
all
s
Pr
oje
ct
Te
am
e-m
ail
Pro
jec
t W
ork
ing
Se
ss
ion
s
Ve
nd
or e
-m
ail
Ve
nd
or
Co
nfe
re
nc
e C
all
s
Oth
er
Ve
nd
er
Co
nta
cts
Ex
ec
utiv
e B
rie
fin
gs Purpos e Fre que nc y Re s pons ible
for De live ryS ta tus
P X X
S X X X X X
T X X X X X
Type of Com m unic a tion/Conta c t
Sta
ke
ho
lde
r I
mp
or
tan
ce
(P
rim
ary
,
Se
co
nd
ary
,Te
rtia
ry
)
HOW MESSAGE IS DELIVERED
FROM WHOM & STATUS
MESSAGE & FREQUENCY
TO WHOM & ROLE
St a ke holde r
Individua l( s ) or Gr oup
S t a ke holder Role
Info
rm
al
Sta
tu
s B
rie
fin
gs
Pr
oje
ct
Sta
tus
Re
po
rt
Co
nfe
re
nc
e C
all
s
Pr
oje
ct
Te
am
e-m
ail
Pro
jec
t W
ork
ing
Se
ss
ion
s
Ve
nd
or e
-m
ail
Ve
nd
or
Co
nfe
re
nc
e C
all
s
Oth
er
Ve
nd
er
Co
nta
cts
Ex
ec
utiv
e B
rie
fin
gs Purpos e Fre que nc y Re s pons ible
for De live ryS ta tus
P X X
S X X X X X
T X X X X X
Type of Com m unic a tion/Conta c t
Sta
ke
ho
lde
r I
mp
or
tan
ce
(P
rim
ary
,
Se
co
nd
ary
,Te
rtia
ry
)
HOW MESSAGE IS DELIVERED
FROM WHOM & STATUS
MESSAGE & FREQUENCY
Involvement of a Communication/Change Management team for Theme Alignment, Kickoff and Training – Aids in identification and understanding of
expectations– Achieves alignment of all involved parties– Provides an opportunity for leadership to
demonstrate commitment
Developing a communications management plan establishes the – Types of messages to be communicated– Vehicles for delivering the messages– Frequency at which they will be given to the
various stakeholders (executives, broader organization, business partners)
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 70 | IBM Project Management Office Solutions | 12/12/2006
External Communication Channels
Examples of Communication Who Delivers Communication Main Audience
Customized Communication• Key Messages• Detailed Milestones• Detailed status updates• Expected impact to initiatives
Core Team Members Theme managers and/or project leads
Mid-Level Communication• Key Messages• Detailed Milestones• Detailed status updates• Expected stakeholder impacts
Theme Managers and program managers
All impacted Business Unit project managers
High-Level Communication• Key Messages• Main Milestones• Status updates
SponsorsExecutive CommitteeTMO
Broad global distribution
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 71 | IBM Project Management Office Solutions | 12/12/2006
External Communication Output
Stakeholder Analysis
How should we communicate?
Communication Management PlanD
aily
Re
spo
nsiv
e
Mon
thly
Qu
arte
rly
ExecutiveIT Staff
EngineersTrade Unions
Etc.
New
sletter
Personal Briefing
Team Briefing
Video/Letter/Mem
o
Training
Who are we trying to communicate with? How and
why?
When should we communicate?
The communicube defines what should be
communicated, to whom, when and how
We
ekly
Change Readiness Assessment
High
EngineeringMarketing
FinanceLegal
ITInfluence
Low
Resistors Floaters Champions
• Involvement Program• Feedback
Ability of the organization to manage change successfully based on past experience
Well Intentioned Poorly Extended Key
learning points
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 72 | IBM Project Management Office Solutions | 12/12/2006
Communication Management Plan Components
Tell people when will they hear more
Segment the audience
Communicate decisions quickly
Give key messages face-to-face
Recognize cultural differences
Num
ber
to
be
reac
hed
Personal impact
Press release
Personal letter
Face to face
Shareholders
EmployeesCustomers
SuppliersCommunication strategy plan
Be open when youcan
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 73 | IBM Project Management Office Solutions | 12/12/2006
Resources Governance Role
Lead SEC-wide communication Support SC communication Support customer/business partner communication
Review/approve communication management plan Support SEC-wide and business partner
communication
Review/approve communication management plan Support SEC-wide and business partner
communication
TMO Leader (pt) Communication/
Change Management Lead
Manage development and delivery of communication management plan to multiple external stakeholders (SEC, SC, customers, business partners)
Support SEC-wide, initiative, and theme-level communication
Manage communication consistency
Initiative Leader (pt) Review/approve communication management plan Support initiative-level and business partner
communication
Theme Leader (pt) Support theme-level employee communication
External Communication Governance
TransformationLeader
Theme Leader
TransformationManagement Office
Initiative Leader
CEO
Transformation Executive Committee
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 74 | IBM Project Management Office Solutions | 12/12/2006
External Communication Templates
Communication Management Plan
Microsoft Word Document
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 75 | IBM Project Management Office Solutions | 12/12/2006
Issue Management
Issue Management: To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 76 | IBM Project Management Office Solutions | 12/12/2006
Issue Management & Resolution Overview
Inputs Theme charter Theme/project definition Organizational skill inventory
Approach
Identify issues Assess issue impact on theme, initiative, and transformation effort Develop resolution plan Track resolution of issue through action log and change control process Escalate decision-making (as appropriate)
Outputs Issue document Issue log Integration into status reporting
GovernanceStructure
All members of transformation team identify issues Theme Leader, Initiative Leader, and Executive Committee approve issue resolution Theme Leader and TMO track, report on critical issues and resolution status
Resources TMO Leader Theme Leader Transformation Team Members
Templates
Issue document Issue log Action control document Action control log
Tools MS Word MS Excel Other: SEC Transformation web site, program collaboration tool
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 77 | IBM Project Management Office Solutions | 12/12/2006
A Program Tracking Mechanism needs to be established
- Obstacle-tracking mechanism- Escalation mechanism- Processes for issue resolution
Team: (Team Name)
Leader: (Leader Name)
Date: (Date)
Issue Name Issue Description Resolution Mechanism Resp.Date Due: Status
1234
etc
- Accountability for resolution- Follow through on open issues
Illustrative
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 78 | IBM Project Management Office Solutions | 12/12/2006
Project Issues Are Key Indicators Of A Project’s Progress And Must Be Resolved On A Timely Basis
Project issues are key indicators of a project’s progress and must be resolved on a timely basis
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 79 | IBM Project Management Office Solutions | 12/12/2006
Clearly defining and communicating the issue management process enables delivery teams to resolve issues and allows the PMO to manage to the end state
- Issues are identified and documented in program collaboration tool
- Issues are prioritized as high, medium, low based on overall impact to project objectives and degree of urgency
- An action plan is developed by the program teams
- A contingency plan is also developed for critical issues
- The action plan is reviewed in status meetings to monitor progress
- Issues are closed once action plan is complete and the issue is resolved
- Issues are reviewed and evaluated in the TMO status meetings
- Decisions are made to resolve or escalate the issue
- The program teams are responsible for tracking all issues in a standard database or tool
- The issue tracking database or tool will be updated before status meetings by the program teams
- Issues beyond the control of the program teams are escalated to the TMO, Initiative Leader, & Executive Committee
- Escalated issues continue to be tracked in the database or tool until final resolution
Identification Evaluation Tracking ResolutionEscalation(as necessary)
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 80 | IBM Project Management Office Solutions | 12/12/2006
PMO leadership should be monitoring and managing issues on an exception basis
Stoplight reporting
Unsatisfactory
Marginal
Satisfactory
Concern that deliverables/ milestones will not be met
No plans in place to recover the situation
Monthly review of program
Weekly review of projects
Weekly review of project work packages
Weekly review of work
package tasks
Critical program stoplight issues
Critical stoplight issues that may impact on overall program
Critical stoplight issues that will impact on that project
Initiative Leader
ThemeLeader
TeamMember
Agreed Actions
Agreed Actions
Agreed Actions
Plan in place to recover from difficulties
Indicates some lack of confidence in plan
Plan exists and will meet all milestones and deliverables
ExecutiveCommittee
TM
O
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 81 | IBM Project Management Office Solutions | 12/12/2006
Issue Management & Resolution Approach
Identificationof Issue
Enter issueinto Log
Email toLead
Theme/Project Leader opensIssue, assigns importance
and urgency Email toIssue Owner
Owner investigates issue, develops resolution plan,
reviews with manager
Owner enters resolution plan in issue log, reviews with
manager
Issue log update(resolution implemented)
Owner implements resolution Email to Issue Approver
Does resolution plan require
management involvement?
Define required management action, required decision/action date,
escalate to management (Theme/Project Status)Yes
Approver reviews resolution
Does implemented
resolution meet approver
requirements?
Approver approves resolution, closes issue
No
Yes
Approver defines changes required
Issue log update(open issue)
Email to Issue Owner
Issue log update(change required)
Issue log update(Issue closed)
No
Management makes decision/takes action
Issue log update(escalation)
Issue log update(decision)
Issue log update(resolution plan)
Entry to Issue Log(web collaboration tool)
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 82 | IBM Project Management Office Solutions | 12/12/2006
Example: Issue Resolution Process - Rational
Tools, Training, and Support
PMOTeams & Sites
Run report from PMOffice; review issues at PM
Community Mtg (Tues) and Cross Work Group Mtgs (Wed) to identify escalated SC issues
Document resolution
Steering Committee (SC)
Teams
Identify and document issues; provide issue summary in PMOfficeand request resolution at the appropriate escalation level (Work Stream,
Work Group, Global PMO, or Steering Committee)
Reviewissues
start
Send out communication on issue resolution & reiterate
at wkly meetings
Receive notification of issue resolution, document in PMOffice, and take appropriate action
end
Before Monday 8AM EST Each Week
On Mondays 8AM EST
After SC Mtgs
IntegrationLeadership (IL)
Receive design decisions
Inform ILof design decisions
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 83 | IBM Project Management Office Solutions | 12/12/2006
Issue Management & Resolution Output – Issue Identification
Issue No. Issue Status
Issue ID Issue Type
Issue Title Impacted Themes
Importance Urgency
Issue Originator Issue Identification Date
Resolution Required Date Days Open
Issue Description
Description
Impact
Issue Resolution
Issue Open Date Issue Owner
Assigned to (Team) Assigned to (Individual)
Escalation Approval Status
Resolution Date Approval Date
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 84 | IBM Project Management Office Solutions | 12/12/2006
Issue Management & Resolution Governance
Identificationof Issue
Enter issueinto Log
Manager opensIssue, assigns importance
and urgency
Owner investigates issue, develops resolution plan,
reviews with manager
Owner enters resolution plan in issue log, reviews
with manager
Owner implements resolution
Does resolution plan require
management involvement?
Define required management action, required decision/action date, escalate to management
(Theme/Project Status)Yes
Approver reviews resolution
Does implemented
resolution meet approver requirements?
Approver approves resolution, closes
issue
No
Yes
Approver defines changes
required
No
Management makes decision/takes action
Identificationof Issue
Enter issueinto Log
Manager opensIssue, assigns importance
and urgency
Owner investigates issue, develops resolution plan,
reviews with manager
Owner enters resolution plan in issue log, reviews
with manager
Owner implements resolution
Does resolution plan require
management involvement?
Define required management action, required decision/action date, escalate to management
(Theme/Project Status)Yes
Approver reviews resolution
Does implemented
resolution meet approver requirements?
Approver approves resolution, closes
issue
No
Yes
Approver defines changes
required
No
Management makes decision/takes action
TMO Issue that impacts one or more of the following- Theme-level scope, Transformation
Program guiding principles, business model, timeline, Theme/project financials, Change management
TMO, Initiative leader
Issue that impacts multiple themes- Inter-project scope, Inter-theme
interdependencies
Impact of issue limited to a single theme- Process details (no significant impact to
process design), Configuration details
Issue Type
Theme leader or team lead
Issue Manager
TMO Issue that impacts one or more of the following- Theme-level scope, Transformation
Program guiding principles, business model, timeline, Theme/project financials, Change management
TMO, Initiative leader
Issue that impacts multiple themes- Inter-project scope, Inter-theme
interdependencies
Impact of issue limited to a single theme- Process details (no significant impact to
process design), Configuration details
Issue Type
Theme leader or team lead
Issue Manager
Executive committee Transformation
Leader TMO Initiative Leader Theme Leader Project Leader Project team member Key User Subject Matter
Advisor
Issue Initiators
Executive committee Transformation
Leader TMO Initiative Leader Theme Leader Project Leader Project team member Key User Subject Matter
Advisor
Issue Initiators
TMO Issue that impacts one or more of the following- Initiative-level scope- Transformation guiding principles- business model- Transformation timeline- Financials- Change management
TMO, Theme leader
Issue that impacts multiple themes- Inter-project scope- Inter-project interdependencies
Impact of issue limited to a single theme- Process details (no significant impact to
process design)- Configuration details
Issues determined by TMO to require Executive Committee decisions
Issue Type
Theme leader
Executive Committee
Decision-making body
TMO Issue that impacts one or more of the following- Initiative-level scope- Transformation guiding principles- business model- Transformation timeline- Financials- Change management
TMO, Theme leader
Issue that impacts multiple themes- Inter-project scope- Inter-project interdependencies
Impact of issue limited to a single theme- Process details (no significant impact to
process design)- Configuration details
Issues determined by TMO to require Executive Committee decisions
Issue Type
Theme leader
Executive Committee
Decision-making body
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 85 | IBM Project Management Office Solutions | 12/12/2006
Issue Management & Resolution Templates
Issue Document
Microsoft Word Document
Action Control Document
Microsoft Word Document
Action Control Log
Microsoft Word Document
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 86 | IBM Project Management Office Solutions | 12/12/2006
Change Control
Change Control: To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of theapproved Amendments.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 87 | IBM Project Management Office Solutions | 12/12/2006
Controlling changes will be a constant task for the project and program manager. No matter how well planned your programs unforeseen events will impact on the scope, timeframes and resources originally anticipated.
