User Report Jan Ketelhut Clarity Dach Meeting 17

User Report Jan Ketelhut – Clarity Dach Meeting – 17. 06. 2010

Agenda · · · Technical Information Clarity@Henkel Stage Gate Process Resource Management Process Roadmap 2

Technical Information · Current Clarity Version 8. 1 · Clarity Objects · Idea – unused · Infrastructure (Asset) · Initiatives (Service) · Portfolio – unused · Program – unused · Project · Resource 3

Clarity@Henkel Demand Mgmt. Process • Capture demand • Shaping requirements to projects • Planning financial figures Resource Mgmt. Process Time Tracking Process Charging Process • Staffing PEMs • Capture efforts done • Charge out tracked • Deliver Resource Requisitions by resources hours into SAP finance module Process within Clarity 4

Resource Management Overview Regions Resource Management @ Henkel · Demand Management -> roll-out w/w · Resource Management -> roll-out NA, WEU, CEE and APAC · Time Tracking -> roll-out w/w · Charging Process -> roll-out NA, WEU, CEE, APAC 5

Enhancements and Maintenance orders Differentiation Enhancement & Maintenance Management Change Request Managed Application Enhancement Maintenance Stage Gate Process Change Control Board (CCB) CR handling Time & Material (Open for TT) Managed Applications are planned during KP MA Responsible manages the MA Time & Material (Open for TT) ecxept ACN Resource Management or f ly cts n O oje Pr 6

Stage Gate Process Everybody: “I have an idea!” · Innogate · CCBs · Business talks · Round tables · MC 0 talks · Elsewhere … Process Consulting: “Great idea, let’s investigate!” · PCA Opportunity tool * BU/Functions input is directly given to KAM: “Convincing opportunity, generating business value. Let’s analyze further!” · Clarity Process Consulting: I will conduct/ organize the preparation of a winning concept · Powerpoint attachment(s) Business Case Head of KAM / Business Stakeholders: “Justified demand, I’m convinced, a business case could fly!” · Clarity KAM / Process Consulting/ARC / GSD / Business: We will (run a prestudy and) compile a business case! · Henkel Value Contribution (HVC) Project Execution Validation Demand Scoping Winning Concept Money Gate Discovery * Project Management Kick-Off Innovation (ideas, ideas …) Decision Demand Management PRJ (ADM) Business Decision Makers / Business Stakeholders: Yes, we want to do it! · Clarity · IT-Council KAM / Project Manager: Let’s initiate the project! · Project standards · Clarity (Resource allocation) 7

Resource Management Process Key Statement Resource Management @ Henkel · Which resource is working on which order? · How is the utilization of each resource · Are we faced with under- or over-allocation? · Have we enough work for the future months? · Do we need more resource to handle future activities? Projects Enhancements Maintenances 8

Resource Management Process Demand Scoping Stage Business Case Money Gate Demand Scoping Kick-Off Resource Management within DEM 2 Project Execution · First rough cost estimation · Any GSD estimates will be +/- 50% Kick-Off · Based on the cost estimation decision is taken to start with further demand activities Gate Business Case Stage · · · Second cost estimation Any GSD estimates will be +/- 20% Allocation of Teams in Clarity (IT BC responsible) Differentiation of external and internal labor (Henkel, ACN, Contractors) GSD is responsible for all cost estimates incl. internal & external split · Decision Base: second cost estimation Money Gate · including blueprint efforts Final Project Budget delivered after Blueprint phase (BC review) 9

Current Henkel – Team Structure · Organizational Breakdown Structure (see screenshot) · Structured by Corporate Units · Subdivided by Competence Centers · Further divided by Teams · Henkel -Teams (internal) · Accenture Teams (external) · Contractors (external) 10

Corporate Units · Rough Aggregation · This level represents a „summary level“ for the underlying Competence Centers. · Corporate Unit level is used for Workloads and S&OP analysis with Clarity Portlets. · On this level, no differentiation is made between internal and external teams. 11

Competence Centers · Detailed Aggregation · Competence Center level represents all underlying teams. · A more detailed analysis is possible, internal and external team effort is summarized. 12

Resource Mgmt within PM Business Case Money Gate Demand Scoping Kick-Off Discovery Decision Stage Gate Resource Management Process Project Execution · Replacement of Teams by Resources in Project Execution Stage · · Clarity Automatically created WBS structure Assignment on Task level (WBS structure) Open for time entry is set Control budget Project Execution Stage · Further replacements and assignments during the execution phase are possible 13

Resource Management Facts · Resource Requisition Process -> no user acceptance Resource Management @ Henkel · Resources will be requested by meetings or phone calls -> a tool cannot replace the communication · Reports took over functionality of monitoring instances · Special meetings are held as highest decision bodies 14

Resource Management Process · Relevant portlets · OBS Resource Aggregation · Approved Budget vs. Allocations · S&OP 15

Sales & Operations Planning (S&OP) Purpose and Goals The S&OP meeting is the IT internal Sales & Operations Planning meeting held between KAM, PCA and GSD to match supply and demand 16

Sales & Operations Planning (S&OP) Purpose and Goals That means to locate… …current and future demands …current and future resource capacities and utilizations …gaps and matches 17

Sales & Operations Planning (S&OP) Reports and Timelines Send DEM Pipeline Report Send RES Spot Check Report S&OP meeting - 8 WD S&OP meeting - 9 WD "Resource Mgmt. Team lead Meeting" KAM-PCA 2 nd bi-weekly S&OP meeting - 4 WD S&OP meeting - 5 WD Send DEM Pipeline Report for the S&OP participants Send RES Spot Check Report for the S&OP participants S&OP meeting - 3 WD S&OP Meeting Published S&OP Report S&OP meeting + 1 WD 18

Team Report (Internal-View) Definition S&OP Portlet All figures are based on the status “BC Ready” Idle Capacity = Capacity – Team Allocation – Resource Soft Allocations = Summarized value of allocations of resources and teams (Team Allocation + Resource Soft Allocation) Actuals = All tracked hours 19

Department view (example) 20

Resource Management Role Description Resource Manager · Regular maintenance of resource/team master data Resource Management @ Henkel · Supplying resources during resource requisition · Check resources‘ capacity and utilization · Reports to check those key figures 21

Resource Management Role Description Project Manager · Allocation of teams on orders for proper budget planning and Resource Management @ Henkel capacity handling · Replaced teams by resources · Assign resources on task level and plan the needed work effort (ETC) · Reports to check those key figures 22

Roadmap 2011 Task Q 1 Q 2 2012 Q 3 Q 4 Q 1 · Project Management Process · Migration v 13 · Resource Management v 3 · Portfolio Management · Stage Gate Process for Maintenance Orders 23