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Retos y Lecciones Aprendidas de los Programas de Modernización Tecnológica en Colombia. Bogotá, Marzo 2013

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  • RetosyLecciones AprendidasdelosProgramasdey p gModernizacinTecnolgicaenColombia.Bogot,Marzo2013

  • Agenda

    1. ProgramasdeModernizacinTecnolgica

    2. PrincipalesRetos

    3. LeccionesAprendidas

    4. NuevoPapeldelGerentedepProgramas

    Me he pasado los ltimos 20 aosMehepasadolosltimos20aosmodernizndola,yahoramedicesqueluceobsoleta!

  • ProgramasdeModernizacinTecnolgicaDelos1,500CEOs querespondieronlaEncuestaGlobal2012,el95%respondieronquelahabilidadparalainnovacintecnolgicaserunafactorclaveparalacompetitividadyS ibilid d d l i i lSostenibilidad delaorganizacinenlosprximos5aos.

  • ProgramasdeModernizacinTecnolgica

    High 1. High fixed costs for application support and

    Theseprogramsenabletargetedtransformationinitiatives,allowingtobetteralignITinvestmentswiththeirbusinessobjectivesovertime.

    Applicationmodernizationenablesclientstoreducetotalcostofownership and align business and IT investment while improving High

    MaintenanceCosts

    1.Highfixedcostsforapplicationsupportandmaintenance.2.Skillstosupportlegacyapplicationsarelimited3.Limitedapplicationknowledgeandsupportingdocumentation applicationsb h bl d d d

    ownership,andalignbusinessandITinvestmentwhileimprovingbusinessagilityTimeToMarket.

    ITHeterogeneousEcosystem

    becomeuntouchableandoutdated

    4.Theapplicationlandscapemayhaveevolvedtoacomplexmixoftechnologies,applications,andversions5 Applications can be inflexible existing in

    BusinessNeeds

    5.Applicationscanbeinflexible existingindisconnectedsiloswithlongchangecycles

    6.BusinessandITalignmentisoftenlacking

    7 Client is moving to a cloud environment but isITInfrastructure

    Compliance

    7.Clientismovingtoacloudenvironmentbutisnotsurewhattodotomovetheirapplicationportfolio

    8.Facingregulatorypressures

  • ProgramasdeModernizacinTecnolgicaAlt

    Transformacin del modelo de operacin del negocio

    Alto

    No se puede mostrar la imagen. Puede que su equipo no tenga suficiente memoria para abrir la imagen o que sta est daada. Reinicie el equipo y, a continuacin, abra el archivo de nuevo. Si sigue apareciendo la x roja, puede que tenga que borrar la imagen e insertarla de nuevo.

    1. QuickFixes 3. ModernizacinArquitectura

    4. TransformacinModelode

    2.ModernizacinAplicaciones

    Aplicaciones no alineadas a la operacin de la organizacin,

    operacin del negocioNuevas iniciativas estratgicas

    No se puede mostrar la imagen. Puede que su equipo no tenga suficiente memoria para abrir la imagen o que sta est daada. Reinicie el equipo y, a continuacin, abra el archivo de nuevo. Si sigue apareciendo la x roja, puede que tenga que borrar la imagen e insertarla de nuevo.

    1. QuickFixes

    qEmpresarial

    Foco Transformacin del Negocio

    2.ModernizacinAplicaciones

    p

    3. ModernizacinA it t

    Operacin

    Aplicaciones inflexibles, difciles de

    operacin de la organizacin,Time to Market no responde a necesidades del negocioInflexibilidad causada por aplicaciones acopladas

    Nivel deComplejidad

    No se puede mostrar la imagen. Puede que su equipo no tenga suficiente memoria para abrir la imagen o que sta est daada. Reinicie el equipo y, a continuacin, abra el archivo de nuevo. Si sigue apareciendo la x roja, puede que tenga que borrar la imagen e insertarla de nuevo.

    1. QuickFixes 2.Modernizacin

    Foco Estrategia y Arquitectura TI

    Aplicaciones ArquitecturaTI

    Problemas e incidentes crticosGran presin por plazos

    pmodificarAltos costos de mantenimiento (correctivo, evolutivo)

    No se puede mostrar la imagen. Puede que su equipo no tenga suficiente memoria para abrir la imagen o que sta est daada. Reinicie el equipo y, a continuacin, abra el archivo de nuevo. Si sigue apareciendo la x roja, puede que tenga que borrar la imagen e insertarla de nuevo.

