program management office (pmo)

Copyright © 2016 HCL Technologies Limited | www.hcltech.com

Program Management Office

Copyright © 2016 HCL Technologies Limited | www.hcltech.com 2

The PMO Vision

To proactively identify, manage and eliminate problems in

order to deliver results on time with high quality by

providing accurate reports with unbiased information &

to have a process driven methodology thereby

maintaining the excellence in service


Program Management

1. PMO Lead for Merck Engagement

2. Financials – Revenue Forecast, Budget & Actuals

3. Integerated Performance Managment Scorecard – Automation in Excel

4. End to End Resource Management (Billing, Invoicing, Trainings and Quality Compliance)

5. Conducting Multiple Reviews (Project level to Sr Management Level)

6. EMEA Retirement Lead (Netherlands)

7. SDLC Process - Multiple Stakeholders Interaction

8. Project Cooridnator (Switzerland)

9. HITS – BeWell Challenge & MSD Innovation Factory 2016

Saravanana Veeraiyan

(Project Manager)

Having 6+ years of experience in project management handling multiple projects with good

analytical skills, Certified Lead Auditor, Worked under the Sr. Vice President for HCL- Merck Engagement

as a PMO Manager, as an enabling function that liaisons with other support functions for effective

implementation of Governance, Processes and Procedures to achieve goals within set timelines.


Resourcing, Induction & Employee Empowered Initiatives

• Encourage team members to complete certification. Have senior members in the

team conduct session for imparting knowledge. Appreciate resources for

completing certification by sending mail to the entire group. Share achievers name

in open house forum

• Xtra miles/recognition in the monthly meetings for technical certifications

• Identifying new applications for support based on the certification and backups

available for all applications leading to a good knowledge management practice and

lesser risk on attrition

• All the resources have been encouraged to take up ITIL certification and Six Sigma

• 120+ resources were ITIL certified

• Any employee joining a new role either through promotion, lateral entry or

Fresher's has no formal process at present, by which he/she can jumpstart to the

assigned role by leveraging contextual information in one place

• Increase the effectiveness of On/Off boarding.

• Reduce the On/Off boarding cycle.

• Provide one stop shop for all the documents/Artifacts eliminating person

dependency.

• Built Re-Usable role based knowledge repository.

• Define robust Induction process consisting of domain and project training plan. Track the

induction progress on regular basis

• Induction carried out by all the delivery heads including myself.

• All KT documents prepared and readily available in shared drive and Documentum to train new

resources

• A new training evaluation process in place - where in the new resource will have to present

Topics to the entire team with Q&A session to evaluate his/her understanding

• Formal Induction training manual in place on the Portal

• Induction - Engagement/LOS/ Project, Application

• This Initiative started in collaboration with Delivery & solutions team

• “Today’s watch word” daily mail will be sent to all in the engagement aiming to improve the

knowledge in Pharma domain & this is an automated mailer triggered from Merck Portal

• Pharma SME`s to impart domain knowledge through series of training Programs.

• VSG spear heads the domain training and had created a Basic awareness with the engagement

team members through series of training programs

What & How – Induction Program

What & How– Merck Academy

What & How – Certifications

What & How– The Onboarding/ Off boarding Studio


Regimented Review Practices

• Regular daily & weekly project reviews by the leads and Managers

• Every project started is checked for PCI compliance eligibility and immediately bought

under it

• Regular PCI reviews by quality team

• Engagement managers and ISD head regularly reviews the PCI compliance and actions

planned to fill the gap.

• This resulted in almost consistent “green status” with all the projects in Merck.

• This is a monthly review by ISD head where all the engagement heads and managers are

invited.

• The monthly report prepared by PMO is very elaborate covering all the aspects and

parameters like Finance, Goal Matrices, Project Health, Opportunities, Resourcing, TP,

Challenges, Customer escalations and appreciations, status on the initiatives and the

help items.

• This is planned and facilitated by PMO

• The progress report is shared by the ISD head to all the practice leaders.

