Innovate with CA Clarity for New Product Development

Transcription

1 Innovate with CA Clarity for New Product Development

2 Service & Portfolio Management PP111PN Innovate with CA Clarity for New Product Development (NPD) Neeraj Mittra, Baker Hughes Mike Sandberg, Novell Rene Kieft, TATA Steel Europe

3 abstract What if your organization could always select winning products and kill bad ideas that can divert scarce resources? What if your organization could improve project success through best practices and standards for new product development? What if your organization could maximize the business value of the product portfolio? If you are seeking answers to these questions then look no further than this session. This introductory session will cover the basics behind CA Clarity PPM's functionality and capabilities that are helping organizations around the world efficiently allocate resources, accelerate time to market, and reduce NPD costs. The session will also feature the global best practices of Baker Hughes, Novell, and Tata Steel Europe 3

4 Agenda Introductions How Baker Hughes Uses CA Clarity for NPD How Novell Uses CA Clarity for NPD How TATA Steel Uses CA Clarity for NPD Discussion Forum: What are the next steps in applying CA Clarity PPM to product innovation? 4

5 introductions Neeraj Mittra, PMP, MBA Program Manager, PMO, Baker Hughes Establishing enterprise project portfolio management processes and global deployment of CA Clarity EPPM tool. Steering committee member of establishing standard Product Development and Management (PDM) stage gate processes at Baker. Worked extensively on IT projects in financial, retail, and manufacturing industries. Holds a Bachelor s degree in Electrical Engineering, a Master s degree in Computer Science, and an MBA degree. President of Clarity South Central User group and member of CA Clarity product advisory committee. 5

6 introductions Mike Sandberg, CBAP Director, IT Applications, Novell Manage the IT Applications Group at Novell; responsible for 400+ applications worldwide; also responsible for IT Business Analysts. 20 yrs in software industry; Certified Business Analyst Professional. Currently serving as a member of the Product Advisory Council for CA Clarity; former speaker and panelist at CA World. Worked as the lead Business Analyst for Novell s Clarity implementation for ITG and NPD. Novell has had CA Clarity for 4 years, supporting 1800 users in New Product Development and IT Governance projects. 6

7 introductions Rene Kieft, PhD Manager NPD & IP Strategy, Tata Steel in Europe Manages portfolio of NPD within Tata Steel in Europe Mange IP strategy and link with respect to Products Manage the NPD process and system integration of CA Clarity PPM History PhD in mechanical engineering/physics (2000) Responsible for product & process Development in the Corus aluminium business ( ) Product Development manager for Tatasteel Strip Products UK ( ) 7

8 introductions James Ramsay, CA Technologies - Principal Consultant EMEA 4 Years specializing in Project and Portfolio Management (PPM) solutions and their role in driving innovation across an enterprise. 16 years previous experience of IT driven business innovation: starting with role as IT Manager for a large UK textile manufacturer and subsequently working in the Product Lifecycle Management (PLM) arena Worked with leading organizations across Consumer products, High Tech and Electronics, Retail and Life sciences sectors, to help improve their Product Portfolio Management and New Product Development processes. 8

9 Agenda Introductions How Baker Hughes Uses CA Clarity for NPD How Novell Uses CA Clarity for NPD How TATA Steel Uses CA Clarity for NPD Discussion Forum: What are the next steps in applying CA Clarity PPM to product innovation? 9

10 About Baker Hughes Revenue: $14.4 billion Employees: 53,000 DRILLING & EVALUATION Drill bits, directional drilling, formation evaluation COMPLETIONS & PRODUCTION Completion, intervention, intelligent well systems, artificial lift FLUIDS & CHEMICALS Drilling fluids, completion fluids, production chemicals RESERVOIR TECHNOLOGY & CONSULTING Reservoir Development Services Gaffney, Cline & Associates PRESSURE PUMPING SERVICES Cementing, hydraulic fracturing, acidizing, stimulation, coiled tubing

11 Module Functionality How Baker Hughes Uses CA Clarity PPM for NPD 1. Idea 2. Program to Project 3. Project & Workflow 4. Timesheet 5. Financial Planning 1. Managing Innovation 2. Initiatives & Cadence 3. Stage Gate Processes 4. Capturing Project Effort 5. Project Cost Tracking

12 Agenda Introductions How Baker Hughes Uses CA Clarity for NPD How Novell Uses CA Clarity for NPD How TATA Steel Uses CA Clarity for NPD Insights into the next steps of applying CA Clarity PPM to product innovation Discussion Forum: What are the next steps in applying CA Clarity PPM to product innovation? 12

13 About Novell Novell Overview In 2011, Novell was acquired by the Attachmate Group; Novell s technologies were divided into 3 business units: NetIQ, Novell, and SUSE 3600 employees $1.1 Billion in Revenue

14 How Novell Uses Clarity PPM for NPD CA Clarity PPM Overview Used CA Clarity PPM for NPD since users (team members, resource managers, project managers, leaders) About 200 active development projects; 150 product lines Development teams use CA Clarity PPM for Capacity/Resource Management, Time Management, Financial Management, Product Lifecycle Management, Project Gating, Portfolio Management CA Clarity PPM also serves as the company s product master and feeds its product lists and related information into other enterprise applications. The Finance team is one of our major stakeholders as they rely on CA Clarity PPM data as the key source for understanding cost information about development efforts.

