IBM Program Management Office
(PMO)
October 2nd, 2009
© Copyright IBM Corporation 2009Confidential Page 2 | IBM Rational Worldwide PMO | 10/02/2009
An effective PMO provides value contributes to the success of the
Program
Establishing Standard Development Processes and Tools, Discipline and Ease-of-Use in Implementation
Providing Rigor and Integrity in Project Tracking, Monitoring and Reporting
Ensuring Linkage and Synchronization of Solution Development and Business Processes
Facilitating Organizational Change Management
Facilitating Definition of and Compliance to Enterprise Architecture and Policies
Measuring and Tracking of Costs and Benefits
Providing Independent Review and Assessment of Status and Progress
Making sure that the Program and Projects are Defined Right, Started Right
and Executed Right with minimum or no waste and maximum benefits, by:
© Copyright IBM Corporation 2009Confidential Page 3 | IBM Rational Worldwide PMO | 10/02/2009
IBM Best Practice incorporates 12 key activities under the management of
Program Management Office
Program Sponsor
&
Steering Committee
Program Management Office
- Program Leadership
- PMO Team
Init
iati
ve In
itia
tio
n
kic
k-o
ff
Initia
tive C
lose
Individual Initiatives - Initiative Owners, Leaders & Users
TrackDefine Setup Plan Transition
Consolidated
Initiative
Progress
Reporting
Individual
Initiative
Progress
Reporting
& Deliverables
Requirements,
Services,
Documentation
Initiative Priorities/Guidance
Planning &
Monitoring
Comm. &
Reporting
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Run
© Copyright IBM Corporation 2009Confidential Page 4 | IBM Rational Worldwide PMO | 10/02/2009
Define project outputs or deliverables
and desired timeframes
Establish resource requirements
and overall impact of desired
timeframes
Establish program
Interdependencies
Benefits
Program Sequencing plan
Phase 1
Phase 2
Phase 3
Phase 4
Project 1
- Product A
- Product B
Project 2
- Product A
- Product B
-Product C
Project 3
-Product A
Resources
Review impact and adjust
variables as required to
achieve an acceptable plan
• Project outputs
• Timeframe
• Resources including cash
Program
Project 1 Project 2 Project 3
Define projects as part of program
1
2
3
Workplan
Planning and Monitoring Approach
Program charter
Scope definition
Current project inventory
Customer requirements
Future capabilities of
relevant projects
Current operational
performance levels
To-be performance targets
New opportunities
Gather key inputs
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 5 | IBM Rational Worldwide PMO | 10/02/2009
Communications Content
Start-up
- Provide many structured,
specific communications
using a variety of media
- Create channels for two-
way communication
- (Remember, this is a high
visibility time for the
project, and
communications sent
during this period will set
the tone for expectations
of behavior)
Staying the Course
- Conduct periodic
communication
assessments to evaluate
the effectiveness of
communication efforts
- Step up communication
efforts that will provide
the organization and the
team with positive
feedback
- Increase individualization
of message
Closure
- Highlight project
successes
- Document and share
successes and
“lessons learned”
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 6 | IBM Rational Worldwide PMO | 10/02/2009
The issue management process enables delivery teams
- Issues are
identified and
documented in
program
collaboration tool
- Issues are
prioritized as
high, medium, low
based on overall
impact to project
objectives and
degree of urgency
- An action plan is
developed by the
program teams
- A contingency plan
is also developed
for critical issues
- The action plan is
reviewed in status
meetings to
monitor progress
- Issues are closed
once action plan is
complete and the
issue is resolved
- Issues are
reviewed and
evaluated in the
PMO status
meetings
- Decisions are
made to resolve or
escalate the issue
- The program
teams are
responsible for
tracking all issues
in a standard
database or tool
- The issue tracking
database or tool
will be updated
before status
meetings by the
program teams
- Issues beyond the
control of the
program teams are
escalated to the
PMO, Initiative
Leader, &
Executive
Committee
- Escalated issues
continue to be
tracked in the
database or tool
until final
resolution
Identification Evaluation Tracking ResolutionEscalation
(as necessary)
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
Program Management OfficePlanning & Monitoring
Issues Management
Change Control
Contract & Fin. Mgmt.
ResourceManagement
Document Management
InfrastructureManagement
Quality Management
Risk Management
BenefitsManagement
KnowledgeManagement
Comm. &Reporting
© Copyright IBM Corporation 2009Confidential Page 7 | IBM Rational Worldwide PMO | 10/02/2009
Controlling changes will be a constant task for the project and program manager.
No matter how well planned your programs unforeseen events will impact on the
scope, timeframes and resources originally anticipated.
Change Control
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
There are four basic steps for managing program change
Incorporate
AgreeAssess
Register
Change
Request
Reject
• Register
• Assess impact
• Agree or reject
• Incorporate
into baseline
plan
.... ripple factor
The level at which approval is required depends upon the impact of the change
Within project
Within the program
Outside the program
Impact Who agrees
Project Manager
Program Manager
Program Sponsor/Steering Group
© Copyright IBM Corporation 2009Confidential Page 8 | IBM Rational Worldwide PMO | 10/02/2009
Resource Management Approach
Develop
Program Org
Structure
Program charter
Program/project
definition
Organizational skill
inventory
Assess Skill
Gaps
Update Program
Sequencing
Develop
Resource Plan
Understand
Constraints
Key Inputs Define Skill
Requirements
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 9 | IBM Rational Worldwide PMO | 10/02/2009
Produce Program
Quality plan
Produce Project
Quality plans
Perform Program
and project reviews
to ensure
adherence to
quality plans
Update procedures from
review findings
It is important that Quality control and assurance processes are defined at the start of the
Program and then monitored throughout the whole lifecycle. Without these procedures in
place there would be no defined standards for documents, or for Program reviews. This
could lead to some of the most basic Program quality functions not being met i.e. regular
reviews at a project and Program level.
