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BENEFITLorem ipsum dolor sit amet, consectetur adipiscing elit. In id enim diam. Mauris imperdiet augue at consequat condimentum. Aliquam erat volutpat. Donec a ligula metus. Maecenas lobortis, dui a varius laoreet.

Nissan Makes Smarter Decisions with CA Project & Portfolio Management

CUSTOMER SUCCESS STORY

CLIENT PROFILEIndustry: ManufactureCompany: NISSAN MOTOR CO. LTDEmployees: 22,471 (non-consolidated basis), 152,421 (consolidated basis) Net Revenue: 12.2 trillion Japanese yen (fiscal 2015)

BUSINESSNissan Motor Corporation (Nissan) is expanding its global business. The company’s global IS division is making its systems more effi cient, effective, and capable of managing change.

CHALLENGENissan implements 500-600 mid-scale and larger projects each year in different countries around the world. Collecting project information is time consuming and complex, and lack of clarity can cause delays in the decision-making process.

SOLUTIONNissan chose CA Project & Portfolio Management and CA Technologies to support the implementation, with its extensive specialist knowledge and global support capabilities.

BENEFITCA Project & Portfolio Management has signifi cantly improved the quality of project management. Information is now available virtually in real time, enabling better decision-making and more accurate budgeting.

BusinessSupporting the expansion of Nissan Motor Corporation

Challenge500-600 medium and larger projects, manual information collation

2 | CUSTOMER SUCCESS STORY: NISSAN MOTOR CORPORATION

The automobile industry is in a constant state of fl ux. As the needs of consumers continue to diversify, their automotive requirements become more complex. In order to respond to this trend, automobile manufacturers must increase the speed at which they implement measures to increase value. In particular, there has been signifi cantly more investment in safety and environmental measures, and the increased burden this places on companies has led to alliances being formed.

In this environment, Nissan Motor Corporation (Nissan) has experienced continuous growth. The company currently sells more than fi ve million vehicles worldwide per year, with consolidated sales above 12 trillion yen (FY2015). It is working towards expanding this business even further, while reaping the benefi ts of its alliance with Renault.

The key to Nissan’s business growth has been the mid-term management plan ‘Nissan Power 88’, a six-year strategy covering 2011-2016. Mr. Toshihiko Suda, General Manager, IS Project Quality Management Department, Global IS Division at Nissan Motor Corporation says, “We’re taking steps to improve our brand power, sales power and quality to achieve an operating profi t ratio of eight percent and an eight percent share of the global market.”

Based on ‘Nissan Power 88’, the company’s Global Information System Center defi ned a joint IT strategy for Nissan and Renault, entitled “VITESSE”, which means ‘speed’ in French and also references the main pillars of IT strategy: Value Innovation, Technology Simplifi cation and Service Excellence. This IT strategy covered 11 major categories, including: product lifecycle management; improvements to cost controls and profi tability for each car model; optimization of application portfolios; and establishing global IT life cycle management. Each of these challenges requires the strategic use, as well as optimization, of IT resources.

These measures have already brought the company signifi cant results. Nissan opened its second plant in Mexico in 2013, and a new plant in Brazil in 2014. Both operations were supported by information systems that helped achieve startup in record-breaking time. In the last year of VITESSE, the company’s IT is further stepping up its agility to parallel the pace of the business.

Multiple IT projects are underway globally at any given time at Nissan. The scale of these projects varies, but between 500 and 600 projects a year are classifi ed as medium-sized or larger. There are also around 3,000 proposals for new projects from various divisions each year, making project management complex for the IS Project Quality Control division, which is responsible for the administration.

The division used a range of measures and strategies to improve its system development management capabilities, as Mr. Suda explains, “In FY2015, we implemented more than 550 medium-sized and larger projects, as well as many

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Mr. Toshihiko SudaGeneral Manager,IS Project Quality Management Department, Global IS Division, Nissan Motor Corporation

3 | CUSTOMER SUCCESS STORY: NISSAN MOTOR CORPORATION

smaller ones. Each of these projects is discussed with executives in advance of its start-up, to agree on the level of return that can be generated. 94 percent of the projects we implemented reached the agreed level. Our target was 90 percent, so we were able to achieve the target a year in advance of expectation.”

Mr. Suda wants even better results, however, management of such a large number of projects was challenging. “Until recently, we managed all information regarding the budget and QCT (quality, cost, time) for each project manually. We compiled information at various stages using Excel and created management reports in PowerPoint, which inevitably took a lot of time. If it took too long to understand status, there would be a delay in the decision-making process and accuracy could be compromised.”

