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Integrated project management company, Inc.

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Presentation on theme: "Integrated project management company, Inc."— Presentation transcript:

1 Integrated project management company, Inc.
EXPERTS IN PROJECT MANAGEMENT CONSULTING December 14, 2018

2 PMI Breakfast agenda Introductions and IPM Review
System Selection and Implementation The Backbone of your Business: The Importance of Your Enterprise Level Software The Big Picture: Understanding Your Ecosystem Your Place in the Ecosystem: Selecting and Implementing your System Key Take Aways Questions

3 Integrated Project Management

4 Presenter Introductions
Project Management Consultant at Integrated Project Management Senior Project Management Consultant at Integrated Project Management Bachelor of Science, Chemical Engineering Bachelor of Science, International Relations Master’s in Business and Organizational Security Management experience 10+ years leadership, project management, CI and lean manufacturing Fast Moving Consumer Product Goods Organizational and Operational Assessment and Action Planning experience 12+ years leadership, project and portfolio management experience Life Sciences Healthcare Mergers Business Technology Ecosystem Assessment and System Selection and Implementation AARON BURGER PMP DARREN MOE MA, PMP

5 Our Company OUR SERVICES 7 LOCATIONS QUICK FACTS
Organizational stakeholders have trusted IPM since for flawless project execution across four industries (Consumer, Industrial, Life Sciences, and Healthcare), within 10 specialty service offerings. 7 LOCATIONS Established in 1988 Nearly 400 clients from Fortune 100 to start-ups Led nearly 4,000 projects, nationally and internationally 90% repeat business Philanthropically Minded QUICK FACTS

6 Our Mission & Beliefs HONESTY INTEGRITY Humility Respect Excellence
Responsibility Caring Spirituality IPM derives its competitive advantage from its values- driven, self-motivated, and highly skilled employees: its most important asset. Combined with a passion for excellence, honesty, ethical conduct, and uncompromising integrity, IPM achieves high- quality results. ILPEx Gold Recipient (2018) Fortune Magazine/Great Place to Work Institute® “Best Workplace” for 8 consecutive years Malcolm Baldrige National Quality Award Award Recipient Inc Honor Roll of “America’s Fastest-Growing Private Companies” Forbes’ 2016 list of the 25 “Best Small Companies in America” Foundation for Financial Services Professionals American Business Ethics Award Wall Street Journal “Top Small Workplace” Better Business Bureau International Torch Award for Marketplace Ethics

7 How We Have Helped Innovation Efficiency Infrastructure
Project Portfolio Management Manufacturing Mergers, Acquisitions, Integrations Product Development Business Process Management Regulatory & Quality Supply Chain Optimization Change Management Business Technology Capital Project Management

8 System selection and implementation
What is it and what is the benefit?

9 The Backbone of your Business
Waste Management’s Years Long Legal Battle Hershey’s Worst Halloween The Special Case for Avon Around 2005, the garbage disposal company, Waste Management, contracted SAP to create a $100 million ERP solution to assist with order management, billing and collections. ERP did not work as expected and the company filed a massive lawsuit against SAP. What worked for companies in Europe had yet to be configured for a U.S. market. It does beg the question, though: Did anyone bother to test the software in the first place? A settlement was reached in 2010. In Fall 1999, Hershey’s experienced a nightmare. A glitch caused $100 million worth of Hershey’s Kisses and Jolly Ranchers to go undelivered. This occurred right before Halloween. Stock in Hershey foods dropped by 8%. Luckily, Hershey’s recovered quickly. However, the ordeal set an unfortunate precedent for ERP failures. In 2013, cosmetic retailer Avon abandoned an ERP software project that allegedly became so difficult to use that it caused employees to leave the company. Avon becomes a bit of a special case since their “staff” are direct sales representatives, not true employees. If the application requires more than your average mobile app, learning the system will take time . Over $100 Million and a significant number of employees later, you have to wonder how proper training could have helped the situation.

10 The big Picture People don’t want to buy a quarter inch drill, they want a quarter inch hole. Theodore Levitt Your People and Organization don’t want and “ERP” or “CRM” they want a solution.

