SYMPOSIUM 2016 CONF. 1002 James Issam Mengad Implementing a streamlined formal process for Project Management: The adidas Group success story
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Dans la gestion de projets, il est essentiel d’instaurer un processus formel structuré, en particulier lorsque les projets sont gérés à travers plusieurs fonctions dans l’entreprise. Dans cette conférence, nous traiterons de la manière dont nous avons mis en place, dans le service des activités mondiales du Groupe Adidas, une structure de gestion de projets efficace. Nous partagerons également avec vous les facteurs essentiels de succès ainsi que les pièges fréquents à prendre en considération lorsque vient le temps d’appliquer une nouvelle méthodologie dans une organisation ayant un faible niveau de maturité organisationnelle BIOGRAPHIE Diplômé de la MGP, du MBA pour cadres et certifié PMP, James Issam Mengad se spécialise en gestion de projets stratégiques dans un contexte de développement de produits. Après avoir passé 4 ans dans l’industrie de l’aéronautique, M. Mengad est présentement gestionnaire de projet sénior chez adidas Group au sein de la fonction des opérations mondiales.
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SYMPOSIUM 2016 CONF. 1002 James Issam Mengad Implementing a streamlined formal process for Project Management: The adidas Group success story
- 1. 1 Implementing a streamlined formal process for Project Management: The adidas Group success story James Issam Mengad, MPM, MBA, PMP Senior Project Manager | adidas Group
- 3. AGENDA 1. THE TRIGGER POINT 2. ECOSYSTEM 3. CUSTOMER REQUIREMENTS 4. TRADE-OFFS 5. SOLUTION FEATURES 6. PROCESS 7. TOOLS 8. GOVERNANCE 9. TRAINING 10.COMMANDMENTS
- 4. 4 1. THE TRIGGER POINT 4 CREATING THE NEW
- 5. 5 1. THE TRIGGER POINT TOP LINE & MARKET SHARE GROWTH GROSS MARGIN EXPANSION OPERATING 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
- 6. 6 1. THE TRIGGER POINT SPEEDCITIESOPENSOURCE 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 Manufacturing PROJECT DESCRIPTION KPIOBJECTIVE
- 7. 7 Project Management Framework 100% SCOPE TIME COST 1. THE TRIGGER POINT
- 8. 8 STRATEGY AND PROJECTS LEARNING CAMPUS GIT PMO HR PROJECT MANAGEMENT METHODOLOGY CONTINUOUS IMPROVEMENT INITIATIVE (CII) CREATION FUNCTIONS 2. ECOSYSTEM
- 9. 2. ECOSYSTEM Process Tool Training Governance 9 Knowledge PeoplePerformance project management templates processes monitoring + controlling portfolio management pmis governance training performance people availability knowledge tools deployment
- 10. 10 “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.”
- 11. 11 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 allows for organisational agility allows for organisational agility allows for organisational agility 3. CUSTOMER REQUIREMENTS (VOC)
- 12. 3. CUSTOMER REQUIREMENTS (VOC) 1 3 2 4 1. adapted to reality 12 2. seamless 3. minimizes bureaucracy 4. allows for organisational agility 6. information is storable 7. information is accessible 8. minimizes bureaucracy 9. structured 10. information is searchable 12. increase pm knowledge traininggovernance 13. stored 14. accessible 15. allows for organisational agility 17. enables fast decision making 18. allows for organisational agility 16. simple toolprocess 11. allows for organisational agility 5 6 3 2 7 1 2 3 4 1 3 2 1 4 5. adapted to reality
- 13. 13 Three (3) main trade-offs to consider while implementing a PM Framework 4. TRADE-OFFS maturity #processes
- 14. 14 Three (3) main trade-offs to consider while implementing a PM Framework 4. TRADE-OFFS organisationalcomplexity maturity
- 15. 15 Three (3) main trade-offs to consider while implementing a PM Framework 4. TRADE-OFFS adhocracy bureaucracy
- 16. 16 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?
- 17. time management planning 1st process group 209 total tools and techniques 121 unique tools and techniques 153 total outputs 65 unique outputs 6.6 develop schedule 257 total inputs 64 unique inputs 47 processes 5 process groups 10 knowledge areas 17 5 10 64 47 256 153 65 209 121 5.2 collect requirements 8.3 control quality organizational process assets meetings project documents updates process with most inputs process with most tools and techniques process with most outputs change requestexpert judgement project management 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 frequent output inputs tools and techniques outputsgeneral 1st knowledge area
- 18. 18 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
- 19. 5. SOLUTION FEATURES 1 3 2 4 1. adapted to reality 19 2. seamless 3. minimizes bureaucracy 4. allows for organisational agility 6. information is storable 7. information is accessible 8. minimizes bureaucracy 9. structured 10. information is searchable 12. increase pm knowledge traininggovernance 13. stored 14. accessible 15. allows for organisational agility 17. enables fast decision making 18. allows for organisational agility 16. simple toolprocess 11. allows for organisational agility 5 6 3 2 7 1 2 3 4 1 3 2 1 4 5. adapted to reality training governancetoolsprocesses A.beginningandend B.strongplanningphase C.majoroutputs D.comprehensivepmtoolkit E.opatool F.toolasthepmplan I.processseries J.toolsandtechniquesseries K.softskillsworkshop M.portfoliomanagement N.monitoringandcontrolling H.automation L.recordedandstoredonpmis G.one-pagertemplates
- 20. 6. PROCESS 20 4.1 develop project charter 13.1 identify stakeholders 5.4 create wbs 11.2 identify risks 11.5 plan risk response 6.6 develop schedule 10.1 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 Stakeholder register Stakeholder register 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 outputsprocessinputs
- 21. 21 PROJECT PORTFOLIO MANAGEMENT PJM TOOL KIT PJM TOOL KIT PJM TOOL KIT PJM TOOL KIT … 7. GOVERNANCE governance importance urgency benefits feasibility
- 22. 22 7. TOOLS COS-APP-2016-0701 Print 2.0 start date: 26-Apr-2016 project management toolkit pjm: Mace, Carol project charter project closeout report stakeholdersregister 4.1 develop project charter 4.6 close project or phase 13.1 identify stakeholders 11.2 identifyrisks 11.5 planrisk response 10.1 plan communications 6.6 develop schedule 4.4 monitor andcontrol project work 4.5 perform integrated changecontrol closingexecutingplanninginitiating monitoringand controlling processesphases 5.4 create wbs start new project
- 23. 23 8. TRAINING 41 total tools and techniques 29 unique tools and techniques 20 total outputs 15 unique outputs 33 total inputs 16 unique inputs 10 processes 5 process groups 6 knowledge areas 5 6 16 10 33 20 15 41 29 inputs tools and techniques outputsgeneral
- 24. 8. TRAINING 24
- 25. 10. COMMANDMENTS TO A SUCCESSFUL FRAMEWORK 25 Disciplined 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
- 26. 26
Notes de l'éditeur
- Good afternoon! I am very happy to be here today and walk you through a success story I’ve had over my first year at the adidas Group headquarters in Germany. Today I am here to tell you about how we managed to implement a streamlined formal process for Project Management at the adidas Group, in the Global Operations department.
- First, let me tell you a little bit about myself. I graduated from the Master’s degree in Project Management in 2012. From then, I had the opportunity to join the Canadian Space Agency on a one year contract split into two mandates of equal duration. The first six months were in the IM/IT department where I was asked to document the existing Project Management process, create training material and make it available on the department’s information system, kind of like a reference index. My second mandate was at the Corporate Project Management Office where I was asked to write new/revise existing Project Management policies, and conduct the annual Resource allocation Matrix exercise. At the end of my mandate, I joined Bombardier, Business Aircraft division in the Program Management team of the Global 7000/8000 product development program. Throughout my 3.5 years there, not only I managed a copious amount of projects but also… In parallel to this experience, I went to get my PMP certification and also started to be involved with PMI-Montréal on many volunteering opportunities. I had the pleasure to co-manage the project to revamp the PMI-Montréal website, I was also an ambassador for the symposium, etc. I also had the opportunity to volunteer in events related to my second passion after Project Management: Sports! Namely, the 2014 U-20 FIFA Women’s World Cup and the 2015 Women’s World Cup. Then, I thought: why not go ahead and join the newly created MPM-MBA bridge program and add another string to my bow. When I graduated from my MBA, I felt it was the time for me to make a move for my career. I decided to consider combining my two passions and applied at the adidas headquarters in Germany. And so started my adventure as a Senior Project Manager in the Global Operations department. Of course, as a true sports fan, I also volunteered at the UEFA Euro 2016 last year in France. So that’s for my background.
- Now, allow me to present to you today’s agenda which I hope will allow you to get a feeling of how things got together in order to implement this process.
- On March 2015, the Strategic Business Plan 2020 was launched. 'Creating the new' is the headline for our next five year strategic business plan. 'Creating the new' is the attitude that leads us into the future – an exciting future, because our industry is growing in size and scope and will continue to do so. In fact, the sporting goods industry is growing faster than most other industries, including consumer electronics. This trend will continue. Sport is central to every culture and society and is core to an individual’s health and happiness. All of this is very good news to us because our core competency is sport.
- At the very heart of 'creating the new' are our brands. Our brands are what connect us with our consumers; therefore, the success of our brands defines the success of our business. Our core brands – adidas, Reebok and TaylorMade – have strong identities in sport. adidas appeals to athletes, Reebok focusses on the fitness consumer and TaylorMade is all about the golfer. Through our unique portfolio of leading sports brands, we cater for the needs and desires of more consumers than any of our competitors. With 'creating the new', we will get closer to them than ever before. To achieve that, our plan is based on three strategic choices: Speed: We will become the first true fast sports company: Fast in satisfying consumer needs, fast in internal decision-making. Cities: We have identified six key cities in which we want to grow share of mind, share of market and share of trend. Open source: We will be the first sports brand that invites athletes, consumers and partners to be part of our brands. ‘Creating the new' is an ambitious, yet realistic plan that provides the layout for our accelerated growth, both on the top- and on the bottom-line between now and 2020.
- Naturally, a new Strategic Business Plan also means a copious amount of projects to be successfully completed in order to reach our vision by 2020.
- If we wanted to maximise our chances of completing all of our projects at 100% - in terms of scope, time and cost – we needed a vehicle which would allow our company to do so in an effective manner. Hence the Project Management Framework. Having a common container allows us to focus on the content.
- Before even thinking of which templates could we deploy to increase the Project Management Maturity level within an organisation, it’s important to do your homework. Some PMP’s in the audience today might have heard of the EEF’s or the OPA’s. With respect to this statement, first step for me was go and see what exists within the company in terms of intelligence for Project Management. What does the current landscape/ecosystem look like as of today? This is today’s picture of the organisation where some departments do have some sort of a framework whether it’s a few templates here and there, a light governance for project decision making or just a few guidelines or relevant litterature stored in a shared document. As you can imagine, we are very far from a comprehensive solution. The idea while implementing a framework is really to 1) determine which are the common parts that overlap in between each existing department, and 2) how can we define a solution that is seamless and yet easy to use.
- So here comes the concept of an “ecosystem”. First things first. What is an ecosystem?: a biological community of interacting organisms and their physical environment. (in general use) a complex network or interconnected system. "Silicon Valley's entrepreneurial ecosystem" (in project management) Successful programme and project management is a complicated and organic process. It is an ecosystem that needs intelligent design if it is to come to fruition, aided by the warmth and light of good leadership, fertilised by effective project management. Sending people on box ticking training courses will provide them with some of the skills they need but these will not have an impact except as part of a project management ecosystem. Project management training will not bear fruit unless it is embedded into an organisation that knows what it wants out of training. Too often people come back from a training session fired up by new techniques but they are not quite sure how to apply them. The organisation must set a very clear vision for what it wants to achieve and expect consistency in project management behaviours. HR departments, performance management and resource teams may all have a part to play in defining and building a project management ecosystem that works for you. An effective way to manage all these stakeholders can be to set up a programme management office (PMO) to provide performance management and monitoring for projects. The PMO houses a squad of senior project managers championing the new project framework as well as mentoring less experienced colleagues. Creating a separate unit helps to emphasise project and programme management as a distinct culture. To extend the ecosystem metaphor, some plants need to go in a greenhouse to harden them for planting in the garden while other plants can get by with benevolent neglect. It is important to identify whether your organisation is a hardy perennial or a wilting lily. OPM3 owned by PMI is a useful tool for gauging the hardiness or maturity of the organisation and can help to establish the right ecosystem that will enable projects to flourish. Once the ecosystem is in place it is important to cultivate it.
- Realistically, you won’t get it right first time so you will need to modify, develop and adapt your framework to respond to circumstances. While it is important to be consistent and stick to the framework where possible – that is what frameworks are there for after all – there will always be exceptions to rules. Achieving effective project management is about so much more than closing knowledge gaps and training people up in systems and methodologies. That is just the start and must be underpinned by the ability to assess the organisation’s maturity and align development to the organisation’s needs. So where to start…? Some of the concerns I often here while trying to implement project management practices are the following: -”The PMBOK is too academic. Theory is interesting, but this is real life.” -”We’ve already tried to implement such a framework in the past. It didn’t work.” -”Let’s be realistic. No one ever looks at lessons learned from past projects.” -”Project Management is too complicated and time consuming.” -”Our projects are mostly managed by ‘non project managers.’” -”We kind of follow these steps already… informally.” -”I don’t need your training. I was already training on Lean SixSigma.” -”We have so many projects running right now, we cannot afford to stop everything and change the way we work.” By a show of hands, who in this room has heard these concerns before? Whenever I hear these concerns, what I truly hear is the Voice of Customer (VOC). So what I hear is customer requirements: -“I need a solution that is adapted to the reality of my organisation.” -“I need a seamless solution accompanied with appropriate training.” -“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 steps that are documented with ITTO’s.” -“I need a solution that increases project management knowledge.” -“I need a solution with clear business rules and gradual implementation.”
