Project Management - Success Plan
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© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Project Management
Project Structure, Key Roles and Responsibilities for Successful Implementation
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Project Structure
Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users
End Users
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities Steering Committee: Senior Management
►Define the objectives - measurable & intangible ►Define scope, plan funds, allocate resources ►Pro-actively determine organizational changes / plan for change management ►Define and manage expectations ►Review progress and resolve issues
Appoint “Project Manager” Project Manager in-turn builds “Project Team”
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities Project Team: Indispensable and Key Functional Managers to head, own and drive the implementation of each 'Value Chain Process'
►Prepare an “Achievable Project Plan” ►Define and initiate organizational structures, roles / responsibilities, processes, procedures ►Create necessary infra facilities
“Project Team” in-turn builds “Core Implementation Team”
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities Core Implementation Team: Indispensable and Key End Users – each team headed by a Project Team Member to implement the chosen 'Value Chain Process'
►Understand functionalities available in ERP system ►Do process modelling and “Gap Analysis” ►Pilot run - build master data and walk through transactions with actual but sample data ►Estimate legacy data porting / conversion efforts ►Prepare plans for parallel, transition & live runs ►Communicate plans, involve & train end users ►Act as “Change Agents” & drive the implementation
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities
End Users: ►Participate and implement transactions on an on-line basis
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
A Note on Key Roles Details were given for an ERP Project Implementation The roles and responsibilities would vary for other types of Projects – as the 'Value Chain Processes' would be different, based on the end results / objectives
►For example, for a Project to establish factory, the 'Value Chain Processes' would be to establish landscaping, layout of buildings, architectural design, structural design, facilities planning, various types of plant and machinery, manufacturing process planning, vendor development, production planning, trial production etc. ► A Project may also be for a specific objective – for example to optimize inventory across multiple locations. In this case, 'Value Chain Process' is simple and the Project is to establish a fool proof and repeatable process to achieve the objective
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Project Structure – Value Chain
Processes and Six Sigma Methodology Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users End Users
Each level has a Customer – Vendor relationship with other level(s) I generally split the 'Value Chain' as Delivery Chain, Supply Chain and Internal Chains I use 'Six Steps to Six Sigma' Methodology, to define critical activities at each level
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Project Structure – from Consulting Company Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users End Users
If using Services from a Consulting Company, qualified Professions from Consulting Company would be involved at Three Levels – Steering Committee, Project Team and Core Implementation Team
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects Establishing Factories for a large Earth Moving Equipment Manufacturer in India – with Japanese and American Collaboration Planned, Project Monitored over 800,000 sq. ft of built area spread across 1,000 acres of land – manufacturing & assembly floors with internal facilities, office buildings with interiors, landscaping etc.
Ganesh Srinivasan
Achieved high levels of productivity - $ 80 million revenues with 1,000 employees, compared to $ 100 million revenues of another factory of the same company with 6,000 employees
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects Information Technology Projects for the same company: Developed and implemented OLTP systems for Production Division (covering all manufacturing functions) and Marketing Division (Spare Parts Operations) at 20 sites $ 40 million worth of annual procurement used to be handled by 100 persons in Purchase and Accounts, compared to $ 60 million worth of annual procurements by 600 persons in another factory Ganesh Srinivasan
Reduction of $ 4 million inventory per year with an incremental investment of $ 300,000 on VSAT based network and implementing inventory optimization processes
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects For a third party computer maintenance company Reduced repair cycle time, reduced dormant stocks, optimized inventory, enabled collection of Receivables to the extent of $ 150’000 when the company’s revenues were $ 600’000 For a large IT Services company HQ in India Ganesh Srinivasan
While implementing Six Sigma projects, enabled reduction of “Quotation to Collection” cycle time from 540 days to 150 days
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects For a large pigment manufacturer HQ in Saudi Arabia – while implementing SAP Reduced order to delivery cycle time by 30 days, from 90 days Optimized stock levels of plant and machinery spare parts – implementing suitable codification schemes, defining stocking policy etc. For a large petrochemical conglomerate HQ in Saudi Arabia Ganesh Srinivasan
Optimized inventories of millions of installation and project items, by implementing UNSPSC codification scheme
Project Management
Project Structure, Key Roles and Responsibilities for Successful Implementation
