1MAN Diesel & TurboAuthorCurrent topic00.00.2012 Handling projects and requirements towards...

1< >MAN Diesel & Turbo Author Current topic 00.00.2012

Handling projects and requirements towards delivery


Agenda

• General Company Presentation• Environment• Project Governance Model• Requriements Gathering Process• Development


Volkswagen Group


MAN Diesel & Turbo Areas of Activity

• 2-stroke and 4-stroke engines for marine and stationary applications

• Complete propulsion packages

• Compressors and turbines for all industrial applications

• Chemical reactors and apparatuses

• Turnkey power plants

• Operation and maintenance of power plants

• After Sales Services like repair, spare part supply, retrofitting, recycling and monitoring of all MAN large-bore engines and turbomachinery in use across the world (MAN│PrimeServ)


50% of World Trade is Powered by MAN Diesel Engines!

Areas of ActivityMAN Diesel & Turbo in World Trade


Sole Provider of a Diesel Engine Programme from 450 kW to 87,000 kW

4-stroke engines 450 - 22.000 kW 2-stroke engines 3.000 - 87.000 kW

4 21429 845Comparison

(number VW Golf TDI)


Areas of ActivityApplications and Market Segments

7

1

4

8

4

5

3

9

10 11

12

13

13

14

15

16

1718

21

19

20

22

2

21

1 Deep Sea / Subsea

2 FPSO-Ship

3 Offshore Platform

4 Marine Propulsion

5 Diesel / Gas-ElectricPropulsion

6 Marine Gen-Set

7 Waste-Heat-Recovery (WHR)System

8 Floating Power Station

9 XTL Plant(Very Large ASU)

10 LNG Liquefaction

11 Onshore Production

12 Gas Storage

13 Gas Transport

14 Refinery

15 Reactors

16 LNG ReGasification

17 Chemical / Petrochemical

18 Gasification (Small and Medium ASU)

19 Power Generation

20 Enhanced Oil Recovery

21 CCS

22 Iron, Steel & Mining

6

21

55

The product range covers almost all applications in the Upstream, Midstream, Downstream, Industrial Gases, Power Generation as well as Marine Business.


SitesProduction Network

AugsburgSaint Nazaire

Frederikshavn

Copenhagen

Velká Bíteš

Aurangabad

Berlin

Oberhausen

Hamburg

Deggendorf

Zürich

Changzhou

Turbo Plants

Diesel Plants

Diesel & Turbo Plant


>100 global service centers/hubs in >50 countries

SitesWorldwide Locations (Service Centers/Hubs)


MDT Standard Technologies

• SQL Server or Oracle Database• .NET ver. X.X• SharePoint 2007-2013• Various 3rd party frameworks within .NET

• Windows XP/7 OS• Office 2007/2010• IE8/IE9


MAN Diesel & Turbo Key Figures 2012

in € Mill. 2012 2011 Changein %

Order intake 3,510 3,692 -5

of which: Engines & Marine Systems 1,296 1,605 -19

of which: Power Plants 668 640 4

of which: Turbomachinery 1,5467 1,447 7

Revenue1 3,780 3,610 5

of which: Engines & Marine Systems 1,552 1,670 -7

of which: Power Plants 773 647 19

of which: Turbomachinery 1,455 1,293 12

Employees2 14,863 14,039 6

€ Mio

Operating profit 437 460 -23

Of which: Engines & Marine Systems 319 359 -40

of which: Power Plants -47 -22 -25

of which: Turbomachinery 165 123 42

ROS (%) 11.6 12.7 -

1) Including consolidation adjustments between the Engines & Marine Systems, Power Plants and Turbomachinery strategic business units.

2) Headcount (including subcontracted employees) as of December 31, 2012


SharePoint Environments

Intranet – SharePoint 2010• Using almost all Services Application e.g. Project Server, Reporting, Access, Manage Metadata,

Performance Point• Nintex Workflow• Many customization ~120 solutions – no SharePoint Designer Customizations

Enterprise Search – SharePoint 2013 (under development)

Extranet – SharePoint 2007• Out of the box • Few customizations• Custom admin module


DeliverableBrief

BusinessIdea

Project Agreement

UpdatedProject

Agreement

Project Evaluation

1 2 Project Closure

3

Overall criteria

Gate keeper

ObjectiveStrategicalignment

Businessanchoring

Decisionfoundation

Solutionintegration

Benefitrealisation

Benefitsdefined

Cost/benefitapproved

Projectplanned

Integration isevaluated

Benefitsproven

Project lifecycle Executingthe plan

Building the plan w. frontloading

Follow-up and plan for the future

Application committees

Steeringcommittees


IT committee

Steeringcommittees

Plan Execute FinishDefine

Gate0

Gate1

Gate2

Gate3

Gate4

Phases &gates

Key highlights of IT PMM 2.0

13


IT committee


Why should we go through with this project? (e.g. business case)

What are we implementing?(e.g. deliverables )

How will we achieve this?(e.g. project plan)

What risks are associated with the project? (e.g. risk management)

How?