Change Control
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
There are four basic steps for managing program change
IncorporateAgree
Assess
Register
Change Request
Reject
• Register
• Assess impact
• Agree or reject
• Incorporate into baseline plan
.... ripple factor
The level at which approval is required depends upon the impact of the change
Within project
Within the program
Outside the program
Impact Who agrees
Project Manager
Program Manager
Program Sponsor/Steering Group
© Copyright IBM Corporation 2006Confidential Page 88 | IBM Project Management Office Solutions | 12/12/2006
A Disciplined Change Control Process Is Required to Manage Risk and Enable Scope Control
Process Scope
Functionality Scope
Organizational Scope
Technical Enhancements
Scope
Technical Infrastructure
Scope, Security
Interface Scope
Data Conversion Scope
Reports and Forms Scope
Lev
ers
of
Sco
pe
Teams
Change Control Form
Business Case Trade-off documentation
Change Control Board
Change Control Board
Cross-BU representation
Team Leads PMO
Reviews Scope Control Document
Review contingency funding Accept; send to PMO Reject; return to team
Project Leadership
Project Leadership
Reviews Scope Control Document Accept; send to Executive Board Reject; return to CCB
Executive BoardExecutive Board
Reviews Scope Control Document Accept; return to PMO for
incorporation in Project Plan and Business Case
Reject; return to PMO with rationale
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 89 | IBM Project Management Office Solutions | 12/12/2006
Contract and Financial Management
Contract and Financial Management: Manage the procurement and contracts with external vendors. Monitor and maintain financial documents
e.g. achievement of targets.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 90 | IBM Project Management Office Solutions | 12/12/2006
Contract activities include:
High-level then detailed definition of requirements
Requests for tenders / proposals / quotations
Supplier selection and contract drafting
Monitoring supplier performance
Acceptance of deliverables and authorization of payments
The Contract & Third Party Administrator acts as a buffer between suppliers and the Program, and provides consistency across the contract negotiations.
Program OfficeContract & Third Party Administration
Program Management& Workstreams
Third Party Supplier A
Third Party Supplier B
Third Party Supplier D
Third Party Supplier C
Third Party Supplier E
EXAMPLE SUPPLIER MANAGEMENT APPROACH
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Contract Management
© Copyright IBM Corporation 2006Confidential Page 91 | IBM Project Management Office Solutions | 12/12/2006
Financial Management
NOTESSummation of key points surrounding this report. Likely to include references to:• data not available at time of production• costing applied to man -days• any accounts problems
MAN-DAY DATAAll man-day data is keyed to the appropriate sheet with the Program Costs worksheet
COST DATA (BUS INESS UNITS)All expense data derived from the individual Business Unit costs centres are keyed to the appropriate table in the ‘Summary Data’ sheet.
COST DATA (CENTRE ACTUALS)Centre actuals data is keyed direct to the ‘Summary Graphs’ sheet.
Company XYZ
NOTESSummation of key points surrounding this report. Likely to include references to:• data not available at time of production• costing applied to man -days• any accounts problems
MAN-DAY DATAAll man-day data is keyed to the appropriate sheet with the Program Costs worksheet
COST DATA (BUS INESS UNITS)All expense data derived from the individual Business Unit costs centres are keyed to the appropriate table in the ‘Summary Data’ sheet.
COST DATA (CENTRE ACTUALS)Centre actuals data is keyed direct to the ‘Summary Graphs’ sheet.
Company XYZ
NOTESSummation of key points surrounding this report. Likely to include references to:• data not available at time of production• costing applied to man -days• any accounts problems
MAN-DAY DATAAll man-day data is keyed to the appropriate sheet with the Program Costs worksheet
COST DATA (BUS INESS UNITS)All expense data derived from the individual Business Unit costs centres are keyed to the appropriate table in the ‘Summary Data’ sheet.
COST DATA (CENTRE ACTUALS)Centre actuals data is keyed direct to the ‘Summary Graphs’ sheet.
Company XYZ
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
PMIP – Program Costs (Accounts Actual)
© Copyright IBM Corporation 2006Confidential Page 92 | IBM Project Management Office Solutions | 12/12/2006
Resource Management
Resource Management: Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 93 | IBM Project Management Office Solutions | 12/12/2006
Resource Management Overview
Inputs Theme charter Theme/project definition Organizational skill inventory
Approach
Gather key inputs Develop theme/project organizational structure Define theme/project skill requirements Match theme/project skill requirements to organization constraints (skills, availability) Assess gaps, develop resolution plan (training, staff acquisition, staff augmentation) Update theme/project sequencing/scheduling and benefits/costs cases
Outputs
Theme/project resource plan Theme/project organizational structure Resource plan Feedback on theme sequencing
GovernanceStructure
PMO manages organizational skill inventory Theme leader manages development of resource plan Resource plan reviewed and approved by PMO and Initiative Leaders
Resources PMO Leader Initiative Leader Theme Leader
Templates
Organizational breakdown structure Resource plan Staff list Resource schedule Staff schedule
Tools MS Word
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 94 | IBM Project Management Office Solutions | 12/12/2006
Resource Management Approach
Develop Theme Org Structure
Develop Theme Org Structure
Theme charter Theme/project
definition Organizational skill
inventory
Assess Skill Gaps
Assess Skill Gaps
Update Theme Sequencing
Update Theme Sequencing
Develop Resource Plan
Develop Resource Plan
Understand ConstraintsUnderstand Constraints
Key Inputs Define Skill RequirementsDefine Skill
Requirements
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 95 | IBM Project Management Office Solutions | 12/12/2006
Resource Management Outputs
Contents- Theme/project team org
chart, roles, responsibilities- Interfaces with business
units, GAG
Format- MS Word
Contents- Skills Inventory- Role- Required utilization- Incremental skill
requirements- Training/acquisition plan- Costs- Assumptions
Format- MS Word
Organizational Breakdown Structure
Resource Plan
Contents- Process Change teams- Org Change teams- Infrastructure teams- Utilization schedule- Sourcing organization- Costs
Format- MS Excel
Resource Schedule
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 96 | IBM Project Management Office Solutions | 12/12/2006
Resource Management Governance
Resources Governance Role
Review/approve resource plan
Review/approve resource plan Align business unit/functional support for
resources
TMO Leader TMO Operations Business case advisor Subject matter advisors
(HR)
Manage SEC skills inventory Review resource plan, highlight impact on
other themes
Initiative Leader Approve resource plan within initiative Align business unit/functional support for
resources
Theme Leader Subject matter advisors
(HR)
Develop resource plan, skill requirements Manage theme resource
TransformationLeader
Theme Leader
TransformationManagement Office
Initiative Leader
CEO
Transformation Executive Committee
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 97 | IBM Project Management Office Solutions | 12/12/2006
Resource Management Templates
Staff List
Organizational Breakdown Structure
Staff Schedule
Resource Schedule
Microsoft Excel Worksheet
Microsoft Word Document
Microsoft Word Document
Microsoft Word Document
Resource Plan
Microsoft Word Document
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 98 | IBM Project Management Office Solutions | 12/12/2006
Resource Allocation and Tracking
Use resource tracking template in order to… Track actual resource
usage against project plan
Identify incremental resource requirements and to request additional resources
Identify necessary adjustment to schedule/milestones
Identify and communicate additional resource requests and/or schedule adjustments as early as possible
TotalsActivities Consultant
Establish Baseline1) Select & train team members 1 1 0.5 2.5
Create training documentTrain team members
2) Identify required data 1 1 2Review strategic plansUnderstand existing initiatives / improvement plansIdentify shelf data Review available dataAdapt data requests
3) Develop & submit data request for baselines 1 1 2Staff HeadcountOverall cost structuresOrganization charts
Determine redesign processes financial impactDetermine any additional cost savings efficiencies
Totals 6 6 3 3 3 21Final Meeting -- Develop Action Plans1) Develop actionable implementation plan 2 2 1 0 5
Calculate savings / investment requirementsDetermine enablers to recommendationsDetermine impact of recommendations cross-functionally
2) Determine timing and responsibilities 0 2 1 1 4Determine which senior executive is responsible for
which recommendationCoordinate "roll-out" of recommendations to minimize
confusion and disruption to ItochuAssign responsibility to "owners"
3) Facilitate implementation team building 1 1 1 3
Totals 2 5 3 1 1 12Grand Totals
Total # of days 36 42 11 7 7 103
Number of DaysConsultant 1 Consultant 2 Consultant 3 Consultant 4
TotalsActivities Consultant
Establish Baseline1) Select & train team members 1 1 0.5 2.5
Create training documentTrain team members
2) Identify required data 1 1 2Review strategic plansUnderstand existing initiatives / improvement plansIdentify shelf data Review available dataAdapt data requests
3) Develop & submit data request for baselines 1 1 2Staff HeadcountOverall cost structuresOrganization charts
Determine redesign processes financial impactDetermine any additional cost savings efficiencies
Totals 6 6 3 3 3 21Final Meeting -- Develop Action Plans1) Develop actionable implementation plan 2 2 1 0 5
Calculate savings / investment requirementsDetermine enablers to recommendationsDetermine impact of recommendations cross-functionally
2) Determine timing and responsibilities 0 2 1 1 4Determine which senior executive is responsible for
which recommendationCoordinate "roll-out" of recommendations to minimize
confusion and disruption to ItochuAssign responsibility to "owners"
3) Facilitate implementation team building 1 1 1 3
Totals 2 5 3 1 1 12Grand Totals
Total # of days 36 42 11 7 7 103
Number of DaysConsultant 1 Consultant 2 Consultant 3 Consultant 4
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Illustrative
© Copyright IBM Corporation 2006Confidential Page 99 | IBM Project Management Office Solutions | 12/12/2006
Managing the People Dimension
Carry Out Stakeholder AnalysisComplete Change Readiness Assessment
High
EngineeringMarketing
FinanceLegal
ITInfluence
Low
Blockers Floaters Champions
• Involvement Programme• Feedback
Ability of the organisation to manage change successfully based on past experience
Well Intentioned Poorly Extended
Key learning points
Resource & Team Management
•Leadership
•Management
•Responsibilities
•Development
•Competencies
•Experience
•Training
•Skills Transfer
•Coaching
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 100 | IBM Project Management Office Solutions | 12/12/2006
Document Management
Document Management: Provision of common templates, naming standards and maintenance of program files and deliverables.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 101 | IBM Project Management Office Solutions | 12/12/2006
Document management is another factor which contributes to the effective
functioning of a Program. Poor document management procedures could lead to a
number of issues:
• Development of software taking place using outdated versions of requirements
• Program/project staff unable to find key documents
• Review comments on program documentation not being incorporated due to
poor workflow
Approach to document management:
• Standardize formats
• Open access to key documents
• Implement version control
• Implement library physical and electronic with standard names and structures
• Consider software tools for ‘workflow’
Document ManagementProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 102 | IBM Project Management Office Solutions | 12/12/2006
Project Documentation - the Team Operating Guide
The Team Operating Guide is a central repository of resources that project teams need to be successful on the project. The guide includes standard policies, procedures, programs, models, processes, and other information. Provides teams with a central place to easily clarify and access standards, policies, and
resources Helps the PMO and Team Leads identify core team processes before the team kickoff.
