Embed Size (px)
Citation preview
TALES FROM ESTABLISHING APORTFOLIO AND PROJECT
GOVERNANCE POLICIES
Chao-Yee WatsonOctober 6, 2014
Agenda
• Introduction• Speaker Biography• 2012: Disorganized Labor• 2013: Laying the Foundations• 2014: Execution of Strategy • Summary – Key Best Practices
Introduction
• Projects of lesser scale are critical to maximize the business value gained from successful completion of the large initiatives.
• Establishment of business process governance framework to enable the Xilinx Customer Operations department – Organize their strategic initiatives into a project portfolio – Enforce project managers’ accountability– Provide visibility of the projects’ statuses to senior management
• Xilinx, Inc.– Semi-conductor company headquartered in San Jose, CA – $2.3B in revenues in fiscal year 2014– Over 3500 employees and 20,000 customers– Longmont, CO; Dublin, Ireland; Singapore and Hyderabad, India– Smaller R&D and sales locations throughout the world.
Speaker Background
Chao-Yee Watson• Over 19 years managing business process and system change in High Technology
• Extensive experience driving international change management and enterprise-wide roll-outs with a focus on process design, key performance metrics design and resource optimization
• Thought leader in design and re-engineering of processes in the areas of supply chain management, demand management, forecasting, inventory management, logistics, outsourced manufacturing / logistics and product lifecycle management
PMP® certifiedMBA from Santa Clara UniversityBS in Mechanical Engineering from UC Berkeley
• http://www.linkedin.com/in/chaoyee/
2012: Resetting After Major Global Change
• Corporate Enterprise Systems unfrozen after two year lockdown – Upgrade to Oracle E-Business Suite to R12
• All departments had lists of desired projects – Required evaluation, prioritization and resourcing
• IT was ready for the Business to prioritize the workload– IT wouldn’t assign resources without explicit prioritization
• Business was not as ready…
2012: Customer Operations
VP Customer Operations
Director of NA COAM
Manager 1
Team 1
Manager 2
Team 2
Manager 3
Team 3
Director of APAC COAM
Manager 1
Team 1
Manager 2
Team 2
Manager 3
Team 3
Manager 4
Team 4
Director of EMEA COAM
Manager 1
Team 1
Manager 2
Team 2
Manager 3
Team 3
Director of Global Cust Ops
Manager 1
Team 1
Manager 2
Team 2
PMO PM
Team 3
Director of GTC
Manager 1
Team 1
2012: Project Free-For-All
• Project Prioritization Process
− Lists of projects that individuals wanted to do
− Managers gave their Directors the lists of projects
− Vice President and Directors decided on which projects to keep on the list and which to strike off the list
• No explicit connection between proposed projects and business processes
• No direction towards business process improvement
2012: Non-Optimal Results
• No visibility of status or progress of projects
− No regular forum for project updates
− No common format for project metrics
• Last minute scramble at the end of each quarter
− Lack of alignment with Department goals
• Projects were late or not completed
• Strategic goals were not met
2013: Identifying the Gap
• Vice President was not satisfied with the 2012 results
• Vice President wanted to understand the current state of business processes
• Without an understanding the As-Is business process globally, management can not make educated decisions on which projects to green light
• Top down request for the establishment of business process governance
2013: Creation of a New Process
• Steps to establishment of the business process governance process
− Define what is the governance process
− Explain why the department needs a governance process
− Define the processes to be managed
− Define the owners of the processes
− Establish the timeline and milestones
− Create the templates for status updates and metrics
• Methodology monitoring and optimizing the execution of WW Customer Operations business processes
• Purpose is to identify areas of potential improvement– Policies, methods, documentation, roles, technologies and metrics
• Business Value:– Clearly defined ownership for business processes– Develop To-Be business process vision focused on continuous process
improvement– Disciplined identification, prioritization and execution of process improvements– Facilitate management’s understanding of the relative value of proposed process
changes and set priorities– Focus management team on continuous business process improvements
What is Business Process Governance?
