0. Intro til Arla & CDK

Transkript

1 0. Intro til Arla & CDK 02 May 2014

2 Til månen Rundt om jorden 3,5 glas til alle 7 gange 47 gange

3 Vi leverer fødevarer til Europas forbrugere... Omsætning i mia. DKK Finland ~ X mia. Danmark ~ X mia. Storbritannien ~ X mia. Sverige ~ X mia. Holland ~ X mia. Tyskland ~ X mia

4 From farm to consumers - Fresh dairy products (FDP) and Butter/Spreads (BSM) Consumers Assortment of XX SKU s FDP: XX SKU s BSM: XX SKU s Cheese: XX SKU s Owners XX owners XX mio kg. milk Three milk categories: Ecological milk 24h milk Standard conventional milk Milk collection Approx XX daily routes XX receiving dairies in Denmark Customers Retailers, wholesalers, industry Store distribution to supermarkets/soft discounters Bulk delivery to hard discounters Approx XX customers, XX drops, XX deliveries pr. day Distribution XX degrees daily distribution Deliveries from XX daily routes Consumer Denmark Supply Chain XX vendors XX white milk dairies XX specialty dairies XX warehouses / terminals XX central cheese warehouse 4 Source: Annual report 2012

5 Arla Denmark has a strong supply chain setup Effective Supply Chain structure CDK dairies Hobro Non CDK/Global dairies (Cheese, butter, powder) Brabrand Esbjerg Christiansfeld Copenhagen Slagelse 5

6 Warehouses are placed to be able to reach all customers within short time - 18 h leadtime and fresh milk 6

7 1. Project Background, Motivation & Scope 02 May 2014

8 Projektet SAP WMS

9 Baggrund Gammel, men stabil mainframe løsning så hvorfor lave det om? Det sidste større egen-udviklede system som er planlagt udskiftet med SAP. Dette projekt repræsenterer derfor også afslutningen på en forretnings- og ITharmoniseringsproces, der blev startet for mere end 10 år siden!

10 Baggrund - Hvorfor udskifte NU? Projektet var faktisk allerede startet i Projektet er stadig lige vigtig, selv om situationen og vores omverden har ændret sig i mellemtiden. Den primære årsag til at køre projektet NU er at mainframe lukkes ned ved udgangen af 2013.

11 Baggrund - Hvorfor er dette forretningskritisk? Projektet har lighedstræk med at gennemgå åben hjertekirurgi samtidig med at servicere kunderne. Løsningen vil medføre men projektet skal sikre at ændringerne sker uden at forretningen lægger mærke til det. Projektet må ikke slå fejl vi skal holde vores tidsplan uden negativ forretningskonsekvens.

12 Overordnet projektomfang Rapportering Planlægning og opfyldning Logistikomkostninger og fakturering Terminaler Transportmaterialer Distribution

13 Project Plan, Organisation, Roles & Responsibilities 02 May 2014

14 Autumn Christmas Winter Frozen Zone Wave 22 (week 11) Easter Prayer Day Ascension Pentecost SAP System Transition(?) Frozen Zone Wave 23 Autumn Frozen Zone Christmas Year TGL 23 Month Oct Nov. Dec. Jan. Feb. Mar. April May June July Aug. Sep. Oct. Nov. Dec. Key Milestones Project Prep/Staff Backlog/Plan/Est Go live scenario Archiving scope Sun-set scope Config/Dev done Regress. test/tgl User Go Live(s) Clean Up/Sun-set Project Closure Sprints 3. Agile Project Plan - High Level Plan & Milestones Backlog/Plan/Est 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint (vacc.) 9 Integr. Test 10 Regr.Test 11 Train/User GL 12 Hyper/Clean 13 Evaluation 0 w w w2-5 3 w6-9 4 w w w w w w w w37-39 week 40 (+?) 12 w40-45 week w46-49 Monthly Transports 14

15 Organisering Project Sponsor Steering Group Project Management Site Champions CDK Change & Training Coordinator Test Coordinator Strategic Reference Group Super Users per Site Agile Coach Business Architect Solution Reference Group Planning & Replenishment Logistics Execution Distribution Logistic Costing & Invoicing Transport Materials Reporting Master Data & ABAP Integrations Product Owner Product Owner Product Owner Product Owner Product Owner Product Owner Product Owner Product Owner Team Lead Team Lead Team Lead Team Lead Team Lead Team Lead Team Lead Team Lead May 2,

16 5. Project Roles & Organisation - High Level Role Descriptions (1/2) Role Primary responsibility Product Owner Scrum Master / Team Lead Team Member Arla Team Member Consultant Test Coordinator Gathering, understanding and explaining requirements in due time Prioritizing requirements and deliverables Generating maximum business value out of the effort Must validate and/or sign off on test results. Identify and assess process changes within own area and support Change Manager. Ensures that people do what they committed to do Leading the technical solution design within own area. Removing impediments for the Team Leading the team and relevant contributors and stakeholders on the way to constant improvement. Ensures relevant proactive coordination across teams and towards offshore resources. Committing to and delivering results fully finished deliverables Estimating size of work of deliverables Showing progress honestly Looking out for improvements and impediments Supports Product Owner in detailing requirements Contributes to validation of potential solutions, test, training and Train-the-Trainer. Committing to and delivering results fully finished deliverables Estimating size of work of deliverables Showing progress honestly Looking out for improvements and impediments Supports Scrum Master in the technical solution implementation, documentation, super user training etc. Contributes with test guidelines and best practice. Coordinates test across teams. 02 May

