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Success of a complex DC implementation is difficult unless managed as a program with strong leadership, structured communication, and crossfunctional methodologies and deliverables
A Program Management Office (PMO) requires both the right brain soft skills of Program Leadership and the left brain hard disciplines of Program Coordination A Program Leader acts more like a coach than a cop And, we apply soft skills, hard disciplines, and proven tools to avoid common pitfalls and achieve business results The degree of Program Management needed is proportional to the complexity of the business solution and business stakeholder group So, you cannot take a one size fits all approach instead, you tailor our approach based on need The overall approach is simple: Initiate, Plan, Manage, Close And, the secret sauce is a rigorous communication process to avoid common pitfalls
Illustrative
Multiple Projects
Phase
Implementation
Phase
Strategy
Phase
Design
Program
DC Network Rollout
Project
DC1
Project
DC2
Project
DC3
Work Stream
Operations
Work Stream
Building
Work Stream
MHS
Work Stream
Systems
Work Stream
People
Aggregate
Scope
Detail
Narrow
Granular
Achieve Results
Provide Coaching
Streamline Communication 5
Performance Gap
Poor Start Up
What are the costs? Higher implementation costs? Delayed or lower business results? What are the risks? Lost customers? Tarnished reputations?
Time
Clearly, the stakes are high.
Current State
Steady State
Go Live
Example J Curve Labor Inefficiency % Loss Sales Opportunity Labor Inefficiency GP on Lost Sales Cumulative Loss
Month -2 0% 0% $0 $0 $0
Month -1 0% 0% $0 $0 $0
Example Scenario: Gross Profit Annual Company Revenue $1,200,000,000 Gross Profit @ 25% $300,000,000 Distribution Centers (DCs) 4 Gross Profit (GP)/DC $75,000,000 GP/DC/Month $6,250,000
Example Scenario: DC Labor FTEs 250 $/Hour 15 Hours/Month 160 Monthly Labor $ $600,000
Common Pitfalls
Unclear, misunderstood, differing points of view, moving target, creeping, lack of change control, not measured (or measurable), results not tracked Unclear, siloed, misaligned across teams (e.g. gaps or redundancies), not followed, too rigid, too linear, lack of continuity across phases, ignoring risk Unclear, misaligned (e.g. gaps or redundancies), too detailed, too high-level, lack of ownership, incorrect, inconsistent quality, late Unclear, too narrow or too broad in scope, not communicated, not assigned, not filled, misaligned, insufficient skills, lack of accountability Unclear, incomplete, too aggressive, not integrated, too high level, too detailed, progress not tracked, assumes perfection, no contingency Unclear, under-estimated, not tied to business case, lack of visibility, lack of financial control, no contingency Limited, not shared, not developed during project, not confirmed, lack of empowerment, lack of continuity across phases, incomplete transition Unclear, unknown, lack of owner, lack of progress, linger too long Unclear, siloed, not targeted or tailored to audience, too much equals noise, inaccurate, incomplete, hiding or delaying unpleasant news Unclear, competing initiatives, insufficient stakeholder & organizational awareness, change in business priorities, change in executive sponsors
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A name should appear in all 3 corners of this triangle Individuals need to be accountable for results
Are they getting the work done on time and with good quality? Status reporting Quality reviews
Results
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Meeting Notes
Discussions
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Alignment of Information
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Cross Functional Planning, Scheduling, & Alignment on Roles & Responsibilities Integrated Detail Design of Building, Equipment, Systems, Operations, & Organization Itemization, Purchasing, & Reconciliation of Sourcing Responsibilities Cross Functional Schedule Coordination, Issue Resolution, & Communication Integrated Testing & Issue Resolution Integrated Training & Skill Building Deployment Planning & Operational Support
Realize
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Illustrative
Executive Team
Program Leadership:
Responsible for leading the overall program and the team of individual work stream leaders
Program Coordination:
Communication program level status reporting, issue resolution, risk planning, & knowledge management Program Schedule - integrated schedule maintenance & coordination across work streams Financial Management program budget maintenance, monitoring, & financial reporting
Operations Work Stream People Work Stream
Left Brain
Logic Facts Figures Sequence
Right Brain
Emotion Intuition Creativity Holistic Thought
Tools & Structure Plans & Schedules Roles & Responsibilities Deliverables & Progress Activities & Issues Meetings & Action Items Notes & Reports Laptop Focused
Program Coordination
Clarity & Conviction Knowledge & Experience Presence & Context Creative & Forward Thinking Holistic & Longer Term View Coaching & Team Building Accountability & Results People Focused
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Program Leadership
Cop or Coach?
A Program Leader is more like a coach responsible for developing a solid game plan and leveraging the skills of the team toward the accomplishment of a challenging but worthy goal.
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Hardware of Leadership
Software of Leadership
Instilling a disciplined & proven approach Clarifying everyones assignments Building skills through practice & repetition Preparing for the unexpected Constructing the playbook & game plan
Crafting a creative & long term vision Leveraging talent & building a winning team Demanding accountability of everyone Calling the right plays at the right time Focusing on the ultimate goal
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You cannot take a one size fits all approachinstead, you tailor your approach based on need
(Post-Kickoff)
Plan
Specify the schedule, deliverables, dependencies, roles, and responsibilities Establish the structure for each work stream and cross-functional team Orient new team members and establish the communication plan Identify project risks and mitigation plans
Establish a disciplined rhythm and maintain project momentum Communicate on a consistent and effective manner Maintain a high standard for quality deliverables and financial control Mandate accountability across each project team member and leader Complete and confirm transition to the operations and support team Confirm expectations and measurable results are met or exceeded
(Primary Effort)
Manage
Close
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Initiate
(Pre-Kickoff)
Plan
(Post-Kickoff)
Manage
(Primary Effort)
Close
(Post Go-Live)
Checkpoint Reviews
Initiate Complete Create Roadmap Work Stream Leads Communicate Initial Contacts Prepare Prepare Template Review Assess Prepare Prepare Template Validate Assess Validate Plan Validate/Complete Integrate Detail All Communicate Broaden List Conduct Populate Confirm Create Populate Populate Update Prepare Update Evaluate Manage Close
Maintain/Communicate Confirm Completion Maintain/Communicate Confirm Completion Orient New Members Roll off Team Maintain/Communicate
Maintain/Communicate Confirm Completion Monitor/Communicate Assess Results Maintain/Communicate Communicate Close Maintain/Communicate Communicate Confirm Completion Maintain/Communicate Prepare/Communicate Facilitate/Assess Validate Maintain/Report Confirm/Close Facilitate/Socialize Complete Transition Communicate Validate/Complete
The intent is to avoid common pitfalls by ensuring a high degree of communication, understanding, and accountability across teams and across phases of the program.
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Success of a complex DC implementation is difficult unless managed as a program with strong leadership, structured communication, and crossfunctional methodologies and deliverables
A Program Management Office (PMO) requires both the right brain soft skills of Program Leadership and the left brain hard disciplines of Program Coordination A Program Leader acts more like a coach than a cop And, we apply soft skills, hard disciplines, and proven tools to avoid common pitfalls and achieve business results The degree of Program Management needed is proportional to the complexity of the business solution and business stakeholder group So, you cannot take a one size fits all approach instead, you tailor our approach based on need The overall approach is simple: Initiate, Plan, Manage, Close And, the secret sauce is a rigorous communication process to avoid common pitfalls
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Thank You!
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