The Powerof One+Pmo Overview

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


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


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting

Activities to SupportProgram



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.


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Planning and Monitoring Templates

Theme/Project Definition Resource Plan

Project Portfolio Inventory

Microsoft Excel Worksheet


Work Breakdown Structure

Product Breakdown Structure

Microsoft Word Document




Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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





Cost

Time

Cost Variance

Schedule Variance



-ve cost variance




Project Managers Responsibilities

Safe Danger

Safe



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


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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


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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.


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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.


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


2. Define the Completion Criteria and Scope:Program Management Office


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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.


3. Initiate PlanningProgram Management Office


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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


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.


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


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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


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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


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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


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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


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Comm. &Reporting


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



Roll-up Reporting (continued)

PMO Review10AM-12PM

Issue Meeting1:00-3:00






7AM PT


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


Country



Prepared Approved



x x

x x x x x x x


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


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


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


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%


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






Wednesday, 22/08/01


WFR Program

Workforce Reduction Program - EMEAWeek of August 27th 2001


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




ManagementPlan

Green













OUTSTANDING



















ISSUES

OUTSTANDING













•What are the tools for tracking progress and what is the schedule for status reporting?


Country



Prepared Approved



x x

x x x x x x x


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


HC

2,984286385106156118073327522316210311103879

1008626431227254322717311356474297117285172415342

We are here


Country



Prepared Approved



x x

x x x x x x x


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


HC

2,984286385106156118073327522316210311103879

1008626431227254322717311356474297117285172415342

We are here

WFR Program


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










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
















Group 2 15 13 4 1648 0%

Tota l 26 21 12 1790 0%




WFR Program


Wednesday, 22/08/01


Plan approved



and finalized

Start notification

Planned date 50%

off payroll

Planned date

100% off payroll


today

Actual percentage

today

PMO assessment



Plan approved

Proposed Approach

Proposal Status


Planned date 50%

off payroll

Planned date

100% off payroll


today

Actual percentage

today

PMO assessment





WFR Program






Wednesday, 22/08/01


WFR Program






Wednesday, 22/08/01


WFR Program




ManagementPlan

Green













OUTSTANDING



















ISSUES

OUTSTANDING













WFR Program




ManagementPlan

Green













OUTSTANDING



















ISSUES

OUTSTANDING














Country



Prepared Approved



x x

x x x x x x x


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


HC

2,984286385106156118073327522316210311103879

1008626431227254322717311356474297117285172415342

We are here


Country



Prepared Approved



x x

x x x x x x x


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


HC

2,984286385106156118073327522316210311103879

1008626431227254322717311356474297117285172415342

We are here

WFR Program


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










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
















Group 2 15 13 4 1648 0%

Tota l 26 21 12 1790 0%




WFR Program


Wednesday, 22/08/01


Plan approved



and finalized

Start notification

Planned date 50%

off payroll

Planned date

100% off payroll


today

Actual percentage

today

PMO assessment



Plan approved

Proposed Approach

Proposal Status


Planned date 50%

off payroll

Planned date

100% off payroll


today

Actual percentage

today

PMO assessment





WFR Program






Wednesday, 22/08/01


WFR Program






Wednesday, 22/08/01


WFR Program




ManagementPlan

Green













OUTSTANDING



















ISSUES

OUTSTANDING













WFR Program




ManagementPlan

Green













OUTSTANDING



















ISSUES

OUTSTANDING













•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




•Ensured goals were met by business


•Developed communicati ons processes to support implementation of the str ategy objecti ves


•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.


the US








against goals




PwC









GLOBAL PMO












OPERATIONS













EXECUTIVE COUNCIL

















•Evaluate impact of program on HR policies / initiatives, ie, impact to next ranking, EWD training objectives, comp issues.


the US








against goals




PwC









GLOBAL PMO












OPERATIONS













EXECUTIVE COUNCIL

















•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?


priorities











Notification E vent



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



priorities











Notification E vent



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


•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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

KnowledgeManageme

nt

Comm. &Reporting


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

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nt

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nt

Comm. &Reporting


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


Issues Manageme

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Comm. &Reporting


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nt

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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


Issues Manageme

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ManagementQuality

Management

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nt

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nt

Comm. &Reporting


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nt

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Management

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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


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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.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


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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


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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


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Management

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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


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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

E-Mail

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?