    1. QuickFixes

    Aplicaciones

    Foco Area Aplicaciones

    p p pCambios oportunsticos

    TiempoBajo

    Foco Tctico

  • RetosdelosProgramasdeModernizacin

  • LeccionesAprendidas

    ProgramSponsor&

    SteeringCommitteeConsolidatedInitiative

    InitiativePriorities/Guidance

    ProgramLeadership PMOTeam

    tiatio

    nff

    Initiat

    InitiativeProgressReporting

    Planning& Comm.& Issues Changel

    InitiativeInit

    kickof tiveClose

    IndividualInitiative

    Requirements,Services,Documentation

    Monitoring Reporting Management Control

    Contract&Fin.Mgmt.

    ResourceManagement

    DocumentManagement

    InfrastructureManagement

    QualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    IndividualInitiatives InitiativeOwners,Leaders&Users

    TrackDefine Setup Plan Transition

    InitiativeProgressReporting

    &Deliverables

    Run

  • Pl i & M it i

    Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    EsquemaBigbang vs.Rolling waveplanning

    Planning &Monitoring Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    PriorizarporValoralNegociovs.Esfuerzo/Costo

    Integreenlaplaneacinalasreasimplicadas

    Maximizareltrabajoenparalelo.Maximi ar el trabajo en paralelo.

    GestindeInterdependenciasycontroldehitosporfasesdeproyectoWave I:

    CONTROL & LEVERAGE

    Wave II: INTEGRATIONSegment/Audience

    Focused Initiatives

    Wave III: INSIGHT

    REVENUEGROWTH /

    EFFECTIVENESS

    Includes Marketing and Relationship

    Management

    Channel/ Common Services Focused

    AccountOpening

    Enhancement -Web

    Product Design

    Integration

    Extended Campaign

    Management

    Advanced Segment and

    Channel Analytics

    Ad dAd d

    Basic Opportunity

    Management -Field

    Basic Opportunity

    Management Contact Center

    Lead Delivery Using Existing

    Data Analysis Contact Center

    Lead Delivery Using Existing Data Analysis

    Field

    Deploy End-to-End Campaign Management

    Account Opening

    Enhancement

    Client/CustomerValuation

    Consistent CustomerSegment and

    Consistent CustomerServices Focused

    Initiatives

    OPERATIONAL EFFICIENCY

    Includes Service and Sales Support

    Enabling

    Consistent Customer

    Experience all Touchpoints

    Extend Service Environment

    Self ServicePhase 2

    Enhanced

    AdvancedLead

    Management

    AdvancedOpportunity Management

    Extend GenesysCTI and IVR

    Workforce Management

    Enhance Existing Service Case

    PerformanceManagement

    Fulfillment

    Customer Experience -

    Contact Center

    Self ServicePhase 1

    Segment and Channel Reporting

    and Analytics

    Customer Experience -

    Field

    Enabling Infrastructure

    BUILD CAPACITY TO SERVE

    Includes IT Infrastructure

    Multi-channel Self Service

    Channel Support

    Initial3600 Data View

    Service Case Management

    Establish Integrated Data

    Warehouse

    Extended 3600Data View

    Data Mart Operational

    Process Improvement

    Make Analytics Actionable

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    C i ti & R ti Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    Establezcamecanismosdecomunicacinformalesquecubrantodoslos

    Communications &Reporting

    nivelesdestakeholders.

    LaGestindeExpectativasogestindelalcance(paradojadelHuevoolagallina).

    TengaActituddeServicioparaidentificarnuevasoportunidades(WinWin).SteeringCommittee

    Monthly status reporting (summary status reports)

    Illustrative

    ProgramManagementOffice

    Weekly status reporting by conference call (savings/growth opportunity summary reports)

    Monthly status reporting (summary status reports)

    Weeklyconferencecall Detailsavings/growthopportunityreports Keymilestonestatus

    (savings/growth opportunity summary reports)

    ProjectTeamLeader/PMOLiaison

    BusinessUnit1

    y Problemareashighlighted

    Manufacturing

    BusinessUnit2

    Sourcing HumanResources

    Legal

    InformationTechnology

    Finance

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    C i ti & R ti 7 Di i

    Progress Report Period #Progress Report Period #

    Contract&Fin.Mgmt.

