BASF IT Services - Verein Deutscher Ingenieure e.V. · Programme Mgt and Sales Support ... Customer...
Transcript of BASF IT Services - Verein Deutscher Ingenieure e.V. · Programme Mgt and Sales Support ... Customer...
Page 1 of 49 All rights reserved. BASF IT Services
BASF IT Services
Project Management for international IT Projects
Ralf Transier, Project Manager with BASF IT Services
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Speaker’s Introduction
Ralf Transier, BASF IT Services
Betriebswirt (IHK), PMP
Member of PMI
Project Management since 1994 (Pre- and Postsale Projects)
Project experience:
International IT Outsourcing Projects
Complex Radio Communication Projects for Police, Airports and Public Transport Customers
Pilot projects Digital Radio Communication System (TETRA) for BOS in Berlin and Aachen
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Agenda
General Outsourcing Approach2.
BASF IT Services1.
Summary5.
Project Management of BASF IT Services4.
General Project Management Approach3.
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Agenda
General Outsourcing Approach2.
BASF IT Services1.
Summary 5.
Project Management of BASF IT Services4.
General Project Management Approach3.
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2nd April 2001: Creation of pan-European BASF IT organisation:
Integration of European BASF IT organisations of:BASF AG, BASF Schwarzheide, Elastogran
BASF Computer Services subsidiaries
BASF IT Services Spain
BASF IT Services Italy
One of the leading IT service providers for the process industryin Europe
BASF IT ServicesIntroduction
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20 locations in Europe, with
own IT competence centres,
sales and marketing units
Circa 2,300 employees
(31.12.2005)
Net Sales: 364 Mio. Euros
(2005)
BASF IT ServicesIntroduction
Central Co-ordinationStandard processes throughout Europe
Centrally steered: One contact person for the customer
Regional Presence
Close proximity to both
market and customer
Good starting point for growth and acquisitions in Europe
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Vision:
„Grow successfully in Europe through speed and quality“
Mission:
„Our Mission is to provide throughout Europe best-in-class
IT services in the areas of Process Industry and Managed
Infrastructure as well as Business Process Outsourcing.
We accomplish this by satisfying our customers with
sustainability, with a convincing IT service portfolio, our
excellent team and years of experience from a global
company“
BASF IT ServicesVision & Mission
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We intend to continue growing profitably in Europe.
We intend to continue strengthening our portfolio and
competitiveness.
We help our customers to be more successful.
We intend to remain the largest IT service provider for the
BASF Group companies in Europe.
BASF IT ServicesOur targets
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BASF IT Services NV
BASF IT Services B.V.
Wädenswil Branch
BASF IT Services Ltd.
Levallois Branch
BASF IT Services S.A.
BASF IT Services Spa.
BASF IT Services GmbH
plan business market enabling services AG
BASF IT Services B.V.
BASF IT Services Nederland B.V.
BASF IT Services Holding GmbH
HelsinkiBranch
GöteborgBranch
Copenhagen Branch
BASF IT ServicesLegal Entities
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First acquisition in the history of BASF IT Services:plan business groupPortfolio
Consulting- & Implementation Services
Operational Services
Turnover: approximately 33 Mio. Euros (2005)
Located in Hamburg
Approx. 140 employees
Customers: long-term Blue-Chip-Customers
BASF IT Servicesplan business
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Marketing and Communications
Sales and Delivery
Customer and Workplace Services
Account Management
Finance and Corporate Functions
Enterprise Inform. and Collaborative Solutions
Information Processing and Network Services
Finance, Asset Mgt and Global Rep.Solutions
Human Resources Services
Programme Mgt and Sales Support
Service Management
Supply Chain Mgt and Enterprise Solutions
Sales
Human Resources and Site Management
Legal
Finance and Controlling
Strategic Procurement
Corporate IT and QM
Plan Business
BASF IT ServicesOrganisation
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IT Solutions for the industry
Business process consultancy
Optimisation of all IT-supported production and supply processes
Integration und customisation of SAP-system landscapes
Operating Services for each IT infrastructure area
System-Operation services
Maintenance and servicing of applications
Configuration and operation of security solutions
Services for optimising business processes
Handling of IT-based personnel processes
Processing of salaries and travelling costs
BASF IT ServicesOur Core Competencies
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Industry SolutionsBusiness Intelligence
Customer Relationship Management
E-Business
Managed Infrastructure Services
Data Centre Services
Desktop Services
Helpdesk Services
Business Process Outsourcing
Human Resources Services
Environment, Health and Safety
Supply Chain Management
Engineering & Maintenance
Security Services
Collaboration & Messaging
Network & Communication Services
BASF IT ServicesOur Service Offering Portfolio
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Alcatel SEL Dunkermotoren
BASELL
BASF AG
BASF Coatings
CEPSA
Comparex
data process
Dr. Wolman
Dorma
Elastogran
K+S
LuK
Messer Group
Pfalzkom
Sorin
Solvin
Stadt Ludwigshafen
Taminco
Team Training Solution
Technotrans
Uzin Utz AG
Wintershall
Würfel Spedition
XSYS Print Solutions
Customers (excerpt):
BASF IT ServicesToday more than 40 companies throughout Europetrust in our experience
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Agenda
General Outsourcing Approach2.