11 The Big Picture Enterprise Resource Planning (ERP)
Customer Relationship Management (CRM) Business Intelligence (BI) Voice Over Internet Protocol (VOIP) Document Management Project Portfolio Management (PPM)

12 Building the Foundations
The Big Picture DIFFERENTIATION SYSTEMS OF RECORD INNOVATION Building the Foundations UNIQUENESS LEVEL GOVERNANCE AND CHANGE CUSTOMIZATION COST OF OWNERSHIP

13 Tying your business strategy to your Ecosystem evolution
Install and Configure Salesforce CPQ Implement Sales Community in Salesforce Flexible / Scalable solution for future growth Automate Customer Service Support 2018 2019 2020 2021 Create Customer Self Service Website Introduce New Products and Sales Model Implement Service Cloud in Salesforce

14 Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION Requirements definition VENDOR MANAGEMENT Project Management Change Management IT Infrastructure Training & Documentation 1 2 3 4 5 6 What are your current business processes? Are they defined and documented? What are your desired business processes? Your requirements are the difference. Justify your requirements. Are your business processes based on best practices or current system constraints? CONFIGURATION & DESIGN INTEGRATION & MIGRATION QUALIFICATION & TESTING PILOT & IMPLEMENT

15 Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION Vendor Management VENDOR MANAGEMENT Project Management Change Management IT Infrastructure Training & Documentation 1 2 3 4 5 6 Create a short list of vendors that meet your needs. Use a request for proposal to help evaluate vendors. Develop and use vendor selection criteria. Make the vendors demo the system. Outside of your requirements what other characteristics are you looking for in a vendor? CONFIGURATION & DESIGN INTEGRATION & MIGRATION QUALIFICATION & TESTING PILOT & IMPLEMENT

16 Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION Configuration and Design VENDOR MANAGEMENT Project Management Change Management IT Infrastructure Training & Documentation 1 2 3 4 5 6 Communicate frequently and consistently. You are your business owner’s rep. Rely on your vendor’s experience. Rapid Prototype – Ensure vendors demo functionality as soon as possible. How do you envision your role as a project manager in the configuration and design process? CONFIGURATION & DESIGN INTEGRATION & MIGRATION QUALIFICATION & TESTING PILOT & IMPLEMENT

17 Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION Integration and Migration VENDOR MANAGEMENT Project Management Change Management IT Infrastructure Training & Documentation 1 2 3 4 5 6 Start integration and migration planning early. This is a cross functional effort. Engage other teams early. Make sure you understand integration and migration specific requirements. Integration and migration can and will impact your design and configuration. Is you project successful if the new system can’t communicate with the rest of your ecosystem? CONFIGURATION & DESIGN INTEGRATION & MIGRATION QUALIFICATION & TESTING PILOT & IMPLEMENT

18 Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION Qualification and Testing VENDOR MANAGEMENT Develop use cases and a testing matrix to pressure test requirements. Have end users conduct the user acceptance testing. Provide feedback frequently. Don’t skimp on testing!!! Have a sandbox environment. The more you sweat in peace, the less you bleed in war. - Norman Schwarzkopf Project Management Change Management IT Infrastructure Training & Documentation 1 2 3 4 5 6 CONFIGURATION & DESIGN INTEGRATION & MIGRATION QUALIFICATION & TESTING PILOT & IMPLEMENT

19 Your Place in the Ecosystem: Selecting and Implementing your System
REQUIREMENTS DEFINITION Pilot & Design VENDOR MANAGEMENT Pilot: Start Small To reduce risk, start with a subset of your end users. Communicate go live expectations to the organization early. Moving to production takes time. Have a response team. How will your organization view the implementation of the new system? Project Management Change Management IT Infrastructure Training & Documentation 1 2 3 4 5 6 CONFIGURATION & DESIGN INTEGRATION & MIGRATION QUALIFICATION & TESTING PILOT & IMPLEMENT

20 Key Take Aways Your requirements define your project, not your system.
Your vendors can make or break you. Demo new functionality often and frequently. Don’t’ Minimize Integration Have a Deliberate User Acceptance Testing Plan Be Prepared for Surprises During Implementation

21 Questions?


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