Implementation of MS Project Server Coca-Cola Erfrischungsgetränke AG

Transcription

1 Implementation of MS Project Server Coca-Cola Erfrischungsgetränke AG Madrid, December 2007 Gerald Wieder, Manager Change Projects & Process Management, Business Solutions Coca-Cola Erfischungsgetränke AG 0

2 Agenda 1. CCE AG in which environment do we see projects in our company? 2. General approach for implementation of PM methodologies 3. Project governance & prioritization CCE AG 4. Targets for project server environment 5. Project plan for Project Server implementation 6. Project server specification and configuration 7. Project results / deliveries 8. Learnings 1

3 1. CCE AG in which environment do we see projects in our company? Coca-Cola worldwide Coca-Cola is the best known brand of the world. More than one billion drinks per day consumed. On five continents in over 200 countries. Coca-Cola works worldwide in a concession system. 2

4 1. Structure of German Coca-Cola Organization Coca-Cola GmbH German Division of TCCC National marketing campaigns & strategies Product- and package design Founded 1929 in Essen, Germany CCE AG as anchor bottler for Germany 28 bottler companies over 90 locations Distribution, sales & regional marketing Coca-Cola Deutschland Verkauf (CCDV) Sales organization for major customers Customer care for national key accounts 3

5 1. Coca-Cola Erfrischungsgetränke AG (consolidation in 07/08) Until Since Business: Bottling & sales of Coca-Cola brand products Sales areas: East- & south-germany, wide parts of Nordrhein-Westfalen, Niedersachsen and parts of Rheinland-Pfalz, Hessen, Schleswig- Holstein, Bremen NEW: 7 other bottlers (white areas) Sales per year: around 2,5 billion Liter Per head-consumption: 40 Liter Employees: around Employees new: Locations: > 90 thereof 28 with production 4

6 2. General approach for implementation of project management instruments Project management guideline & training infrastructure Business benefit (Business Case) Top-Management decision board Project prioritisation process Project request process Binding project process Consistent project reporting Program Management for Integration Central PM resources for strategic projects Central PMO 5

7 2. PMO Organization steers most critical change projects in different portfolios Head of PMO Change & Communication PMO Support & Controlling Portfolio 1 Supply Chain Portfolio 2 Market to Cash Portfolio 3 Cross Functional Change Projekt 1 Change Projekt 2 Change Projekt 3 Change Projekt 4 Change Projekt 5 Change Projekt 6 Change Projekt 7 Change Projekt 8 Change Projekt 9 CCE Consolidation Program SCALE * Part-time; Change & Communication with clear conceptual linkage to HR Learning & Development 7

8 2. PMO Roles & tasks (1/2) Head of PMO Orchestrates activities and progress within PMO landscape Updates and informs Executive Team on effective execution progress Drives solution of major issues that cannot be solved within the projects Facilitates cross-functional collaboration Provides transparency to team on CCE strategic framework Supports project prioritization in context to the PMO portfolio PMO Controlling & Support Monitors budgets, resources and objectives to visualize clear status of project work Responsible for financial, risk and benefit analysis Supports project managers in all PMO reporting requirements Defines and cultivates PMO standards and tools PMO Change & Communication Communicates status of all PMO projects Facilitates Change Management Establishes PMO-Community 8

9 2. PMO Roles & tasks (2/2) Portfolio Manager Project Manager Coordinates and supports focal projects within and across portfolios (Cross-functional, project-specific, Scale, consolidation) Strives for quality assurance in deliverables and in project targets Ensures consideration of strategic framework in project objectives Supports Project Manager (HIPs) if needed, e.g. coaching in project management practises, change support, additional consulting support Provides day to day project management Is responsible for project deliverables Sets project plan and direction, assigns tasks Manages cross project team dependencies and risks Reports progress and major issues to PMO 9

10 2. In addition to dedicated project management, all change projects requires senior management governance Executive Sponsor Provides strategic guidance to business leads and PMO Decides on major cross functional issues Is owner of function-specific targets Business Lead Is accountable for project deliverables Engages in steering his/ her projects Resolves functional issues and addresses cross functional issues 10

11 List of all project requests and all running projects Review Process 3. Project governance & prioritization CCE AG Ex. Team Strategic impact Project Portfolio Project CCE AG - overview Project request 1 Project request 2 Ability to realization Current Projects Business Impact Project request Dependencies Risks Project dependencies Project list Project project AllfLi Rank new Effort in MD internal external Investments project duration Start End Ex. Team Project request n Resource needs Available resources Decision 11

12 3. Project governance & prioritization process (1) Operational Benefit Potential high Focus area I CCE AG 2008: Project Proposals Must Projects because of Legal / audit requirements BR agreements / business necessity Technical reasons / release updates Funct. assessment + order Remaining Projects to be checked for Operational Benefit Potential Risk if not executed Project will strengthen ability to SCALE Project is necessary basis for other projects / issues Strategic core target support Internal resource need (3) Strengthen ability to SCALE (5) Strategic fit = Core Target Support low high low (2) Risk if not executed (4) Necessary basis for other projects high Focus area III Focus area II high high Identified by BS Conducted by BS low high (6) Internal resource need 12

13 4. Targets for project server environment Programm Management Rules and Standards Resource Management Defined Processes Implementation of MS Project Server 2007 Solid Forecast Project Status Actual Data Capacity Management 13

14 5. Project plan for server implementation Phase I Project server core functionalities and CCE AG special requirements implementation System Configuration Pilot Phase and Testing Roll Out Phase II Improvements and functional extensions Improvements and Extensions 4. Quarter 1. Quarter 2. Quarter 3 Quarter 4 Quarter