BASF IT Services stellt sich vor1.
Project Management of BASF IT Services4.
General Project Management Approach3.
Summary 5.
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General Outsourcing Approach IT follows Business Requirements
Business Improvement Initiatives follow in general 5 areas of action.
Strategy, Processes and Methods
Organisation, Structure, Leadership
Qualification, Motivation, Knowledge
Market, Customer, Products
IT:Infrastructure, Applications, Resources
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General Outsourcing Approach The Challenge: Business - IT Alignment
IT can support, hinder or be irrelevant to the achievement of business objectives
It is important to ensure that business and IT are correctly aligned to achieve the overall corporate goals
It is therefore necessary to document the business objectives, the level of influence that IT may have on achieving these objectives and then to do a gap analysis between the IT that is needed and the IT that exists.
Determine and implement a strategy to eliminate the gap
Define Core Competencies and Sourcing Strategy
IT Outsourcing Project
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General Outsourcing Approach General approach for IT re-engineering
Existing Service(Present MO)
Consolidation (Transition MO)
Improvement(Future MO)
Analysis Phase
DefineIT Strategy
MO: Mode of Operation
Strategy and Analysis Phase (Planning and Decision Phase)
PMO - Present Mode of Operations Implement Quick win projects
TMO - Transition Mode of Operations Perform the services on basis of existing service level and transfer the services STEP by STEP into FMO
FMO - Future Mode of OperationsOptimized operation in accordance with the agreed Delivery Model and Service Levels
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General Outsourcing ApproachMain Phases in Outsourcing Projects
Month a-b Month b-c Month c-d Month d-e Month e-...Analysis Phase
Stock Taking CMO- Infrastructure Analysis- Application AnalysisDefinition IT strategieDesign FMO (Future Mode of Operation)Definition Service ScopeDefinition Service LevelsBuild Business Case
Current Mode of OperationAgree on Roll Out PlanHardware OrderingPrepare organizational changesPrepare infrastructure changesPrepare hardware exchangePrepare software changesPrepare support changesConduct training
Transition Mode of OperationImplement organizational changesImplement infrastructure changesExchange hardwareImplement software changesImplement support processesInform / train end users
Future Mode of Operation Further Process Optimization
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General Outsourcing Approachsome typical topics in IT Outsourcing Projects
The IT Outsourcing Project shall solve Business Process Issues or organizational Issues in the customers organization
Customer is not prepared for Change Management
Customer Obligations and Out of Scope may not be clearly defined in Proposal
IT Outsourcing Projects with or without employee transfer
During PMO and TMO the Project Team and Ongoing Operations is working for the customer
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Agenda
General Outsourcing Approach2.
BASF IT Services stellt sich vor1.
Project Management of BASF IT Services4.
General Project Management Approach3.
Summary 5.