Nissan began to look for a system to manage its project portfolio at a global level. After considering various options, it decided on CA Project & Portfolio Management. Mr. Takayuki Endou, Manager within IS Project Quality Management Department, Global IS Division explains the selection process: “We knew we wanted a cloud solution, so we compared cloud services from around 10 companies, and in April 2015, decided on CA Project & Portfolio Management. The solution had pretty much all the functions we were looking for, and allows us to easily view investment targets and resource planning for individual projects. We also liked that you can simulate priorities for projects on a regional or business basis.”

Implementation started in June 2015 and the system was partially deployed by October of the same year. The next phase expanded the number of functions available, with full deployment achieved in May 2016. The primary principle of the project was “Out Of The Box”, the objective being to maximize the use of standardized functions and avoid customization wherever possible.

“Customization not only requires more man-hours, but also causes problems when software is updated. For this reason, we decided that where our requirement did not fi t the system, we would change the requirement itself. For example, there used to be a strict requirement for QCT reports to be delivered in a particular format, but what was really important was that the required information was communicated, so we switched to a standard function within CA Project & Portfolio Management for this with minimal disruption for the team,” says Mr. Endou.

The confi guration of CA Project & Portfolio Management was done in partnership with CA Services. Mr. Endou comments, “There were two main reasons we asked CA Services to assist us. Firstly, we wanted to introduce the system as “Out Of The Box”, so it was vital that the specialists working with us had a profound understanding of the standard functions. The second reason was that the system is used globally, therefore we needed a global support organization.”

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SolutionCA Technologies selected for standard functions and global support

Mr. Takayuki EndouManager, IS Project Quality Management Department, Global IS Division, Nissan Motor Corporation

4 | CUSTOMER SUCCESS STORY: NISSAN MOTOR CORPORATION

To help with the implementation, CA Technologies brought in an Australian expert to work in Japan alongside its engineers. The team worked closely together to solve any problems that emerged and were able to reach cutover in May 2016. Currently, CA Project & Portfolio Management is used to manage IT projects within Nissan and across 70 group companies in Japan and overseas. Around 3,000 project information have been visualized and reviewed by CA Project & Portfolio Management per year.

Around 400 people currently use CA Project & Portfolio Management, from Nissan’s Chief Information Offi cer to project managers, who support IT projects in situ, and members of the PMO, located within regional head offi ces and the Global HQ.

Project management has changed drastically, as Mr. Makoto Sakai, Deputy General Manager within IS Project Quality Management Department, Global IS Division says, “Immediately after the introduction of CA Project & Portfolio Management, we eliminated the use of Excel to manage project information. We stopped using PowerPoint at the monthly meetings attended by senior management, and started using CA Project & Portfolio Management to report on project status. We can now use virtually real-time information to provide reports that had previously taken four weeks to compile and would be outdated by the time we held our weekly meetings.”

“CA Project & Portfolio Management makes it possible to look at all our work globally from a user-friendly interface and understand which projects are progressing well, which require some help, and which may have issues. I use the solution at senior management meetings to give an accurate account of the projects’ status and any issues that have arisen. The data sometimes even updates itself during a meeting, which can make me nervous!” says Mr. Suda.

CA Project & Portfolio Management enables accurate, up-to-date project information to be shared globally. This minimizes the risk of problems being identifi ed late and requiring excessive time and effort to resolve.

“We have also improved the accuracy with which we create budgets for the following year. Previously these were based on rough forecasts, but now we can list potentially major projects with accurate schedules and information, such as required man-hours, etc., from which we can determine budgets using stacking methods. In future, we plan to include management feedback to make budgeting even more strategic, but for now, there is a clear sense that our budgeting has improved by several levels,” says Mr. Sakai.

CA Project & Portfolio Management’s simulation function has also enabled the company to prioritize projects, which Mr. Sakai says has improved ‘fairness’ in

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Benefi tSharing Real-Time Information Globally

Mr. Makoto SakaiDeputy General Manager,IS Project Quality Management Department, Global IS Division, Nissan Motor Corporation

5 | CUSTOMER SUCCESS STORY: NISSAN MOTOR CORPORATION

selection. The divisions proposing new projects naturally believed that they were needed immediately and any decision to carry over a project to the following year often caused dissatisfaction. Explaining decisions based on quantitative information means that dissatisfaction can be minimized.

CA Project & Portfolio Management has been deployed within Nissan for just over six months and the organization wants to further improve how it is utilized and extend functionality. So far, it has helped Nissan:

• Gain better visibility with real time information, leading to better control of projectsto speed delivery

• Unlock better resource capacity planning to maximize project resource utilization

• Manage the fi nancial aspects of its projects with accountability.

The success at Nissan has lead to Renault considering a similar global deployment of CA Project & Portfolio Management with support from CA Technologies.

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