global project management the web order management development project at p&g ingo kusch ingo...

Global Project ManagementGlobal Project Management

The Web Order Management Development Project at P&G

Ingo KuschIngo Kusch, PMPSystems Manager, GBS InnovationEmail:Email: [email protected]:Phone: +(49) 6173-30-5327

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• About Procter & GambleAbout Procter & Gamble• Global Business Services (GBS)Global Business Services (GBS)• The Project: Web Order ManagementThe Project: Web Order Management• Project management approaches & Project management approaches &

lessons learnedlessons learned• Project ResultsProject Results• Questions & AnswersQuestions & Answers

Making Everyday Life a Little Better

Throughout Your DayP&G History

P&G’s 22 Billion-Dollar Brands

Procter & GambleProcter & Gamble

• More than 300 brands More than 300 brands • 140000+ employees 140000+ employees • Operations in 80+ countriesOperations in 80+ countries• Revenue: >$61 billionRevenue: >$61 billion

Procter & GambleProcter & Gamble

• Very diverse business Very diverse business environment: from environment: from Pharmaceuticals to pet food, from Pharmaceuticals to pet food, from cosmetics to coffee, from paper to cosmetics to coffee, from paper to potato chipspotato chips

• Many different ways of doing Many different ways of doing business according to local rules business according to local rules and habitsand habits

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American Safety Razor Company founded (Gillette)

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P&G HistoryP&G History

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Global Business ServicesGlobal Business Services

• P&G‘s service organization providing P&G‘s service organization providing shared services to all business entities of shared services to all business entities of P&G around the world, some examples:P&G around the world, some examples:– Employee Services (payroll, retirement,

benefits, etc)– Supply Chain Services (ERP systems,

manufacturing systems, total order management)

– Business Information Services– Financial System Services ....

Global Business ServicesGlobal Business Services

• About 5500+ employees globallyAbout 5500+ employees globally• A number of services are outsources to A number of services are outsources to

strategic suppliers like HP, IBM, Jones strategic suppliers like HP, IBM, Jones Lang LasalleLang Lasalle

• GBS is managing the delivery of those GBS is managing the delivery of those services for the rest of the companyservices for the rest of the company

• Shared Service Organization of the Year Shared Service Organization of the Year • Filippo Pasarini, CIO – Shared Service Filippo Pasarini, CIO – Shared Service

Leader of the year, 2005Leader of the year, 2005

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Web Order ManagementWeb Order Management

Starting point June 2002:Starting point June 2002:• Old application server platform lost vendor Old application server platform lost vendor

support (Web application based on C++)support (Web application based on C++)• Application was used in 22 countriesApplication was used in 22 countries• New business requirements and user New business requirements and user

groups should be added to the system groups should be added to the system (Sales people entering orders, more (Sales people entering orders, more security, more flexibility, new security, more flexibility, new processes, ...)processes, ...)


• No off-the-shelf tools available to meet No off-the-shelf tools available to meet diverse business needsdiverse business needs

• Need to integrate with multiple Need to integrate with multiple backend systems (2 mainframe based, backend systems (2 mainframe based, different SAP systems, 1 AS400 different SAP systems, 1 AS400 system)system)

• Pressing business need to add specific Pressing business need to add specific features for specific marketsfeatures for specific markets

• Target date for first markets: Aug 2003Target date for first markets: Aug 2003


• Diverse user base:Diverse user base:– P&G Customer service (make it complex)– P&G Sales (make it complex but stay simple)– Retail customers (make it very simple &

secure)

• Very difficult to find balance between Very difficult to find balance between requirementsrequirements

• Difficult to address backend system Difficult to address backend system driven requirementsdriven requirements

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Project integration Project integration managmentmanagment

• Project manager coordinates all Project manager coordinates all efforts between design, efforts between design, construction, service management construction, service management and deployment teamsand deployment teams

• Orchastration of all teams crucial Orchastration of all teams crucial for project successfor project success

Project integration Project integration managmentmanagment

• Clear split of responsibilities among all Clear split of responsibilities among all teams:teams:– Design: deliver low level functional

requirements and test those– Construction: create the code to deliver

requirements– Service Management: maintain development

& production environments– Deployment teams: communication with local

markets and gathering of local requirements.