These processes may potentially prevent team problems from arising Communicates a set of operating standards to the teams, which clarifies expectations of
individual members and creates an organized image of the project Acts as an orientation guide for assimilating new members onto the project
Without such guidelines, the following things may occur: Team members may spend precious project time developing or seeking out core policies and
processes, rather than on workplan tasks to meet project goals. Operating standards may not be developed or followed by teams, creating a chaotic project
environment or the appearance of chaos outside the project team.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 103 | IBM Project Management Office Solutions | 12/12/2006
Team Member Information
Performance Management
Who’s Who on the Project Team Team Roster and Organizational Chart Team Phone List and Location Finder Team Member Biographies and Areas of
Expertise Team Finder - Who to go to for what resources
Project Team communications and standing meetings
Team recognition programs Performance measures Coaching Program Conflict resolution tips and processes
Project Documentation - contents of the Operating Guide
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Illustrative
© Copyright IBM Corporation 2006Confidential Page 104 | IBM Project Management Office Solutions | 12/12/2006
Operating Standards
Stakeholder and Organizational Information
Project Documentation - Contents of the Operating Guide (cont’d)
Working standards Confidentiality/Firewall Requirements Document standards Document management and archival Issue resolution Action item handling Time reporting and calendar management
Effective meeting guidelines and reporting expectations
Stakeholder interaction guidelines and reporting expectations
Organizational information Organization chart Organization background, history Project history, mission, vision
Stakeholder deliverable review Glossary of terms
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 105 | IBM Project Management Office Solutions | 12/12/2006
Documentation Management Overview
Inputs Theme/project definition
Approach Define documentation standards Define documentation hierarchy, access, approval, distribution policies
Outputs Documentation management policies Document repository integrated into program collaboration tool
GovernanceStructure
TMO defines documentation management policies TMO/Theme Leader enforces documentation management policies
Resources
TMO Leader (pt) TMO Operations Support (pt) Theme Leader (pt)
Templates
Tools
Ascendant Program collaboration tool
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 106 | IBM Project Management Office Solutions | 12/12/2006
Document access Control
Hierarchy Type of Access Members with AccessExecutive Committee Read files
Add filesEdit/delete filesChange hierarchy
Executive SponsorExecutive CommitteeTMOCommunication Lead
TMO Read filesAdd filesEdit/delete files
Executive Sponsor (read-only)Executive Committee (read-only)TMOTheme LeaderIntegration LeadCommunication TeamBusiness Unit Rollout Management
Theme Management Read filesAdd filesEdit/delete files
Executive Sponsor (read-only)Executive Committee (read-only)TMO Theme LeaderIntegration TeamCommunication TeamTeam LeadsBusiness Unit Rollout Management
Theme Teams Read filesAdd filesEdit/delete files
Executive Sponsor (read-only)Executive Committee (read-only)TMOTheme LeaderIntegration TeamTeam LeadsTeam Members (to appropriate team rooms)
Administration Add membersDelete membersChange hierarchy
Database Administrator
Example: Transformation Management Office at SECProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 107 | IBM Project Management Office Solutions | 12/12/2006
Documentation Management Tool (Illustrative)
Ascendant is a implementation methodology that is currently being used by the SAP Blueprint team
The team is using a web-based tool that has the Ascendant integrated
For the SAP Blueprint team website, see http://www.ascendanterp.ihost.com
Example: Transformation Management Office at SEC Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 108 | IBM Project Management Office Solutions | 12/12/2006
Infrastructure Management
Infrastructure Management: Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 109 | IBM Project Management Office Solutions | 12/12/2006
Infrastructure Management
Suggested DeliverablesKey Activities
Objectives:Ensure physical program team environment is setup prior to the need to ensure high performing team resources and organizations. Ensure program tools, capabilities required such as network access, desks, phones, website tools, project planning tools, collaborative tools, testing environments and team rooms are established.
Develop project infrastructure plan Define accountabilities Develop project plan and link to key
master plan milestones
Program Infrastructure Plan
Project Infrastructure
Ensure Program Facilities, Technology, Logistics
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 110 | IBM Project Management Office Solutions | 12/12/2006
Quality Management
Quality Management: Review of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 111 | IBM Project Management Office Solutions | 12/12/2006
Produce ProgramQuality plan
Produce ProjectQuality plans
Perform Program and project reviews
to ensure adherence to quality plans
Update procedures from review findings
It is important that Quality control and assurance processes are defined at the start of the Program and then monitored throughout the whole lifecycle. Without these procedures in place there would be no defined standards for documents, or for Program reviews. This could lead to some of the most basic Program quality functions not being met i.e. regular reviews at a project and Program level.
Quality Management
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 112 | IBM Project Management Office Solutions | 12/12/2006
QA & Standards Enablement Overview
Inputs
Theme charter Theme/project definition Theme/project status reports Theme/project deliverables
Approach
Develop quality plan Integrate quality plan into theme/project plans At each theme/project stage gate, perform QA review Recommend corrective action Track theme/project QA compliance
Outputs Quality plan QA reviews
GovernanceStructure
PMO manages Quality plan development and QA reviews Initiative Leader/executive committee approve corrective actions Theme Leader implements/reports on quality procedures and corrective actions
Resources PMO Leader QA subject matter advisor Theme Leader
Templates Quality Plan QA Reviews
Tools MS Word
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 113 | IBM Project Management Office Solutions | 12/12/2006
QA reviews are embedded in the gate review approach
SustainGo LiveFinal PrepRealizationBusinessBlueprint
PreparationEvaluation SustainGo LiveFinal PrepRealizationBusinessBlueprint
PreparationEvaluation
Gate ReviewProcess
GateGo-Live Checklist
Go-Live
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed CategorizationA. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3 0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465Designated Requirements for PC1-PC4 with noted exceptions 3 6 2 3 14Percent Acceptance 96.2 96.8 98.2 96.4 97.0
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed CategorizationA. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3 0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465Designated Requirements for PC1-PC4 with noted exceptions 3 6 2 3 14Percent Acceptance 96.2 96.8 98.2 96.4 97.0
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed Categorization
Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed CategorizationA. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3
A. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3 0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465Designated Requirements for PC1-PC4 with noted exceptions 3
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465Designated Requirements for PC1-PC4 with noted exceptions 3 6 2 3 14Percent Acceptance 96.2 96.8 98.2 96.4 97.0
Gate ReviewProcess
GateGo-Live ChecklistGo-Live Checklist
Go-Live
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed CategorizationA. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3 0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465Designated Requirements for PC1-PC4 with noted exceptions 3 6 2 3 14Percent Acceptance 96.2 96.8 98.2 96.4 97.0
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed CategorizationA. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3 0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465Designated Requirements for PC1-PC4 with noted exceptions 3 6 2 3 14Percent Acceptance 96.2 96.8 98.2 96.4 97.0
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
Protocycle 4 Exit Criteria
CRITERIAMeasurement
ToolGo Go w/
CautionNo Go
Exit Criteria
1.1a) 95% or more of the Designated Requirements for PC1-PC4 have
Final (F) approval status as a result of the validation walkthroughs; b) 5% of the Designated Requirements for PC1-PC4 with noted
exceptions have a Plan for Resolution. Appropriate SMEs/DM identifies validation review.
Q DriveCompliance
Matrix
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471
RTC FIN CTC MP Total
Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed Categorization
Designated Requirements for PC1-PC4 with noted exceptions* 8 20 2 9 39Percent Acceptance 89.8 89.6 98.2 89.5 91.7
Proposed CategorizationA. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3
A. Design Concept Agreed to & SAP can or will be enhanced to meet design concept - to be demonstrated in Integration & Test
4 5 0 1 10
B. Requirement to be satisfied by a Report - not yet developed but within BW/R/3 Capability
0 3 0 1 4
C. Interface not yet written - unable to demonstrate 0 3 0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 1 4D. Open Design Issue 3 4 2 3 12E. Design Approach presented - some/minor disagreement 1 5 0 1 7F. Requirement compliance not fully satisfied, recommend modification to requirement
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465Designated Requirements for PC1-PC4 with noted exceptions 3
0 0 0 2 2
Exit Review Committee AdjustmentsDesignated Requirements for PC1-PC4 79 189 113 84 465
’’’’’’’’
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 114 | IBM Project Management Office Solutions | 12/12/2006
Resources Governance Role
Approve QA corrective actions across initiatives
PMO Leader (pt) QA subject matter
advisor (pt)
Establish QA standards, procedures Manage QA review
Initiative Leader (pt) Approve QA corrective actions across within initiatives
Theme Leader (pt) Manage resolution of corrective actions identified during QA review
QA & Standards Enablement Governance
TransformationLeader
Theme Leader
TransformationManagement Office
Initiative Leader
CEO
Transformation Executive Committee
Program Management OfficePlanning & Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
KnowledgeManageme
nt
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 115 | IBM Project Management Office Solutions | 12/12/2006
QA & Standards Enablement Templates
Quality Plan
QA Review
Microsoft Word Document
Microsoft Word Document
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 116 | IBM Project Management Office Solutions | 12/12/2006
Project Performance Measurement – Use KPIs and Balance Scorecards
For any program to be successful, rigorous performance tracking is necessary.
Explicit and measurable goals and objectives should be established from the beginning of the program
Set key performance/control indicators (KP/CIs) at the beginning of the project
Use balanced scorecards to measure the success of program initiatives
Key Performance Indicators (KPI's) are: directly actionable aligned with corporate strategy predictive of financial results limited to a few “critical” measures for each measurement center linked from executive management to the front-line performers balanced to include customers, processes, and organizational learning
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 117 | IBM Project Management Office Solutions | 12/12/2006
Corporate vision along w/ resulting KPI’s
Divisional planningstrategy implementation
along with resulting KPI’s
Operational application of corporate visionand divisional planning along with KPI’s
Key Performance Indicators (KPI's) are the links between strategic vision and implementation
Program Management OfficePlannin
g & Monitori
ng
Issues Manage
ment
Change Control
Contract & Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality Manage
ment
Risk Manage
ment
BenefitsManage
ment
Knowledge
Management
Comm. &
Reporting
© Copyright IBM Corporation 2006Confidential Page 118 | IBM Project Management Office Solutions | 12/12/2006
Process of Developing KPI's
Process of developing KPI's involves
Understand the objectives for all relevant stakeholders Analyze the dynamic environment where business activities and stakeholder
objectives are linked, to identify and select the KPI's From the list of candidate KPI's, assess each of the Key Performance Indicators
on the following criteria: predicts financial results drives appropriate behavior
Filter the resultant KPI's through the following set of screens: linked from executive management to front line employees limited for each measurement center to a total of 7
Learn from the KPI's by integrating them into the program management cycle
Program Management OfficePlanning
& Monitorin
g
Issues Managem
ent
Change Control
Contract & Fin. Mgmt.
ResourceManagem
ent
Document
Management
Infrastructure
ManagementQuality
Management
Risk Managem
ent
BenefitsManagem
ent
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 119 | IBM Project Management Office Solutions | 12/12/2006
Process of Defining KPI's
There are two dimensions to consider when defining KPI's: Criteria: defines the importance of the criteria to each individual project within the integration
program, and hence what KPI's should be applied to the program, which enables in turn the specification of the KPI. Correctness--authority (internal, legal/regulatory), and compliance with that authority (consistent with
the intent of the rules) Completeness--accomplishment of the full scope of intended goals and targets Timeliness--duration of a cycle, and/or completion on time, as examples Accuracy--the actual result is consistent with the intent Cost/capacity--productivity/utilization/availability of resources, and their efficient application
Characteristics: defines the measurement of the KPI, specifically in terms of: Metric(s)--the definition of the KPI Segmentation(s)--the partitions by which the measure might be analyzed, to understand the reasons
for performance, in order to take action Period/Frequency--both the time period covered by the measure, and the frequency of reporting the
measure Metric compared to--the comparisons/benchmarks to be used in the evaluation of performance
Program Management OfficePlanning &
Monitoring
Issues Manageme
nt
Change Control
Contract & Fin. Mgmt.
ResourceManageme
nt
Document Manageme
nt
Infrastructure
ManagementQuality
Management
Risk Manageme
nt
BenefitsManageme
nt
Knowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 120 | IBM Project Management Office Solutions | 12/12/2006
Critical Success Factors Priorities Key Performance
Measures1997
Actuals1998
YTD Actual1998 YTDB/(W) Plan
1998Outlook
Balanced Scorecard captures performances in critical areas
Illustrative
Program Management OfficePlanning
& Monitori
ng
Issues Manage
ment
Change Control
Contract & Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
ManagementQuality
Management
Risk Manage
ment
BenefitsManage
ment
Knowledge
Management
Comm. &
Reporting
© Copyright IBM Corporation 2006Confidential Page 121 | IBM Project Management Office Solutions | 12/12/2006
Risk Management
Risk Management: Capture and subsequent trigger for review of defined program risks.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 122 | IBM Project Management Office Solutions | 12/12/2006
Risk Mitigation & Management Overview
Inputs
Theme/project definition Resource plan Theme/project status reports Issue log
Approach
Continuously identify risks Assess risk impact on themes, initiatives, and transformation Develop risk mitigation plan Integrate with theme/project plan and/or issue management process as appropriate Monitor risk/implement mitigation plan as appropriate
Outputs Risk management plan Risk occurrence
GovernanceStructure
PMO/Theme/project leader identify risks and develop risk mitigation plan Initiative Leader/Executive Committee approve risk mitigation plan
Resources
PMO Leader Initiative Leader Theme/project Leader
Templates
Risk Definition Risk Mitigation Plan Risk occurrence Change Request
Tools MS Word
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 123 | IBM Project Management Office Solutions | 12/12/2006
The nature of Programs, and the associated uncertainty, means that inherent risks are always a threat to success. Program and project managers must be proactive in identifying potential risks, and ensuring appropriate mitigating actions are taken, before these risks impact the cost, timescales or quality of project deliverables. Procedures for the identification and management of project risks should be implemented and enforced.