Quality Management
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 10 | IBM Rational Worldwide PMO | 10/02/2009
Performance can be assessed using the seven
keys to success (reporting, quality)
Process: Seven Keys to Project Success
• Scope is Realistic and Managed (description, requirements,
timeframe, resources/cost)
• Team is High-Performing (contact list, project managers,
resources, identification of SMEs, cross-functional team-
members, defined roles and responsibilities)
• Work & Schedule are Accurately Determined (project plan,
high-level milestones by date, detailed approach with
corresponding activities, status tracking & reporting, issues log,
action plan)
• Stakeholders are committed (stakeholder assessment, who
will this impact, are they committed, communication plan)
• Delivery Organization’s Benefits are Realized (project team’s
goals)
• Business Benefits are Realized (alignment with organization’s
strategy, alternatives considered, measuring and tracking of
specified project benefits, project post-mortem)
• Risks are Mitigated (risk assessment and monitoring,
assumptions to be validated, checkpoints to evaluate progress)
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 11 | IBM Rational Worldwide PMO | 10/02/2009
Risk and Issue Management and Mitigation
is a Key to Program Success
Implement Mitigation
Project Risk Management ProcessAssessAssess
Identify Risks/
Assign Risk
OwnerAnalyze Risks
Baseline Risks
PlanPlan
Develop Mitigation
Plans
Develop Contingency
Plans
Develop Mitigation
Plans
Develop Contingency
Plans
ControlControl
Monitor Risk Status
Plans
Conduct Risk Review
Meetings
Monitor
Contingency Plans
ReRe--evaluate Risksevaluate Risks Risk MaterializesRisk Materializes
Send to Issue
Management
Close out Risk
Significant
Risk
Minor
Risk
Minor
Risk
Major
RiskSignificant Risk
Minor
Risk
Maximum
Risk
Major
Risk
Significant Risk
Low Medium High
PROBABILITYRisk will Materialize
Lo
wM
ed
ium
Hig
h
IMP
AC
To
n P
rog
ram
if R
isk M
ate
ria
lize
s
The PMO should leverage a comprehensive Risk
Management Process to Manage Risks and Issues
Risks and Issues will be Identified,
Classified and Prioritized
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 12 | IBM Rational Worldwide PMO | 10/02/2009
Benefits Realization Approach
Secure Benefits Ownership
Establish and Track Benefits Measures
Test Benefits Strength
Build Business / Benefits Case
Realize Results
ExecuteBenefitsDelivery
Realizing cost benefits and sustaining them over time requires the incorporation
of a benefits realization and tracking mechanism to understand change, measure
it and communicate its impact throughout the organization.
Key Activities include:
• Identify benefits
• Create benefits case
• Define benefits owners
• Build action plans
• Create metrics
• Build a tracking mechanism
• Measure and monitor
Program Management OfficePlanning &
Monitoring
Issues
Management
Change
Control
Contract &
Fin. Mgmt.
Resource
Management
Document
Management
Infrastructure
Management
Quality
Management
Risk
Management
Benefits
Management
Knowledge
Management
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 13 | IBM Rational Worldwide PMO | 10/02/2009
Day 1 Day 5 Day 10 Day 15 Day 20 Day 25 Day 30
DEFINE COMPLETION
CRITERIA & SCOPE2
DEFINE COMPLETION
CRITERIA & SCOPE2
IDENTIFY DEPENDENCIES4a IDENTIFY DEPENDENCIES4a
INITIATE PLANNING3 INITIATE PLANNING3
SEGMENT THE WORK4 SEGMENT THE WORK4
DEVELOP STRUCTURE &
GOVERNANCE 5
DEVELOP STRUCTURE &
GOVERNANCE 5
PREPARE STAFFING
PROFILES5a
PREPARE STAFFING
PROFILES5a
PREPARE PMO
PROCESSES & TOOLS6
PREPARE PMO
PROCESSES & TOOLS6
1 DEFINE THE CHARTER1 DEFINE THE CHARTER
SECURE RESOURCES5b SECURE RESOURCES5b
CONDUCT PMO KICK-OFF7 CONDUCT PMO KICK-OFF7
ENABLE EFFECTIVE TEAMS8 ENABLE EFFECTIVE TEAMS8
Quick-Start – 30 Days to Kick-Off
Program Management OfficePlanning &
Monitoring
Issues
Managemen
t
Change
Control
Contract &
Fin. Mgmt.
Resource
Managemen
t
Document
Managemen
t
Infrastructu
re
Managemen
tQuality
Managemen
t
Risk
Managemen
t
Benefits
Managemen
t
Knowledge
Managemen
t
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 14 | IBM Rational Worldwide PMO | 10/02/2009
Key Point: The charter should reflect the organization’s motivation for initiating this
work and the business value to be realized.
Key Point: The charter should reflect the organization’s motivation for initiating this
work and the business value to be realized.
Identifying the high-level business problems will provide a focus for the
overall program. Before initiating the project, the executive sponsor(s)
and PMO must:
• Identify and prioritize the most critical business issues
• Estimate the high-level benefits to be realized by resolving the business issues
• Specify the goals to be achieved along the following dimensions:
To Do…
Identify high-level business problems
Define program goals/objectives
aligned with each business problem
Document a statement that clearly
articulates the business probems,
program objectives and potential
benefits to be realized
People and organization: The culture (values and behaviors), skills, communication,
training, and human resource management in the enterprise. The people, their roles and
responsibilities, their performance measures, the organizational structure, and the business
units.
Processes: The business processes and events that exist within the enterprise.
Data and information: The current data and information used in the enterprise and how
that data and information is managed and secured.
Information systems: The information systems in the enterprise or in development, how
those information systems work together, and how they support the business processes.
Infrastructure: The current facilities and physical assets, including their geographies and
locations.
What is the problem statement?
What are we setting out to achieve?
What will success look like?
Charter
Goals,
objectives,
metrics, etc.
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
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Document
Manageme
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Infrastruct
ure
Manageme
ntQuality
Manageme
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Risk
Manageme
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Benefits
Manageme
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Knowledge
Manageme
nt
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
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Manageme
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Risk
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Comm. &
Reporting
1. Define the Charter:
Objective: Prepare a charter that states the business problems to be solved and the
value proposition.
Why is this Important?: It is essential to clearly articulate the objectives and
benefits that are expected to be realized prior to initiating project planning activities.
© Copyright IBM Corporation 2009Confidential Page 15 | IBM Rational Worldwide PMO | 10/02/2009
Translate the charter into discrete, measurable achievements,
deliverables and results.
Key Point: Proper definition of the completion criteria will largely define the scope - what
is in-scope and what is out-of-scope - and the parameters of the work effort.
Key Point: Proper definition of the completion criteria will largely define the scope - what
is in-scope and what is out-of-scope - and the parameters of the work effort.
How will key deliverables be managed?
What are the factors that will contribute to success?
How will we know we are done?
Completion Criteria refers to the baseline requirements for
successful project completion. This includes descriptors such as:
• strategies, policies, programs, processes or structures
• technology design, development, integration or implementation
• analysis, design or implementation
• recommendations or detailed plans
• organizational unit (e.g.enterprise-wide, functional or
department)
• geography (e.g. global, regional or domestic)
Critical Success Factors represent the „enablers‟ that ensure
attainment of completion criteria. Examples include:
• executive sponsorship
• speed/quality of decision-making
• stakeholder-management
• availability of requisite resources/expertise
To Do… Define the requirements for project
completion
Define the metrics to evaluate and
quantify project success
Confirm project‟s critical success
factors, completion criteria and metrics
with project sponsor
Completion Criteria
• -----------• -----------• -----------
• -----------• -----------• -----------
Charter
Goals,
objectives,
metrics, etc.
2. Define the Completion Criteria and Scope:
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
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Document
Manageme
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Infrastruct
ure
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Manageme
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Risk
Manageme
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Benefits
Manageme
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Knowledge
Manageme
nt
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
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Comm. &
Reporting
Objective: Translate the charter into a series of measurable completion criteria that
will indicate successful performance of the program.
Why is this Important?: This ensures that the project achieves its goals and
objectives and will deliver the expected business value.
© Copyright IBM Corporation 2009Confidential Page 16 | IBM Rational Worldwide PMO | 10/02/2009
3. Initiate PlanningProgram Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
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Risk
Manageme
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Benefits
Manageme
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Knowledge
Manageme
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Comm. &
Reporting
Milestones represent the key decisions points between the beginning
and end of a project and typically have three elements:
What do we need in place by when to achieve the exit criteria?