17 5. Project Roles & Organisation - High Level Role Descriptions (2/2) Role Primary responsibility Change & Training Coordinator Site Champion Business Architect Agile Coach GBSIT Project Manager CDK Project Manager IBM Project Manager Supports teams in identification and assessment of process changes. Manage and coordinate change management activities throughout the project. Coordinate and supports local change management during roll out. Key person in planning, coordination and execution of communication and training activities in collaboration with Product Owners and Scrum Masters. Manage change activities and communication on local site. Supports training activities and ensures facilities, access etc. on local site. Ensures overall solution architecture within the W&D IIB and towards CSE SC project. Coaches and/or train the teams/roles in the agile approach or techniques according to needs and facilitates relevant activities and ceremonies. Overall responsible for the project in terms of process, cost, quality and schedule. Responsible for plan reviews across the teams. Secures GBSIT project staffing. Responsible for HOTO activities towards GBSIT. Represents the project in steering group. Overall responsible for ensuring business requirements are stated to the project. Overall responsible for business change management activites. Secures non-it Arla project staffing and resource/financial forecast (CDK and others). Responsible for HOTO activities towards CDK. Contributes to overall project planning and handling of impediments, issues & risks. Contributes to presentation in steering & reference group incl. invitation & minutes. Secures required IBM project staffing and resource/financial forecast. Responsible for the IBM staff quality, efficiency and forecast within the project. Responsible for HOTO activities towards IT vendors. Contributes to plan reviews across the teams. Contributes to overall project planning and handling of impediments, issues & risks. Contributes to presentation in steering group.

18 5. Hvad kan den omgivende organisation forvente? 5A. Change Management Approch som let kan faciliteres udfra den agile metode 02 May 2014

19 Reference Group - Typical Agenda per session Brief update on progress/deliverables and key decision until now High level demo (ppt) Solution Concepts New topics (near future sprints) Clarify open business Issues Points for future sprints in order to increase progress in teams Typical way to communicate As Is To Be Key Decisions incl. pros & cons Time Subject 09:00 09:30 Common Introduction 09:30 10:15 Distribution + ODS decision proposal 10:15 10:30 Break 10:30 11:15 Planning & Replenishment 11:15 12:00 Logistic Execution 12:00 13:00 Lunch 13:00 13:30 Transport Materials 13:30 14:15 Logistic Costing & Invoicing 14:15 14:30 Break 14:30 15:00 Change Management 15:00 - Common End An Issuelog will be done and serve as Meeting memo

20 Christmas Easter Summer Status Project Schedule The first two delivery sprints completed Sprint 3 started yesterday Some deliverables delayed and re-planned Planlægnings Sprint Implementerings Sprint Nov. Dec. Jan. Feb. Mar. April Maj Juni Juli Aug. Sep. Okt. Nov Development completed for Summer / Wave 23 Test Sprint Go Live & Hyper Care Evaluering 9 10 W23 TGL UGL 13

21 Agile / Scrum method - What is Agile? Agile/Scrum is a pattern of working, delivering projects in a highly flexible and interactive manner through rapid time-boxed iterations known as sprints to see early results, and create confidence. Target is to establish a production rythm within the team(s) to have a stable workload throughout the project. 02 May

22 Christmas Easter Summer Superbruger-involvering Planlægnings Sprint Implementerings Sprint Nov. Dec. Jan. Feb. Mar. April Maj Juni Juli Aug. Sep. Okt. Nov Test Sprint Go Live & Hyper Care Evaluering Superbruger involvering Deltage i demo(s) Udarbejde træningsmateriale Gennemfør Uddannelse Superbrugere deltager i Demo-sessioner Superbrugere udvikler trænings materiale 13 Superbrugere uddanner slutbrugere

23 6. Hvordan ledelsen og styregruppen bedst støtter projektet for at sikre fremdriften 02 May 2014

24 Hvordan ledelsen og styregruppen bedst støtter projektet for at sikre fremdriften? Tillid imellem styregruppen og projektledelsen Hurtig beslutningstagning fra ledelsen (24/48 timer) Tålmodighed i fht resultater når man vælger ny metode Ledelsen forstår og støtter rolle & ansvarsbeskrivelser Uddelegere beslutnings ansvar til high skilled product owner Staffing til projektet

25 7. Hvilken form for styregrupperapportering giver mening i en agil sammenhæng og hvorfor?

26 A typical Agenda for Steering Group Meeting Agenda Deck 1 1) Approval of minutes and outstanding actions 2) Overall Project Status 3) Deliverables & Scope 4) Time Schedule 5) Resources 6) Risk & Issues 7) Change Requests 8) Change, communication and training 9) Information from PMO 10) Miscellaneous Deck 2 11) Finance 02 May

27 Overall Project Status - Overall Project status Exec. Summary High Level Executive summary Xx Xx Achieved since last Steering Group Meeting Main deliveries achieved since last meeting Xx Xx Plan until next LSG Meeting Planned before next meeting Xx Xx 02 May