Risk needs to be assessed to ensure program success
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Probability that risk will occur
Probable
UnlikelySlight Severe
Impactif it occurs
Mitigation (withcontingency)
Monitor
Avoidance andMitigation
Avoidance
© Copyright IBM Corporation 2006Confidential Page 124 | IBM Project Management Office Solutions | 12/12/2006
Risk and Issue Management and Mitigation is a Key to Program Success
Implement Mitigation
Project Risk Management ProcessAssessAssess
Identify Risks/Assign Risk OwnerAnalyze Risks
Baseline Risks
PlanPlan
Develop MitigationPlans
Develop ContingencyPlans
Develop MitigationPlans
Develop ContingencyPlans
ControlControl
Monitor Risk Status
Plans
Conduct Risk ReviewMeetings
Monitor Contingency Plans
ReRe--evaluate Risksevaluate Risks Risk MaterializesRisk Materializes
Send to Issue Management
Close out Risk
SignificantRisk
MinorRisk
MinorRisk
MajorRisk
Significant RiskMinorRisk
MaximumRisk
MajorRisk
Significant Risk
Low Medium High
PROBABILITYRisk will Materialize
Low
Med
ium
Hig
h
IMP
AC
Ton
Pro
gram
if R
isk
Mat
eria
lizes
Develop Management and Monitoring
The PMO will leverage a comprehensive Risk Management Process to Manage Risks and Issues
Risks and Issues will be Identified, Classified and Prioritized
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 125 | IBM Project Management Office Solutions | 12/12/2006
Risk management approach
Continuous risk management requires that risks be identified throughout the project, not as a one-time only activity during the planning of the project. The PMO should analyze risks on an ongoing basis to deal with changing conditions and priorities on the project. As new risks are identified, strategies and plans to deal with them will be developed.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 126 | IBM Project Management Office Solutions | 12/12/2006
Risk management will impact other PMO activities
Risks
Issues
Resolved
… materialize into…
… when proactive action is needed
become…
… needing time to resolve
become…
… that are completed are …
… dealt with immediately are …
Issue Management Approach
Each organization will track and manage their own risks, issues and problems
The PMO provides an established governance structure for coordinating cross-organizational resolution as well as a clearly defined path for escalation as appropriate
PMO visibility across organizations prevent issues from being lost in hand-offs
Standards for issue management promote common more comprehensive approach to risk and impact assessment as well as solution development
Role of the PMO
Problems
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
Infrastructure
Management
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 127 | IBM Project Management Office Solutions | 12/12/2006
A Disciplined Change Control Process Is Required to Manage Risk and Enable Scope Control
Process Scope
Functionality Scope
Organizational Scope
Technical Enhancements
Scope
Technical Infrastructure
Scope, Security
Interface Scope
Data Conversion Scope
Reports and Forms Scope
Lev
ers
of
Sco
pe
Teams
Change Control Form
Business Case Trade-off documentation
Change Control Board
Change Control Board
Cross-BU representation
Team Leads TMO
Reviews Scope Control Document
Review contingency funding Accept; send to TMO Reject; return to team
Theme Leadership
Theme Leadership
Reviews Scope Control Document Accept; send to Executive Board Reject; return to CCB
Executive BoardExecutive Board
Reviews Scope Control Document Accept; return to TMO for
incorporation in Theme Plan and Business Case
Reject; return to TMO with rationale
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 128 | IBM Project Management Office Solutions | 12/12/2006
The impact of risks will be assessed as part of the identification process
SIGNIFICANT3.5
LOW1 - <1.5
MEDIUM1.5 - <2.5
MOD.2.5 <3.5
HIGH4.5 - 5
SIGNIFICANT3.5 - <4.5
Consequence of Adverse Outcome
SIGNIFICANT3.5
Pro
ba
bil
ity
of
Ad
ve
rse
Ou
tco
me
LOW1 - <1.5
MEDIUM1.5 - <2.5
MOD.2.5 <3.5
HIGH4.5 - 5
SIGNIFICANT3.5 - <4.5
Consequence of Adverse Outcome
HIGH5
- <4.5
MOD.2.5 <3.5
MEDIUM1.5 - <2.5
LOW1 - <1.5
2
4
4 5
5
3
1
1
HIGH5
- <4.5
MOD.2.5 <3.5
MEDIUM1.5 - <2.5
LOW1 - <1.5
Risks and Pitfalls
1. Lack of senior management commitment
2. Lack of disciplined project management
3. Lack of buy-in (acceptance) across divisions
4. Unwillingness to change
5. Lack of communication
6. Decision-making process not timely
7. System does not meet business requirements
8. Lack of data management processes
9. Ineffective training program
10.Lack of testing discipline
11.Competition for limited resources
12.Stakeholders not managed
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 129 | IBM Project Management Office Solutions | 12/12/2006
Risk Identification Template
Source Person:
Date Submitted:
1. Risk Title:3-6 word description Development phase or associated WBS item
2. Risk Statement/Description:10. Impact:
CostScheduleTechnical
Other
11. Risk Category:Type of Risk
12. Control:Is control of risk internal or external to organization?
3. Risk ID Date: 13. Other Comments:The date the risk was identified
4. Current Risk StatusLife cycle stage of the risk
5. Program AreasProject and Functional Team
6. Date when the risk might occur: Early Impact Date:Late Impact Date: 14. Risk Source
Earliest and latest date the risk could materialize Document, WBS Activity of the source of the Risk
7. Point of Contact: 15. MilestonePerson responsible for managing this risk Project's Key Life Cycle Stage
16. Milestone DateA=10% B=30% C=50% D=70% E=90% Due Date for Achieving the Milestone
17. Risk Mitigation Steps:Complete within one week of risk validation date
Description Person Responsible Start Date Due Date Done (y/n)
18. Contingency Plan:Complete within two weeks of risk validation date
Person Responsible Triggering Event Status
Reviewed by:
Date entered into Risk Radar:
Risk Radar ID Number:
Description
9. Affected Phases:
8. Probability:
0
Business
A
0
0
0
DEFINE AND SELECT
Internal – BTEC
None
PMO
None
Concept Approval
Develop Management and Monitoring
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
Infrastructure
ManagementQuality
ManagementRisk
ManagementBenefits
ManagementKnowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 130 | IBM Project Management Office Solutions | 12/12/2006
Risk and Issue Management
Risk Management Assessment Initiative Team: ________________________________________ Client Team Captain _______________________ Initials Signify Sign-Off_________
IBM Team Captain ________________________ _________ IT Team Lead ________________________ __________ CM Team Lead ________________________ __________
Date: ________________ Date for Next Review: ______________________ Vendor Lead ________________________ _________ Page _____ of _____
1 2 3 4 5 6 7 8 9 10 11 12 13
Project Task
C a t e g o r y
Risk Description Cause(s) Likelihood of Occurrence
(1-3)
Effect Impact if it occurs
(1-3)
Severity (col 5 x col 7)
Mitigation Strategies
Monitoring Criteria
Level Owner Date Due
Column 2) Category B=Business, T=Technical, H=Human, P=Project Management, O=Other 5) Likelihood 1=Low, 2=Medium, 3=High
Develop Management and Monitoring
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 131 | IBM Project Management Office Solutions | 12/12/2006
Risk Management is a Continuous Process …….
Establish owners ofthe risks
Risk as part of the management process
Ongoing review
Monitoring against plans
Amend risks as new information becomes available
Monthly project risk and progress review process
Links into Traffic Lights reports
Reporting to the Steering Committee
Use of Program Office support
Ownership within the project
Links to the management of issues
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
Infrastructure
ManagementQuality
ManagementRisk
ManagementBenefits
ManagementKnowledge
Management
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 132 | IBM Project Management Office Solutions | 12/12/2006
Resources Governance Role
Review risks, approve mitigation plan
PMO Leader (pt) QA subject matter
advisor (pt)
Establish risk management procedures Identify, assess risks Monitor risk occurrence Implement risk mitigation plan
Initiative Leader (pt) Identify, assess risks Monitor risk occurrence Implement risk mitigation plan
Theme Leader (pt) Identify, assess risks Monitor risk occurrence Implement risk mitigation plan
Risk Mitigation & Management: Governance
TransformationLeader
Theme Leader
TransformationManagement Office
Initiative Leader
CEO
Transformation Executive Committee
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 133 | IBM Project Management Office Solutions | 12/12/2006
Risk Mitigation & Management Templates
Risk Mitigation Plan
Risk Definition Risk Occurrence
Microsoft Word Document
Microsoft Word Document
Microsoft Word Document
Change Request
Microsoft Word Document
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 134 | IBM Project Management Office Solutions | 12/12/2006
Benefit Management
Benefit Management: Implementing appropriate mechanisms to monitor the progress of benefit realizations and subsequently highlight areas of concern.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 135 | IBM Project Management Office Solutions | 12/12/2006
Tasks
• Define scope & approach of diagnostic work• Information / data gathering• Process design integration
• Conduct information gathering• Assess existing business case• Develop priority opportunities• Compare with benchmark targets• Conduct BR risk assessment• Perform change readiness review
Benefits Realization Methodology Overview
Confirm strategic intent Identify critical success factors Clarify and prioritise opportunities Identify shareholder value drivers Evaluate impact of other initiatives Identify other data requirements Evaluate benefits scenarios Assess potential quick hits Define realisation measures & targets Benchmark against industry standards
Tasks
Determine appropriate benefits owners Develop enterprise wide ownership structure Engage benefits owners and define roles and benefit
accountabilities Secure commitment Plan to adjust owners performance management goals
Tasks
Identify and validate business/benefit case models Define piloting strategy for benefits measures Plan piloting support (training, change management) Engage piloting stakeholders/participants Implement quick hits & changes Monitor/measure piloting results Prepare proof of concept Revise implementation plan
Tasks
Define shared risk contracts Identify operational obstacles Define Team incentives Create realisation charter Define operational measurements Define ownership succession plan Update business case based on current project scope/direction Communicate realisation process
Tasks
Communicate & justify rationale Apply testing models/validate results Tailor generic changes to specific
business needs Implement organisational and process
changes Reinforce new behaviours Manage benefits change plan/issues Share change learnings and
improvement ideas Identify additional opportunities
Tasks
Execute realisation measurement process Analyse variances Develop and present final performance
report to executive team Communicate/celebrate progress Distribute rewards Implement owner succession plan
Tasks
Develop BR Action Plan
Establish Business / Benefits Case
Secure Benefits Ownership
Identify Benefit Opportunities
Execute
BR
Action
Plan
Execute
BR
Action
Plan
Realise ResultsRealise Results
Develop and TrackBenefits Measures
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 136 | IBM Project Management Office Solutions | 12/12/2006
Cascading Benefits Ownership
Steering Committee
Executive Benefits Owners
Senior Management
Owner
Operations Mgt Owners
Monitor project plans
Project decision-making
Quick wins selection
Identify benefits owners
Approve scope changes
Drive benefits plan development
Socialize BR to senior managers
Own proposed dept. benefits
Quick Hits Champions
Socialize BR to Operations Managers
Own work unit/ site benefits
Determine Appropriate Benefits Owners
EXAMPLE BENEFITS MANAGEMENT MODEL
Wk 1 Wk 2 Wk 3 Wk 4
$ 00
0's
Planned Delivered
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 137 | IBM Project Management Office Solutions | 12/12/2006
Tasks Confirm strategic intent Identify critical success factors Clarify Opportunities Identify shareholder value drivers Evaluate impact of other projects/initiatives Assess risks Prioritize opportunities Identify data requirements & collection
methodology Evaluate benefits scenarios & costs vis-à-
vis other initiatives and other influencers Assess quick wins Define realization measures & targets Benchmarking
Tools
Benchmarking Methodology Strategic Enterprise Architecture Business Case Methodology/Calculator Balanced Business Scorecard
Benefits Identifies specific areas to gain
business benefits
Quantifies Benefits Sources
Identify potential risk areas
Aligns metrics with project goals
Minimizes mis-information Provides sufficient detail to build
realization process
Deliverables Opportunity Assessment
Business Case
BR Risk Assessment
Balanced Metrics
Baseline Benchmark
Benefits Case
Build Benefits Case
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 138 | IBM Project Management Office Solutions | 12/12/2006
Secure Benefits Ownership
Tasks Create realization charter
Develop enterprise wide ownership structure
Determine appropriate benefits owners Define roles and secure commitment Establish project governance structure
and adjust management goals Define shared risk contracts Define ownership succession plan Identify leadership behavior program Select quick wins
Tools
Organizational Change Framework Value Based Management
Benefits Specific action plan to develop and manage
benefits ownership Prepare executive leadership to sign benefits
contract Formal charter for BR in the project steering
committee Integrates benefits ownership into fabric of
organization Commitment to project and achieving business
benefits Developed benefits process remains in place
after go-live
Deliverables Integrate Benefits Into
Stakeholder Management Plan
Realization Charter for Steering Committee
Cascading Owner Model
Executive Benefits Contract
Ownership Succession Plan
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 139 | IBM Project Management Office Solutions | 12/12/2006
Deliverables Realization Measurement Process Benefits Decomposition Maps Benefits Event Maps Integrate Benefits Realization Into
Transition Management & Communication Plan
Tasks Identify operational obstacles Define team incentives Decompose Benefits Develop Benefit Event Maps (Causal
Model) Define realization measurement Develop Detailed Benefits Realization
Schedule Communicate realization process Plan knowledge transfer to client
sustainment team
Tools
Organization Change Framework Business Case Methodology Dashboard Management
Benefits Creates an empowered voice for
Benefits Realization Connect benefits metrics to
operations Operationalizes Benefits
Realization Decreases and defuses resistance
to implementing repeatable benefits process
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Establish Realization Process
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 140 | IBM Project Management Office Solutions | 12/12/2006
Tasks Define testing/ piloting strategy Implement quick hits & changes Plan testing/ piloting support (training, change
management, business opportunity) Integrate testing/ piloting with system testing Define test scope, procedures and acceptance
criteria Engage testing/piloting stakeholders/ participants
(Walkthrough Benefits) Monitor and measure testing/ piloting results and
resolve issues Prepare Proof of Concept document Adjust/ revise implementation strategy & plan
Tools
Dashboard Management Rapid Implementation Approach
Deliverables Testing /Piloting Impact Analysis Benefits Walkthrough(s) Proof of Concept Document Extrapolation Rationale Report
Benefits Quantifies lessons learned Communicates success and
prepares organization for benefits implementation
Identifies process corrections needed for implementation
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Test Benefits Strength
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 141 | IBM Project Management Office Solutions | 12/12/2006
Execute Benefits Delivery
Benefits Compares and contrasts IT and Benefits
Realization progression towards business case
Creates an inability to revert back to the old process or system
Benefits are achieved by tailoring changes to meet local needs
BR occurs faster and more broadly by sharing knowledge of how to make changes work
Deliverables
Integrated Status Report Implemented Process
Changes Implemented Org Changes Site Specific Templates
Tasks Communicate & justify rationale Apply testing models/validate results Tailor generic changes to specific business
needs Implement organizational and process
changes Monitor new performance measures Reinforce new behaviors Manage benefits change plan/issues Execute Knowledge Sharing Share change learnings and improvement
ideas Identify additional opportunities
Tools
Training/ Continuous Performance Improvement Dashboard Management
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 142 | IBM Project Management Office Solutions | 12/12/2006
Realize Results
Tools
Business Case Methodology Org Change Framework
Deliverables
Benefits Realization Report Executive Benefits Agreement Business Case for Next Phase
Tasks
Execute realization measurement process Analyze variances Develop and present final performance report
to executive team Communicate/celebrate progress Distribute rewards Implement owner succession plan Evaluate/package successor business case Complete knowledge transfer to client
sustainment team
Benefits
Repeatable Process Quantified results/effort Achieves agreement among
all parties as to benefit generators
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Secure Benefits Ownership
Test Benefit Strength
Build Business and Benefits Case
Realize Results
Execute BenefitsDelivery
Establish Benefits Realization Process
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 143 | IBM Project Management Office Solutions | 12/12/2006
Sample Benefits Realization Summary
Benefits Highlights
Benefits were calculated over 6 years (2006 - 2011) utilizing 44
basis point fee percentage and a 12% enterprise discount rate
which resulted in an after - tax NPV of $38M and achieving an
IRR of 34%
Benefit Driver for Improving Availability of Resources to Handle
Work had benefits which amounted to about $70M over 6 years.