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Project Structure
Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users
End Users
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities Steering Committee: Senior Management
►Define the objectives - measurable & intangible ►Define scope, plan funds, allocate resources ►Pro-actively determine organizational changes / plan for change management ►Define and manage expectations ►Review progress and resolve issues
Appoint “Project Manager” Project Manager in-turn builds “Project Team”
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities Project Team: Indispensable and Key Functional Managers to head, own and drive the implementation of each 'Value Chain Process'
►Prepare an “Achievable Project Plan” ►Define and initiate organizational structures, roles / responsibilities, processes, procedures ►Create necessary infra facilities
“Project Team” in-turn builds “Core Implementation Team”
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities Core Implementation Team: Indispensable and Key End Users – each team headed by a Project Team Member to implement the chosen 'Value Chain Process'
►Understand functionalities available in ERP system ►Do process modelling and “Gap Analysis” ►Pilot run - build master data and walk through transactions with actual but sample data ►Estimate legacy data porting / conversion efforts ►Prepare plans for parallel, transition & live runs ►Communicate plans, involve & train end users ►Act as “Change Agents” & drive the implementation
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Key Roles and Responsibilities
End Users: ►Participate and implement transactions on an on-line basis
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
A Note on Key Roles Details were given for an ERP Project Implementation The roles and responsibilities would vary for other types of Projects – as the 'Value Chain Processes' would be different, based on the end results / objectives
►For example, for a Project to establish factory, the 'Value Chain Processes' would be to establish landscaping, layout of buildings, architectural design, structural design, facilities planning, various types of plant and machinery, manufacturing process planning, vendor development, production planning, trial production etc. ► A Project may also be for a specific objective – for example to optimize inventory across multiple locations. In this case, 'Value Chain Process' is simple and the Project is to establish a fool proof and repeatable process to achieve the objective
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Project Structure – Value Chain
Processes and Six Sigma Methodology Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users End Users
Each level has a Customer – Vendor relationship with other level(s) I generally split the 'Value Chain' as Delivery Chain, Supply Chain and Internal Chains I use 'Six Steps to Six Sigma' Methodology, to define critical activities at each level
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Project Structure – from Consulting Company Steering Committee: Senior Management Project Team: Key Functional Managers Core Implementation Team: Key End Users End Users
If using Services from a Consulting Company, qualified Professions from Consulting Company would be involved at Three Levels – Steering Committee, Project Team and Core Implementation Team
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects Establishing Factories for a large Earth Moving Equipment Manufacturer in India – with Japanese and American Collaboration Planned, Project Monitored over 800,000 sq. ft of built area spread across 1,000 acres of land – manufacturing & assembly floors with internal facilities, office buildings with interiors, landscaping etc.
Ganesh Srinivasan
Achieved high levels of productivity - $ 80 million revenues with 1,000 employees, compared to $ 100 million revenues of another factory of the same company with 6,000 employees
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects Information Technology Projects for the same company: Developed and implemented OLTP systems for Production Division (covering all manufacturing functions) and Marketing Division (Spare Parts Operations) at 20 sites $ 40 million worth of annual procurement used to be handled by 100 persons in Purchase and Accounts, compared to $ 60 million worth of annual procurements by 600 persons in another factory Ganesh Srinivasan
Reduction of $ 4 million inventory per year with an incremental investment of $ 300,000 on VSAT based network and implementing inventory optimization processes
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects For a third party computer maintenance company Reduced repair cycle time, reduced dormant stocks, optimized inventory, enabled collection of Receivables to the extent of $ 150’000 when the company’s revenues were $ 600’000 For a large IT Services company HQ in India Ganesh Srinivasan
While implementing Six Sigma projects, enabled reduction of “Quotation to Collection” cycle time from 540 days to 150 days
© Ganesh Srinivasan, 2006. All international rights reserved. This information cannot be reproduced or distributed without legal permission from me [[email protected] ] or [[email protected] ]
Some of my Projects For a large pigment manufacturer HQ in Saudi Arabia – while implementing SAP Reduced order to delivery cycle time by 30 days, from 90 days Optimized stock levels of plant and machinery spare parts – implementing suitable codification schemes, defining stocking policy etc. For a large petrochemical conglomerate HQ in Saudi Arabia Ganesh Srinivasan
Optimized inventories of millions of installation and project items, by implementing UNSPSC codification scheme
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