What is most important on the path?
What are the key inter-dependencies?
Key Milestones
Key Point: Milestone planning should be a group activity that tests the feasibility of
the completion criteria and scope - this exercise will serve to bind the participants
into a committed project team.
Key Point: Milestone planning should be a group activity that tests the feasibility of
the completion criteria and scope - this exercise will serve to bind the participants
into a committed project team.
Leverage the documentation
prepared in Step #1 - Define the charter
and Step #2 - Define Completion
Criteria & Scope to define:
interim or partial goals and
accomplishments
criteria for measurement
estimated target dates
• a state to be achieved (general
description)
• the criteria necessary to achieve this
desired state (specific & measurable)
• an estimated target date (to be
refined during the next iteration of
planning)
To Do…
Validate that the milestone
plan accurately represents
the following:
• expected achievements and
results at specific points during the
project lifecycle
• interim goals on the route to the
goal
• interdependencies between and
among related program initiatives
Completion Criteria
• -----------• -----------• -----------
• -----------• -----------• -----------
Charter
Goals,
objectives,
metrics, etc.
Objective: Translate charter and completion criteria into a preliminary milestone
plan for assigning resources, monitoring progress and reporting status.
Why is this Important?: It is essential to establish intermediate checkpoints (with
initial estimates of timescale) for reporting and progress checking and identify the
various states the project must pass through until completion.
© Copyright IBM Corporation 2009Confidential Page 17 | IBM Rational Worldwide PMO | 10/02/2009
Conduct a „top down‟ assessment of the overall scope that breaks down the
program into logical, manageable „buckets‟ of work:
Strategic, Operational or
Infrastructure
People, Process,
Technology or Structure
Deliverables & Timelines
Competencies
Project Mgmt
What are the objectives/goals of the work?
What are the approaches/interventions for accomplishing the stated objectives?
What & when are the expected outputs?
What expertise/skills are required to complete the work?
How will progress be managed?
Key Point: Workstreams are the basis for developing the overall program structure,
preparing milestone plans and assigning roles & responsibilities.
Key Point: Workstreams are the basis for developing the overall program structure,
preparing milestone plans and assigning roles & responsibilities.
To Do… Define specific objectives/goals.
Identify a proposed approach for
accomplishing each goal/objective.
Specify key milestones and
deliverables for each goal/objective
Evaluate for parallel or
complementary efforts
Assess potential for staffing & project
mgmt overlap
StrategyStrategy
PolicyPolicy
Program DesignProgram Design
Process DesignProcess Design
Technical ArchitectureTechnical Architecture
Application DevelopmentApplication Development
Application IntegrationApplication Integration
Organization DesignOrganization Design
CommunicationsCommunications
Mgmt of ChangeMgmt of ChangePrgm/Proj MgmtPrgm/Proj Mgmt
Assessment
Process:
Potential
Workstreams:
Objective: Break down the overall scope (reallocate the completion criteria) into
logical workstreams according to comparable objectives, deliverables, skill-
requirements or timelines.
Why is this Important?: Focuses attention/efforts on the most appropriate aspects
of the project and initiates more detailed project planning. This is the basis for
assigning accountability and avoiding misunderstandings, false starts, and rework.
4. Segment the WorkProgram Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
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Document
Manageme
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Infrastruct
ure
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Manageme
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Risk
Manageme
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Benefits
Manageme
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Knowledge
Manageme
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Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
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Control
Contract &
Fin. Mgmt.
Resource
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© Copyright IBM Corporation 2009Confidential Page 18 | IBM Rational Worldwide PMO | 10/02/2009
October 11, 2001 Page 3
June July August September
ContentProduction
Handb ook
Version 1u 6/2 9
Illustrative Milestone Plan8/1 9/17/1 10/1
Handb ook
Version 2u 7/3 1
Handb ook
Version 3u 8/3 1
Handb ook
Release 1u 9/2 9
Conte nt
Version 1
u 6/2 9
Conte nt
Version 2
u 7/3 1
Conte nt
Version 3
u 8/3 1
Conte nt
Release 1
u 9/2 9
Conte nt
Version 2 .5
u 8/1 7
Conte nt
Version 3 .5
u 9/1 4
Prioritized
u 6/2 7
Comp le te
Inte rviews
u 7/1 3
Comp le te
Docume nts
u 7/2 0 Reviewedu 7/2 5 Appro ve d
u 7/2 7 Publishedu 7/3 0
Prioritized
Published
Prioritized
Published
Prioritized
Published
Prioritized
PublishedPublishedu 6/2 8
Fe edbackAnalysis
u 7/6Comp le ted
Requir ement s
u 7/1 1 Designed
u 7/1 8Built and
Te sted
u 7/2 7 Deployedu 7/3 0
Fe edback
Analysis
Deployed
Fe edback
Analysis
Deployed
HandbookProduction
OperationsDelivery
Communication
PilotsAppro ach and
Fe edback
Process
u 7/6
Define Appr oachand Feed back
Process
u 7/1 3
Fe edback In fo.
Collected
u 7/3 0
Refined
Appro ach and
Participan ts
Fe edback
Refined
Appro ach and
Participan ts
Fe edback
Define
Comm unicationand Tra in ing
Appro ach
u 7/1 3
Comp le te Initial
Tr aining
Mat erialsu 7/3 0
Practice T raining
u 8/1 7Comp le teTr aining
Schedule
u 8/3 1
Updat e Tra ining
Mat erialsu 8/2 4
Comp le te
Tr ainingu 9/2 9
Comp le te Initial
Comm unicationu 9/2 2
Comp le teComm unication
Info rmation
u 9/1 5
Comp le te Initial
Deploym ent
Planning
u 7/3 0
Comp le te InitialSuppor t
Readin ess
Assessment
u 8/3 1
Comp le te Fina l
Assessments
and Plan s
u 9/2 2
Comp le te
pr actice
dep lo yment 1
u 8/1 7
Comp le te
pr actice
dep lo yment 2
u 9/1 5
Deployu 9/2 9
Publish con tent twice a mon th
starting in Au gust
Update Handbo ok appl ication
at the end of every mo nth
Use feedback to improve Handb ook
Develop commun ications and training
Practice deployment befo re first release
FunctionalRisk
Project Risk
Executive Risk
Organizational
Risk
Technical Risk
Resource Risk
FunctionalRisk
Project Risk
Executive Risk
Organizational
Risk
Technical Risk
Resource Risk
To Do… Validate that the milestone plan
accurately reflects all workstreams.
Leverage the documentation
prepared in Steps #1 - #4 to identify:
assumptions
critical path
interdependencies
program risks
Key Point: There is a much higher probability for effective risk mitigation when the
interventions are proactive rather than reactive.
Key Point: There is a much higher probability for effective risk mitigation when the
interventions are proactive rather than reactive.
Assumptions - factors or conditions that are
generally considered to be highly predictable or
constant.