These benefits were not taken, but rather were redeployed to
achieve increased fee revenues through increasing premium
volumes, increased share of accessible assets, and improved
retention efforts.
All benefits have a 3 month ramp up period to account for
training and adoption of change
All benefits have been categorized into three major waves of
initiatives
Control and Leverage
Integration
Insight
Each wave includes Revenue Growth Effectiveness, Operational
Efficiency, and Building Capacity to Serve
To be conservative, benefit estimates for 2011 were held at 2010
levels. However, it is expected that normal growth and improvement
targets would allow these numbers to be higher.
Benefit 2006 2007 2008 2009 2010 2011 Total (06-11) Total PV (06-11)
Increase Fee Revenue Through Increasing Number of
New Participants -$ 898,189$ 3,535,828$ 5,173,001$ 5,851,438$ 5,851,438$ 21,309,893$ 14,341,692$
Increase Fee Revenue Through Increasing Share of
Accessible Assets 119,750$ 2,044,246$ 7,277,507$ 10,728,192$ 11,991,730$ 11,991,730$ 44,153,155$ 29,808,059$
Increase Participant Asset Retention Rate -$ 1,972,862$ 7,681,047$ 12,632,774$ 15,932,746$ 15,932,746$ 54,152,175$ 36,042,742$
Improve Routing of Work to right person / group 629,685$ 1,546,413$ 4,560,624$ 7,454,953$ 8,890,187$ 8,890,187$ 31,972,048$ 21,646,805$
Migrate work to lower cost channels, as appropriate -$ 3,071,186$ 12,378,260$ 19,782,398$ 23,183,881$ 23,183,881$ 81,599,606$ 54,579,656$
Improve availability of resources to handle work -$ -$ -$ -$ -$ -$ -$ -$
Total Benefit 749,435$ 9,532,895$ 35,433,266$ 55,771,316$ 65,849,982$ 65,849,982$ 233,186,877$ 156,418,955$
Investment 2006 2007 2008 2009 2010 2011 Total (06-11) Total PV (06-11)
Technology
Hardware (3,050,000)$ (3,900,000)$ -$ -$ -$ -$ (3,900,000)$ (3,482,143)$
Software (5,950,000)$ (4,282,000)$ -$ -$ -$ -$ (4,282,000)$ (3,823,214)$
Labor (29,939,900)$ (23,588,552)$ (14,894,800)$ -$ -$ -$ (38,483,352)$ (32,935,251)$ Process Enablement (4,750,000)$ (7,000,000)$ (8,000,000)$ -$ -$ -$ (15,000,000)$ (12,627,551)$
Contingency (470,200)$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$
-$ -$ -$ -$ -$ -$
Total Investment (44,160,100)$ (38,770,552)$ (22,894,800)$ -$ -$ -$ (105,825,452)$ (52,868,159)$
Net Cash Flows (43,410,665)$ (29,237,657)$ 12,538,466$ 55,771,316$ 65,849,982$ 65,849,982$ 127,361,425$ 102,801,361$
After Tax NPV 38,603,953$
IRR 34%
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 144 | IBM Project Management Office Solutions | 12/12/2006
IBM has a whole set of tools for benefits realization
IBM is able to leverage a number of its Benefits Realization tools to accelerate the incorporation of benefits estimating and tracking into a Program Management Office. Realizing cost benefits and sustaining them over time requires the incorporation of a benefits realization and tracking mechanism to understand change, measure it and communicate its impact throughout the organization.
Key Activities:
• Identify benefits
• Create benefits case
• Define benefits owners
• Build action plans
• Create metrics
• Build a tracking mechanism
• Measure and monitor
BR Diagnostic
BR Field Guide
Business Case Calculator
BR Risk Assessment
Cascading Ownership
Model
Organizational Performance
Model
Balanced Business Scorecard
Integrated Status Reports
Integrated Project
Structure
Benefit Chains
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 145 | IBM Project Management Office Solutions | 12/12/2006
Benefits Realization Requirements
Phase I: Planning
Key Activities Build business / benefits case for each individual) initiative
Identify benefits measures and test benefits strength Determine cascading benefits owners, assign
measures and secure ownership Build benefits tracking mechanism (e.g., business
case calculator) Develop and agree upon appropriate incentives Obtain executive level ownership Identify initiatives not expected to deliver appropriate
benefit; escalate for potential elimination
Phase II: Delivery
Socialize benefits realization to operations and front line staff
Gather data and perform ongoing measuring and monitoring of benefits measures
Disseminate, market and institutionalize periodic dissemination of project performance / metric achievement
Identify initiatives not meeting interim targets that may not deliver agreed upon benefits; escalate for potential elimination
Resource Requirements
Benefits Realization Specialists (2 FTE) Analysts (2 FTE) Reporting & Communication Specialist (1 FTE)
Reporting & Communication Specialist (1 FTE)
Assumptions [Client name] completion of Phase II dependent upon commitment of one FT [client name] resource during Phase I
[Client name] completion of Phase II dependent upon commitment of one FT [client name] resource during Phase I
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 146 | IBM Project Management Office Solutions | 12/12/2006
Benefits Realization Approach
Secure Benefits Ownership
Establish and Track Benefits Measures
Test Benefits Strength
Build Business / Benefits Case
Realize Results
ExecuteBenefitsDelivery
Realizing cost benefits and sustaining them over time requires the incorporation of a benefits realization and tracking mechanism to understand change, measure it and communicate its impact throughout the organization. IBM has successfully deployed this approach at many leading companies, including some of the world’s largest airlines.
Key Activities include:
• Identify benefits
• Create benefits case
• Define benefits owners
• Build action plans
• Create metrics
• Build a tracking mechanism
• Measure and monitor
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 147 | IBM Project Management Office Solutions | 12/12/2006
BenefitsDeliverablesTasks ToolsValueTechTM
Functional DiagnosticBusiness Case
Methodology / CalculatorBalanced Business
ScorecardBenchmarking
MethodologyStrategic Enterprise
Architecture
Confirm strategic intent Identify critical success
factorsClarify Opportunities Identify shareholder value
driversEvaluate impact of other
projects/initiativesAssess risksPrioritize opportunities Identify data requirements
& collection methodologyEvaluate benefits
scenarios & costs in relation to other initiatives
Assess quick hitsDefine realization
measures & targets
Identify specific areas to gain business benefits
Quantify benefits sources
Identify potential risk areas
Align metrics with project goals
Minimize mis-information
Provide sufficient detail to build realization process
Opportunity AssessmentBusiness CaseBenefits Realization Risk
AssessmentBalanced MetricsBaseline BenchmarkBenefits Case
Build Business / Benefits Case
Once benefit opportunities have been identified, a sound business / benefits case framework must be developed. The business / benefits case should align with corporate strategy and include benefits case metrics and benchmarks
ILLUSTRATIVE Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 148 | IBM Project Management Office Solutions | 12/12/2006
Benefits By Category
55%
10%
15%
20%
Supply ChainEfficiencies
CustomerInterface Cap
InformationAccess &Process
Hardware andSoftware Savings
Cost Breakdown
24%
12%
52%
12% Hardware
Software
Project Salaries/Consultants
Training
Payback Analysis
Year
$(20,000,000)
$(10,000,000)
$-
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
Year 3 Year 4 Year 5
$
ROI = 66% Payback in 2.7 years
Implementation Period
Year 2Year 0 Year 1
Year 1 Year 2 Year 3 Year 4 Year 5 TotalProject Cost
Hardware 4,500,000$ 1,500,000$ -$ -$ -$ 6,000,000$ Software 2,200,000$ 800,000$ -$ -$ -$ 3,000,000$ Project Salaries/ Consultants 8,500,000$ 5,000,000$ -$ -$ -$ 13,500,000$ Training -$ 2,000,000$ 1,000,000$ -$ -$ 3,000,000$ Total Outflows 15,200,000$ 9,300,000$ 1,000,000$ -$ -$ 25,500,000$
Savings/Benefits
Supply Chain Efficiencies -$ 5,535,225$ 10,570,449$ 11,170,449$ 11,170,449$ 38,446,572$ Customer Interface Cap -$ 1,700,000$ 1,700,000$ 1,700,000$ 1,700,000$ 6,800,000$ Information Access & Process -$ 1,700,000$ 2,800,000$ 2,800,000$ 2,800,000$ 10,100,000$ Hardware and Software Savings 800,000$ 2,600,000$ 3,500,000$ 3,500,000$ 3,500,000$ 13,900,000$ Total Inflows 800,000$ 11,535,225$ 18,570,449$ 19,170,449$ 19,170,449$ 69,246,572$
Difference (Non-Discounted) (14,400,000)$ 2,235,225$ 17,570,449$ 19,170,449$ 19,170,449$ 43,746,572$
Incremental Present Value (12,521,739)$ 1,690,151$ 11,552,855$ 10,960,766$ 9,531,101$ 21,213,135$
Net Present Value by Year (12,521,739)$ (10,831,588)$ 721,268$ 11,682,034$ 21,213,135$
Cost of Capi tal 15% ROI 66%
Build Business / Benefits Case – Sample: Business Case Calculator
ILLUSTRATIVE
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 149 | IBM Project Management Office Solutions | 12/12/2006
Benefits
Provide action plan to develop and manage benefits ownership
Prepare executive leadership to sign benefits contract
Provide formal charter for Benefits Realization in the project Steering Committee
Integrate benefits ownership into core of organization
Generate commitment to project and to achieving business benefits
Sustains benefits process after go-live
Create realization charter
Develop enterprise wide ownership structure
Determine appropriate benefits owners
Define roles and secure commitment
Establish project governance structure and adjust management goals
Define shared risk contracts
Define ownership succession plan
Identify leadership behavior program
Select quick hits
Integrate benefits Into Stakeholder Management Plan
Realization Charter for Steering Committee
Executive Benefits Contract
Ownership Succession Plan
Organizational Change Framework
ValueTechTM / Value Based Management
Cascading Ownership Model
Secure Benefits Ownership
During the Benefits Ownership phase, task responsibilities are determined, affected parties are identified, and responsibilities are allocated accordingly.
