Up a Well Seasoned Global Portfolio amp the Recipe for the Secret Sauce Mike Ballasiotes Electrolux Project Management Center of Excellence Dan Ling Pcubed PC228 Photo Dan Ling ID: 397636
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Cooking Up a Well Seasoned Global Portfolio & the Recipe for the Secret SauceMike BallasiotesElectrolux Project Management Center of ExcellenceDan LingPcubed
PC228Slide3
PhotoDan LingManaging Consultant22 years of experience helping manufacturing and consumer products including Whirlpool, Praxair, Rockwell Automation, Honda, GM and Electrolux among others. Leader in Pcubed’s innovation and new product developmentMicrosoft technology expertPcubed
Consultancy focused on program/portfolio, portfolio and change management30 offices globally Serving half of the Fortune 100Solutions that go beyond technology
Oldest Microsoft PPM Gold PartnerSlide4
Mike BallasiotesHead of Project Management Center of Excellence Over 18 years in IT management Consumer products, printing and IT consulting industriesHeld various business, IT management, consulting and project management roles Joined Electrolux in 2008 as Director, North American PMOAppointed Head of Project Management CoE in 2011PMP certifiedElectrolux One of worlds leading global consumer products firms
PhotoSlide5
“Hi!”“Hey!”
Mariott
Courtyard Hotel,
Kungsholmen, Stockholm, Sweden
“Hej
!”Slide6
Most people in the US will say vacuum cleanersWhat do you think of when you hear “Electrolux”?We’re actually the second largest appliance maker in the worldSlide7
Our brandsSlide8
Position
Sales
SEK 110
billion
Op
income
SEK 5.2 billion
Sales in more than
150
markets
A world leader in appliances
Figures as of
2012
Products
More than 50 million products per year
To meet the real needs of consumers and professionals
50
million
150
markets
People
59,000
in 60 countries
60
countries
Electrolux 2012Slide9
Electrolux business Share of net sales as of 2012Major appliances
Ovens & cooktops
Refrigerators and freezers
DishwashersLaundry productsAir conditioners and dehumidifiers
Professional productsMajor appliances for industrial and commercial use
Small appliances
Consumer vacuums
Home HVAC
Countertop appliances
$17
Billion USDSlide10
AgendaElectrolux ITBackground & vision
Project overview
Global factors
Lessons learnedSlide11
Electrolux ITBackground & vision
Project overview
Global factors
Lessons learnedSlide12
653 IT employees144 external resourcesPartially outsourced application support & maintenance100± IT projects running on averageIT personnel in 40 countries
Electrolux IT statistics
Argentina
AustraliaAustriaBelgiumBrazilCanada
ChinaColombiaCzech RepublicDenmark
Ecuador
Finland
France
Germany
Greece
Hungary
India
Indonesia
Ireland
Italy
Japan
Luxemburg
Mexico
Netherlands
New Zealand
Norway
Peru
Poland
Portugal
Romania
Russia
Singapore
Spain
SwedenSwitzerlandThailandUkraineUnited KingdomUSAVenezuelaSlide13
Number of users and applications
Users: 5200
Applications: 384
Locations: 34
Supported Languages: 1
Users: 15 000
Applications: 461
Locations: 206
Supported Languages: 15
Users: 4000
Applications:148
Locations: 30
Supported Languages: 3
Users: 2941
Applications:116
Locations: 86
Supported Languages: 6
Total Users: 27,141
Applications: 1109
Locations: 356
Countries/Languages: 48/22
Data center Pordenone
Data
center
CharlotteSlide14
IT organizationSlide15
Electrolux ITBackground & vision
Project overview
Global factors
Lessons learnedSlide16
Previous attempts to globalize project management did not achieve adoptionLack of collaborationOverly complex, rigid implementationsAttempted to adopt one region’s model Limited Senior Management visibilityEach Region has been managing projects and process independentlyNo single data sourceEvaluated tools in 2011 and selected MS Project Server 2010Launched Project PhAROS in January, 2012BackgroundSlide17
Drive organizational efficiency and excellence in project delivery through the development and standardization of a global IT governance methodology, processes, and toolsVision
P
roject
And Resource Optimization SystemSlide18
Deployment StrategyEvolve the maturity in organizational program, project, and project portfolio management capabilities to more effectively deliver benefitsMaintain simplicity with initial implementation
Realign & re-plan after each phaseSlide19
CMM & ChallengesCapability levels of project management resources, processes, and tools are not alignedInconsistent organizational structure and roles Governance varies impacting both quality and ability to maintain accurate visibility across the organizationMultiple languages and cultures
Mix of internal resources and external services
Improve Organizational Project Management Maturity level from a rating of 1.8 to 3.0Slide20
Original Roadmap Oct 2012Global MethodologyCommon Solution
Dec 2012
Finalize Rollout
Aligned Portfolio
March 2013
Optimized Portfolio
Time Tracking
Sept. 2013
Integrated Delivery
Optimized Resources
Jan 2012
Kick -offSlide21
Program scopePhase IPortfolio managementProject managementReportingIssue & risk managementDocument managementPhase IITime managementResource managementSlide22
Target ResultsPhase I Success Metrics
All regions entering all projects in
PhAROS
All Project Managers maintaining accurate phase governance for
projects
All Regions & Executive Management using PhAROS portfolio process
Elimination of manual reporting
Benefits
Single Source of Project Data
Eliminates reporting overhead
Consistent information
Full visibility
Consistent
Process
Improves quality of delivery
Provides flexibility across organization
Benefits
Based Portfolio
Projects selected based on return to organization and alignment with strategic goals
Balances project load
Performance
Metrics
Standardized measures
Cost and effort analysis across enterpriseSlide23
Electrolux ITBackground & vision
Project overview
Global factors
Lessons learnedSlide24
Project organizationCountries Represented:Belgium, Brazil, Holland, India, Italy, Sweden, UK, United States, Singapore, 1st Languages
Dutch, Danish, English, Hindi, Italian, Portuguese, Swedish Slide25
Layered Team ApproachHeld extended team meetings to validate design and support adoptionSlide26
Portfolio Process Provide visibility to all ideas Validate rank and project type in order to classify for assessment
Gather initial charter, benefit and technical information in order to prepare for portfolio review
Determine by strategic value and benefits which projects should be added to portfolio with a low chance of rejection at a later phase
Complete detailed planning and architectural assessment and development of cost estimates
Completion of SDLC and transition to production support
Completion of all post mortem activities
Developed basic portfolio process with key stage gates for Planning and ExecutionSlide27
Core team representative acted as primary support for each regionPhase I Heads of PMO and Support TeamsProject Managers Contract ManagersSupport ManagersDemand ManagementProject Managers and their PMO heads trained.
