SYMPOSIUM 2016 CONF. 1002 James Issam Mengad Implementing a streamlined formal process for Project...

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Implementing a streamlined formal process for Project Management:The adidas Group success story

James Issam Mengad, MPM, MBA, PMPSenior Project Manager | adidas

Group

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MPM PMP MBA

AGENDA

1. THE TRIGGER POINT2. ECOSYSTEM3. CUSTOMER REQUIREMENTS4. TRADE-OFFS5. SOLUTION FEATURES6. PROCESS7. TOOLS8. GOVERNANCE9. TRAINING10.COMMANDMENTS

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1. THE TRIGGER POINT

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CREATING THE NEW

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TOP LINE & MARKET SHARE GROWTHGROSS MARGIN

EXPANSIONOPERATING LEVERAGE

BRAND DESIRE

increase top line performance with longer full-price sell through

improve operational efficiency by controlling inventory costs.

bring our products within an arm's length from our consumers

leading edge in-store technology, an unrivaled mobile experience and an invitation to co-create. bring the unexpected to the consumer while transforming the way we create and manufacture

ORGANISATION’S LEVEL GOPS LEVELSTRATEGIC CHOICES

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SPEE

DCI

TIES

OPE

N

SOU

RCE

TOP LINE & MARKET SHARE

GROWTH

GROSS MARGIN

EXPANSION

OPERATING LEVERAGE

Speed Models

Material Management

RESPOND

Speed Factory

We will deliver desirable products when they are wanted through 3 fulfillment models: In-Season Creation, based on trends and market data, Planned Responsiveness, replenishment which reacts to sell-out data, and Never Out Of Stock, a core range of basic articles that are selling across all channels and markets.A materials supply chain fit for purpose will enable our lead-time goals, our responsiveness programs, our innovation expectations and our negotiating power.

Speed models through consistent and flexible seasonal planning will increase our agility to release inventory to regions where it is in demand.

A collaborative initiative developing production cells capable of manufacturing sporting goods in locations near where products are purchased. A new automated Speedfactory in Ansbach, Germany plans a pilot production of running footwear in limited quantities in 2016.

Distribution Capabilities

Mobile Experience

OmniChannel (IT)

Insights driven

Solutions that reduce lead-times from factory to consumer, enable efficient fulfillment, and support Omni-Channel shipments to our key cities and offer enhanced services where we need them.

In partnership with the BUs we will keep the brand at the cutting edge of mobile innovations and deliver comprehensive insights into our target consumer.

Creating the infrastructure for a best-in-class OmniChannel service with cross-channel consistency, consumer insights, and personalization.

Better use of data to generate insights and make decisions, ultimately enabling us to become a consumer-centric organization that can respond in real time.

Maker’s Labs

Manufacturing Innovation

Modular

Digital Creation

We want to create a space for creativity, ingenuity, iterative testing, prototyping, and trialing. Our aspiration is to elevate and enhance our products at an early stage by thinking outside the box, through trial and error, leveraging Global Operations' creativity and expertise.

New production technologies targeted at reducing the labor contents, increasing automation and introducing new creation methods.

To grow from a category approach to the way we create in the future. It will yield higher availability through consolidation of materials, more efficient manufacturing and increased speed in creation and production

Shorter creation cycles through less iteration, streamlined handover and earlier decision-making on color and material selection.

Full Price Sell Through

Net Sales Supported by

Speed Programs.

Net Promoter

Score

Adoption Rate for

Creation and Manufacturin

g

PROJECT DESCRIPTION KPIOBJECTIVE

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Project Management Framework 100%

SCOPE

TIME COST


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STRATEGY AND

PROJECTS

LEARNING CAMPUS

GIT PMOHR PROJECT MANAGEME

NT METHODOL

OGY

CONTINUOUS

IMPROVEMENT

INITIATIVE (CII)

CREATION FUNCTIONS

2. ECOSYSTEM

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2. ECOSYSTEMProcess

Tool

Training

Governance

Knowledge

PeoplePerformance

project manageme

nttemplates

processes

monitoring +

controlling

portfolio manageme

nt

pmis

governance

training

performance people

availability

knowledge

tools

deployment

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“Let’s be realistic. No one ever looks at the lessons learned from past projects.”

“Project Management is time consuming and too complicated.“

“Our projects are mostly managed by ‘non project managers’.”

“The PMBOK is too academic. Theory is interesting… But, this is real life!”

“We have so many projects happening right now. We cannot afford to stop everything and change the way we work.”

“I don’t need your training. I was already trained on Lean SixSigma.”

“We’ve already tried to implement such a practice in the past. It didn’t work.”

“We kind of follow these steps already… informally.”

“I need a solution that allows storage the OPA and Project Management data, and makes it easily accessible.”

“I need a solution that structures work and reduces bureaucracy associated to Project Management.”

“I need a solution that is easy to understand, easy to use for both beginners and more advanced users.”

“I need a solution with clear business rules and gradual implementation.”

“I need a solution that increases project management knowledge.”

“I need a seamless solution accompanied with appropriate training.”

“I need a solution with clear steps that are documented with ITTO’s.”

“I need a solution that is adapted to the reality of my organisation.”

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processes governancetrainingtools

adapted to reality

seamless

accessiblereduce bureaucracy accessible

storable

structured

reduce bureaucracy

increase pm knowledge

stored

simple

enables fast decision making

allows for organisational

agility

searchable

adapted to reality


agility


agility


agility

3. CUSTOMER REQUIREMENTS (VOC)

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3. CUSTOMER REQUIREMENTS (VOC)

1

3

2

4

1. adapted to reality

2. seamless

3. minimizes bureaucracy

4. allows for organisational agility

6. information is storable

7. information is accessible


9. structured

10. information is searchable

12. increase pm knowledge

trai

ning

gove

rna

nce

13. stored

14. accessible


17. enables fast decision making


16. simple

tool

proc

ess


5

6

3

2

7

1

2

3

4

1

3

2

1

4


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Three (3) main trade-offs to consider while implementing a PM Framework

4. TRADE-OFFS

mat

urit

y

#processes

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4. TRADE-OFFS

orga

nisa

tion

al

com

plex

ity

maturity

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4. TRADE-OFFS

adho

crac

ybureaucracy

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If you could only choose 10 processes (among the 47), which ones would they be?

Which factors would you consider in your selection process?

How would you ensure your process is being followed?

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time managemen

t

planning1st

process group

209total tools

and techniques

121unique tools

and techniques

153total

outputs

65unique outputs

6.6 develop schedule

257total inputs

64unique inputs

47processes

5process groups

10knowledge

areas

5

10

64

47

256 153

65

209

121

5.2 collect requirement

s8.3 control

quality

organizational process

assetsmeetings

project documents

updates

process with most inputs

process with most tools

and techniques

process with most

outputs

change request

expert judgement

project managemen

t plan

input most frequently used as an

output

2nd

most frequent tool and

technique

output most frequently used as an

input

most frequent

input

most frequent tool and

technique

most frequentoutput

inputs tools and techniques outputsgeneral

1st

knowledge area

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processes governancetrainingtools

every project has a beginning and an

end

strong planning phase

soft skills workshopsmajor outputs the tool is the plan

opa tool

automation

one-page templates

process series

tools and techniques series

portfolio management

monitoring and controlling

comprehensive project

management toolkit

recorded and stored on pmis

5. SOLUTION FEATURES

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5. SOLUTION FEATURES

1

3

2

4


2. seamless



6. information is storable

7. information is accessible


9. structured

10. information is searchable

12. increase pm knowledge

trai

ning

gove

rna

nce

13. stored

14. accessible


17. enables fast decision making


16. simple

tool

proc

ess


5

6

3

2

7

1

2

3

4

1

3

2

1

4


training governancetoolsprocesses

A. b

egin

ning

and

end

B. s

tron

g pl

anni

ng

phas

eC.

maj

or o

utpu

ts

D. c

ompr

ehen

sive

pm

to

olki

tE.

opa

too

l

F. t

ool a

s th

e pm

pla

n

I. pr

oces

s se

ries

J. to

ols

and

tech

niqu

es

serie

sK.

sof

t sk

ills

wor

ksho

p

M. p

ortf

olio

m

anag

emen

tN

. mon

itorin

g an

d co

ntro

lling

H. a

utom

atio

n

L. re

cord

ed a

nd s

tore

d on

pm

is

G. o

ne-p

ager

te

mpl

ates

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6. PROCESS

4.1 develop project charter

13.1 identify stakeholders

5.4 create wbs

11.2 identify risks

11.5 plan risk

response6.6 develop

schedule10.1 plan

communications

4.4 manage project work

4.5 perform integrated

change control

4.6 close project or

phase

Project SOW

Business case

Project SOW

EEF

OPA

Project charter

Project charter

EEF

OPA

Project scope

statement

EEF

OPA

Scope baseline

Project documents

updates

Scope baseline

Stakeholder register

Project documents

EEF

OPA

Risk register

Risk register

Project documents

updates

Project scope

statement

Risk register

EEF

OPA

Schedule baseline

Project schedule

Schedule data

Project calendars

Project documents

updates



EEF

OPA

Communications

management plan

Project documents

updates

Work performance information

EEF

OPA

Work performance

reports

Project documents

updates

Work performance

reports

Change requests

EEF

OPA

Approved change

requests

Change log

Project documents

updates

Accepted deliverables

OPA

Final product,

service, or result

transition

OPA updates

initiating planning m & c executing closing

outp

uts

proc

ess

inpu

ts

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PROJECTPORTFOLIO

MANAGEMENT

PJMTOOL KIT

PJMTOOL KIT

PJMTOOL KIT

PJMTOOL KIT…

7. GOVERNANCE

governance

impo

rtan

ce

urgency

bene

fits

feasibility

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7. TOOLSCOS-APP-2016-0701 Print 2.0start date: 26-Apr-2016

project management toolkitpjm: Mace, Carol

project charter project closeout report

stakeholders register

4.1 develop project charter

4.6 close project or phase

13.1 identifystakeholders 11.2 identify risks

11.5 plan risk response

10.1 plan communications

6.6 develop schedule

4.4 monitor and control project work

4.5 performintegrated change control

closingexecutingplanninginitiating

monitoringand controlling

proc

esse

sph

ases

5.4create wbs

start newproject

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8. TRAINING

41total tools

and techniques

29unique tools

and techniques

20total

outputs

15unique outputs

33total inputs

16unique inputs

10processes

5process groups

6knowledge

areas

5

6

16

10

33 20

15

41

29

inputs tools and techniques outputsgeneral

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8. TRAINING

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10. COMMANDMENTS TO A SUCCESSFUL FRAMEWORKDisciplined Project Management starts at Portfolio Level

Thou shall… provide easy tools and techniques

Thou shall… minimize document management

Thou shall… support the framework with training

Remember… to start small, then scale up

Honour… the PMBoK vocabulary

Thou shall… share project data

Thou shall… build and maintain momentum around the framework

Thou shall… consider major outputs

Thou shall… not blame the framework for PM malpractice

SYMPOSIUM 2016 CONF. 1002 James Issam Mengad Implementing a streamlined formal process for Project...

Leadership & Management

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