BenefitsDeliverablesTasks Tools
ILLUSTRATIVEProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 150 | IBM Project Management Office Solutions | 12/12/2006
Determine Appropriate Benefits Owners
Steering Committee
Executive Benefits Owners
Senior Mngt Owners
Operations Mngt Owners
Monitor project plans
Champion project decision-making
Select quick hits
Identify benefits owners
Approve scope changes
Drive benefits plan development
Socialize Benefits Realization to senior managers
Own proposed department benefits
Champion quick hits
Socialize Benefits Realization to Operations Managers
Own work unit / site benefits
Own work plan of teams
Socialize Benefits Realization to front line
Actively participate with realization teams
Secure Benefits Ownership – Sample: Cascading Ownership Model
ILLUSTRATIVE
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 151 | IBM Project Management Office Solutions | 12/12/2006
Realization Measurement Process
Benefits Decomposition Maps
Benefits Event Maps Integration of Benefits
Realization into Transition Management & Communication Plan
Create an empowered voice for Benefits Realization
Connect benefits metrics to operations
Operationalize Benefits Realization
Decrease and defuse resistance to implementing repeatable benefits process
Identify operational obstacles
Define team incentives Decompose Benefits Develop Benefit Event
Maps (Causal Model) Define realization
measurement Develop Detailed
Benefits Realization Schedule
Communicate realization process
Plan knowledge transfer to client sustainment team
Causal Modeling Organization Change
Framework Business Case
Methodology Dashboard
Management Benefit Chains
Establish and Track Benefits Measures
Benefits Realization processes must be established to develop and track benefit measures, as well as to fully integrate Benefits Realization into the overall project plan. BenefitsDeliverablesTasks Tools
ILLUSTRATIVE
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 152 | IBM Project Management Office Solutions | 12/12/2006
Establish and Track Benefits Measures – Sample: Benefit Chain / Operationalizing Benefits Realization
Benefits:• Consolidated planning for all
projects
• Integration with the Investment management module for Capital planning process
• Centralized control of the planning process, with eliminating the need to utilize PC based planning tools
• Ultimate consolidation of all activities into a single integrated fiscal tool for both expense and capital expenditures for multi-year forecasting
Project System - PS01
• Single integrated project management system for consolidated Capital planningPeople
Organization
Get ExecutiveSign-off
Technology
Get Ownership Sign-off
Business Case commitment accepted by Executive committee.
Hierarchy for projects configured and defined.
User documentation, process and methodology defined.
PS module integration testing, end user training completed and system implemented.
PS Business Case is implemented and achieved.
Controller, Financial/Ps analyst have reviewed Business Case.
Legacy subsystems review completed, new structure aligned with PS Module
Senior Financial Management approve Business Case. HR Management skills assessment alignment begun.
IT and (FI/CO & PS) team complete evaluations of Business Case requirement and system capabilities.
Cross functional team verified methodology & PS system configuration
Projects definition and process requirements approved by Controller, Financial/PS analyst. Implementation strategy commitment approved.
IMG configuration completed for Basic Data, Structures, Planning, Budgeting, Scheduling, Networks etc.
Senior Financial Management approves implementation strategy and Controller, Financial/PS analyst review skill assessment.
End user validation of PS scripts, cross functional team training completed.
Process methodology is developed and approved by Controller, Financial/PS analyst & Project Managers.
Cost Engineers / Planners are trained on new process and complete system walk through.
PS report trees generated, configuration, stress tested and transported to production client.
Key end users validate script, staffing assignments implemented, user training completed.
Planning process cycle feedback received from staff through surveys, hotline calls and end user follow-up sessions.
Project life cycle process has been reviewed and integration points verified with PP,PM,MM & IM modules.
Controller, Financial/PS analyst, Cost Engineers and Planners utilized Project process and consolidation completed.
Production environment allows for full population of projects and seamless integration with all modules.
IT continually reviewing system performance tuning.
Validated process with Business Case and functional team methodology for Project System implementation.
Methodology committed to by functional departments, Production activities available for use, Planning, Scheduling, Reporting operational.
Process
ILLUSTRATIVE Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 153 | IBM Project Management Office Solutions | 12/12/2006
Testing / Piloting Impact Analysis
Benefits Walkthrough(s) Proof of Concept
Document Extrapolation Rationale
Report
Quantify lessons learned
Communicate success and prepare organization for benefits implementation
Identify process corrections needed for implementation
Define testing / piloting strategy
Implement quick hits and changes
Plan testing / piloting support (training, change management, business opportunity)
Integrate testing / piloting with system testing
Define test scope, procedures and acceptance criteria
Engage testing / piloting stakeholders / participants (Walkthrough Benefits)
Monitor and measure testing / piloting results and resolve issues
Prepare Proof of Concept Adjust / revise
Dashboard Management
Rapid Implementation Approach
ValueTechTM
Functional Diagnostic
Test Benefits Strength
The Test Benefits Strength stage is needed to ensure that expectations are well-managed, and that the organization is prepared for implementation.
BenefitsDeliverablesTasks Tools
ILLUSTRATIVE Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 154 | IBM Project Management Office Solutions | 12/12/2006
Test Benefits Strength – Sample: Functional Diagnostic
The Functional Diagnostic generates a high level review of key operations. For example, the Supply Chain Diagnostic Survey.
ILLUSTRATIVE Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 155 | IBM Project Management Office Solutions | 12/12/2006
Compare and contrast IT and Benefits Realization progression towards business case
Create an inability to revert back to the old process or system
Achieve benefits by tailoring changes to meet local needs
Generate knowledge sharing, which allows Benefits Realization to occur faster and more broadly
Integrated Status Report Implemented Process
Changes Implemented
Organizational Changes Old System Turn-Off Site Specific Templates
Communicate and justify rationale
Apply testing models / validate results
Tailor generic changes to specific business needs
Implement organizational and process changes
Turn off old “systems” Monitor new
performance measures Reinforce new behaviors Manage benefits change
plan / issues Execute Knowledge
Sharing Share change learnings
and improvement ideas Identify additional
opportunities
Organizational Change Framework
Training / Center for Performance Improvement (CPI)
Functional Diagnostic Dashboard Management Benefit Chains
Execute Benefits Delivery
The execution of benefits delivery involves standard project implementation steps, including design, development, testing, implementation and assessment. Benefits tracking and knowledge sharing are also important to this phase.
BenefitsDeliverablesTasks Tools
ILLUSTRATIVEProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 156 | IBM Project Management Office Solutions | 12/12/2006
Sample Integrated Status Report - Scheduled ChangesComponent Actions Progress to Date BR Results/ Impact Processes Eliminate middle stock
point process and quality re-check
Process flow signed off Design team testing in software
4.5 hours cycle time
Organization Changes Combine Smith and
Jones Quality organizations
Organization review complete. HR is analyzing
Reduce HC by 9 people
Finance group to … System/ Technology - Flex planning buckets (PL2345)
Design Stage (to include daily)
Design complete on PL2345.
Reduce cycle times
Construct Stage In testing – no problem Na Implementation - Sales and Operations Planning (PL1488)
Design Stage Design complete on PL1488
Construct Stage To be tested next week Implementation
Sample Benefits Realization Status ReportComponent Action Items Progress to Date CommentsEstablish BusinessCase
Develop Business Case Complete Establishes businesscase
Secure BenefitsOwnership
Conduct Benefits LeadersWorkshop
Scheduled for nextweek
Mobilzes value owners
Build Cascading OwnerModel
To Follow workshop Sets value chainthrough organization
Establish RealizationProcess
Define Team Incentives Met with FinanceTeam
Create Realization Board First draft of candidatessubmitted
CEO to rview
Design Stage (to includedaily)
Design complete onPL2345.
Reduce cycle times
Test Benefits Process Define simulationstrategy
Complete
Plan simulation support In progress Need East buy-inExecute BenefitsDelivery
Apply causal model TDB
Realize Results Analyze variances TBD
Integrated Project Definition Document
Resources
Project Component
s
Budget Plan
Project Plan
Roles and Responsibilities
IT Development/Implementation
Process
Risk Analysis & Management
Benefits Realizat
ion Process
Goals andTargets
Org/ Change
Management
Scope Document
Execute Benefits Delivery –
Sample: Benefit Chain / Integrated Status Report
Benefit Chains can be used to create integrated status reports to relate Benefits Realization impacts to status and progress of project components.
Process
Technology
Organization / People
ILLUSTRATIVE Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 157 | IBM Project Management Office Solutions | 12/12/2006
ValueTechTM
Business Case Methodology
Organizational Change Framework
Benefits Realization Report
Executive Benefits Agreement
Business Case for Next Phase
Execute realization measurement process
Analyze variances Develop and present
final performance report to executive team
Communicate / celebrate progress
Distribute rewards Implement owner
succession plan Evaluate / package
successor business case Complete knowledge
transfer to client sustainment team
Establish a repeatable process
Generate quantified results / effort
Achieve agreement among all parties as to benefit generators
Realize Results
During this final phase, realization results are captured and steps are established to ensure a transition from “project mode” to normal operations.
BenefitsDeliverablesTasks Tools
ILLUSTRATIVE Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 158 | IBM Project Management Office Solutions | 12/12/2006
Realize Results – Sample: Organizational Change Framework
IBM’s Organizational Change Framework provides a balanced approach using five key organizational elements. The framework focuses on allocating responsibility and authority, defining jobs, binding units together structurally, and focusing individuals and the enterprise on their key business drivers and “delivering the strategy”.
Organizational Change Framework
The workflow for organizational change includes:• Analysis of the current organizational design • Envisioning a new design • Defining the target organizational design • Transitioning and implementing that design
ILLUSTRATIVE Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 159 | IBM Project Management Office Solutions | 12/12/2006
Benefits Realization Risks
IBM’s methods and tools are designed to combat the risks inherent in achieving Benefits Realization:
Benefits Realization Risks
Business / Benefits Case
Benefits Ownership Realization Process Testing Execution Realizing Results
Case not clearly aligned with strategy
Operating targets not defined or benchmarked
Case crafted to initial justification only
Limited executive ownership engagement
Initiative managers not held responsible for delivering business benefits
No direct links to rewards
Team has limited authority to make organization and process changes
Tasks to realize benefits are not integrated into the overall plan
At crunch time, schedule and budget supercede benefits realization
Assumption that all parties are at the same level of readiness
Effort required to sustain behavioral change is underestimated
Expectations are not managed aggressively
Resources needed to execute change are underestimated
Contingency plans are not fully developed and/or budgeted
Legacy processes and systems are allowed to remain “on-line” through migration period
Lack of follow-up / measurement
Inability to articulate “cause and effect”
Operating assumptions not actively maintained during extended life-cycle
Poor “marketing” of results
Real results fall short due to unanticipated implementation issues
ILLUSTRATIVEProgram Management Office
Planning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 160 | IBM Project Management Office Solutions | 12/12/2006
Project Prep Blueprint Realization Rollout
Achieve New Capabilities and Capture Benefits
as Planned
Ben
efi
ts R
eali
zati
on
Ob
ject
ives
• Is the business case still valid?
• Is the baseline still valid?
• How deeply has the benefits and costs been detailed/ supported?
• What are the process and tools to be used to measure and track benefits and costs?
• What are the resources, roles and responsibilities needed?
• Are the identified capabilities and associated benefits and costs well communicated and understood?
• Is it clear what the Capability Owners, Project Team, IT and Finance need to do achieve capabilities and benefits?
• What is the quantified targets, KPIs and the means to measure?
• Are we on-target with current benefits & costs?
• Which benefits have adequate contingencies and which ones do not?
• Are the benefits and costs still valid?
• Is the baseline still valid?
• What are the detailed actions and resources needed and who will provide?
• Are these resource plans adequately represented in other plans
• What are the inhibitors to achieving benefits
• Does the team have adequate plans to address inhibitors?
• Are the benefits and costs still valid?
• Is the baseline still valid?
• Were the benefits achieved as expected – new Capabilities developed?
• Are we communicating the benefits appropriately?
• Do we have alignment of incentives with desired results?
Benefits Realization is a formal, disciplined approach to planning and achieving the benefits from a project’s design
Current State
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 161 | IBM Project Management Office Solutions | 12/12/2006
Today
1. Business Case
2. Business Process Visions
Project Prep Blueprint Realization Rollout
New
Cap
abilities A
chieved
and
Ben
efits Cap
tured
As P
lann
ed
3. Baseline
4. KPI Map
Confirm Business
Case
Confirm BR Approach, Tracking &
Tools
Establish Baseline
Establish KPIs and map to
Reporting
Pilot BR Reporting and Tools
Finalize lifecycle
benefits & costs
Establish BR reporting &
tools
Publish Lifecycle Playbook
Develop Capability Owner & Benefit
Realization Task plan
Validate BR with Capability Owners, Div
Finance & Teams
Validate Benefits and Costs with
Teams and Capability Owners
Track Progress
Update BR Task Plans
5. BR/ Cost Reporting System
Updated Business Case
Develop Scenario planning
Iterative
Benefit Realization has specific and key activities that will run throughout the life of the implementation
Orient project
members on BR
7. Project Teams’ Task Plans
Updated Business Case
8. Lifecycle BR Playbook
6. Project Teams Benefit Chains
Validate Benefits and Costs with
Teams and Capability Owners
Track Progress
Update BR Task Plans
BR Task Plans
Updated Business Case
Lifecycle Playbook
Key
Act
ivit
ies
Del
ive
rab
les
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 162 | IBM Project Management Office Solutions | 12/12/2006
Benefits Realization Deliverables
ID Deliverable Description
1 Business Case(Initiated)
Powerpoint document containing the strategic rationale and financial justification for the ES initiative
2 Business Process Visions (Completed)
Word documents containing the key information for each of the process areas
3 Baseline Excel Spreadsheet reflecting a “snapshot” of the division’s budget and actuals that would represent the starting point of the ES project
4 KPI Map Document derived from Powerpoint and supporting Excel spreadsheets, containing Operational KPIs, (e.g., cycle time, forecast accuracy, etc.) and the connection to budgets and management KPIs (e.g., NOPBT)
5 BR/ Cost Reporting System
Implementation of the process and tools (potentially the Web-based Tracking Tool) with the appropriate people trained on how Benefits and Costs will be tracked in this initiative. Includes the reports generated.