Process Name Process Definition Process Owner
Direct Forecast Includes customer forecast and Monster forecast for Direct accounts Global Cust Ops Director
Order Management Includes the Order Import, Order Entry, Order Management and Order Fulfillment processes. APAC Manager 1
Expedite Includes the creation and management of expedites EMEA Manager 1
Master Data Processes include the activities to ensure clean data in the Customer Master Hub and the CMF APAC Manager 1
Product Lifecycle (Components)
The management of processes from NPI through production to end of life for Component products NA Manager 1
Product Lifecycle(Dev Sys)
The management of processes from NPI through production to end of life for Development Systems products
Global Cust Ops Manager 3
CVMI Includes the processes used to manage CVMI customer relationships, service levels and hub inventories
Global Cust Ops Manager 2
RMA Processes include all Xilinx RMAs for both Components and Development Systems Global Cust Ops Manager 2
Case Management (Dev Sys)
Processes for managing customer inquiries regarding Development Systems product orders Global Cust Ops Manager 3
Business Process Automation
Processes include B2B, automated communications with any party (Customers, Partners and Internal), web tools, corporate IT project management and testing automation
Global Cust Ops Manager 2
E-Commerce Processes include all functions related to the Xilinx Online Storefront Global Cust Ops Manager 3
Software Fulfillment Processes for managing the electronic fulfillment of Development Systems software Global Cust Ops Manager 3
Channel Ops Processes for managing the relationships with Xilinx’s Channel Partners, includes revenue forecasting
Global Cust Ops Manager 1
Direct Account Management
Processes for managing direct customer accounts EMEA Manager 2
Case Management (Components)
TBD Global Cust Ops Manager 3
High Level Process Definitions and Owners
Process
Metric
Dire
ctFo
reca
st
Ord
erM
anag
emen
t
Expe
dite
Mas
terD
ata
Prod
uctL
ifecy
cle
(Com
pone
nts)
Prod
uct L
ifecy
cle
(Dev
Sys)
CVM
I
RMA
Case
Man
agem
ent
(Dev
Sys)
Busi
ness
Proc
ess
Auto
mat
ion
E-Co
mm
erce
Elec
tron
ic
Fulfi
llmen
t (XE
F)
Chan
nel O
ps
Dire
ct A
ccou
nt
Man
agem
ent
Com
pone
nt C
ase
Man
agem
ent
Number of Sub-processes Identified
2 ? ? ? 3 3 ? 9 3 ? 2 4 4 ? ?
% of Sub-processes “As-Is” Documented
100% ? ? ? ? 30% ? 100% 100% ? 50% 100% ? ? ?
As-Is Documentation Quality
High Med High ? Med High
% of Sub-processes with defined “To Be” state
0% ? ? ? ? 33% ? 10% 2 ? 50% 50% ? ? ?
% of To-Be withOFI actions in process
2 1 2 ? 1 1
SMEs Identified & Trained Y/N ? ? ? ? Y/N ? No Y/Y Y/N Y/Y Y/N ? ? ?
Process Metrics Identified 0 ? ? ? ? 0 ? 0 2 0 1 1 ? ? ?
Overall Weighted Score
WW Customer Operations Business Process Health Dashboard
2013: Education of the Masses
• Rolled out in March 2013
− Published and communicated schedule and deliverables
− Provided training to all directors and managers
• Selling the idea of governance
− Met with influential individual contributors
• Training
− Many lacked experience in documenting business process
− Trained process owners on business process mapping
− Visio and Cross-Functional Flow Diagrams
Page 15
FY14 Business Process Governance Timeline
Progress to Organizational Process Maturity
2013: Establishing Protocol• Process Area Owner Responsibility
− Identify sub-processes in Process Area
− Document and evaluate As-Is sub-processes
− Associate all projects to sub-processes
− Document To-Be business process based on changes implemented by projects
− Provide quarterly status updates of Process Area
• PMO Responsibility
− Create and assist process owners in use of standardized template
− Train process owners in business process mapping and metrics
− Schedule status updates into the agendas of existing managers meetings
− Publish and present summary of governance status to all levels of management in WW Operations quarterly
Page 17
Quarter
Metric
Q1FY14 Targets Q2FY14 Targets Q3FY14 Targets Q4FY14 Targets
Number of Sub-processes Identified< 30% 30%-
80% > 80% < 80% 80%-90% 100% < 85% 85%-