Scope managementScope management

• Project scope is owned by project Project scope is owned by project board: all major scope changes board: all major scope changes need to be approvedneed to be approved

• Minor scope changes are Minor scope changes are negotiated between project negotiated between project manager, design team, manager, design team, deployment team and key deployment team and key stakeholders in the countriesstakeholders in the countries

Lessons learned: Scope Lessons learned: Scope managementmanagement

• Stick to initial scope wherever Stick to initial scope wherever possible: opening the door to new possible: opening the door to new requirements will kill your schedulerequirements will kill your schedule

• BUT, be flexible when needed: BUT, be flexible when needed: ignoring complaints can hurt more ignoring complaints can hurt more than flexibility – but make sure you than flexibility – but make sure you can deliver your promises can deliver your promises

Lessons learned: Scope Lessons learned: Scope managementmanagement

• The beauty of „customer funding“: The beauty of „customer funding“: new features do not need to come new features do not need to come for freefor free– A price-tag helps to keep the business

focused– Some must-do‘s turn into nice-to-

haves once your specify the development costs

Time managementTime management

• Program schedule (2 years out) was Program schedule (2 years out) was defined by business objective:defined by business objective:– Elimination of WOM classic done by July 2004

• 22 Markets staged in quarterly roll-out 22 Markets staged in quarterly roll-out waves: waves: – 3-4 markets per wave– 2 major application releases per year– 2-3 additional maintenance releases

inbetween

Time managementTime management

• The Release schedule was created in a The Release schedule was created in a decentralized manner:decentralized manner:– Designers estimate the time for each module

and schedule the modules they own– Construction creates hand-over and coding

plan (1d design = 2d coding finalized estimates during hand-over)

• Project manager keeps track of everything Project manager keeps track of everything and collects status updates during team and collects status updates during team meetingsmeetings

• Each release must fit into the overall planEach release must fit into the overall plan

Lessons learned: Time Lessons learned: Time managementmanagement

• The first 90% of coding take 10% of The first 90% of coding take 10% of the time...the time...– The remaining 10% kill your schedule

• Make sure you really understand the Make sure you really understand the issues during code development: issues during code development: – remote programmers require more

communication• It never hurts to understand the It never hurts to understand the

code!code!

Lessons learned: Time Lessons learned: Time managementmanagement

• Importance of slack time: plan to Importance of slack time: plan to be ready with coding at least 2 be ready with coding at least 2 weeks ahead of QA – otherwise weeks ahead of QA – otherwise you won‘t be ready on timeyou won‘t be ready on time

• Firm dead-lines help to keep Firm dead-lines help to keep focussed: the more flexibility you focussed: the more flexibility you have the less likely you are going have the less likely you are going to make it according to planto make it according to plan

Cost managementCost management

• WOM started off as internal WOM started off as internal project: project: – Most costs are people related and

known upfront– Very small amount of variable costs– Scope increases managed by

Customer Funding wherever required

Cost managementCost management

• Limited budget: no way to design and code Limited budget: no way to design and code the application in Germanythe application in Germany

• Develop business logic in „high-cost Develop business logic in „high-cost location“location“

• First approach: high cost contractor in First approach: high cost contractor in Germany with developing resources in Sri Germany with developing resources in Sri LankaLanka– Did not work out well:

• Single interface to remote resources in Sri Lanka – lack of integration between programmers and designers

• Quality of code was not so good and estimates could not be validated

Cost managementCost managementDesignDesign

Service MgtService Mgt

ConstructionConstruction

Quality managementQuality management

• Designer owns end-to-end Designer owns end-to-end responsibilty for „his/her“ modules:responsibilty for „his/her“ modules:– Develop comprehensive low level design– Ensure clear hand-over to construction

(incl. detailed test plan!)– Validate functionality when construction

is done: test all business cases that are required from that module


• Peer reviews of designs among Peer reviews of designs among design teamdesign team

• Design review prior to handover to Design review prior to handover to construction involving: design, construction involving: design, DBA, service management & DBA, service management & construction leadconstruction lead

• Mandatory SQL review with DBA Mandatory SQL review with DBA prior to construction handoverprior to construction handover


• Staged development environment:Staged development environment:– Coding on „Sandbox“– Code validation by design in „Test“– Code validation by key users in „QA“– No migration to PROD without QA test

signoff from all key users in all markets• Service management controls all Service management controls all

code migrations from TEST on code migrations from TEST on upwardsupwards

Human resource Human resource managementmanagement

• The project got caught up in major IT The project got caught up in major IT outsourcing deal between P&G and outsourcing deal between P&G and HPHP– 60% into the project, the majority of the

team was transferred from P&G to HP– New processes had to be established in

the midth of the project– The team had to settle down in the new

environment– Focus 100% on project deliverables first!