6 Project Team Benefit Chains
Document that details the People, Process and Technology actions and resources that need to be employed to achieve the benefits
7 Project Teams’ Task Plans
Excel Spreadsheet modeled after Division Budget/ Actual that contains the specific actions Budget, Process, & Capability owners will do to the baseline to achieve targeted benefits and costs for each time period
8 Lifecycle BR “Playbook”
Binder containing each Project Team Task Plan and most recent run of Management Reports from the BR/ Cost Reporting System
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 163 | IBM Project Management Office Solutions | 12/12/2006
BR is managed through and has a number of “touchpoints” with Change Management
Process Change Management
- Identification & Development of Benefit Opportunities
- Development of Decompositions
- Development of Business Transformation Plan
Organization Design
- Identification of Benefit Opportunities
Stakeholder Management
- Identification of and Interaction with Stakeholders
Communications
- Communication of Benefit Process & Progress
Knowledge Transfer
- Participation in Knowledge Transfer Process
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 164 | IBM Project Management Office Solutions | 12/12/2006
BR will also interact with other Initiatives and Process Owners to maintain relevancy and validity of plans
Approval of Benefit Opportunities- Team Leads to present Benefit Opportunities to Process Owners (BR to support Team Lead
presentation and follow up)
- Process Owners to decide on Opportunities to Pursue
- BR to confirm with Process Owners, as indicated by plan, that Benefit Opportunities are valid
Development of Team Charters, Milestones and Work Plans- BR to facilitate the integration of ES, Technology and Division Initiatives
- BR to assist Process Owners in Development of Work Plans to Achieve Benefits
Monitoring Progress with Benefits Realization- BR and Team Leads to track Benefit Progress
- BR to report on Progress to Program Office
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 165 | IBM Project Management Office Solutions | 12/12/2006
The following Pivot is not set to all: The following Pivot does not tie to Detail:
PROJECT ASSUMPTIONS INPUTS OUTPUT (with Liquidation)Wght'd Ave. Cost of Capital 11.00% Lease vs Buy - Y/N? n Internal Return (IRR) 54.5%Pre-tax Cost of Debt 6.35% Project Life: 12 Net Present Value (NPV) 1,765,807
INCREMENTAL TOTAL Cash Tax Rate: 37.00% Cash Breakeven: (Years) 4.1Applicable Discount Rate 11.00% NPV Breakeven (Years) 4.4
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 INVESTMENT Book Tax 0 1 2 3 4 5 6 7 8 9 10 11 12 TOTALLand (including earthworks) None None 0 0 0 0 0 0 0 0 0 0 0 0 0 0Land Improvements 10 15 0 0 0 0 0 0 0 0 0 0 0 0 0 0New Building 33 39 0 0 0 0 0 0 0 0 0 0 0 0 0 0Used Buildings 15 39 0 0 0 0 0 0 0 0 0 0 0 0 0 0Buildings Expansion > 20M sq/ft 22 39 0 0 0 0 0 0 0 0 0 0 0 0 0 0Buildings Expansion < 20M sq/ft 10 39 0 0 0 0 0 0 0 0 0 0 0 0 0 0Building/Leasehold Improvements 10 39 0 0 0 0 0 0 0 0 0 0 0 0 0 0Transportation - Autos 3 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0Furniture and Fixtures (incl. LAN wiring) 10 7 0 0 0 0 0 0 0 0 0 0 0 0 0 0Office M/C, Mainframe, Tel. Equip. & HHC 5 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0PCs, Servers and Printers 3 5 0 0 0 0 0 0 0 0 0 0 0 0 0 0Capitalized Software / Labor - 3 year life 3 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0Capitalized Software / Labor - 5 year life 5 3 28,799 67,157 91,218 59,350 43,729 (53,518) 0 0 0 0 0 0 0 236,736Capitalized Software - 7 year life 7 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0PV of After-Tax Lease Payments 0 0 0 0 0 0 0 0 0 0 0 0 0 0TOTAL 28,799 67,157 91,218 59,350 43,729 (53,518) 0 0 0 0 0 0 0 236,736
OPERATING CASHFLOWSCash Outflows e.g. expenses (enter as +ve value) 85,505 117,996 95,271 111,912 91,890 28,500 5,254 0 0 0 0 0 0 536,328Cash Inflows e.g. savings (enter as +ve value) 12,597 45,509 161,263 237,537 326,784 496,776 509,543 510,776 510,776 510,776 510,776 4,643,417 0 8,476,529Tax Charge/(Credit) (26,976) (30,372) 11,399 22,609 60,120 151,269 180,242 193,765 190,721 190,454 187,691 1,715,814 0 2,846,736TOTAL (45,932) (42,115) 54,594 103,016 174,774 317,007 324,047 317,010 320,055 320,321 323,084 2,927,603 0 5,093,465
NET PROJECT CASHFLOWSNet Project Cash Inflow/(Outflow) (74,731) (109,272) (36,625) 43,666 131,045 370,525 324,047 317,010 320,055 320,321 323,084 2,927,603 0 4,856,729Cumulative Project Cash Flow (with liquidation) (74,731) (184,004) (220,628) (176,962) (45,918) 324,608 648,655 965,665 1,285,720 1,606,042 1,929,126 4,856,729 4,849,986 4,849,986Cumulative Project NPV Cash Flow (with liquidation) (74,731) (173,175) (202,900) (170,972) (84,649) 135,240 308,489 461,179 600,060 725,281 839,067 1,767,946 1,766,019 1,766,019
TOTAL ECONOMIC MODEL
P7 P8 P9 P10 P11 P12 P13 P7-P13
Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast
JUN JUL AUG SEP OCT NOV DEC SUB-TOTAL
DC CONSOLIDATION
Payroll with Benefits 2,928 24,044 50,834 70,755 111,888 115,265 117,971 493,685
Overtime - - 4,050 4,050 4,050 4,050 4,050 20,250
Part-Time Payroll - - 3,100 3,100 3,100 3,100 3,100 15,500
Outside Services 9,458 14,525 23,592 48,072 44,072 44,072 48,072 231,865
Rent - Other Equipment - - 15,767 15,767 15,767 15,767 15,767 78,835
Hardware Maintenance - - 30,000 30,000 30,000 30,000 30,000 150,000
Depreciation - Other - - - 55,545 55,545 52,211 49,158 212,459
Software/MicroComputer 375 375 375 375 375 375 375 2,625
Facility Maintenance 110 - - 110 - - 110 330
Maint & Supplies - Micros 165 165 165 165 165 165 165 1,155
Other Expenses (6,237) (6,237) (22,004) (21,210) (20,506) (20,506) (20,506) (117,207)
3. Initiative Business Case
Division & Corporate Budgets
P7 P8 P9 P10 P11 P12 P13 P7-P13
Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast
JUN JUL AUG SEP OCT NOV DEC SUB-TOTAL
DC CONSOLIDATION
Payroll with Benefits 2,928 24,044 50,834 70,755 111,888 115,265 117,971 493,685
Overtime - - 4,050 4,050 4,050 4,050 4,050 20,250
Part-Time Payroll - - 3,100 3,100 3,100 3,100 3,100 15,500
Outside Services 9,458 14,525 23,592 48,072 44,072 44,072 48,072 231,865
Rent - Other Equipment - - 15,767 15,767 15,767 15,767 15,767 78,835
Hardware Maintenance - - 30,000 30,000 30,000 30,000 30,000 150,000
Depreciation - Other - - - 55,545 55,545 52,211 49,158 212,459
Software/MicroComputer 375 375 375 375 375 375 375 2,625
Facility Maintenance 110 - - 110 - - 110 330
Maint & Supplies - Micros 165 165 165 165 165 165 165 1,155
Other Expenses (6,237) (6,237) (22,004) (21,210) (20,506) (20,506) (20,506) (117,207)
Division & Corporate Actuals
PepsiCo-Quaker Integration Tracking
Financials: NOPBT vs. PlanActuals through: Q4 2001Scope:Company-wide
2001 2002Project Implentation mgr. Status Q3 Q4 Q1 Q2 Q3 Q4 2003 2004 2005
A.2.1 Corporate project Preston Manager Yellow
NOPBT Plan 5.50 0.60 3.66 1.20 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 5.48 0.55 3.66 1.20 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
C.2.1 Sample W/H Sales project Percy Manager Red
NOPBT Plan 1.50 1.60 1.66 1.70 1.75 1.79 4.80 5.65 1.80
NOPBT Act-Fcst 0.58 0.75 0.96 1.10 1.25 1.39 4.50 5.45 1.70
-0.92 -0.85 -0.70 -0.60 -0.50 -0.40 -0.30 -0.20 -0.10
E.2.1 Selected Quaker food products through Owen Implementation YellowFLNA vend
NOPBT Plan 0.50 0.60 0.66 0.70 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 0.48 0.55 0.66 0.70 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
J.2.1 Consolidate media buying Pamela Manager Red
NOPBT Plan 0.00 0.00 0.50 0.50 2.00 2.00 21.00 21.00 21.00
NOPBT Act-Fcst 0.00 0.00 0.10 0.25 1.40 2.25 21.00 21.00 21.00
0.00 0.00 -0.40 -0.25 -0.60 0.25 0.00 0.00 0.00
Totals: NOPBT Plan 7.50 2.80 6.48 4.10 5.25 5.37 33.40 35.95 36.40NOPBT Act-Fcst 6.54
-0.961.85-0.95
5.38-1.10
3.25-0.85
4.15-1.10
5.22-0.15
33.10-0.30
35.75-0.20
36.30-0.10
PepsiCo-Quaker Integration Tracking
Financials: NOPBT vs. PlanActuals through: Q4 2001Scope:Company-wide
2001 2002Project Implentation mgr. Status Q3 Q4 Q1 Q2 Q3 Q4 2003 2004 2005
A.2.1 Corporate project Preston Manager Yellow
NOPBT Plan 5.50 0.60 3.66 1.20 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 5.48 0.55 3.66 1.20 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
C.2.1 Sample W/H Sales project Percy Manager Red
NOPBT Plan 1.50 1.60 1.66 1.70 1.75 1.79 4.80 5.65 1.80
NOPBT Act-Fcst 0.58 0.75 0.96 1.10 1.25 1.39 4.50 5.45 1.70
-0.92 -0.85 -0.70 -0.60 -0.50 -0.40 -0.30 -0.20 -0.10
E.2.1 Selected Quaker food products through Owen Implementation YellowFLNA vend
NOPBT Plan 0.50 0.60 0.66 0.70 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 0.48 0.55 0.66 0.70 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
J.2.1 Consolidate media buying Pamela Manager Red
NOPBT Plan 0.00 0.00 0.50 0.50 2.00 2.00 21.00 21.00 21.00
NOPBT Act-Fcst 0.00 0.00 0.10 0.25 1.40 2.25 21.00 21.00 21.00
0.00 0.00 -0.40 -0.25 -0.60 0.25 0.00 0.00 0.00
Totals: NOPBT Plan 7.50 2.80 6.48 4.10 5.25 5.37 33.40 35.95 36.40NOPBT Act-Fcst 6.54
-0.961.85-0.95
5.38-1.10
3.25-0.85
4.15-1.10
5.22-0.15
33.10-0.30
35.75-0.20
36.30-0.10
6. Mngt Period Reports
Process Area
Legacy New Combined New Design Difference
Estimated Fully Loaded Costs (000) Savings (000) Comments
Headcount: Vice President 2 1 3 2 1 310$ 310$ Comp savings are basedDirector 2 - 2 2 - 280$ - on actual ratesManagers 6 3 9 7 2 140$ 280 Other Exempt 27 10 37 33 4 70$ 280 Non-Exempt 3 2 5 4 1 40$ 40
Subtotal 40 16 56 48 8 910$ Includes bonuses, whichare not in OAT dept. budgets
Other Major PotentiallyRedundant Expenses (000):
Consultants -$ 50 50$ -$ 50$ 75$ Travel - 50 50 - 50 50 Higher Auditor Salaries - (50) (50) - (50) (50) Require more experiencedAll Other - - - - - 80 entry-level auditorsTbd - - - - - - Tbd - - - - - -
Subtotal -$ 50$ 50$ -$ 50$ 155$
Total 1,065$ $925 in dept cost savings
plus $140 in bonuses
1. Project Team Tactical Plans
Consolidated Business Case Template Format$000s Ongoing Benefits Costs - Expense Costs - Capital Ongoing Benefits
0.001 0.001 Business IT Total Business IT Total
Project Team Project Initiative Benefits Description Cost DescriptionEcon Model Category
Rev Enhanceme
nt Cost Productiv. Ongoing Cost Net BenefitsCost
Avoidance Other Costs Other Costs Other CostsOther Costs Other Costs
Other Costs
Internal External Internal External Onshore Offshore Internal External Internal External Internal External Onshore Offshore Internal External
Supply ChainISCP DP - SAP (APO) Demand Planning Integrated - - (6,387.0) 1,148.8 1,786.4 1,153.1 385.7 - - 2,301.8 2,172.1 - 637.7 1,779.5 1,209.0 834.2 618.2 193.2 1,846.7 3,425.2 -
ISCP TCP - SAP (APO) Tactical Capacity Planning Integrated - 194.0 198.0 191.1 - - - 385.1 198.0 - 172.3 458.9 227.2 - - - 399.4 458.9 -