    ResourceManagement

    DocumentManagement

    InfrastructureManagement

    QualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    Communications &Reporting 7Dimensiones

    Integrated Project Plan Status Report

    Stakeholders are committed

    Business benefits are realized

    Work and schedule are predictable

    Manage integrated

    project plan

    Integrated Project Plan Status Report

    Stakeholders are committed

    Business benefits are realized

    Work and schedule are predictable

    Manage integrated

    project plan

    Team is high performing

    Scope is realistic and managed

    Risk are mitigated

    Delivery organizations benefits are realized

    planTeam is high performing

    Scope is realistic and managed

    Risk are mitigated

    Delivery organizations benefits are realized

    plan

    Actions Red: Urgent, corrective action required immediatelyYellow: Warning, corrective action required near term Green: Progressing according to plan

    Actions Red: Urgent, corrective action required immediatelyYellow: Warning, corrective action required near term Green: Progressing according to plan

    Budgetreportsare

    Budget Tracking - Earned Value as of 3/6/2004

    Description

    Total Budget per Phase $

    Forecasted Cost $ Actual Cost $

    Total Work Units per Phase

    Forecasted Work Units

    Actual Work Units

    Cost Indicator

    Schedule Indicator Status

    BPPs 4,000,000 1,600,000 1,600,000 4,200 1,800 2,100 100% 110% GI t f 5 000 000 2 000 000 1 900 000 250 100 100 102% 100% G

    integratedwithstatusreports.

    Interfaces 5,000,000 2,000,000 1,900,000 250 100 100 102% 100% GConversions 2,500,000 1,250,000 1,100,000 400 200 180 110% 90% YEnhancements 1,500,000 750,000 500,000 100 50 40 67% 80% RChange Management 1,250,000 600,000 700,000 1,000 500 450 90% 90% YTraining 2,000,000 1,000,000 800,000 1,000 500 500 120% 100% GTechnical Infrastructure 1,000,000 500,000 500,000 N/A N/A N/A 100% 100% G

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    C & Fi R I f

    Comm.&Reporting

    I M t Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    1 Evale todas las dimensiones de la situacin (Estratgico tctico y

    Issues Management

    1. Evaletodaslasdimensionesdelasituacin(Estratgico,tcticoyoperativo).Useelpensamientosistmico,analicecomolaspartesinteractanconeltodoyentres.

    2. Apuestealcumplimientodelobjetivodenegocio,noelsuyooeldeunproyecto.

    3. Apyeseenotros,colaboreconequiposinterdisciplinariosdetodaslaspartesinvolucradasenelproblema.

    4. Piensefueradelacaja,seacreativo.

    5. MireunIssue comounaoportunidad.6. Tomedecisiones,pienserpidamenteunworkaroundyplanifiquela

    solucindefinitiva(eviteelanalysis paralysis).7. Establezcaunmecanismodecontrol/informacinperidico.

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    Ch C t l Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    Controlar cambios es una labor clave y constante del Program Manager sin

    Change Control

    ControlarcambiosesunalaborclaveyconstantedelProgram Managersinimportarquetanbienplaneo,siemprevaaenfrentarcambiosenelalcance,tiempoyrecursosplaneadosinicialmente.

    Hay ajustes que pueden parecer dentro del alcance de un proyecto peroHayajustesquepuedenparecerdentrodelalcancedeunproyectoperoqueimpactanalrestodelprograma.

    Therearefourbasicstepsformanagingprogramchange

    IncorporateAgreeAssess

    Register

    Register

    Assessimpact

    Thelevelatwhichapprovalisrequireddependsupontheimpactofthechange

    Impact Whoagrees

    Register

    ChangeRequest

    p

    Agreeorreject

    Incorporateintobaselineplan

    Withinproject

    Withintheprogram

    ProjectManager

    ProgramManager

    Reject

    ....ripplefactor

    Outsidetheprogram ProgramSponsor/SteeringGroup

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    C t t M t Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    Haga shadowing de las

    Contract Management

    Haga shadowing delascondicionesdeservicio(pe.SLAs/penalidades). EXAMPLESUPPLIERMANAGEMENTAPPROACH

    Establezcamecanismosdetransferenciaderiesgocontractuales(pe funcionamiento de un

    ProgramManagement&Workstreams

    (pe.funcionamientodeunproducto).