99% 100% < 90% 90%-99% 100%
% of Sub-processes “As-Is” Documented < 80% 80% -
90% > 90% < 80% 80% -90% > 90% < 85% 85%-
95% > 95% < 90% 90%-99% 100%
As-Is Documentation QualityLow Med High Low Med High Low Med High Low Med High
% of Sub-processes with defined “ToBe” state < 34% 34% -
66% > 66% < 50% 50% -80% > 80% < 60% 60% -
85% > 85% < 70% 70% -90% > 90%
% of To-Be with OFI actions in process 0% 1% -
33% > 33% < 33% 33% -66% > 66% < 45% 45%-
75% > 75% < 50% 50%-80% > 80%
SMEs Identified & TrainedN/N Y/N Y/Y N/N Y/N Y/Y N/N Y/N Y/Y N/N Y/N Y/Y
Process Metrics Identified< 33% 33% -
66% > 67% `< 50 % 50% -80% > 80% < 75% 75%-
90% > 90% < 80% 80%-95% > 95%
Percentage of Metrics Meeting Targets(Starting Q4FY14)
< 50% 50%-80% > 80%
WW Customer Operations Business Process Health Metrics Targets
Progress to Organizational Process Maturity
2013: Executing on the Plan
• Challenges to execution
− Goals misalignment
− Cultural misunderstandings
− Time zone differences
− Negative impressions
• Status in December 2013− All process owners reporting quarterly− All directors expected standard updates
Page 19
Process
Metric
Dire
ctFo
reca
st
(EM
EAM
gr1)
Ord
erM
anag
emen
t (A
PAC
Mgr
1)
Expe
dite
(EM
EAM
gr2)
Mas
terD
ata
(APA
C M
gr1)
Prod
uctL
ifecy
cle
Com
pone
nts
(N
A M
gr3)
Prod
uct L
ifecy
cle
Dev
Sys (
Glob
alCu
stO
ps M
gr3)
CVM
I (PM
OPM
)
RMA
(PM
OPM
)
Case
Man
agem
ent
Dev
Sys (
Glob
al C
ust
Ops
Mgr
2)
Busi
ness
Proc
ess
Man
agem
ent
(PM
O
PM)
XEF/
E-Co
mm
erce
{G
loba
lCus
tOps
M
gr3)
Chan
nel O
ps (G
loba
lCu
stO
ps M
gr1)
Dire
ct A
ccou
nt
Man
agem
ent (
EMEA
Mgr
3)
Number of Sub-processes Identified 100% 100% 6 6 100% 100% 100% 100% 3 100% 100% 100% 6
% of Sub-processes “As-Is” Documented 100% 100% 90% 100% 100% 100% 100% 100% 100% 65% 100% 90% 100%
As-Is Documentation QualityHigh 100% High High High High High Med High Med High High High
% of Sub-processes with defined “To Be” state 100% High 70% 98% 90% 75% 80% 10% 100% 60% 80% 85% 60%
% of To-Be with OFI actions in process 4 30% 70% 94% 50% 100% 80% 10% 66% 60% 80% 75% 50%
SMEs Identified & TrainedY/N 70% Y/Y Y/Y Y/Y Y/Y Y/Y Y/Y Y/Y Y/N Y/Y Y/Y Y/N
Process Metrics IdentifiedNo 7 100% 100% 85% 100% 80% 10% 100% 60% 100% 100% Y
Percentage of Metrics Meeting Targets 80.5% 100% 66% 100% 10% NA 86% 50%
Overall Weighted Score
Q4FY14 WW Customer Operations Business Process Health Dashboardas of 4/4/14*
• Merged XEF and E-Commerce into single process area going forward• Added Percentage of Metrics Meeting Targets• Further consolidation of Process Areas will occur in future quarters
Page 20
Process
QuarterDi
rect
Fore
cast
(E
MEA
Mgr
1)
Ord
erM
anag
emen
t (A
PAC
Mgr
1)
Expe
dite
(EM
EAM
gr2)
Mas
terD
ata
(APA
C M
gr1)
Prod
uctL
ifecy
cle
Com
pone
nts
(N
A M
gr3)
Prod
uct L
ifecy
cle
Dev
Sys (
Glob
alCu
stO
ps M
gr3)
CVM
I (PM
OPM
)
RMA
(PM
OPM
)
Case
Man
agem
ent
Dev
Sys (
Glob
al C
ust
Ops
Mgr
2)
Busi
ness
Proc
ess
Man
agem
ent
(PM
O
PM)
XEF/
E-Co
mm
erce
{G
loba
lCus
tOps
M
gr3)
Chan
nel O
ps (G
loba
lCu
stO
ps M
gr1)
Dire
ct A
ccou
nt
Man
agem
ent (
EMEA
Mgr
3)
Q1FY14
Q2FY14
Q3FY14
Q4FY14
Q1FY15
Q2FY15
Q3FY15
Q4FY15
Qtr to Qtr WW Customer Operations Business Process Health Comparison
Progress to Organizational Process Maturity
2013: Tying Past Results to Strategic Planning
• Vice President was pleased with the results
• Agreed to tie CY 2014 Strategic Initiative Planning with Business Process Governance
• All Strategic Initiatives were identified and mapped to a process area
VP Customer Operations
Director of NA COAM
Manager 1
Team 1
Manager 2
Team 2
Director of APAC COAM
Manager 1
Team 1
Manager 2
Team 2
Manager 3
Team 3
Manager 4
Team 4
Director of EMEA COAM
Manager 1
Team 1
Manager 2
Team 2
Director of WW CustOps
Manager 1
Team 1
Manager 2
Team 2
Manager 3
Team 3
PMO PM
Team 4
Director of GTC
Manager 1
Team 1
Manager 2
Team 2
2014: Customer Operations
2013: Tying Past Results to Strategic Planning
VP and Directors
PMO PM PMO PM
PMO PM PMO PMAPAC Mgr 1 APAC Mgr 1Global Cust Ops Mgr 3Global Cust Ops Mgr 1 EMEA Mgr 1
EMEA Mgr 2
EMEA Mgr 3
NA Mgr 2
2014: Establishing Protocol
2014: How are we doing?
