Effective Internal Controls During ERP and Other Enterprise System Implementations March 22, 2012.
ePMO & Enterprise Implementations
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Going Further ePMO& Enterprise Applications Implementations
description
Alignment of business and IT is key to any growing organization. IT is an enabler and IT spend has to be fully aligned to enable business goals. An ePMO from Plexlane is a strategic step that companies can take to make sure a defined process exists with check and balances to make sure business goals and IT initiatives are always aligned.
Transcript of ePMO & Enterprise Implementations
ePMO
• An enterprise level program management organization that takes input from the business and drives prioritization of projects across the enterprise
• Allocates funding and resources by program and project
• May or may not be directly responsible for execution of the programs and projects
• Responsible for periodic reviews and communication to the enterprise
• An escalation point typically for funding and resource challenges – IT and business
Plexlane can setup ePMO with objectives and processes that suit the organization.
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An Enterprise Level PMO drives alignment
Enterprise Implementations
• An ePMO plays a critical role when there are large programs going through the organization
• Decisions have to be made on allocation of business and IT resources both of which are typically constrained
• For successful implementations ideally we need the best talent from the business and challenge becomes diversion of these resources from their day to day activities of running the business
At Plexlane we consider Program and Project Management of Enterprise initiatives as one of our core areas of expertise.
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An Example of an ePMO
IT Portfolio Scope, Schedule, Budget, Risks CIO, Tier 2
Department Owner
Program Owner
Project 4 Up Scope, Schedule, Budget, Risks (detail) CIO, Tier 2
Customers
Command Media • Detailed Plan, Execution & Support MOS for project
• Manage risks/issues
NOTE: command media based on type of project
Scope
Schedule
Budget
Risks/Issues
Project Accounting
Department Owner
Stakeholders
Meetings (All) Upward, Downward and Sideways
communication
Stakeholders
Project Managers Enterprise resourcing process
Budgeting / AOP Process IT
Governance Intra/Interlock, Governance Board, IT MOR Customers
Tollgate Process
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Our Philosophy on Project Management
• All projects are hard to do
• Constant planning, re-planning and more re-planning is required to keep the projects to plan
• The triple constraint – Scope, Schedule and Budget have to align for a project to keep moving forward. Projects cannot be done with constantly changing scope, baselined schedule, lack of resources and no money.
• Most large enterprise level technology initiatives are Not IT Projects but rather Business Projects
• The stakeholders at all levels have to be fully engaged for the success of any project
5 We drive common sense approach to project execution
Enterprise Project Management Toolkit
• Project Charter with Project Baseline
• Project Communications Plan
• Project Tracker / Detailed Schedule
• Scope Logs (Business Process, Technology, Business Roles scope)
• Issue/Risk Log
• Collaboration Environment for Project Artifacts
• Integrated Business Process Testing Log
• Training Log
• End User (UR) Readiness Log
• Business Roles and Application Security Log
• Project Governance (e.g. Tollgate process)
• Budget – Baseline, Fcst, Actual Tracking
• Enterprise Resource Planning
• Cutover Plan to Go-Live and Post Go Live Support
6 Manage all dimensions of the Project
Examples – Project Tracker
7 Highly Visual Tool to Understand Overall Project Health
Examples – Detailed Project Schedule
8 Build Schedule incorporating Project Tollgates
Tollgate – A term to describe milestones for go/no-go decisions
Examples – Central Issue Log
9 Central Repository to create and manage all Issues
Examples – Scope Logs
10 “Visual” Scope Logs are critical to track Progress
Object ID
ShanghaiDescription
Business
Contact
Go-Live
Critical
Chinese
Lang
GAP #
Dev Status
FS
End
Date
TS
End
Date
Dev /
Code
EndDate
CUT
End
Date
VCCT2
Start
Date
VCCT3
Start
Date
ARP
Start
Date
YOMR_FRM00059
ZCAA
CAAC
Airworthines
s
Jeff Jiang Yes Yes
G832
35 - Dev In
Work 31-Mar 10-Apr 10-Apr 29-May 12-Jul
YOMR_FRM90026
ZF12
8130-3
Airworthines
s
Jeff Jiang Yes No
G833
23 - TS In
Work 10-Mar 31-Mar 10-Apr 10-Apr 29-May 12-Jul
YAFR_FRM00049
ZCSR
Customer
Strip Report
Jeff Jiang Yes Yes
G863
23 - TS In
Work
10-Mar 31-Mar 10-Apr 10-Apr 29-May 12-Jul
YSCR_FRM90003
NEU
PO Richard
Wei
Yes No 60 - User
Testing 10-Apr 29-May 12-Jul
YOMR_FRM00047
ZPAK
Packing List Harry Shi Yes Yes
G834
35 - Dev In
Work 10-Mar 31-Mar 10-Apr 10-Apr 29-May 12-Jul
YAFR_FRM00031
Z501
Pick List William Gu Yes No 60 - User
Testing 10-Apr 29-May 12-Jul
YOMR_FRM00046
ZBOL
Master BOL Harry Shi Yes Yes
G836
23 - TS In
Work 10-Mar 31-Mar 10-Apr 10-Apr 29-May 12-Jul
YOMR_FRM00045
ZS2K, ZS2L, ZS2M
SPEC 2K
Labels
Jeff Jiang No No 60 - User
Testing 10-Apr 29-May 12-Jul
Examples – Integrated Testing
11 Testing Each Process for – Data, Security, Rate, Finance, Infra Readiness
Back
eProje
ct
VCCTS
coreca
rd
Individ
ualEle
mentS
umma
ry
Examples – User Readiness
12 Each User has to be tracked for Readiness Assessment
Learn more at plexlane.com U.S. Headquarters Mesa, AZ 85207
+1 602 PLEX 260 [email protected] www.plexlane.com
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