    Fi i t l d

    ProgramOfficeContract&ThirdPartyAdministration

    Financieramenteevaleproveedoresconelmsculofinancieronecesarioparaaguantarlamaratndelprograma

    ThirdPartySupplierA

    ThirdPartySupplierC

    ThirdPartySupplierE

    programa. ThirdPartySupplierB

    ThirdPartySupplierD

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    Fi i l M t Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    Su principal meta es el control de costos dentro del presupuesto de costos

    Financial Management

    SuprincipalmetaeselcontroldecostosdentrodelpresupuestodecostosdelladodelclienteodelarentabilidadsiesunproveedordeTI.

    H lid d l d l fi d l CHagareporteconsolidadomensualdelasfinanzasdelprograma. Compareloplaneadovs.Loejecutadoyuseproyeccionesconlatcnicadelvalorganado(EVA).

    Duranteelmeshagacontroldedaosyaccionesderecuperacin.

    Balanceeloscostosentreproyectos.

    Seaausteroconlosgastosmiscelneos,nolosusesinoesestrictamentenecesario.

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    R M t Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    DefinaunesquemadeGovernance delprogramaalineadoconelesquema

    Resource Management

    decomunicaciones(reunionestcnicas,comitsdeproyectos,comitdeprograma,comitejecutivo).

    DefinaunaestructurabalanceadaderecursosaliniciodecadaproyectoyaqueeseeselxitodesumodelodecostosdeLabor(5niveles).

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    I f t t M t Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    Infrastructure Management

    ProgramInfrastructure

    EnsureProgramFacilities,Technology,Logistics

    Objectives:Ensurephysicalprogramteamenvironmentissetuppriortotheneedtoensurehighperformingteamresourcesandorganizations.Ensureprogramtools,capabilitiesrequiredsuchasnetworkaccess,desks,phones,websitetools,projectplanningtools,collaborative

    SuggestedDeliverablesKeyActivities

    p g , p q , , p , , p j p g ,tools,testingenvironmentsandteamroomsareestablished.

    Developprojectinfrastructureplan

    Defineaccountabilities

    Developprojectplanandlinktokeymasterplanmilestones

    ProgramInfrastructurePlan

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    D t M t Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    Acceso y uso al repositorio de calidad y los estndares de la compaa

    Document Management

    Accesoyusoalrepositoriodecalidadylosestndaresdelacompaasobrelaculseejecutaelprograma.

    C li i i d d lCentraliceunrepositoriodeprogramayunoparacadaproyectoquelocompone.

    Incluyaenelrepositoriolaspolticasyprocedimientospropiosdelprograma/proyecto.

    Elrepositoriodedocumentosadministrativospuedeestarseparadoonodelosdocumentostcnicos/fuentes(ambosesquemastienenpros/contras,tomeladecisinbasadoenlosfeatures deproductodeContent/Configuration Mgmt quetenga).

  • Program Management OfficePlanning&Monitoring

    IssuesManagement

    ChangeControl

    Contract & Fin Resource Document Infrastructure

    Comm.&Reporting

    K l d M t Contract&Fin.Mgmt. ResourceManagement DocumentManagement InfrastructureManagementQualityManagement

    RiskManagement

    BenefitsManagement

    KnowledgeManagement

    EstablezcaprocedimientosestndardeONBOARDING/OFFBOARDINGderecursos a los proyectos

    Knowledge Management

    recursosalosproyectos.

    Establezcaplanesestndardecapacitacindelprogramayparatecnologasespecficas.

    l l f l lAlineelasmetasdecertificacindelosindividuosconlasmetasdeconocimientodelprograma.

    Controle

    Developmethodsofandopportunitiesforknowledgetransferandbuildintoprojectplans

    ImplementongoingfeedbackprocessfromSunLifeemployeestoensurethedeliveryofknowledgesharing

    Agreekeyskillstobebuiltandknowledgetobeshared

    Constructdevelopmentplanperindividualthatreflectsknowledgetransferactivitiesandexpectedoutcomes

    Identifytechnologyrepositoryrequirementstosupporttheknowledgetransferprocess

    PMO monitors knowledge sharing status as part of weekly reporting processPMO ensures all information is

    captured at end of project and knowledge transfer has been achieved

    PMO takes corrective action where required

  • Preguntas y Respuestas