JD Edwards Real Estate and Workplace Services Project Management the JDE approach April 2003
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Transcript of JD Edwards Real Estate and Workplace Services Project Management the JDE approach April 2003
JD EdwardsReal Estate and Workplace Services
Project Management the JDE approachApril 2003
What is Project Management
Scope, schedule & budget The implementation of consistent, measurable,
processes across a global real estate portfolio Adopting best practice methodologies for the delivery of
real estate initiatives across an enterprise Completing specific tasks to meet stated project
objectives
These are all a portion of the equation… but you can’t stop there, it is A LOT MORE
Is it ….
The JDE Approach
At JDE we believe Project Management is the
SINGLE POINT OF ACCOUNTABILITY
and
mechanism by which all REAL ESTATE INITIATIVES ARE IMPLEMENTED across
the enterprise
All other aspects of the service delivery model are simple inputs into the project
How did we arrive at our model
Traditional real estate delivery system
Planning & Design
Project Management
Transaction Management
Issues with Traditional Model
Very tactical, project specific orientation Misalignment between expectation setting and delivery Protracted project timeline – to the detriment of the PM
team At JDE the PM where the junior member of the team, yet
their success or failure was the visible result by which the customer measure the entire REW organization’s success
PM had little alignment with CRE strategy or more importantly corporate strategy – it was all about the project
Too many touch points with our customers
End to end process orientation
G.C.
Legal
Furniture
Leasing
Treasury
Accounting
Information Technology
Architecture
Risk Management
Workplace Security
B.U Requirements
Performance Metrics
Corp. Governance
Project Manager
Customer Satisfaction
Portfolio performance
How do the two approaches differ
Multiple Touch points Single Point
Task Oriented / Build it and Run Strategic Orientation / Life Cycle
Misalignment Alignment
Schedule at Risk Control/accountable
Junior “position” Senior “process”
Project Orientation Portfolio Alignment
Traditional Approach End to End Process
Tools of the Model
Performance Metrics All decisions are based on portfolio performance
Portfolio-wide targets Customer Satisfaction Benchmarking project specific metrics
To
tal O
ccu
pan
cy E
xpen
se$
(mill
ion
s)
Occ
. Exp
ense
as
a %
of
Rev
.
Total Occupancy
Occupancy % Rev
Target 1999 2000 2001 2002 2003 (Target)2003
(Forecast)
Acceptable Range - Occupancy as a % of Revenue (4.75-3.5%)3.5%
4.75%
Tools of the Model
Streamline supply chain – reposition outsourced relationships from tactical to strategic orientation
Single global provider Local implementation Defined project toolbox (standards,processes and
procedures) – no need to reinvent the wheel each time
Vendor Consolidation
Tools of the Model
Web enabled technology – a portal for every occasion
Tools of the Model
Web enabled technology – single depository for Standards, Process flow, Documentation and Procedures
Take away
Single point of accountability with an end to end process orientation
Need to fully embrace technology Streamline the supply chain Projects and ultimately CRE function can only be
successful if PM measurements are aligned with overall CRE and Corporate Strategy
Project Management cannot operate in a vacuum