Human resource Human resource managementmanagement

• Very diverse design team colocated Very diverse design team colocated in Germany:in Germany:– Nationalities: Japanese, Chinese,

German, US, Italian, Indian

• Even more diverse combined team:Even more diverse combined team:– Companies: P&G, HP, CyberJ– Nationalities: see above + Phillipines,

Sri Lanka, UK, Canada, Belgium

Communication managementCommunication management

• Weekly coordination calls with Weekly coordination calls with extended teamextended team

• Weekly service management callsWeekly service management calls• Bi-weekly problem management Bi-weekly problem management

callscalls• Bi-monthly board meetingsBi-monthly board meetings• Whenever needed: design reviews, Whenever needed: design reviews,

handovers, go/no go calls, ...handovers, go/no go calls, ...

Lessons learned: Lessons learned: Communications managementCommunications management

• People can be very different:People can be very different:– Some tell you straight ahead what they think– Others say everything is OK and complain to

your boss behind your back– Asians will never say „no“: even the slightest

sign of hesitation should raise a red flag!– Italy is the most difficult customer in Europe– Sometimes its best to pull the plug early on

• Communication, communication, Communication, communication, communication!communication!

Lessons learned: Lessons learned: Communications managementCommunications management

• Europe is in a very good position:Europe is in a very good position:– Minus 6 hours from EST– Plus 6 hours ahead of Asia– The best meeting time is usually

around lunchtime CET– We have at least 4 hours overlap with

both timezones during typical office hours!

Risk managementRisk management

• No structured approach in place:No structured approach in place:– Risks were highlighted, but no good tracking

and follow through– No regular RM meetings

• Hard to justify work required to be Hard to justify work required to be prepared for major risks:prepared for major risks:– Online vs. Offline capabilities– High costs of preparing fallback solution

were prohibitive

Lessons learned: Lessons learned: DocumentationDocumentation

Obvious for IT company, but less obvious Obvious for IT company, but less obvious for non-IT companies:for non-IT companies:

• Define solid standards upfront – or Define solid standards upfront – or designer will add personal flavor into designer will add personal flavor into software design (use CMMI software design (use CMMI methodology)methodology)

• Stick to ITIL for Service and Change MgtStick to ITIL for Service and Change Mgt• Expertise never hurts – programmers Expertise never hurts – programmers

are good in coding but seldom strong in are good in coding but seldom strong in SQL and business processesSQL and business processes

Lessons learned: Lessons learned: DocumentationDocumentation

• Be Be veryvery specific with your business specific with your business requirements:requirements:– Off-shore programmers are good, but:

• They often lack business experience and fail to understand the „big picture“

• People change more frequently

• Any uncertainty in your design will Any uncertainty in your design will turn into a problem later onturn into a problem later on

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Project resultsProject results

• WOM was rolled out to all 22 WOM was rolled out to all 22 countries in line with initial road countries in line with initial road map:map:– Small delays in some places, but overall

goals were reached

• All major features were delivered as All major features were delivered as agreed upfront:agreed upfront:– Some countries weren‘t as happy as we

hoped, but noone refused the tool!

(WOM today)(WOM today)DesignDesign

Service MgtService Mgt

ConstructionConstruction

Project resultsProject results

• Product ownership was completely Product ownership was completely moved to Manila:moved to Manila:– After 1st rollout phase a new service team

was built up in Manila (account management partially done in the US)

– Product ownership was transferred after main rollout

– Colocation of Design, Construction and Service is big benefit

– Excellent people down there!

WOM todayWOM today

• 35 markets35 markets• Market share of >70% in some Market share of >70% in some

countriescountries• Business critical applicationBusiness critical application• Enabled quick integration of new Enabled quick integration of new

business (Gillette, Wella)business (Gillette, Wella)

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Any questions?

Thanks for your time!

Ingo KuschIngo Kusch, PMPSystems Manager, GBS InnovationEmail:Email: [email protected]:Phone: +(49) 6173-30-5327

global project management the web order management development project at p&g ingo kusch ingo...

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