• Monthly SMR is a regimented process in compliance with our OMS.

• This is conducted monthly by the Engagement Managers for their respective groups and

the projects under their scope.

• ISD head is part of this review and spends quality time in reviewing this.

• Quality SPOC is also invited for this review.

• The whole review is planned, facilitated and monitored by PMO

• DGC Prime (LSH Vertical Head) regularly reviews the engagement – This is monthly

review

• This is a face to face meeting with him and all the delivery leads at offshore & onsite and

GAM Team.

• This review focuses on the initiatives apart from operational aspects

• At any point in time 2-3 major initiatives are in progress

• This helps in aligning the engagement with the organization goals and initiatives too.

• Often helps in benchmarking with some other engagements where the similar initiatives

are in progress

What & How – Project Review

What & How – Delivery Council Review

What & How – Sr. Mgmt Review

What & How – DGC Rview


Business Reviews aligned with Merck Business Division

• Regular Quarterly reviews and Half Yearly reviews at engagement level

• Proactively introduced QBR at division level from last year

• Using this forum effectively to communicate the progress, initiatives and to discuss

the strategic directions of their divisions

• Every QBR is attended by ISD Head and GAM head apart from the Engagement

Managers

• This is the highest level forum from Merck for partners led by CIO

• This is attended by our Executive Sponsor Practice lead and got good

recognition of the work carried out by us

• Present the Engagement status along with strategic initiatives taken and way forward

plans

• QBR meetings without slippage of schedule

• Involvement of Sr Management of Merck in reviews

• Highlighting the achievements/value additions and addressing any Issues/Concerns

• Our CEO has regular connect with CIO of Merck and divisions

• Spends time during the senior management visits to India

• Executive Sponsor connects with CIO regularly and through ITLT

• Practice leaders attend the QBRs Practice leaders has excellent regular connects with

Divisional CIOs

• ISD head connects with all division CIOs through QBRs and visits

• GAM Head connects with all the CIOs and senior leaders (excellent relationship)

• GAM Team and Onsite delivery management has strong connect with the senior

leaders

• Governance Model and its practical implementation

• Robust escalation and communication model

• Proactive issue resolution – PMs and EMs attend to every issue &proactively

communicate to Merck stake holders

• Independence of Delivery Management to the horizontal team within the ambit of

overall Merck Governance

• Close interaction between the horizontal delivery team and the vertical domain

team

What & How – Quarterly Business Review

What & How – ITLT

What & How – Governance

What & How –Half Yearly Business Reviews

What & How –Sr. Management Connect


IPMS – Integrated Performance Management Tool

This ‘Integrated Performance Management Review Tool’ has been designed to analyze the vital metrics responsible to drive the

margins for a particular project. It further provides the flexibility for the end user to pick up metrics from the available set that helps him understand

the causes for the fluctuations in his profit margins. These “Key Metrics” can be selected and the trend can be analyzed at the LOB, Division and

Project level. The tool gives a 360 degree view to the delivery and Sales to identify dip in revenue, Project margins and profitability through

required parameters and devise an action plan to correct the same.


TOS – End to End Resource Management

Merck is being an ISD Engagement running with 1800+ resource across multiple GEO’s, we want ensure

effective On-boarding and Off-boarding Process in place, which will be compliant to customer

requirement.

ISID Revocation

Application Access Revocation

Seat/System Release

ODC Access Revocation

Off-boarding Activities

Background Check Verification

ODC Access

Seat/System Allocation

RAS Assignation

Merck Induction

ISID Creation

Merck Mandatory Trainings

Application Access

Application Knowledge Transfer

InfoSec Training

On-boarding Activities

End to End Resource Management

Contractual Requirements are met wrt:

