Date post: | 17-Oct-2014 |
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Business |
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Delivering an Agile SharePoint Project in
a Global Pharmaceutical Company
Presented by
Acando & UCB Pharma
PHIL JACKLIN
PHIL JACKLIN
Managing Director
Current Role
Managing Director for Acando in the UK.
Experience
15 years experience in both (i) managing projects for large blue chip customers throughout Europe and the USA and (ii) managing consultancy companies. Keen contributor to the body of knowledge on project management and frequent prevocateur of challenging the norms and re-evaluating how consultancies can continue to add value to their clients.
Areas of interest and recent publications
• IT Project Failure – why it happens and how to avoid it. Published in Project Manager Today, 2010.
• IT Project Metrics – why time and cost are not good measures of how your project is being managed. Presented at Project Challenge, London, 2011.
• Project Success – What contributes to a successful project? Research paper, 2012
• Project Governance – Why most organisations don’t do it and how to do it properly. Presented at Project Challenge, London, 2012
SPEAKER
JULIE JONES Current Role
Director IT, Global Drug Development; Based in Slough, UK
Business Relationship role, with a Programme Management focus, responsible for managing the interface between Business and Technical IT staff globally, within Discovery Research and Drug Development organisations
Experience
25 years experience in Project and Programme Management of Drug Developments in Vaccines and Pain Management therapeutic areas and IT GXP solutions, including Document Management & Publishing, Pharmacovigilance, Supply Chain, Financial systems and SharePoint deployments.
6 years in Hospital Sales and Product Marketing roles and also have experience of the Drug Development process from Business Development to Product Sales.
JULIE JONES
Director IT, Global Drug Development
GUEST SPEAKER
40 Countries we operate in throughout Europe, USA and Asia Pacific
8,000 Employees serving our operations around the globe
€3.2 Billion Revenue in 2011
UCB, Pharma Headquartered in Brussels, Belgium, UCB is a global biopharmaceutical company with a team of more than 8,000 talented employees, a strong market presence in about 40 countries, € 3.2 billion in revenue (2011) and numerous strategic partnerships across the industry
• UCB aspires to be the patient – centric global biopharmaceutical leader transforming lives of people living with severe diseases, including: Chrohn’s disease, Epilepsy, Osteoporosis and other bone disorders,, Parkinson’s disease, Restless legs syndrome, Rheumatoid arthritis and Systemic Lupus Erythematosus.
What was the Business NEED?
What were the project OBJECTIVES?
Decommission legacy JIVE & Wiki sites
Align existing SharePoint sites
Cross Departmental, Research &
Discovery functions in UK/Belgium
Single Umbrella site
Full Open Access for approx 500 users
To deliver within 12 months
What was the PROJECT?
Agora for New Medicines
Why do it?
How to Capture/Communicate
and Deliver Vision When the project is global and
the vision is large?
How did we capture the Vision
Here is what we did Aligned with Acando Approach
What were the difficult bits?
Challenges Methods Solutions Benefits
Business Reluctance to move from JIVE/Wiki
Sell the benefits Engage both Business & IT
Commitment to define the vision
Buy-In and understanding
Aligning business requirements across all functions
Video Conferences Workshops Face-face sign off session
Signed off Business Specification fully documented
Clear agreed Vision
Language Communication Barriers
Documentation and Reporting Visual Presentations One – One Conversations Pilot Site
Signed off POC Buy – In and understanding
Lack of Business Buy-In (People & Time)
Focussed show and review approach
Full commitment from all Stakeholders
Strong team ethic, passionate and dedicated team
How to ensure the right level of engagement
across global stakeholders and external third parties to make sure the project
actually delivers.
The Theory
RIGHTS
RISKS
RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance
IT Support, Business sponsor, customers
Users
The Theory
RIGHTS
RISKS
RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance
IT Support, Business sponsor, customers
Users
Vision Business Sanction
Business Case Requirements Development
The Theory
RIGHTS
RISKS
RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance
IT Support, Business sponsor, customers
Users
Vision Business Sanction
Business Case Requirements Development
The Reality - How did we do it?