What?

Why?

Risk?

Document creation

Document approval

Four questions need to be answered for all gate deliverables


1. Project Governance

Governance structure and committee scope

Project Team

Project Steering Committee

• Decides the overall strategic direction of MAN Diesel & Turbo and allocates IT Budget

• Overall Governance of IT Project Portfolio• Definition of frame for Application Committees• Responsible for IT projects above 500 K€• Approval at Gate 1 (Initial Project Agreement)• Follow-up on Benefit Realisation at Gate 4

• Prioritise project portfolio and recommend BBIs (at Gate 0)• Responsible for IT projects between 50 K€ and 500 K€• Approval at Gate 1 and 4

• Group to support realisation of project content• Acts as Ambassador for the project• Approval for Gates 2 and 3

• Owns and anchors a specific project in the organisation and is thereby responsible for the overall success of the project

• Leads the project organisation and carries out the project according to the objectives and terms in Project Agreement

• Deliver defined tasks to achieve objective, scope and milestones

Project Owner (chairman)

Project Manager

GI Team Members

Strategy

GovernanceCommittees

Project Management

BU Team Members

Executive Board

IT Committee (ITC)

Application Committees (AppC)

Supply Chain Engineering Web & Content

GI Team Members BU Team Members


2. Portfolio Management

Project categories (ABCD)

16

Project categoryActivity type &

governance groupCost limit

Gate 0 decision & document

Gate 1decision & document


Gate 3decision


AMajor strategic or

large change projects

IT committee

Above€500K

Applicationcommittee

review

BBI

ITC decisionInitial

Project Agreement

StC decision

Project Agreement

StC decision

ITC decision

Project Closure

BMedium, tactical projects

Application committee

€50K - 500K

AppC decisionInitial

Project Agreement

AppC decision

Project Closure

CSmall projects

GI management

€20K -50K

GI managementdecision

BBI

n/a

StC decision

Project charter & TPC

n/a

StC Decision

Project Closure

DTickets* &

maintenance**

CC managers

Below€20K

Ticket systemprocesses

n/a n/a

* If tickets exceed €20K, the CC manager has to decide if they need to be redefined as projects. The nature of the work is more important for this determination than the cost. Tickets above €50K must be designated as projects with the according governance.

17< >MAN Diesel & Turbo Author Current topic 00.00.2012 < 17 >< 17 >< 17 >

Analysis Design

Execute – Build Information ArchitectureWhat is our process?

User Research

Know your users - Who are the user profiles internal or external or both? How do they use the application

(own PC, mobile device, kiosk?), what drives the use etc.

Paper or sketch prototype

Give a visual overview of the future solution. To assure a consistent look-and-feel and optimal visual use of

the application e.g. App or Web

Kick off workshop

Interviews

Visual Identity

User ProfilesInformation Architecture

Graphical Design

Scenarios

Survey

Usability Test


Tools to help initial workshops


Title < 19 >

Business Analysis What is our process?

Information architecture

Process: Interview & Workshops

Iterations

April 2010 July 2010


BusinessRequirements

Breakdown

Process: Interview & Workshops

Technical SystemRequirements

Breakdown

Process: Developers Analysis, Workshops

< 20 >

What happens after Business Analysis

Iterations and Change control

July 2010 October 2010


Hands on Experiences

• Going from Photoshop design to real functionality req. description can be very time consuming• Make Evaluation about how much of the box SharePoint can be utilized:

• Should it developed as standard .NET or inside SharePoint foundation (why and why not)

1. E.g. system with a lot of non document data - outside SharePoint

2. Use of workflow - inside

3. Document centric - inside • Focus on using the given technologies optimal instead of adding 3rd solutions e.g. know

differences between foundation and enterprise• Make generic and reusable components

E.g. download zip applications make one• Layout changes is a killer and time consuming


Development Approach

Requirements and packages

All business and functional requirements should be grouped and prioritized by the LoB and Architects

Technical Requirements should be grouped in a packages and overall estimated

Iterative Development Approach

Often done as a combination of classic waterfall and agile development

One approach could be start with Two iterations with demo for the customer and defect handling

Process

Delivery Package handed to developer -> Developer estimate (incl. unit test) package and update on a project site -> Progress on development (remaining hours)

If an estimate exceeds expected hours then it is important to flag it up front

Development Iteration 2Development Iteration 1 Defects

Demo


Development Environment how is our?

• Developer Machine• Deployment /Test Server• Pre Prod Server• Production Server

How do we ensure all are in sync?

Where do we stored code and which standard are we using?


Defects, Change and Test Management

Defects/Change Request

TestTrackPro or SharePoint lists

Test cases

Simple test cases developed


Development Environment optimal


Peter Stern

[Contact details]

Niels Garde

[Contact details]

Do you have any more questions?

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