Audit

BGV

Merck ISID deactivation within SLA

Merck mandated trainings

Effective Tracking and Reporting

Ben

efit

s

Tasks Target July`13 Aug`13 Sep`13 Oct`13 Nov`13 Dec`13

ODC Access Reconcilistion Yes No IN Prog IN Prog Yes Yes Yes

Seat Allocation_Vacant Seat Cost <18K 60K 58K 40K < 30K < 28K < 18K

Encryption_Safe Boot Comp 100% 62% 70% 72% 74% 80% 92%

BGV 95% 38% 44% 58% 63% 79% 84%

Mandatory Trainings 99% 99% 99% 100% 99% 98% 100%

INFOSEC Tranings 98% 82% 92% 94% 97% 99% 99%

Tasks Target Jan`14 Feb`14 Mar`14 Apr`14 May`14 Jun`14

ODC Access Reconcilistion Yes Yes Yes Yes Yes Yes Yes

Seat Allocation_Vacant Seat Cost <18K < 16K < 16K < 16K < 15K < 15K < 15K

Encryption_Safe Boot Comp 100% 95% 95% 95% 95% 95% 95%

BGV 95% 86% 88% 94% 94% 94% 94%

Mandatory Trainings 99% 100% 100% 100% 100% 99% 100%

INFOSEC Tranings 98% 99% 100% 100% 100% 100% 100%


Merck Academy

PLAN

WORKFORCE PLANNING & CAPACITY

JOIN

TALENT SUPPLY CHAIN

LEARN

LEARNING & DEVELOPMENT

DEPLOY

WORKFORCE MANAGEMENT & PRODUCITVITY OPTIMIZATION

PERFORM

INDIVIDUAL AND ORGANIZATION

EFFECTIVENESS & REWARD

ENGAGE

EMPLOYEE ENGAGEMENT & INCLUSION

GROW

CAREER AND TALENT MANAGEMENT

Employee Life Cycle

Merck Academy formed in 2012 to make sure all training related to process

and the domain are clearly defined.

The Resource & Managers who join Merck Engagement have to complete all

process related trainings and its Mandatory.

One stop tool which will provide the trainings related to soft skills trainings,

Process trainings, Merck Specific Managed service trainings, and Domain skill

trainings.


• Perform periodic audits as defined in Contract Compliance Tracker.

• Liaise with Corporate Audit / Information Security teams to ensure compliance

• Manage customer & External Audits

• Participate in other Engagement Audits to ensure uniformity and sharing of Best Practices

• Single source of Truth for maintaining compliance at MSA level and also liaise in making changes to contracts

• Exception handling with customer

• Amendments to Contract

• Merck engagement has built a Contract compliance tracker - a first of its kind - this is built using all the applicable contract clauses with

defined audit intervals. This ensures that at any given point of time HCL is bound by contractual items as defined in the MSA. This tool has

been showcased to the Corporate Finance Audit Team and will be part of this year's GPC. Effort is on to see how we can replicate this effort

to other large engagements

Contract Compliance Management

What & How - Audit

What & How - Compliance Administration

What & How – Contract Compliance Tracker


Integrated Engagement Level BCP/DR Plan

1. This Document is managed by PMO at a Engagement Level to face internal and external Audit

2. This document discusses the ODC level Business Continuity / Disaster Recovery (BC/DR) plan for HCL offshore development centers

working on projects with Customer

3. The document is divided into three major sections: BC Planning, BC Execution, Simulation and documentation.

4. The planning stage elaborates the recovery strategy, risk analysis and business impact analysis which serve as the basic inputs for the

plan.

5. The execution stage details operational process to be followed during a crisis situation. Simulation explains the process followed to validate

the BC plan.


Value Creation

FY15 - 7.58

FY14 - 7.70

FY13 - 7.98

RED 0-3 AMBER 3-6 GREEN 6-9

Employee Empowerment – Value Fest Value Creation Status Value Creation - Journey

Best Practices:

• Auto Mailers sent to the respective owners every month to track the pending ideas in the

portal

• Internal Dashboards circulated to enhance the support & attention of the Senior

Management.