15 CA Clarity PPM at Novell, continued Historical Challenges Sponsorship from Sr. Leadership is critical; hard to execute change w/out it. Clearly articulate what leaders are looking for from CA Clarity PPM. As leaders change, those requirements must be validated or redefined. Build reports to measure progress and impact of the implementation. Lessons Learned Keep it simple at first; build on a solid foundation. Too much complexity too quickly can be deadly. Involve the business, especially thought leaders and opinion makers. Next Steps / Opportunities Merger has brought an opportunity to redefine requirements from Sr. Leaders. Portfolio Management at different levels (individual up to CxO) and from different perspectives (strategic and operational). 15

16 Agenda Introductions How Baker Hughes Uses CA Clarity for NPD How Novell Uses CA Clarity for NPD How TATA Steel Uses CA Clarity for NPD Discussion Forum: What are the next steps in applying CA Clarity PPM to product innovation? 16

17 About TATA Steel Tata Steel Group: Top 10 global steel producer Serving customers all across the globe Fortune 500 company A flagship company of the Tata Group More than 80,000 employees Manufacturing operations in 26 countries across 5 continents Annual crude steel capacity of 28 million tonnes Turnover : $22.8 billion

18 Tata Steel in Europe European manufacturing base to supply demanding markets: Automotive Construction Energy and Power Lifting and Excavating Packaging Engineering, Shipbuilding, Defence & Security Rail, Consumer Goods, Aerospace, Sales offices and service centres in close to 50 countries 2nd largest steel producer in Europe, crude steel capacity of 18 mtpa, 35,000 employees

19 Tata Steel in Europe: CA Clarity PPM deployment Company adopted a sector focused operating model New Product Development needed to be aligned Organisational structure Geograpically Business data and information: Standardisation Decision making Value tracking Managing and accelerating progress Purchased Clarity March 2011 to support the New Product Development process in Tata Steel in Europe

20 Where are we? Status Started with enhancement of the NPD process (internal organisation): Deployed internal best practise Designed a base/start process for configuration Rolled in out in part of the organisation (waved approach) Set up special trainings around New Product Development process and using Clarity as support tool Key learning Configure on basis of internal best practise and improve from there Implement it as a solution for all key stakeholder Start simple Where organisational changes are required. Develop process ahead of the configuration Prepare organisation for roll out. Train people and involve people early

21 Agenda Introductions How Baker Hughes Uses CA Clarity for NPD How Novell Uses CA Clarity for NPD How TATA Steel Uses CA Clarity for NPD Discussion Forum: What are the next steps in applying CA Clarity PPM to product innovation? 21

22 where to next? While in past years we have made significant strides in doing things right in order to remain amongst the best and most successful innovators, we must now be certain that we are doing the right things.

23 challenge 1: aligning innovation with business strategy What are the goals? Where is the business value? Is this in-line with corporate strategy? What are the metrics to measure? Who is responsible?

24 challenge 1: aligning innovation with business strategy Strategic Targets Corporate Consolidated Roadmap Business Programs / Initiatives Divisions Consolidated Roadmap Products Business Unit Business Unit Business Unit Business Unit Individual Business Units / Product Lines / Brands etc Roadmap Projects

25 with CA Clarity PPM you can Define strategy & goals Instantly review performance against targets across portfolio hierarchy

26 challenge 2: deciding on the best innovation initiatives to invest in 26

27 with CA Clarity PPM you can More intuitive what-if analysis to determine optimum portfolio mix Run time analysis of scenarios against defined metrics

28 challenge 3: maximizing value delivered from often scarce resources Where are the potential bottlenecks? Do we have capacity to deliver in time? How can I improve accuracy & agility of pipeline planning processes?

29 challenge 3: maximizing value delivered from often scarce resources Time New Planning Approved Execution New Idea or Initiative Investment Investment FTE Demand Estimated at Discipline Level FTE Demand Aggregated at Discipline Level from Role Level Role 1 FTE Demand Estimate Role 2 FTE Demand Estimate FTE Demand Aggregated at Discipline from Detailed Schedules Project 1 Actual Allocation at Named Resource Level Role 3 FTE Demand Estimate Project x Actual Allocation at Named Resource Level

30 with CA Clarity PPM you can Aggregate demand & capacity to discipline level Reduce level of input required to plan new initiatives

31 challenge 4: defining and approving the roadmap What will we deliver, and by when? Where are the dependencies? How do we ensure the roadmap is up to date?

32 with CA Clarity PPM you can Align the promise to the delivery More effectively and efficiently produce roadmaps Dynamically update roadmaps in-line with portfolio decisions

33 with CA Clarity PPM you can Utilize roadmap as interactive dashboard Instantly see exceptions Drill down to underlying projects driving roadmap

34 Thank you

35 Recommended Sessions SESSION # TITLE Date / Time PP205SN Using Clarity to Manage your Application Portfolio 11/16, 9:45 am Islander H PP116SN Levi Strauss Drives Executive Sponsorship with Business Analytics 11/16, 11:00 am South Pacific I PP200SS Repeated Session: What s New with CA Clarity PPM v13 11/16, 2:45 pm South Pacific J

36 Related Technologies Booth 444 Service Portfolio Management Booth 449 Project and Portfolio Management Booth 445 Project and Portfolio Management

37 Session # PP111PN Please scan this image to fill in your session survey on a mobile device