• Steering Committee (Senior Business Stakeholders/IT Programme Manager/ Business PM)
• Review and approve Agora vision, Resources & Budget
• Core Team (Business Ambassadors / IT Relationship/IT technical )
• Define business requirements and user acceptance testing
• Agora Governance Committee (Business / IT Relationship/IT technical IT)
• Sub set of key motivators from Core Team
• Dedicated IT Technical Team
• Responsible for infrastructure delivery
• Business Representatives (Departmental)
Governance & Project Structure
Governance Committee 1x Business Project Manager 2x Business Admins (per site) 1x IT Admins (per site) 1x Technical Role Site Ownership Business Direction Training Change Control Access & Permissions
Steering Committee
Technical Team
Core Team
Regular Structured Meetings
Video Conferencing & Workshops
Training & Communication
Plan
Video Conferencing Analysis Review & Testing
Face to face Workshops Key Milestones, Review & Sign off
Agora Training Plan Video’s, Class Room Training, Quick Ref guide, hosted on Agora site
Communication Plan Key messages , delivered by Core Team, supported by posters & merchandising
Regular Structured Meetings
Steering Committee
Technical Team
Core Team
Retaining the Vision
What worked well?
What were the difficult bits?
• All stakeholders were fully engaged
• Efficient/Effective Project Structure
• Project Management Best Practices
• Open & Frequent Communication
• Training Driven by Governance Committee
• Scheduling Meetings
• Business conflict with the day job
What was the effect?
• Strong Governance Structure
• Reduced Risk of Failure
Running Global Projects in an agile environment
The Theory
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable
software.
2. Welcome changing requirements, even late in development. Agile processes harness change for
the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should
be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity — the art of maximizing the amount of work not done — is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behaviour accordingly.
The Theory
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should
be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity — the art of maximizing the amount of work not done — is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts
its behaviour accordingly.
The Theory
Preparation Execution
Stage 1: VISION
Stage 2: PRODUCT ROADMAP
Stage 3: RELEASE PLANNING
Stage 4: SPRINT PLANNING
Stage 5: DAILY SCRUM
Stage 6: SPRINT REVIEW
Stage 7: SPRINT RETROSPECTIVE
The Theory
Preparation Execution
Stage 1: VISION
Stage 2: PRODUCT ROADMAP
Stage 3: RELEASE PLANNING
Stage 4: SPRINT PLANNING
Stage 5: DAILY SCRUM
Stage 6: SPRINT REVIEW
Stage 7: SPRINT RETROSPECTIVE
How did we tailor agile to work in a UCB environment
• Best Practice Methodology – Prince II
• Working in a regulated environment
• Defined structure for how projects are implemented
• Agile Deployment
• Clear requirements
• Fixed deadlines
• Iterative approach worked well with the business
• Weekly show & tell sessions
What worked well - What were the challenges?
What worked well Benefits
Iterative Approach Ability to Rapidly Respond to Changes
Show & Tell Approach Business Visibility ensuring Buy-In
Defined Deadline Ability to Adjust Scope to meet the timelines
Delivered a Quality Solution Met Business Expectations
What were the Challenges Solutions
Lack of Internal Technical Resources , aligned with Agile Principles
Brought in a on site external Best Practice developer familiar with Agile principles Closely aligned with Agora governance committee.
Internal Technical Infrastructure Constraints Demonstration, Education, Knowledge Transfer, Change Management
Transition from external developer to internal technical team
Agreed Transition Plan, Face to Face technical handover to internal team Agora is the Blue Print for all functional departments
• Project Delivered on Time & Within Budget
• Project Acceptance
• Business Governance committee have taken full ownership of the site
• Technical Team have taken full ownership of the system and ongoing support
• Both teams are committed to a defined Change control process
• Project Status
• Agora Site is Live • Ongoing training to the wider business community
What were the project Outcomes
Outcomes
We had a vision
that was frequently communicated
at all levels in the organisation.
We involved all stakeholders
all the time. Right from the start.
We ran agile principles in key places
always feeding back to the vision
and it worked.
Set a new standard for SharePoint projects within UCB
What would we do differently if we did it again?
Overall Agora was a successful project for UCB
Using an AGILE approach, coupled with defined Governance Structure,
agreed Business Requirements and transparent, integrated business and
IT Communication actually works!!
Lessons Learnt