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Project Initiation Development of the
Work Breakdown structure
cost estimation
scheduling
Agreement of the planMonitoring of the implementation
Change Request Management
Project Closing
General Overview of the Project Management Cycle
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Concept Development Execution Finish time
decision line
effort
Room for decisions
cost(accumulated)
effort with intensive planning
cost
General Overview Planning and Change Impact
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Roles & Responsibilities in IT Projects
Project Stakeholder
All persons or bodys who are directly or indirectly involved or who have interest in the outcome of the project
Provider:to perform a project to transfer the current situation in the Future Mode
to provide the IT for the customer for the contract period (Contract, Service Level Agreement, KPI, Credit & Penalty)
Customer:to provide the Business Process redesign
to build up the IT Governance
to perform Change Management in his organization
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Delivery Units
Infrastructure
Employee A
Employee B
Employee C
WorkplaceServices
Employee A
Employee B
Employee C
ApplicationManagement
Employee A
Employee B
Employee C
Project Team - limited for the time of the project
ProjectManagement
Project Manager
Project Manager
Project Manager
Ongoing Team - limited for the time of the contract
Project Organization in IT Projects
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Organization it IT Projects
The Organization will be successful if
the knowledge transfer from Project to Ongoing is ensured
the roles & responsibility are clearly defined
the requirements of the Ongoing Organization are considered
the communication will work horizontally
the decisions will be made by the necessary level
the understanding of Team Work exists
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Top Management: Goals for the ProjectOrganization of the ProjectProject Steering Committee
Line Management: Ensure Know How and StaffingProvide Technical SolutionSynergiesNew technology and quality
Project Steering Committee: Strategic project selectionPrioritiesensure project goalscoordinate capacity
Project Manager: reach project goalmanage scope, budget and scheduletracking and reporting
Project Team: PlanningExecutionTeam Work
Organization it IT Projects Requirements for effective Project Organization
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The Challenges
Different cultures
Different goals
Different knowledge base
Different approach of the organization
Conflicts
Effect of “Not invented here”
Organization it IT Projects
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Agenda
General Outsourcing Approach2.
Project Management of BASF IT Services4.
General Project Management Approach3.
BASF IT Services stellt sich vor1.
Summary 5.
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Project Management Method BIPEC
European Sales Back Office, Delivery Units, Service Management
Account Manager
Sales Support
Service DeliveryManagement
ProjectManagement
Initiation Planning & Organisation
Execution & Controlling Closing
I P E CClarification
(defined inside the Selling Process)
BASF IT Services
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Project Management Body of Knowledge ofProject Management Institute
Framework
Process complexity
Largeprojects /programmes
High
Middle
Low
Project size
Middleprojects
Smallprojects
PC&SPa rts of BIPE C
BIPEC
BIPEC – Method for Project Management
PC&S: Program Management Controlling& Scheduling
BIPEC: BASF IT ServicesInitiation, Planning, Execution& Closing
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Project Office Activity
sequence planning
Schedule development Cost planning Planing
verification
Activity definition
Maintenance resource planning
Human resource planning
Procurement planning
Activity duration planning
Scope definition
General Process Structure
Forms, Check Lists, Templates, Project Life Cycle Models...
Main
processesTop-level processes
Processsteps
Informa-
tionpool
Best practices
Project Management Process
Rough Concept
Project Planning Sign Off
Project Review &
Evaluation
Planning & OrganisationInitiation Execution &
Controlling Closing
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Standard Project Management Process of BASF IT Services: Crossfunctions
Account Manager: communication with the customer regarding contract issues and new business
Sales Support: calculate changes and add on business
Service management: consulting & service level management
Project Manager: executes the implementation with his team
Project Management Process
Initiation Planning &Organisation
Execution & Controlling Closing
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Initiation PhaseM
ain processes
Project Organi-sation
Project StandardPortfolio
Kick Off Meeting
RoughProject
Planning
Top-levelprocesses
Project Management Process
Initiation Planning & Organisation
Execution & Controlling Closing
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Rough Project Planning
High level project summary (Rough estimations)
Initiate Risk Management
Establish Issue/ Risk and Action List
Project Organisation - Set up small core team (based on scope)
Project Standard Portfolio – Define Tools and Project Rules
Set up Project Office
Establish Communication Plan
Kick Off Meeting
Initiation Phase – Process Overview
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Project Office and Project RulesDocumentation: common platform to be usedToolset and rules to be decided and publishedWelcome Package to new Team Members necessary