- From these interviews with our end-users, we were able to identify a list of requirements for each main element of our echosystem… which also happen to be our main deliverable of our project when you think about it.
- Do you recognise this technique? For those who are not familiar with it, it’s a very useful technique called QFD (for Quality Function Deployment) – also known as HOQ (for House of Quality). Quality Function Deployment (QFD) is a structured approach to defining customer needs or requirements and translating them into specific plans to produce products to meet those needs. The “voice of the customer” is the term to describe these stated and unstated customer needs or requirements.
- In my opinion, there are three (3) main trade-off questions to be considered while implementing a Project Management Framework. First trade-off… Let it be that you have a limited amount of resources at your disposal. Would you rather use them to implement more Project Management processes at a low level of maturity, or implement less processes but ensure they are fully deployed (ITTO’s and developed, documented, available and users are trained)
- Second trade-off… The more project management maturity an organisation gets, the more complex the organisation will become.
- Third trade-off… Find the perfect balance between adhocracy and bureaucracy. Not enough structure leaves space to managing projects heterogeneously. Too much structure consumes time that could be used to foresee potential disturbance on running projects. So it’s really about finding the sweet spot that will allow your organisation to evolve at an optimal Project Management Maturity level.
- 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?
- Now let’s play a little numbers guessing game. Does anyone recognise these numbers? Can anyone tell me what they mean? Starting from the top-left corner: 10 knowledge areas 5 process groups 47 processes 256 total inputs 64 unique inputs 209 total tools and techniques 121 unique tools and techniques 153 total outputs 65 unique outputs 1st knowledge area: time management 1st process group: planning Process with most inputs: 6.6 develop schedule Most frequent input: organisational process assets Output most frequently used as an input: project management plan Process with most tools and techniques: 5.2 collect requirements Most frequent tool and technique: meeting 2nd most frequent tool and technique: judgement expert Process with most outputs: 8.3 control quality Most frequent output: project documents updates Input most frequently used as an input: change request
- From these interviews with our end-users, we were able to identify a list of requirements for each main element of our echosystem… which also happen to be our main deliverable of our project when you think about it.
- If you had to choose only 10 processes among the 47, which ones would you choose? 4.1 develop project charter and 4.6 close project or phase A project is a temporary endeavor undertaken to create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end. 6.6 develop schedule Process with the most inputs OPA Most frequent input 5.2 collect requirements Process with most inputs Meetings Most frequent tool and technique Expert judgement Second most frequent tool and technique Project management plan Output most frequently used as an input Risk register Second output most frequently used as an input 8.3 control quality Process with the most outputs Change request Input most frequently used as an output Major outputs Project charter Stakeholder register Scope baseline Risk register Schedule baseline Communications management plan Work performance report Change log *Project closure report Deliberate choices: The tool is the plan - Remove the knowledge area management plans (the “point-ones”). Executing phase = Execute (planning phase) - Remove the execution processes as we are executing what was developed during the planning phase. Remove the intuitive processes (We are intuitively doing it. Does that mean we have a process for it as described in the PMBOK? NO!) Remove intermediate processes with no major output control will be made through 4.4 monitor and control project work - Remove all the control processes Remove the processes related to a deliberate choice – control processes, cost processes Phase 2: 5.2 Collect requirements – Requirement traceability matrix (qfd/hoq) 7.3 Determine budget – Cost baseline
- We organised the trainings in a modular fashion which allowed for flexibility. There was one module for an Introduction to project management () Then one module per process each build with the same recipe: knowledge area, process group, process, template). This way it was easy to scale up when needed. Each training was deployed through Webex and recorded for availability, and in a classroom for better understanding.
- We organised the trainings in a modular fashion which allowed for flexibility. There was one module for an introduction to project management. Then one module per process each build with the same recipe: knowledge area, process group, process, template). This way it was easy to scale up when needed. We also organised workshops to provide further training on tools and techniques, provide coaching on soft skills and share best practices between PM’s. Each training was deployed through Webex and recorded for availability, and in a classroom for better understanding.
- Disciplined 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