Interdependencies - integration points or
dependencies which may or may not be directly
controlled or influenced, however, which may
substantially impact the ability to achieve the
completion criteria and overall objectives.
Critical Path - an essential subset of activities or
dependencies that must be satisfied or achieved
in order to move ahead.
Risks - factors or circumstance with a high
probability to negatively affect the ability to
achieve the completion criteria and overall
objectives.
Objective: Identify interdependencies - both internal (within/across workstreams)
and external (outside the program) and assess the integration required with relevant
initiatives, programs, stakeholders, partners, customers, employees, etc.
Why is this important? The PMO must anticipate and plan accordingly for
circumstances and timelines - both internal and external to the program - that may
impact the achievement of program objectives/goals.
4a. Identify DependenciesProgram Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 19 | IBM Rational Worldwide PMO | 10/02/2009
Prepare a complete map of the Project's organizational structure depicting the high
level functional responsibilities and reporting relationships.
• Define structure based on project objectives, workstreams and the need to assume an efficient/effective deployment
of resources
• Define project governance in terms of leadership, management, reporting relationships and implementation
– Define decision-making authority
– Develop reporting and jurisdictional structure
Global PMOGlobal PMOGlobal PMOGlobal PMO
OperationsOperationsOperationsOperations CommunicationsCommunicationsCommunicationsCommunications Business HRBusiness HRBusiness HRBusiness HR
• Business HR VPs
• BU-Leads
• Site HR Leads
• Corporate Communications
• HR Communications
• Regional/Business Communicators
• Regional HR Operations
• Global & Local Business Partners
• Legal (including outside counsel)
• EWD & Strategic Change Mgmt
PWC• Business/Site Coordinators
• Communications Center
• Regional Coordinators
• Notification Planning
• PMO
• Communications
Executive CouncilExecutive CouncilExecutive CouncilExecutive Council
To Do… Align project structure with project
objectives
Establish project structure
Define high-level functional roles and
responsibilities
Establish role accountabilities, and
project governance (meetings,
communications, reporting and conflict
management)
Illustrative
Only
Key Point: The bigger and more complex the intervention, the stronger the need for
effective governance to clarify direction, accelerate decision-making and reinforce a
consistent approach.
Key Point: The bigger and more complex the intervention, the stronger the need for
effective governance to clarify direction, accelerate decision-making and reinforce a
consistent approach.
Objective: Determine how the project will be structured and governed in terms of
leadership, reporting relationships, decision-making and implementation.
Why Is It Important?: Designates clear functional accountabilities and enables work
to be accomplished in a defined manner.
5. Develop Structure & Goverance Program Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 20 | IBM Rational Worldwide PMO | 10/02/2009
To Do…
Role Planning and Developing:
• Develop high level job functional description
• Develop duties and responsibilities based on project scope
• Assess the required knowledge, skills and abilities to accomplish project‟s objectives
• Identify the correct level of relevant experience required to attain the project‟s objectives and
complete deliverables
• Identify the necessary competencies and personal attributes** to be part of the work team,
i.e. decisive, organized, structured, assertive, etc.
• Write profiles and begin to search for appropriate skills within the organization
Illustrative Only:
Executive Sponsor
Champion the effort
Ensure resources for
team including at least
one fully dedicated to the
Project
Generate support for the
effort exerting influence
and impact
Break down
organizational barriers
Communicate objectives
and progress across hp
Project Manager
Manage details
of project(s)
Coordinate
team activities
and track
progress
Provide knowledge of
process and customer
requirements
Provide data necessary
for analysis
Complete the analytical
activities
Act as change agents in
their functions
Participate in Project
sessions
Evaluate processes
Subject Matter Expert
Team Lead
Lead Project to
achieve targets and
objectives
Communicate
progress and
solutions to Sponsor
and other
stakeholders
Schedule work
sessions
Manage project
activities to plan
Identify broad job functions to
perform work stream requirements
Write role descriptions
Identify the critical skills to perform
each high level function for the
project/team
** See AppendixKey Point: Project success is highly dependent upon identifying and aligning the the
right people.
Key Point: Project success is highly dependent upon identifying and aligning the the
right people.
Objective: Determine the roles and responsibilities of each functional group. Takes
into account required leadership, planning, reporting, issue resolution,
implementation, and follow-up responsibilities
Why is this Important?: Identifies the necessary knowledge, skills, and abilities to
meet the project‟s objectives and establish its deliverables
5a. Prepare Staffing ProfilesProgram Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 21 | IBM Rational Worldwide PMO | 10/02/2009
5b SECURE RESOURCES
The process for locating and securing project resources will include a
combination of the following steps:
1. Identify the skills and responsibilities desired for the project
2. Identify potential team members and determine their availability
3. Interview candidates to ascertain skill levels and project commitment
4. Discuss project with potential members and their managers
5. Secure commitment of resources across the organization and assure
release from current roles and responsibilities
6. Attempt to get broad representation of skill sets and diverse backgrounds
and skill sets across the organization
7. Assess the prospective members‟ ability to team with other team
members
8. Assess the team members‟ ability to deal with project‟s reporting
relationship including matrix management
9. Conduct on-board meetings with each project member
To Do… Informally socialize, role descriptions
Discuss candidates applicable
required knowledge, skills, and abilities
and experience
Match skills and requirements
against staff
Assure commitment of matched staff
and their supervisors
Key Point: Make sufficient time to properly evaluate candidates, establish
expectations and secure the commitment required for the prospective role. Seek a
balance of leaders, team players and a diversity of thought in assembling the team.
Key Point: Make sufficient time to properly evaluate candidates, establish
expectations and secure the commitment required for the prospective role. Seek a
balance of leaders, team players and a diversity of thought in assembling the team.
Objective: To locate and secure the most qualified resources to achieve the project‟s
objectives and goals.
Why is this Important?: The best resources are usually in high-demand and short-supply.
5b. Secure ResourcesProgram Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
nt
Risk
Manageme
nt
Benefits
Manageme
nt
Knowledge
Manageme
nt
Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 22 | IBM Rational Worldwide PMO | 10/02/2009
Key Point: PMO processes/tools should be defined and available for the kick-off
meeting, but will continue to evolve and be refined throughout the program’s lifecyle.
Key Point: PMO processes/tools should be defined and available for the kick-off
meeting, but will continue to evolve and be refined throughout the program’s lifecyle.
• What is the process for issue
escalation - how will issues be
logged, assigned & resolved - who
are the key points of contact?
Prepare Briefing 3PM
Topics Meeting8:00-11:30AM
Roll-up Reporting
(continued)
PMO Review
10AM-12PM
Issue Meeting1:00-3:00
Roll-up Reporting
7:00PM
Business Units
3:30-5:30
EC Briefing via TeleConference
7AM PT
Mon Tues Wed Thur Fri
AM
PM
Prepare Briefing 3PMPrepare Briefing 3PM
Topics Meeting8:00-11:30AM
Topics Meeting8:00-11:30AM
Roll-up Reporting
(continued)
PMO Review
10AM-12PM
Issue Meeting1:00-3:00
Roll-up Reporting
7:00PM
Roll-up Reporting
7:00PM
Business Units
3:30-5:30
Business Units
3:30-5:30
EC Briefing via TeleConference
7AM PT
EC Briefing via TeleConference
7AM PT
Mon Tues Wed Thur Fri
AM
PM
• What is the weekly meeting
schedule, purpose of each meeting
and expected attendees?