Project Communication:Stakeholder AnalysisMedia Plan & Milestone definitionMessages to be positive, clear, easy to understand, consistent
Meetings: only the minimum required persons should be invitedRules to be set for the meetingAn agenda is mandatoryMeeting report to be published
Kick Off event should be done (if project size allows)
Initiation Phase – Practical Experience
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Planning & Organisation PhaseM
ain processes
Rough Concept
Project Planning Sign Off
Project Review &
Evaluation
Top-levelprocesses
Project Management Process
Planning & Organisation
Execution & Controlling ClosingInitiation
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Establish Project Office and Project Team Workspace
Define & agree Scope: Statement of Work / Work Breakdown Structure
Scheduling & Milestone definition
Risk Management
Resource Planning (Central and local teams)
Define & agree project Budget
Project Staffing (make or buy analysis)
Define & agree Acceptance Test procedure
Define & agree measurement procedures within the project
Define & agree change request management procedure
Project Plan Sign Off
Planning & Organisation Phase – Process Overview
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Common project room to be provided – boost for the project Trust the experince of the specialist, but identify the bufferDo not forget on Risk ManagementThe local teams make the difference (native language, culture, etc.)Conflicts will happen – they need to be faced with the right strategyTeam building activities to be planned (budget planning)Knowlege Transfer to be planned from Project to Ongoing teamPlan for consulting the customer about change managementTools to be prepared:
Internal measurements for Quality Measures (Time / Budget / Scope)Report PlanningAcceptance Test DocumentsTransfer into Production processchange request management procedureProject Plan (only with necessary level of detail)
Planning & Organisation Phase – Practical Experience
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Execution & ControllingM
ain processes
(PM-oriented)
Project Plan Execution
Integrated Change Control
Performance Reporting
Establish Support
Processes
Support processes
Project Management Process
Top-level processes
Execution & Controlling
Planning & OrganisationInitiation Closing
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Establish Support ProcessesQuality ManagementCommunication ManagementRisk Management
Project Plan ExecutionFollow the planControl of scope, schedule, performance and risk response
Integrated Change ControlUse predefined tools for all changes (internal & external)
Performance ReportingProject Performance and Planning report (incl. Forecast at completion)
Execution & Controlling Phase – Process Overview
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Publish Project Organization and ensure that resources are available
Publish Project Plan and agree to Quality Measurement Procedure
Culture for open communication necessary (early information, no surprises –early warning system)
Project Structure to be set up to facilitate the reporting requirements
Scope to be monitored carefully
Communication to be actively managed:
Several ways for the Customer to contact the provider about requests
Soft facts to be listened
Change Request Management to be actively performed – Iterative Process
Perform clear documentation (the minimum necessary)
Execution & Controlling Phase – Practical Experience
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Closing Phase
Project Management Process
Close Down Implemen-
tation
Close Down Finances
Post Implemen-
tation Review
Archive the Implemen-
tation
Release the Team-
Members
Main
processesTop-level processes
Execution & Controlling ClosingPlanning &
OrganisationInitiation
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Close Down Implementation
Perform the Acceptance Test Procedures and get the documents signed
Close Down Finances
Perform Final Financial Project Report
Book accruals for warranty period if necessary
Perform Post Implementation Review
Lessons Learned session
Archive the Implementation
Release the Team members from the Project
Closing Phase – Process Overview
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Perform the Acceptance Test according the predefined procedure
Lessons Learned session to be
Structured
Relevant
Detailed
Used in the organization
Ensure knowledge transfer from the Project Team to the Ongoing Team
Celebrate success
Consider recognition & rewards to the team members
Closing Phase – Practical Experience
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Agenda
General Outsourcing Approach2.
Project Management of BASF IT Services4.
General Project Management Approach3.
BASF IT Services stellt sich vor1.
Summary 5.
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SummarySuccessful Outsourcing Projects or a based on
Contracts with clearly definedscope (what is in scope and what is out of scope)
Project work streams and goals
Customer Responsibilities
Service Level Agreements (SLA) with measurable Key Performance Indicators (KPI)
Flexibility Model & Change Request Management
Change Management
Experienced Delivery Organisation
Risk Management
Communication Management
Change Request Management
Project Management
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BASF IT Services. Trust in Experience.
Questions & Discussion
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Contact
Ralf Transier Project Manager
BASF IT Services
PS-B – Q920Carl-Bosch-Straße 38
D-67059 Ludwigshafen
Phone +49 621 60-71532E-Mail [email protected]
www.basf-it-services.com