Issues Manageme

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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


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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


Issues Manageme

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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


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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


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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


Issues Manageme

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Consolidate project performance and action stop light issues


Issues Management

Change Control


ResourceManagement

Document Management


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


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


ResourceManageme

nt

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ent

Infrastructure

ManagementQuality

Management

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nt

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ent

Knowledge

Management

Comm. &Reporting

Illustrative


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


Monitoring

Issues Managem

ent

Change Control


ResourceManageme

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ent

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ManagementQuality

Management

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ent

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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


Monitoring

Issues Managem

ent

Change Control


ResourceManageme

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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


Monitoring

Issues Managem

ent

Change Control


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Management

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Sample Weekly ReportingProgram Management Office


Issues Management

Change Control


ResourceManagement

Document Management


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


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


Issues Manageme

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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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting



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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Illustrative


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting



Illustrative


Issues Manageme

nt

Change Control


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


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


Track Tasks and Initiate Corrective Action

Task Time

Project Leader Responsibilities

Task Time Complete

X

X

• Achievements





Cost

Time

Cost Variance

Schedule Variance



-ve cost variance




Theme Leader Responsibilities

Safe Danger

Safe




Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


• 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


• 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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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)



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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







•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




5•Team Reports (sub-team lead)






Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


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







Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


Transformation Team Communications – Theme Mgmt

Team Schedule

Communication Type Content DeliveryContent Development AudienceContent Approval

Design Review

TMOTheme LeaderExecutive Committee

Theme Leader


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


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Transformation Program Updates (Newsletter)


Users

Communication Team, Theme Team Members

TMO, Theme Leader

Communication Team

Transformation Program Updates (Newsletter)


Users

Communication Team, Theme Team Members

TMO, Theme Leader

Communication Team



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


Status Reporting & Communication Templates

Individual Status Report

Project Status Report Milestone List





Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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)


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting



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


Initiative Leader

CEO



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


External Communication Templates

Communication Management Plan



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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)


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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)


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issue Management & Resolution Governance


Enter issueinto Log

Manager opensIssue, assigns importance

and urgency



Owner enters resolution plan in issue log, reviews

with manager

Owner implements resolution



Define required management action, required decision/action date, escalate to management

(Theme/Project Status)Yes


Does implemented

resolution meet approver requirements?

Approver approves resolution, closes

issue

No

Yes

Approver defines changes

required

No



Enter issueinto Log

Manager opensIssue, assigns importance

and urgency



Owner enters resolution plan in issue log, reviews

with manager

Owner implements resolution



Define required management action, required decision/action date, escalate to management

(Theme/Project Status)Yes


Does implemented

resolution meet approver requirements?

Approver approves resolution, closes

issue

No

Yes

Approver defines changes

required

No


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


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


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


process design)- Configuration details

Issues determined by TMO to require Executive Committee decisions

Issue Type

Theme leader

Executive Committee

Decision-making body


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issue Management & Resolution Templates

Issue Document


Action Control Document


Action Control Log



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


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


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


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


Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting

Contract Management


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





Company XYZ





Company XYZ


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting

PMIP – Program Costs (Accounts Actual)


Resource Management

Resource Management: Manage assignment of project resources, including ensuring individuals with appropriate skills are available at the requisite time.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Resource Management Governance


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


Theme Leader


Initiative Leader

CEO



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Resource Management Templates

Staff List

Organizational Breakdown Structure

Staff Schedule

Resource Schedule





Resource Plan



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting

Illustrative


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Document Management

Document Management: Provision of common templates, naming standards and maintenance of program files and deliverables.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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.


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting

Illustrative


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting



Infrastructure Management: Provision of appropriate technology, tools, facilities, methodologies, Techniques.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting



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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


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


CRITERIAMeasurement

ToolGo Go w/

CautionNo Go

Exit Criteria




Q DriveCompliance

Matrix




4 5 0 1 10


0 3 0 1 4


0 0 0 2 2



CRITERIAMeasurement

ToolGo Go w/

CautionNo Go

Exit Criteria




Q DriveCompliance

Matrix


CRITERIAMeasurement

ToolGo Go w/

CautionNo Go

Exit Criteria




Q DriveCompliance

Matrix


Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471



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


4 5 0 1 10


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


0 3 0 1 4


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


Gate ReviewProcess

GateGo-Live ChecklistGo-Live Checklist

Go-Live


CRITERIAMeasurement

ToolGo Go w/

CautionNo Go

Exit Criteria




Q DriveCompliance

Matrix




4 5 0 1 10


0 3 0 1 4


0 0 0 2 2



CRITERIAMeasurement

ToolGo Go w/

CautionNo Go

Exit Criteria




Q DriveCompliance

Matrix




4 5 0 1 10


0 3 0 1 4


0 0 0 2 2



CRITERIAMeasurement

ToolGo Go w/

CautionNo Go

Exit Criteria




Q DriveCompliance

Matrix


CRITERIAMeasurement

ToolGo Go w/

CautionNo Go

Exit Criteria




Q DriveCompliance

Matrix


Exit CriteriaDesignated Requirements for PC1-PC4 79 193 113 86 471



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


4 5 0 1 10


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


0 3 0 1 4


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

’’’’’’’’


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting



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


Theme Leader


Initiative Leader

CEO



Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

KnowledgeManageme

nt

Comm. &Reporting


QA & Standards Enablement Templates

Quality Plan

QA Review




Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Resource

Management

Document

Management

Infrastructure

Management

Quality Manage

ment

Risk Manage

ment

BenefitsManage

ment

Knowledge

Management

Comm. &

Reporting


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


ResourceManagem

ent

Document

Management

Infrastructure

ManagementQuality

Management

Risk Managem

ent

BenefitsManagem

ent

Knowledge

Management

Comm. &Reporting


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


Monitoring

Issues Manageme

nt

Change Control


ResourceManageme

nt

Document Manageme

nt

Infrastructure

ManagementQuality

Management

Risk Manageme

nt

BenefitsManageme

nt

Knowledge

Management

Comm. &Reporting


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


Resource

Management

Document

Management

Infrastructure

ManagementQuality

Management

Risk Manage

ment

BenefitsManage

ment

Knowledge

Management

Comm. &

Reporting


Risk Management

Risk Management: Capture and subsequent trigger for review of defined program risks.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


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


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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.


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management

Infrastructure

Management

Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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



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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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



Issues Management

Change Control


ResourceManagement

Document Management

Infrastructure

ManagementQuality

ManagementRisk

ManagementBenefits

ManagementKnowledge

Management

Comm. &Reporting


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



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management

Infrastructure

ManagementQuality

ManagementRisk

ManagementBenefits

ManagementKnowledge

Management

Comm. &Reporting



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


Theme Leader


Initiative Leader

CEO



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Risk Mitigation & Management Templates

Risk Mitigation Plan

Risk Definition Risk Occurrence




Change Request



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Benefit Management

Benefit Management: Implementing appropriate mechanisms to monitor the progress of benefit realizations and subsequently highlight areas of concern.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Test Benefit Strength

Build Business and Benefits Case

Realize Results

Execute BenefitsDelivery

Establish Benefits Realization Process




Realize Results




Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting



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




Realize Results






Realize Results




Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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




Realize Results






Realize Results



Establish Realization Process


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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




Realize Results






Realize Results



Test Benefits Strength


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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




Realize Results






Realize Results




Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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




Realize Results






Realize Results




Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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%


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Benefits Realization Approach


Establish and Track Benefits Measures


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


During the Benefits Ownership phase, task responsibilities are determined, affected parties are identified, and responsibilities are allocated accordingly.

BenefitsDeliverablesTasks Tools

ILLUSTRATIVEProgram Management Office


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


The Test Benefits Strength stage is needed to ensure that expectations are well-managed, and that the organization is prepared for implementation.



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


Test Benefits Strength – Sample: Functional Diagnostic

The Functional Diagnostic generates a high level review of key operations. For example, the Supply Chain Diagnostic Survey.


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


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.




Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


ValueTechTM

Business Case Methodology


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.



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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”.


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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



Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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?


• 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?


• 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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


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


Lifecycle Playbook

Key

Act

ivit

ies

Del

ive

rab

les


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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





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


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


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


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


-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





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


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


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


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


-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





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


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


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


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


-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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting



Knowledge Management: Mechanisms to formally plan and monitor Knowledge transfer through the project life cycle.







Issue Management


Change Control




Resource Management


Document Management





Risk Management






Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting


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


Issues Management

Change Control


ResourceManagement

Document Management


Quality Management

Risk Management

BenefitsManagement

KnowledgeManagement

Comm. &Reporting