ISCP CRP - SAP (APO) Constraints Requirements Planning Integrated - 199.1 198.0 263.2 - - - 462.3 198.0 - 258.8 834.2 463.2 - 117.8 - 722.0 952.0 -
ISCP MRP - 352.5 132.0 65.3 - - - 417.8 132.0 - 428.6 556.2 98.9 - - - 527.5 556.2 -
Manufacturing Manufacturing - SAP
Production Planning, MRP, Plant Maintenance, Quality Management, Materials Management, Product Life Cycle Management, Event Management
Integrated - 971.5 594.0 631.9 132.0 - - 1,603.4 726.0 - 1,253.5 2,878.1 1,207.3 806.4 - - 2,460.8 3,684.5 -
Finance
Accounting Financials - SAPFI, CO, Purchasing, Tax, Treasury, SEM-BCS
Integrated - 1,238.7 731.3 160.9 132.0 31.1 - 1,399.6 894.4 - 1,683.0 3,616.6 286.8 806.4 425.3 198.7 1,969.7 5,047.0 -
Planning & Reporting Planning & Forecasting - SAP Integrated - 519.6 307.3 68.1 48.4 - - 587.7 355.7 - 493.7 771.9 88.4 170.5 - - 582.1 942.4 -
Go-To-Market
GTM - SAP Order Mgmt - SAPIncludes SAP SD-Sales & Dist (covering Order-to-Cash); Trade Promotions; Customer Relationship Management
Integrated - 617.1 396.0 543.9 66.0 31.1 - 1,161.0 493.1 - 750.8 1,793.6 882.7 278.1 130.9 198.7 1,633.6 2,401.3 -
GTM - SAP GTM Integrated - 945.9 396.0 529.4 66.0 31.1 - 1,475.2 493.1 - 1,343.5 1,668.5 948.1 278.1 130.9 44.2 2,291.7 2,121.6 -
IT
Data/BI Master Data Files - SAP SAP Integrated 264.7 264.7 1,746.4 969.7 1,843.0 1,213.7 88.3 62.1 1,008.6 3,589.4 2,333.8 1,008.6 266.7 31.3 414.3 444.2 88.3 62.1 580.0 681.0 625.9 580.0
Data/BI Business Warehouse/Business Intelligence - SAP
SAP Integrated - 418.3 - 538.3 813.3 - - 188.6 956.6 813.3 188.6 444.0 - 729.1 2,596.2 - - 400.0 1,173.2 2,596.2 400.0
Web/Portal Portal - SAP SAP Integrated - 138.1 - 368.3 444.8 12.0 - 506.4 456.7 - 64.0 - 231.5 444.8 12.0 - 295.5 456.7 -
IT Overall IT Architecture - SAP SAP Integrated - - - 476.4 - - - 2,664.9 476.4 - 2,664.9 - - 1,526.4 2,666.6 - - - 1,526.4 2,666.6 -
IT Overall Immediate Write-Offs - SAP $16MM Assumed taken in '03 Integrated - - - - - - - - -
IT Overall Accelerated Depreciation - SAP SAP Integrated - 9,800.0 - - 9,800.0 - - - -
IT Overall Software - SAP SAP Integrated - - - - - 16,000.0 - - 16,000.0
HR
HR HR LiteBlueprint, Mini-Master, Realization (Interfaces), Business Unit Rollout Support of Mini-Master
Integrated - 273.5 66.0 64.6 - - - 338.1 66.0 - 388.8 465.8 177.5 375.4 - - 566.3 841.1 -
2004
Labor Labor Labor Labor Labor Labor
Run Formula to Value Macro
2. Project Team Financial Model
PepsiCo-Quaker Integration Tracking
Financials: NOPBT vs. PlanActuals through: Q4 2001Scope:Company-wide
2001 2002Project Implentation mgr. Status Q3 Q4 Q1 Q2 Q3 Q4 2003 2004 2005
A.2.1 Corporate project Preston Manager Yellow
NOPBT Plan 5.50 0.60 3.66 1.20 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 5.48 0.55 3.66 1.20 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
C.2.1 Sample W/H Sales project Percy Manager Red
NOPBT Plan 1.50 1.60 1.66 1.70 1.75 1.79 4.80 5.65 1.80
NOPBT Act-Fcst 0.58 0.75 0.96 1.10 1.25 1.39 4.50 5.45 1.70
-0.92 -0.85 -0.70 -0.60 -0.50 -0.40 -0.30 -0.20 -0.10
E.2.1 Selected Quaker food products through Owen Implementation YellowFLNA vend
NOPBT Plan 0.50 0.60 0.66 0.70 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 0.48 0.55 0.66 0.70 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
J.2.1 Consolidate media buying Pamela Manager Red
NOPBT Plan 0.00 0.00 0.50 0.50 2.00 2.00 21.00 21.00 21.00
NOPBT Act-Fcst 0.00 0.00 0.10 0.25 1.40 2.25 21.00 21.00 21.00
0.00 0.00 -0.40 -0.25 -0.60 0.25 0.00 0.00 0.00
Totals: NOPBT Plan 7.50 2.80 6.48 4.10 5.25 5.37 33.40 35.95 36.40NOPBT Act-Fcst 6.54
-0.961.85-0.95
5.38-1.10
3.25-0.85
4.15-1.10
5.22-0.15
33.10-0.30
35.75-0.20
36.30-0.10
PepsiCo-Quaker Integration Tracking
Financials: NOPBT vs. PlanActuals through: Q4 2001Scope:Company-wide
2001 2002Project Implentation mgr. Status Q3 Q4 Q1 Q2 Q3 Q4 2003 2004 2005
A.2.1 Corporate project Preston Manager Yellow
NOPBT Plan 5.50 0.60 3.66 1.20 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 5.48 0.55 3.66 1.20 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
C.2.1 Sample W/H Sales project Percy Manager Red
NOPBT Plan 1.50 1.60 1.66 1.70 1.75 1.79 4.80 5.65 1.80
NOPBT Act-Fcst 0.58 0.75 0.96 1.10 1.25 1.39 4.50 5.45 1.70
-0.92 -0.85 -0.70 -0.60 -0.50 -0.40 -0.30 -0.20 -0.10
E.2.1 Selected Quaker food products through Owen Implementation YellowFLNA vend
NOPBT Plan 0.50 0.60 0.66 0.70 0.75 0.79 3.80 4.65 6.80
NOPBT Act-Fcst 0.48 0.55 0.66 0.70 0.75 0.79 3.80 4.65 6.80
-0.02 -0.05 0.00 0.00 0.00 0.00 0.00 0.00 0.00
J.2.1 Consolidate media buying Pamela Manager Red
NOPBT Plan 0.00 0.00 0.50 0.50 2.00 2.00 21.00 21.00 21.00
NOPBT Act-Fcst 0.00 0.00 0.10 0.25 1.40 2.25 21.00 21.00 21.00
0.00 0.00 -0.40 -0.25 -0.60 0.25 0.00 0.00 0.00
Totals: NOPBT Plan 7.50 2.80 6.48 4.10 5.25 5.37 33.40 35.95 36.40NOPBT Act-Fcst 6.54
-0.961.85-0.95
5.38-1.10
3.25-0.85
4.15-1.10
5.22-0.15
33.10-0.30
35.75-0.20
36.30-0.10
4. Benefit/ Cost Forecast
The BR Operational Tools should fit together with the program and divisional reporting
5. Initiative Presentations
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
OAT 2001Plan
Reclass toDivision
Adjusted OATPlan
Plan SavingsAdditions toClient Plan
$63.8 $38.8
$25.0 $19.5
$5.5
Remaining expenses
represent a 5% increase to Client 2001
Plan
Remaining expenses
represent a 5% increase to Client 2001
Plan
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 166 | IBM Project Management Office Solutions | 12/12/2006
The BR Tool set can be developed from existing Client formats or adapted from IBM-developed ones
Tool Description Users Timing
1. Project Team Tactical Plans
Excel Spreadsheet modeled after Division Budget/ Actual that contains the specific actions Budget, Process, & Capability owners will do to the baseline to achieve targeted benefits and costs for each time period. This is a project management tool that has the benefit and cost actions & support at the lowest levels
A: Team Leads
R: BR representative
I: Project Leadership, CM, PMO, Process Owner, Capability Owner, Budget Owner, and BR Leader (Group A)
Completed after Blueprinting Becomes input to Playbook
2. Project Team Financial Model
Excel Spreadsheet modeled after CapEx model to capture benefits and cost that will roll-up to Initiative Business Case and Web-based B/C Report. This is the project team document that interfaces with Tactical plans and the Playbook
A: Team Leads
R: BR representatives
I: PMO, Functional Leads
Already created from BPT Updates will occur at a
minimum on a period basis and around Executive Reviews
3. Initiative Business Case/ “Playbook”
Excel Spreadsheet modeled after Capex model to cumulate benefits and costs from all the ES projects. This the roll-up of all the projects.
A: BR Leader
R: Team Lead (BR reps)
I: Group A
Already created from BPT Updates will occur on a period
and around Executive Reviews
4. Web Based (MIO) Benefit/ Cost Roll Up
inputting tool for project teams to input status into web-based tool to facilitate automated roll-up
A: BR Leader
R: Team leads to upload. Jeremy to download tool reporting
I: Group A
Updates to be done on a scheduled, period basis
Internal reports generated for variations
5. Initiative Presentations
Regular and ad hoc presentation using financial information should be generated from source that has been vetted with Project Leadership
A: Team Leads, Project Leads
R: Team Leads, BR Leader
I: TBD
As necessary
6. Management Period Reports
Regular reports using Management KPIs and generated using Web-based roll up
A: BR Leader
R: BR Leader,Team Leads
I: Group A
Reports to be generated from Web-based tool to Project Leadership and Executive
A: Accountability. Individual who is culpable to management to accomplish work to quality standardsR: Responsibility. Individual(s) who perform the workI: Informed. Individuals who have visibility into the work product
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 167 | IBM Project Management Office Solutions | 12/12/2006
Knowledge Management
Knowledge Management: Mechanisms to formally plan and monitor Knowledge transfer through the project life cycle.
Activities to SupportProgram
Activities to SupportProgram
Planning and Monitoring
Monitoring planned program tasks andmilestones to determine whether plans are being adhered to, including dependencies between program projects.
Communications & Reporting
Generate and facilitate a forum for the sharing of program information includinggeneration and presentation of program report deliverables to Steering Committee or other executive body.
Issue Management
To progress, and track issues through to Resolution, for program issues that Cannot be resolved through day-to-day management activities.
Change Control
To formally request changes to the program baseline, to assess the impact of those changes and to track the implementation of the approved Amendments.
Contract & Financial Management
Manage the procurement and contracts with external vendors. Monitor and maintain financial documents e.g. achievement of targets.
Resource Management
Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.
Document Management
Provision of common templates, naming standards and maintenance of program files and deliverables.
Infrastructure Management
Provision of appropriate technology, tools, facilities, methodologies, Techniques.
Quality ManagementReview of program progress and the processes used in place. Ensuring deliverables are realistic, meet objectives, and are in the direction of best practices.
Risk Management
Capture and subsequent trigger for review of defined program risks.
Knowledge Management
Mechanisms to formally plan and monitorKnowledge transfer through the project life cycle.
Benefits ManagementImplementing appropriate mechanisms to monitor the progress of benefit realisations and subsequently highlightareas of concern.
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2006Confidential Page 168 | IBM Project Management Office Solutions | 12/12/2006
Knowledge transfer is built into the daily activities of each work group and managed as part of the overall program.
Our knowledge transfer process
Develop methods of and opportunities for knowledge transfer and build into project plans
Identify technology repository requirements to support the knowledge transfer process
Implement ongoing feedback process from Sun Life employees to ensure the delivery of knowledge sharing
PMO monitors knowledge sharing status as part of weekly reporting process
PMO ensures all information is captured at end of project and knowledge transfer has been achieved
Agree key skills to be built and knowledge to be shared
PMO takes corrective action where required
Construct development plan per individual that reflects knowledge transfer activities and expected outcomes
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting