project management - success plan

Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users End Users... GSteering Committee: Senior Management ►Define the obje

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Project Structure, Key Roles and Responsibilities for

Successful Implementation

Steering Committee: Senior Management Project Team: Key Functional Managers

Core Implementation Team:

Key End Users

End Users

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Steering Committee:

Senior Management

►Define the objectives - measurable &

intangible

►Define scope, plan funds, allocate resources

►Pro-actively determine organizational

changes / plan for change management

►Define and manage expectations

►Review progress and resolve issues

Appoint “Project Manager” Project Manager in-turn builds “Project Team”

Project Team:

Indispensable and Key Functional Managers to head, own and drive the implementation of

each 'Value Chain

Process'

►Prepare an “Achievable Project Plan”

►Define and initiate organizational structures,

roles / responsibilities, processes, procedures

►Create necessary infra facilities

“Project Team” in-turn builds “Core Implementation Team”

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Core Implementation

Team:

Indispensable and Key End Users – each team headed by a Project Team Member

to implement the

chosen 'Value Chain

Process'

►Understand functionalities available in

ERP system

►Do process modelling and “Gap Analysis”

►Pilot run - build master data and walk

through transactions with actual but sample data

►Estimate legacy data porting / conversion

efforts

►Prepare plans for parallel, transition & live

runs

►Communicate plans, involve & train end

users

►Act as “Change Agents” & drive the

implementation

End Users: ►Participate and implement transactions on an on-line basis

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Details were given for an ERP

Project Implementation

The roles and responsibilities would vary for other types of Projects – as the

'Value Chain Processes' would be

different, based on the

end results / objectives

►For example, for a Project to establish

factory, the 'Value Chain Processes' would

be to establish landscaping, layout of buildings, architectural design, structural design, facilities planning, various types of plant and machinery, manufacturing process planning, vendor development, production planning, trial production etc.

► A Project may also be for a specific

objective – for example to optimize inventory

across multiple locations In this case, 'Value

Chain Process' is simple and the Project is to

establish a fool proof and repeatable process

to achieve the objective

Processes and Six Sigma Methodology

Steering Committee: Senior Management Project Team: Key Functional Managers

Core Implementation Team:

Key End Users

End Users

Each level has a Customer – Vendor relationship with other level(s)

I generally split the 'Value Chain' as Delivery Chain, Supply Chain and Internal Chains

I use 'Six Steps to Six Sigma' Methodology, to define critical activities at each level

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Company

Steering Committee: Senior Management Project Team: Key Functional Managers

Core Implementation Team:

Key End Users

End Users

If using Services from a Consulting Company, qualified Professions from Consulting Company would be involved at Three Levels – Steering Committee, Project Team and

Establishing Factories for a large Earth Moving Equipment Manufacturer in India – with Japanese and American Collaboration Planned, Project Monitored over 800,000

sq ft of built area spread across 1,000 acres

of land – manufacturing & assembly floors with internal facilities, office buildings with interiors, landscaping etc.

Achieved high levels of productivity - $ 80 million revenues with 1,000 employees, compared to $ 100 million revenues of another factory of the same company with 6,000 employees

Ganesh Srinivasan

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Information Technology Projects for the same company: Developed and implemented OLTP systems for Production Division (covering all manufacturing functions) and Marketing

Division (Spare Parts Operations) at 20 sites

$ 40 million worth of annual procurement used to be handled by 100 persons in

Purchase and Accounts, compared to $ 60 million worth of annual procurements by

600 persons in another factory Reduction of $ 4 million inventory per year with an incremental investment of $ 300,000

on VSAT based network and implementing inventory optimization processes

Ganesh Srinivasan

For a third party computer maintenance company

Reduced repair cycle time, reduced dormant stocks, optimized inventory, enabled

collection of Receivables to the extent of $ 150’000 when the company’s revenues were

$ 600’000 For a large IT Services company HQ in India While implementing Six Sigma projects, enabled reduction of “Quotation to

Collection” cycle time from 540 days to 150 days

Ganesh Srinivasan

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For a large pigment manufacturer HQ in Saudi Arabia – while implementing SAP

Reduced order to delivery cycle time by 30 days, from 90 days

Optimized stock levels of plant and machinery spare parts – implementing suitable codification schemes, defining stocking policy etc

For a large petrochemical conglomerate HQ in Saudi Arabia

Optimized inventories of millions of installation and project items, by implementing UNSPSC codification scheme

Ganesh Srinivasan