WFR
Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Gr o u p C o u n tr y Plan
d r afte d
Plan
ap p r o ve d
No tif icat io n
lis t availab le
No tif icat io n
lis t ve r if ie d
an d f in aliz e d
Star t
n o tif icat io n
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 1 S W IT Z E R L AN D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3 1 -D e c 7 9 0 %
G 1 T U R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 1 6 0 %
G 1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 1 0 %
G 1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 1 0 0 %
G 1 IS R AE L Y Y 1 6 -Au g 2 8 -Au g 2 8 -S e p 2 8 -O c t 1 0 0 %
G 1 H U N G AR Y Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 0 -N o v 8 0 %
G 1 E C E * In d iv id u a l N /A 1 6 -Au g 2 8 -Au g 3 0 -N o v 3 0 -N o v 3 0 %
G 1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0 %
G 1 G R E E C E Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2 0 %
Group 1 11 8 8 142 0%
C o u n tr y Plan
d r afte d
Plan
ap p r o ve d
Pr o p o s e d
A p p r o ach
Pr o p o s al
Statu s
Star t
p r o g r am to
e m p lo ye e s
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 2 U N IT E D K IN G D O M Y Y V o l,M a n A p p r o v e d 0 3 -S e p 0 9 -N o v # # # # # # # 4 2 9 0 %
G 2 F R AN C E Y V o l,M u t 2 1 5 -N o v 3 1 -M a r-0 2 # # # # # # # 4 1 5 0 %
G 2 G E R M AN Y Y V o l 2 1 7 -S e p 3 1 -M a r-0 2 # # # # # # # 3 4 2 0 %
G 2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c # # # # # # # 7 2 0 %
G 2 S P AIN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 7 1 0 %
G 2 IR E L AN D Y M a n ,V o l,M u t,PM 3 3 1 -Au g 3 1 -D e c # # # # # # # 5 6 0 %
G 2 IT AL Y Y V o l 1 0 1 -S e p 3 1 -D e c # # # # # # # 5 1 0 %
G 2 B E L G IU M V o l,C o ll 1 0 3 -S e p 3 1 -O c t # # # # # # # 4 7 0 %
G 2 S O U T H AF R IC A Y V o l, ( M a n ) 3 2 4 -Au g 3 0 -S e p 3 1 -O c t 3 2 0 %
G 2 N O R W AY Y M u t 3 2 4 -Au g 3 1 -Au g 3 0 -N o v 3 1 0 %
G 2 AU S T R IA Y Y M u t A p p r o v e d 1 0 -S e p 3 1 -D e c # # # # # # # 2 8 0 %
G 2 S W E D E N Y M u t 3 2 8 -Au g 3 1 -O c t 3 1 -O c t 2 7 0 %
G 2 D E N M AR K Y Y M a n A p p r o v e d 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 7 0 %
G 2 F IN L AN D Y M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1 7 0 %
G 2 P O L AN D Y Y M a n ,M u t A p p r o v e d 2 7 -Au g 3 0 -N o v 3 0 -N o v 1 3 0 %
Group 2 15 13 4 1648 0%
Tota l 26 21 12 1790 0%
* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a tia , R o m a n ia , S lo v a k ia ( r e d u c tio n ta r g e t 1 e m p lo y e e p e r c o u n tr y )
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
M a n …m a n d a t o ry s e v e ra n c e
C o ll…c o lle c t iv e d is m is s a l
M u t …m u t u a l a g re e m e n t s
P M …p e rfo rm a n c e m a n a g e m e n t
1 …A p p ro a c h t o b e d e fin e d
2 …A p p ro a c h t o b e d e t a ile d
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d
WFR
Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Gr o u p C o u n tr y Plan
d r af te d
Plan
ap p r o ve d
No t if icat io n
lis t availab le
No t if icat io n
lis t ve r if ie d
an d f in aliz e d
Star t
n o t if icat io n
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 1 S W IT Z E R L AN D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3 1 -D e c 7 9 0 %
G 1 T U R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 1 6 0 %
G 1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 1 0 %
G 1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 1 0 0 %
G 1 IS R AE L Y Y 1 6 -Au g 2 8 -Au g 2 8 -S e p 2 8 -O c t 1 0 0 %
G 1 H U N G AR Y Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 0 -N o v 8 0 %
G 1 E C E * In d iv id u a l N /A 1 6 -Au g 2 8 -Au g 3 0 -N o v 3 0 -N o v 3 0 %
G 1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0 %
G 1 G R E E C E Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2 0 %
Group 1 1 1 8 8 1 4 2 0 %
C o u n tr y Plan
d r af te d
Plan
ap p r o ve d
Pr o p o s e d
A p p r o ach
Pr o p o s al
Statu s
Star t
p r o g r am to
e m p lo ye e s
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 2 U N IT E D K IN G D O M Y Y V o l,M a n A p p r o v e d 0 3 -S e p 0 9 -N o v # # # # # # # 4 2 9 0 %
G 2 F R AN C E Y V o l,M u t 2 1 5 -N o v 3 1 -M a r-0 2 # # # # # # # 4 1 5 0 %
G 2 G E R M AN Y Y V o l 2 1 7 -S e p 3 1 -M a r-0 2 # # # # # # # 3 4 2 0 %
G 2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c # # # # # # # 7 2 0 %
G 2 S P AIN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 7 1 0 %
G 2 IR E L AN D Y M a n ,V o l,M u t,PM 3 3 1 -Au g 3 1 -D e c # # # # # # # 5 6 0 %
G 2 IT AL Y Y V o l 1 0 1 -S e p 3 1 -D e c # # # # # # # 5 1 0 %
G 2 B E L G IU M V o l,C o ll 1 0 3 -S e p 3 1 -O c t # # # # # # # 4 7 0 %
G 2 S O U T H AF R IC A Y V o l, ( M a n ) 3 2 4 -Au g 3 0 -S e p 3 1 -O c t 3 2 0 %
G 2 N O R W AY Y M u t 3 2 4 -Au g 3 1 -Au g 3 0 -N o v 3 1 0 %
G 2 AU S T R IA Y Y M u t A p p r o v e d 1 0 -S e p 3 1 -D e c # # # # # # # 2 8 0 %
G 2 S W E D E N Y M u t 3 2 8 -Au g 3 1 -O c t 3 1 -O c t 2 7 0 %
G 2 D E N M AR K Y Y M a n A p p r o v e d 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 7 0 %
G 2 F IN L AN D Y M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1 7 0 %
G 2 P O L AN D Y Y M a n ,M u t A p p r o v e d 2 7 -Au g 3 0 -N o v 3 0 -N o v 1 3 0 %
Group 2 1 5 1 3 4 1 6 4 8 0 %
Tota l 2 6 2 1 1 2 1 7 9 0 0 %
* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a t ia , R o m a n ia , S lo v a k ia ( r e d u c t io n ta r g e t 1 e m p lo y e e p e r c o u n tr y )
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
M a n …m a n d a t o ry s e v e ra n c e
C o ll…c o lle c t iv e d is m is s a l
M u t …m u t u a l a g re e m e n t s
P M …p e rfo rm a n c e m a n a g e m e n t
1 …A p p ro a c h t o b e d e fin e d
2 …A p p ro a c h t o b e d e t a ile d
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d
WFR
Program
Group 1
Switzerland Green Yellow Yellow Green
Turkey Green Green Green Yellow
Russia Yellow Green Green Green
Czech Republic Green Yellow Green Yellow
Israel Green Green Green Green
Hungary
ECE Red Red Green Green
Portugal
Greece
Group 2
UK Green Green Green Green
France Yellow Yellow Green Yellow
Germany Yellow Yellow Green Yellow
Netherlands Yellow Yellow Yellow Yellow
Spain
Ireland
Italy Yellow Yellow Yellow Green
Belgium Yellow Red Green Yellow
South Africa Green Yellow Yellow Yellow
Norway Yellow Yellow Green Yellow
Austria Red Green Red Green
Sweden Yellow Yellow Yellow Yellow
Denmark Yellow Red Green Red
Finland Yellow Red Yellow Yellow
Poland
Preparedness for
ImplementationIssues & Decisions Communication
& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR
Program
Group 1
Switzerland Green Yellow Yellow Green
Turkey Green Green Green Yellow
Russia Yellow Green Green Green
Czech Republic Green Yellow Green Yellow
Israel Green Green Green Green
Hungary
ECE Red Red Green Green
Portugal
Greece
Group 2
UK Green Green Green Green
France Yellow Yellow Green Yellow
Germany Yellow Yellow Green Yellow
Netherlands Yellow Yellow Yellow Yellow
Spain
Ireland
Italy Yellow Yellow Yellow Green
Belgium Yellow Red Green Yellow
South Africa Green Yellow Yellow Yellow
Norway Yellow Yellow Green Yellow
Austria Red Green Red Green
Sweden Yellow Yellow Yellow Yellow
Denmark Yellow Red Green Red
Finland Yellow Red Yellow Yellow
Poland
Preparedness for
ImplementationIssues & Decisions Communication
& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR
ProgramWorkforce Reduction Program - EMEA
Week of August 27th 2001
Preparedness for
Implementation
Communication
& Change
ManagementPlan
Green
Issues &
Decisions Yellow Green Yellow
ON PLAN
• New approvals of country plans
completed this week: RSA, Ireland,
Netherlands, Norway, and Germany.
• Spain proposal received as planned
• Spain and Italy discussion on August
29 in Geneva
• France plan discussed, working on
revisions
• Final approval on Sweden, Belgium,
Spain and France expected for
August 30
• Decision on Finland postponed due to
acquisition - discussion planned for
August 30
• Approval of Italy plan expected for
September 6
ISSUES
• Some finalization issues due to HPS
and HPC changes where replacement
was planned - final list and target date
closure expected for August 31
• Notification postponed due to this
change
OUTSTANDING
ON PLAN
• Open requisitions problem: HPC and
HPS are revising their targets to avoid
unnecessary high costs where rehiring
is planned
• Decision about future program tracking
and planning discussed and
communicated to country HR managers
• Decision of additional milestone plan
report underway
• Direct placement and group 2 list
generation process final
• Decision about last day at work made -
could be as late as last day of notice
period, default is that IT access stays
until it is requested to be shut down
• Decision that for those countries who
already notified (Hungary, Czech
Republic, Turkey), no changes to lists
can be done now
• Decision to postpone notifications until
lists and targets are final (planned for
August 31)
ISSUES
• Due to delay in notification, off the
payroll date might shift for as much as
a month (as the notification will only
start in September in many countries)
OUTSTANDING
• Question about moving forward not
resolved: how to deal with country
differences in timing of when
notifications are finished
ON PLAN
• Communication with worker’s council
started for most countries (France
• FAQ customization process set up and
communicated, countries working on them
with legal council, PMO and
communication
• Process of capturing employee questions
from coffee talks established, will be
communicated
• Post notification meetings for those
countries that have notified done
• Moving forward program material
communicated .
ISSUES
OUTSTANDING
ON PLAN
• Turkey, Czech Republic and Hungary have
already done their notifications and post
notification meetings - went well
• LHH services taken up by most notified
employees
• Daily and weekly report processes completed
for those countries who notified
• Additional LHH service offer specified and
approved for Group 1 countries
• Tracking of results by PMO defined and
presented
• UK training material for manager training
distributed as best practice for Group 2
country training
ISSUES
• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up
(September 3)
• UK changed outplacement service provider.
OUTSTANDING
• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee
database (planned for August 31)
• Waiting for the copy of the employee
database for Europe so we can start working
on it
WFR
ProgramWorkforce Reduction Program - EMEA
Week of August 27th 2001
Preparedness for
Implementation
Communication
& Change
ManagementPlan
Green
Issues &
Decisions Yellow Green Yellow
ON PLAN
• New approvals of country plans
completed this week: RSA, Ireland,
Netherlands, Norway, and Germany.
• Spain proposal received as planned
• Spain and Italy discussion on August
29 in Geneva
• France plan discussed, working on
revisions
• Final approval on Sweden, Belgium,
Spain and France expected for
August 30
• Decision on Finland postponed due to
acquisition - discussion planned for
August 30
• Approval of Italy plan expected for
September 6
ISSUES
• Some finalization issues due to HPS
and HPC changes where replacement
was planned - final list and target date
closure expected for August 31
• Notification postponed due to this
change
OUTSTANDING
ON PLAN
• Open requisitions problem: HPC and
HPS are revising their targets to avoid
unnecessary high costs where rehiring
is planned
• Decision about future program tracking
and planning discussed and
communicated to country HR managers
• Decision of additional milestone plan
report underway
• Direct placement and group 2 list
generation process final
• Decision about last day at work made -
could be as late as last day of notice
period, default is that IT access stays
until it is requested to be shut down
• Decision that for those countries who
already notified (Hungary, Czech
Republic, Turkey), no changes to lists
can be done now
• Decision to postpone notifications until
lists and targets are final (planned for
August 31)
ISSUES
• Due to delay in notification, off the
payroll date might shift for as much as
a month (as the notification will only
start in September in many countries)
OUTSTANDING
• Question about moving forward not
resolved: how to deal with country
differences in timing of when
notifications are finished
ON PLAN
• Communication with worker’s council
started for most countries (France
• FAQ customization process set up and
communicated, countries working on them
with legal council, PMO and
communication
• Process of capturing employee questions
from coffee talks established, will be
communicated
• Post notification meetings for those
countries that have notified done
• Moving forward program material
communicated .
ISSUES
OUTSTANDING
ON PLAN
• Turkey, Czech Republic and Hungary have
already done their notifications and post
notification meetings - went well
• LHH services taken up by most notified
employees
• Daily and weekly report processes completed
for those countries who notified
• Additional LHH service offer specified and
approved for Group 1 countries
• Tracking of results by PMO defined and
presented
• UK training material for manager training
distributed as best practice for Group 2
country training
ISSUES
• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up
(September 3)
• UK changed outplacement service provider.
OUTSTANDING
• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee
database (planned for August 31)
• Waiting for the copy of the employee
database for Europe so we can start working
on it
• What are the tools for tracking
progress and what is the schedule
for status reporting?
WFR
Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Gr o u p C o u n tr y Plan
d r afte d
Plan
ap p r o ve d
No tif icat io n
lis t availab le
No tif icat io n
lis t ve r if ie d
an d f in aliz e d
Star t
n o tif icat io n
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 1 S W IT Z E R L AN D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3 1 -D e c 7 9 0 %
G 1 T U R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 1 6 0 %
G 1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 1 0 %
G 1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 1 0 0 %
G 1 IS R AE L Y Y 1 6 -Au g 2 8 -Au g 2 8 -S e p 2 8 -O c t 1 0 0 %
G 1 H U N G AR Y Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 0 -N o v 8 0 %
G 1 E C E * In d iv id u a l N /A 1 6 -Au g 2 8 -Au g 3 0 -N o v 3 0 -N o v 3 0 %
G 1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0 %
G 1 G R E E C E Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2 0 %
Group 1 11 8 8 142 0%
C o u n tr y Plan
d r afte d
Plan
ap p r o ve d
Pr o p o s e d
A p p r o ach
Pr o p o s al
Statu s
Star t
p r o g r am to
e m p lo ye e s
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 2 U N IT E D K IN G D O M Y Y V o l,M a n A p p r o v e d 0 3 -S e p 0 9 -N o v # # # # # # # 4 2 9 0 %
G 2 F R AN C E Y V o l,M u t 2 1 5 -N o v 3 1 -M a r-0 2 # # # # # # # 4 1 5 0 %
G 2 G E R M AN Y Y V o l 2 1 7 -S e p 3 1 -M a r-0 2 # # # # # # # 3 4 2 0 %
G 2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c # # # # # # # 7 2 0 %
G 2 S P AIN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 7 1 0 %
G 2 IR E L AN D Y M a n ,V o l,M u t,PM 3 3 1 -Au g 3 1 -D e c # # # # # # # 5 6 0 %
G 2 IT AL Y Y V o l 1 0 1 -S e p 3 1 -D e c # # # # # # # 5 1 0 %
G 2 B E L G IU M V o l,C o ll 1 0 3 -S e p 3 1 -O c t # # # # # # # 4 7 0 %
G 2 S O U T H AF R IC A Y V o l, ( M a n ) 3 2 4 -Au g 3 0 -S e p 3 1 -O c t 3 2 0 %
G 2 N O R W AY Y M u t 3 2 4 -Au g 3 1 -Au g 3 0 -N o v 3 1 0 %
G 2 AU S T R IA Y Y M u t A p p r o v e d 1 0 -S e p 3 1 -D e c # # # # # # # 2 8 0 %
G 2 S W E D E N Y M u t 3 2 8 -Au g 3 1 -O c t 3 1 -O c t 2 7 0 %
G 2 D E N M AR K Y Y M a n A p p r o v e d 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 7 0 %
G 2 F IN L AN D Y M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1 7 0 %
G 2 P O L AN D Y Y M a n ,M u t A p p r o v e d 2 7 -Au g 3 0 -N o v 3 0 -N o v 1 3 0 %
Group 2 15 13 4 1648 0%
Tota l 26 21 12 1790 0%
* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a tia , R o m a n ia , S lo v a k ia ( r e d u c tio n ta r g e t 1 e m p lo y e e p e r c o u n tr y )
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
M a n …m a n d a t o ry s e v e ra n c e
C o ll…c o lle c t iv e d is m is s a l
M u t …m u t u a l a g re e m e n t s
P M …p e rfo rm a n c e m a n a g e m e n t
1 …A p p ro a c h t o b e d e fin e d
2 …A p p ro a c h t o b e d e t a ile d
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d
WFR
Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Gr o u p C o u n tr y Plan
d r af te d
Plan
ap p r o ve d
No t if icat io n
lis t availab le
No t if icat io n
lis t ve r if ie d
an d f in aliz e d
Star t
n o t if icat io n
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 1 S W IT Z E R L AN D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3 1 -D e c 7 9 0 %
G 1 T U R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 1 6 0 %
G 1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 1 0 %
G 1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 1 0 0 %
G 1 IS R AE L Y Y 1 6 -Au g 2 8 -Au g 2 8 -S e p 2 8 -O c t 1 0 0 %
G 1 H U N G AR Y Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 0 -N o v 8 0 %
G 1 E C E * In d iv id u a l N /A 1 6 -Au g 2 8 -Au g 3 0 -N o v 3 0 -N o v 3 0 %
G 1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0 %
G 1 G R E E C E Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2 0 %
Group 1 1 1 8 8 1 4 2 0 %
C o u n tr y Plan
d r af te d
Plan
ap p r o ve d
Pr o p o s e d
A p p r o ach
Pr o p o s al
Statu s
Star t
p r o g r am to
e m p lo ye e s
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 2 U N IT E D K IN G D O M Y Y V o l,M a n A p p r o v e d 0 3 -S e p 0 9 -N o v # # # # # # # 4 2 9 0 %
G 2 F R AN C E Y V o l,M u t 2 1 5 -N o v 3 1 -M a r-0 2 # # # # # # # 4 1 5 0 %
G 2 G E R M AN Y Y V o l 2 1 7 -S e p 3 1 -M a r-0 2 # # # # # # # 3 4 2 0 %
G 2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c # # # # # # # 7 2 0 %
G 2 S P AIN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 7 1 0 %
G 2 IR E L AN D Y M a n ,V o l,M u t,PM 3 3 1 -Au g 3 1 -D e c # # # # # # # 5 6 0 %
G 2 IT AL Y Y V o l 1 0 1 -S e p 3 1 -D e c # # # # # # # 5 1 0 %
G 2 B E L G IU M V o l,C o ll 1 0 3 -S e p 3 1 -O c t # # # # # # # 4 7 0 %
G 2 S O U T H AF R IC A Y V o l, ( M a n ) 3 2 4 -Au g 3 0 -S e p 3 1 -O c t 3 2 0 %
G 2 N O R W AY Y M u t 3 2 4 -Au g 3 1 -Au g 3 0 -N o v 3 1 0 %
G 2 AU S T R IA Y Y M u t A p p r o v e d 1 0 -S e p 3 1 -D e c # # # # # # # 2 8 0 %
G 2 S W E D E N Y M u t 3 2 8 -Au g 3 1 -O c t 3 1 -O c t 2 7 0 %
G 2 D E N M AR K Y Y M a n A p p r o v e d 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 7 0 %
G 2 F IN L AN D Y M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1 7 0 %
G 2 P O L AN D Y Y M a n ,M u t A p p r o v e d 2 7 -Au g 3 0 -N o v 3 0 -N o v 1 3 0 %
Group 2 1 5 1 3 4 1 6 4 8 0 %
Tota l 2 6 2 1 1 2 1 7 9 0 0 %
* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a t ia , R o m a n ia , S lo v a k ia ( r e d u c t io n ta r g e t 1 e m p lo y e e p e r c o u n tr y )
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
M a n …m a n d a t o ry s e v e ra n c e
C o ll…c o lle c t iv e d is m is s a l
M u t …m u t u a l a g re e m e n t s
P M …p e rfo rm a n c e m a n a g e m e n t
1 …A p p ro a c h t o b e d e fin e d
2 …A p p ro a c h t o b e d e t a ile d
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d
WFR
Program
Group 1
Switzerland Green Yellow Yellow Green
Turkey Green Green Green Yellow
Russia Yellow Green Green Green
Czech Republic Green Yellow Green Yellow
Israel Green Green Green Green
Hungary
ECE Red Red Green Green
Portugal
Greece
Group 2
UK Green Green Green Green
France Yellow Yellow Green Yellow
Germany Yellow Yellow Green Yellow
Netherlands Yellow Yellow Yellow Yellow
Spain
Ireland
Italy Yellow Yellow Yellow Green
Belgium Yellow Red Green Yellow
South Africa Green Yellow Yellow Yellow
Norway Yellow Yellow Green Yellow
Austria Red Green Red Green
Sweden Yellow Yellow Yellow Yellow
Denmark Yellow Red Green Red
Finland Yellow Red Yellow Yellow