• Periodic Value day for Idea Generation for Smaller teams

• Value Fest – A month long festival across geo’s


Diversity initiatives @ Merck

13

Affinity networks: Employee Champions to lead and implement programs - Gender, Ability, Nationality etc

Work life Continuity :Support employee wellbeing through inclusive policies, support systems and employee assistance

programs

Positive work Environment: Facilitate awareness forums and channels for employee grievances

Advocacy: Facilitate forums lead by diversity champions from the line of business to promote diverse talent

Merck Women Connect in MEME

Women Fest’13


Repay Society – Power of 1

Community Development Programs

HCLT Youth Center

Enables youth in the

age group of 13 – 20

years, residing in semi

urban areas for

advancing their

education and skills.

Nurture the Future

Empower women,

Differently Abled and

Youth for sustainable

livelihood including

rehabilitation and bridge

schools.

Mentorship & Capacity

Building

Facilitate programs to

improve effectiveness of

partner NGOs, including

mentoring by employees.

Community Giving

Friend in Need

Help our supply

chain on welfare

schemes.

Just Like Us

Reach out to those

sections of the society

who need human

touch. E.g.: senior

citizens, orphans and

terminally ill.

Social Recycling

An Everyday collection

of used clothes,

stationery, books toys,

etc. and supply them

back to communities in

need


MSD EMEA Application Retirement (SDLC Process)

Retirement Status OSS Haarlem Boxmeer Total

Retirement Completed 89 16 6 111

Out of Scope 24 7 11 42

Retirement Execution 20 20

RP Review 8 12 20

RP Signed 16 16

RP Sign off Pending 8 8

Newly added 5 5

Total 170 35 17 222

Retirement Metrics Total OSS Haarlem Boxmeer

Overall Retirement App. Target 222 170 35 17

Applications Out of Scope 42 24 7 11

Total Current Application count 180 146 28 6

Overall Retirement Closed # 111 89 16 6

Overall Retirement Closed % 62% 61% 57% 100%

Overall RP Work in Progress 80 68 12 0

Wave 1 App Retirement Target 114 97 16 1

Wave 1 Retirement Closed # 80 63 16 1

Wave 1 Retirement Closed % 70% 65% 100% 100%

Wave 2 App Retirement Target 64 47 12 5

Wave 2 Retirement Closed # 31 26 0 5

Wave 2 Retirement Closed % 48% 55% 0% 100%

OverallRetirement App.

Target

Applicationsmoved Out of

Scope

Total CurrentApplication

count

OverallRetirement

Closed #

Wave 1Retirement

Closed #

Wave 2Retirement

Closed #

Total 222 42 180 111 80 31

OSS 170 24 146 89 63 26

Haarlem 35 7 28 16 16 0

Boxmeer 17 11 6 6 1 5

0

50

100

150

200

250 Retirement Status

Retirement Status MS (No) MS (Yes) Out of Scope Total

RP Completed 78 11 89

RP Execution 14 8 22

RP Review 5 2 7

RP Sign off Pending 1 6 7

RP Signed 4 14 18

RP Out of Scope 24 24

RP Yet to start 1 2 3

Total 103 43 24 170

P2K - EMEA (Netherlands)

Overall Archive Retire (Legal Hold)


MSD International GmbH

Accomplishes work requirements by orienting, training, assigning, scheduling, and coaching employees around

innovation efforts for EEMEA and Emerging Markets. (EEMEA Innovation Factory and HITS Initiative)

Coordination between startup’s and internal team for HITS BeWell Challenge Initiatives interns of MSD

Collaboration

Creating the Presentation, Excel Reports, Training videos and Shared Sites for coordinating innovation team

efforts

Creating a one source information for HITS Be well Challenge and MSD Innovation Factory in confluence.

Creating a consolidated material for Jury’s to provided all information about the Event and startup details.

Providing Business intelligence to the senior management with an adequate data points

Reporting project plan and project status to senior Management


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program management office (pmo)

Documents