15 6. Project server specification and configuration (I) Virtual Virtual Database Database Virtual Virtual Application Application Server Server Server Server Clients Clients Windows 2003 Server Project Server 2007 Eventing System Windows 2003 Server Draft Database MS Project Professional 2007 Project Server Interface Published Database Data Access Layer MS SQL 2005 internal Archive Database Internet Explorer Business Project Task Ressource Assignment Objects Queuing System Reporting Database external CS-Portal 6.0 (Project Web Access 2007) CS-Portal Database Status Reports Mgmt.-Report CS-Connect SAP 15

16 6. Project server specification and configuration (II) CS Project Portal a platform for project management solutions The central project management cockpit for planning, steering and controlling all ongoing projects Based on standard Internet technology Provides a central platform for the integration of all PM applications Performance features: Project history (budgets, schedules, level of completion) Project controlling with planned/ target/ actual data Scalable project status reports Practice-oriented management reporting Adaptable, web-based architecture Additional, industry-specific functionalities 16

17 6. Project server specification and configuration (III) Customizing focus phase I Implement all features needed for project planning at CCE AG, e.g. Internal and external costs planning and tracking Customized views with default setting option CS Project Portal provides extended functionality for Project planning Approval actuals Project reporting Status report Excel-reporting for quality checks 17

18 6. Project server specification and configuration (IV) Customizing focus phase II Implementation of additional reporting features SAP standard interface for actuals CS Connect 18

19 baseline actual baseline actual baseline actual baseline actual 6. Project server specification and configuration Internal and external costs planning and tracking Internal and external costs planning Internal employee with standard rate External employee with individual rate Additional costs (invest, fix costs, ) Internal External and tracking Costs Adding cost types to the baseline to Identify deviations Jan Feb Mar Internal External Invest Fix Cost 19

20 6. Project server specification and configuration Customized views with default setting option Customized views with default setting option Customized views back to default functionality Advanced indicators for tracking All views are provided within the project portal 20

21 6. Project server specification and configuration CS Project Portal - Project planning 21

22 6. Project server specification and configuration CS Project Portal - Approval actuals (I) Implemented solution Allows an employee to enter the actuals in My Timesheet Transfers the actuals directly to the project manager Employee Actuals Task 1 Task 2 Task 3 Task 4 My Timesheet Mon Tue Wed Thu Fr 1h 2h 1h 1h 2h 2h 2h 4h 2h 3h 1h 3h 4h 4h My Task Task 1 5h Approval actuals Task 2 Task 3 6h 9h Project Manager Automated transfer Task 4 12h Automated transfer 22

23 6. Project server specification and configuration CS Project Portal - Approval actuals (II) How and why was the extension developed and implemented? Based on Visual Basic.NET, MS Project Server 2007 Eventing services and Project Server Interface Extension supports the acceptance of the entire system ONE step for users instead of THREE Use of timesheet to capture and report project and non-project work Enables team members to submit hours worked on tasks with one push The following functions/ tasks are automated: Import timesheet Select task Submit selected (task) 23

24 6. Project server specification and configuration CS Project Portal Status Reports Project status and management reports 24

25 6. Project server specification and configuration CS Project Portal Reports to check plan quality Reports to check the gap between demand and resource assignments the utilization of teams and resources 25

26 6. Project server specification and configuration CS Connect standard interface to SAP MS Project Server PDS CS-Connect Module Transfor mer PSI CS-Connect 3.1.NET SAP XI mysap ERP PDS/ PSI Extractor/ Loader Loader/ Extractor BAPI CS-Connect Core Engine SOAP Layer SOAP.NET Proxy SAP.Net Connector SAP XI Connector RFC SOAP RFC Layer SOAP Layer 26

27 7. Project results / Deliveries Project System for Core Projects High management awareness Overview over all running IT projects Integrated resource view Risk and issue prioritization Project reporting Standard reporting Feedback function for milestones & effort Risk and issue tracking Resource planning tool GAP analysis Early warning system for resource overload 27

28 8. Learnings (I) Start with some tasks simultaneously, because constant dripping wears away the stone. Account for your own opinion tell the truth towards the top management. Walk the talk use your tools, present new methods directly Create Best Practices success convinces: generate showcases to initiate changes. No changes without business needs if the shoe doesn`t pinch, nothing will be changed. Look for comrade-in-arms within the company & build networks. Little steps, permanent improvements A bird in the hand... Call Attention to all stakeholders within the company. It s all about governance! Not about Tools. 28

29 8. Learnings (II) Project Server is a powerful tool, which has to be customized. Some core functionalities have to be deployed Project management processes have to be defined, committed, implemented and trained Continuous roll-out support for project managers necessary Top management has to demand standardized information and empower PMO to drive project reporting Functionality has to be adapted to users demand and needs Project team members of core projects have to fill-in their actuals on a weekly basis as indispensable basis for status review of planed versus actual work / timelines 29

30 Thank you for your attention Gerald Wieder Manager Change Projects & Process Management Coca-Cola Erfrischungsgetränke AG Phone: + 49 (30) gerald.wieder@cceag.de Friedrichstr. 68 D Berlin Gerald Wieder, Manager Change Projects & Process Management at Coca-Cola Erfrischungsgetränke AG, Berlin, Germany is responsible for IT strategy, project management, IT project portfolio management and process optimization. After his study of business administration and information science he worked for IBM Germany. VOBIS Microcomputer and the consulting company Arthur D. Little International. At this time, he finished his second study (MBA) in Cambridge & Berlin. Afterwards, he worked for internet service company ID Media and as managing director for the icubate, a joint venture with world largest mailorder company OTTO in Hamburg. He is the author of the book Internet Geschäftsmodelle with ROI (Galileo business) 30