Each participant managing all or a significant subset of their work in PhAROS in parallel with the system/process currently used.
F
eedback sessions conducted approximately 2 weeks apart to review change requests, assess them and implement those approved.A Go decision was taken at the end of the pilot for approval to go-live.
PilotSlide28
Production Project Center ViewFor the first time, all IT projects are visible and governed through a consistent process.Slide29
Enterprise Portfolio by Value ChainSlide30
Electrolux ITBackground & vision
Project overview
Global factors
Lessons learnedSlide31
The Secret SauceTimingLanguage
CultureSlide32
Concept of urgency varies by regionWhat Europe may perceive as quick may seem slow to an AmericanMake sure to clarify expectations around timingTime ZonesYou can’t be everywhere Travel impacts productivityAccount for timing differences between regions and adjust pace to account for any lost productivityIn a global company someone is always sleeping – be considerate of outlying time zonesEverything can take longer in a global environment
Timing
Evaluate the timing impact for your situationSlide33
TimingLanguage
CultureSlide34
English is a second language for most in global organizationsJust because it is spoken well doesn’t mean it’s well understoodA high percent of what you say can be misunderstoodParticipants may not acknowledge they don’t understandMake sure to engage everyone – confirm understandingSlow down your speechSome regions will not have good English skillsMake allowances for some groups who may need to translate
Process diagrams, RACIs, etc. can help ensure understanding
Language
Make sure to confirm key decisions more than onceSlide35
TimingLanguage
CultureSlide36
Regional differences can greatly impact projectsAmericans can be viewed as “aggressive”Some areas can be very hierarchicalSome European countries have long vacations vs. Americans (4-5 weeks) and may not be availableSome countries require vacationsSome countries don’t allow a certain number of hours to be worked per weekNot all cultures/nationalities will get alongStyles & decision making can varyConsensus building Desire to be prescriptive vs. entrepreneurial
Back channel relationship building can be requiredDemanding vs. asking
Culture
Learn the differences and adjust your communications and timing if neededSlide37
TimeScheduled for most overlap ( early morning) to be able to include all regionsTrained APAC after Charlotte business hours Shifted schedules slightly later in EMEALanguageCorporate intranet for general communications authored by European team memberBrazil translated all documentation to PortugueseEmployed department personnel to check language in presentationsExtensive use of feedback sessions with issues documented
CultureMet face to face with core team and as many extended team members as possible
Visited regional headquarters where possible
Slowed down timing for some countries/regionsConducted 1:1 sessions with managers in some countriesHow Did We Use TLC?Slide38
One Year Later: Adoption by RegionTraining completed in March with stability achieved in June and pipeline filling through OctoberTotal of all projects, all phasesProjects in ExecutionSlide39
Target ResultsResults
Project Data
High compliance levels
Full visibility enabling executive governance of major projects Process Compliance
Process stable
Low maturity areas needing additional training
Portfolio Management
Implementing program to utilize Portfolio Analysis by region
EMEA positioned to utilize aggressively to for cost containment
Reporting & Metrics
Replaced manually generated CIO reporting with reporting services
Utilizing
system generated KPIs to measure region performance
Phase I Success Metrics
All regions entering all projects in PhAROS
All Project Managers maintaining accurate phase governance for projects
All Regions & Executive Management using PhAROS portfolio process
Elimination of manual reportingSlide40
Roadmap Oct 2012Global MethodologyCommon Solution
Mar 2013
Finalize Rollout
Aligned Portfolio
Jan 2014
Optimized Portfolio
Time Tracking
Dec 2014
Integrated Delivery
Optimized Resources
Jan 2012
Kick -offSlide41
Electrolux ITBackground & vision
Project overview
Global factors
Lessons learnedSlide42
Regional/Cultural differences can create challengesMeet at least once at the start face to face to establish a relationshipStaff regionally if possibleFocus on understanding specific differences by region/countryLanguage is very importantIt will take more time than you would typically planLevels of maturity will vary with less mature areas taking longer Issues outside of the program will impact schedules in global programsKeep it simple and resist over-engineering when deploying globally
Desire to make the change will likely be the barrier point Utilize popular communication vehicles to reach users and create awareness
Show off the solution and benefits as soon as possible to gain acceptance
Work with Senior management by region to address obstacles if necessaryAssigning Regional accountability is an effective break-through strategy
Lessons LearnedSlide43
Questions?Mike BallasiotesElectrolux Project Management Center of Excellencemichael.ballasiotes@Electrolux.com
Dan Ling
Pcubed
dan.ling@pcubed.comSlide44
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© 2014 Microsoft Corporation. All rights reserved. Microsoft, Windows and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.