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1
Implementing a streamlined formal
process for Project Management:
The adidas Group success story
James Issam Mengad, MPM...
2
MPM PMP MBA
AGENDA
1. THE TRIGGER POINT
2. ECOSYSTEM
3. CUSTOMER REQUIREMENTS
4. TRADE-OFFS
5. SOLUTION FEATURES
6. PROCESS
7. TOOLS
8...
4
1. THE TRIGGER POINT
4
CREATING
THE NEW
5
1. THE TRIGGER POINT
TOP LINE & MARKET
SHARE GROWTH
GROSS MARGIN
EXPANSION
OPERATING
LEVERAGE
BRAND
DESIRE
 increase to...
6
1. THE TRIGGER POINT
SPEEDCITIESOPENSOURCE
TOP LINE &
MARKET
SHARE
GROWTH
GROSS
MARGIN
EXPANSION
OPERATING
LEVERAGE
Spee...
7
Project Management Framework
100%
SCOPE
TIME COST
1. THE TRIGGER POINT
8
STRATEGY AND
PROJECTS
LEARNING
CAMPUS
GIT PMO
HR PROJECT
MANAGEMENT
METHODOLOGY
CONTINUOUS
IMPROVEMENT
INITIATIVE (CII)
...
2. ECOSYSTEM
Process
Tool
Training
Governance
9
Knowledge
PeoplePerformance
project
management
templates
processes
monitor...
10
“Let’s be realistic. No one
ever looks at the lessons
learned from past projects.”
“Project Management is time
consumin...
11
processes governancetrainingtools
adapted to reality
seamless
accessiblereduce bureaucracy accessible
storable
structur...
3. CUSTOMER REQUIREMENTS (VOC)
1
3
2
4
1. adapted to reality
12
2. seamless
3. minimizes bureaucracy
4. allows for organis...
13
Three (3) main trade-offs to consider while
implementing a PM Framework
4. TRADE-OFFS
maturity
#processes
14
Three (3) main trade-offs to consider while
implementing a PM Framework
4. TRADE-OFFS
organisationalcomplexity
maturity
15
Three (3) main trade-offs to consider while
implementing a PM Framework
4. TRADE-OFFS
adhocracy
bureaucracy
16
 If you could only choose 10
processes (among the 47), which
ones would they be?
 Which factors would you consider
in...
time management
planning
1st
process group
209
total tools and
techniques
121
unique tools and
techniques
153
total output...
18
processes governancetrainingtools
every project has a
beginning and an end
strong planning phase
soft skills workshopsm...
5. SOLUTION FEATURES
1
3
2
4
1. adapted to reality
19
2. seamless
3. minimizes bureaucracy
4. allows for organisational ag...
6. PROCESS
20
4.1 develop
project charter
13.1 identify
stakeholders
5.4 create wbs 11.2 identify risks
11.5 plan risk
res...
21
PROJECT
PORTFOLIO
MANAGEMENT
PJM
TOOL KIT
PJM
TOOL KIT
PJM
TOOL KIT
PJM
TOOL KIT
…
7. GOVERNANCE
governance
importance
...
22
7. TOOLS
COS-APP-2016-0701 Print 2.0
start date: 26-Apr-2016
project management toolkit
pjm: Mace, Carol
project charte...
23
8. TRAINING
41
total tools and
techniques
29
unique tools and
techniques
20
total outputs
15
unique outputs
33
total in...
8. TRAINING
24
10. COMMANDMENTS TO A SUCCESSFUL FRAMEWORK
25
Disciplined Project Management starts at Portfolio Level
Thou shall… provide...
26
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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. 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
  2. 2. 2 MPM PMP MBA
  3. 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. 4 1. THE TRIGGER POINT 4 CREATING THE NEW
  5. 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. 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. 7 Project Management Framework 100% SCOPE TIME COST 1. THE TRIGGER POINT
  8. 8. 8 STRATEGY AND PROJECTS LEARNING CAMPUS GIT PMO HR PROJECT MANAGEMENT METHODOLOGY CONTINUOUS IMPROVEMENT INITIATIVE (CII) CREATION FUNCTIONS 2. ECOSYSTEM
  9. 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. 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. 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. 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. 13 Three (3) main trade-offs to consider while implementing a PM Framework 4. TRADE-OFFS maturity #processes
  14. 14. 14 Three (3) main trade-offs to consider while implementing a PM Framework 4. TRADE-OFFS organisationalcomplexity maturity
  15. 15. 15 Three (3) main trade-offs to consider while implementing a PM Framework 4. TRADE-OFFS adhocracy bureaucracy
  16. 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. 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. 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. 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. 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. 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. 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. 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. 24. 8. TRAINING 24
  25. 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. 26

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