• Vice President and Directors have full visibility to statuses of strategic initiatives
• Separate monthly governance meetings established
• Management educated on the difference between projects and ongoing operations
• Steering members critically assess each of the projects
• All requests from Customer Operations to IT tracked by PMO
• Planning for 2015 Strategic Initiatives based on the 2014 statuses
VP and Directors
PMO PM PMO PM
PMO PM PMO PMAPAC Mgr 2 APAC Mgr 3EMEA Mgr 1
EMEA Mgr 2
NA Mgr 3
Global CustOps Mgr 3
Global CustOps Mgr 1
Process
Quarter
Dire
ctFo
reca
st (E
MEA
Mgr
1)
Dire
ct A
ccou
nt
Man
agem
ent (
EMEA
Mgr
3) Ord
erM
anag
emen
t (AP
AC
Mgr
1)
Expe
dite
(EM
EAM
gr2)
Mas
terD
ata
(APA
C M
gr1)
Prod
uctL
ifecy
cle
Com
pone
nts (
NA
Mgr
3)
CVM
I (PM
OPM
)
RMA
(PM
OPM
)
Case
Man
agem
entD
ev
Sys (
Glob
al C
ustO
ps M
gr2) Bu
sine
ssPr
oces
s M
anag
emen
t (P
MO
PM
)
Elec
tron
ic F
ulfil
lmen
t XEF
(Glo
bal C
O M
gr3)
E-Co
mm
erce
(Glo
balC
O
Mgr
3)
Prod
uct L
ifecy
cle
Dev
Sys
(Gla
balC
O M
gr3)
Chan
nel O
ps (G
loba
lCO
M
gr1)
Q1FY14
Q2FY14
Q3FY14
Q4FY14
Process
Quarter Dire
ctFo
reca
st
(EM
EAM
gr1)
Dire
ct A
ccou
nt
Man
agem
ent
(EM
EAM
gr3)
Ord
erM
anag
emen
t (A
PAC
Mgr
1)
Expe
dite
(EM
EAM
gr2)
Mas
terD
ata
(APA
C M
gr1)
Prod
uctL
ifecy
cle
Com
pone
nts (
NA
Mgr
3)
CVM
I (PM
OPM
)
RMA
\Ca
se M
anag
emen
tDe
v Sy
s (PM
O P
M)
Busi
ness
Proc
ess
Man
agem
ent
(PM
O
PM)
Elec
tron
ic
Fulfi
llmen
t XEF
/ E-
Com
mer
ce \
Prod
uct L
ifecy
cle
Dev
Sys (
Glob
alCO
M
gr3)
Chan
nel O
ps
(Glo
balC
O M
gr1)
Q1FY15
Process
Quarter Dire
ctFo
reca
st \
Dire
ct A
ccou
nt
Man
agem
ent
(EM
EAM
gr1)
Ord
erM
anag
emen
t (A
PAC
Mgr
2)
Expe
dite
(EM
EAM
gr2)
Mas
terD
ata
(APA
C M
gr3)
Prod
uctL
ifecy
cle
Com
pone
nts (
NA
Mgr
3)
CVM
I (PM
OPM
)
RMA
\Ca
se M
anag
emen
tDe
v Sy
s (PM
O P
M)
Busi
ness
Proc
ess
Man
agem
ent
(PM
O
PM)
Elec
tron
ic
Fulfi
llmen
t XEF
/ E-
Com
mer
ce \
Prod
uct L
ifecy
cle
Dev
Sys (
Glob
alCO
M
gr3)
Chan
nel O
ps
(Glo
balC
O M
gr1)
Q2FY15 (*)
Q3FY15
Q4FY15
Qtr to Qtr WW Customer Operations Business Process Health Comparison
Progress to Organizational Process Maturity
Summary: Key Best Practices
• Educate Management
• Obtain buy-in from all stakeholders
• Establish common language
• Establish timetable
• Enforce consistency
• Measure results
• Communicate results frequently
QUESTIONS?