Poland
Preparedness for
ImplementationIssues & Decisions Communication
& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR
Program
Group 1
Switzerland Green Yellow Yellow Green
Turkey Green Green Green Yellow
Russia Yellow Green Green Green
Czech Republic Green Yellow Green Yellow
Israel Green Green Green Green
Hungary
ECE Red Red Green Green
Portugal
Greece
Group 2
UK Green Green Green Green
France Yellow Yellow Green Yellow
Germany Yellow Yellow Green Yellow
Netherlands Yellow Yellow Yellow Yellow
Spain
Ireland
Italy Yellow Yellow Yellow Green
Belgium Yellow Red Green Yellow
South Africa Green Yellow Yellow Yellow
Norway Yellow Yellow Green Yellow
Austria Red Green Red Green
Sweden Yellow Yellow Yellow Yellow
Denmark Yellow Red Green Red
Finland Yellow Red Yellow Yellow
Poland
Preparedness for
ImplementationIssues & Decisions Communication
& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR
ProgramWorkforce Reduction Program - EMEA
Week of August 27th 2001
Preparedness for
Implementation
Communication
& Change
ManagementPlan
Green
Issues &
Decisions Yellow Green Yellow
ON PLAN
• New approvals of country plans
completed this week: RSA, Ireland,
Netherlands, Norway, and Germany.
• Spain proposal received as planned
• Spain and Italy discussion on August
29 in Geneva
• France plan discussed, working on
revisions
• Final approval on Sweden, Belgium,
Spain and France expected for
August 30
• Decision on Finland postponed due to
acquisition - discussion planned for
August 30
• Approval of Italy plan expected for
September 6
ISSUES
• Some finalization issues due to HPS
and HPC changes where replacement
was planned - final list and target date
closure expected for August 31
• Notification postponed due to this
change
OUTSTANDING
ON PLAN
• Open requisitions problem: HPC and
HPS are revising their targets to avoid
unnecessary high costs where rehiring
is planned
• Decision about future program tracking
and planning discussed and
communicated to country HR managers
• Decision of additional milestone plan
report underway
• Direct placement and group 2 list
generation process final
• Decision about last day at work made -
could be as late as last day of notice
period, default is that IT access stays
until it is requested to be shut down
• Decision that for those countries who
already notified (Hungary, Czech
Republic, Turkey), no changes to lists
can be done now
• Decision to postpone notifications until
lists and targets are final (planned for
August 31)
ISSUES
• Due to delay in notification, off the
payroll date might shift for as much as
a month (as the notification will only
start in September in many countries)
OUTSTANDING
• Question about moving forward not
resolved: how to deal with country
differences in timing of when
notifications are finished
ON PLAN
• Communication with worker’s council
started for most countries (France
• FAQ customization process set up and
communicated, countries working on them
with legal council, PMO and
communication
• Process of capturing employee questions
from coffee talks established, will be
communicated
• Post notification meetings for those
countries that have notified done
• Moving forward program material
communicated .
ISSUES
OUTSTANDING
ON PLAN
• Turkey, Czech Republic and Hungary have
already done their notifications and post
notification meetings - went well
• LHH services taken up by most notified
employees
• Daily and weekly report processes completed
for those countries who notified
• Additional LHH service offer specified and
approved for Group 1 countries
• Tracking of results by PMO defined and
presented
• UK training material for manager training
distributed as best practice for Group 2
country training
ISSUES
• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up
(September 3)
• UK changed outplacement service provider.
OUTSTANDING
• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee
database (planned for August 31)
• Waiting for the copy of the employee
database for Europe so we can start working
on it
WFR
ProgramWorkforce Reduction Program - EMEA
Week of August 27th 2001
Preparedness for
Implementation
Communication
& Change
ManagementPlan
Green
Issues &
Decisions Yellow Green Yellow
ON PLAN
• New approvals of country plans
completed this week: RSA, Ireland,
Netherlands, Norway, and Germany.
• Spain proposal received as planned
• Spain and Italy discussion on August
29 in Geneva
• France plan discussed, working on
revisions
• Final approval on Sweden, Belgium,
Spain and France expected for
August 30
• Decision on Finland postponed due to
acquisition - discussion planned for
August 30
• Approval of Italy plan expected for
September 6
ISSUES
• Some finalization issues due to HPS
and HPC changes where replacement
was planned - final list and target date
closure expected for August 31
• Notification postponed due to this
change
OUTSTANDING
ON PLAN
• Open requisitions problem: HPC and
HPS are revising their targets to avoid
unnecessary high costs where rehiring
is planned
• Decision about future program tracking
and planning discussed and
communicated to country HR managers
• Decision of additional milestone plan
report underway
• Direct placement and group 2 list
generation process final
• Decision about last day at work made -
could be as late as last day of notice
period, default is that IT access stays
until it is requested to be shut down
• Decision that for those countries who
already notified (Hungary, Czech
Republic, Turkey), no changes to lists
can be done now
• Decision to postpone notifications until
lists and targets are final (planned for
August 31)
ISSUES
• Due to delay in notification, off the
payroll date might shift for as much as
a month (as the notification will only
start in September in many countries)
OUTSTANDING
• Question about moving forward not
resolved: how to deal with country
differences in timing of when
notifications are finished
ON PLAN
• Communication with worker’s council
started for most countries (France
• FAQ customization process set up and
communicated, countries working on them
with legal council, PMO and
communication
• Process of capturing employee questions
from coffee talks established, will be
communicated
• Post notification meetings for those
countries that have notified done
• Moving forward program material
communicated .
ISSUES
OUTSTANDING
ON PLAN
• Turkey, Czech Republic and Hungary have
already done their notifications and post
notification meetings - went well
• LHH services taken up by most notified
employees
• Daily and weekly report processes completed
for those countries who notified
• Additional LHH service offer specified and
approved for Group 1 countries
• Tracking of results by PMO defined and
presented
• UK training material for manager training
distributed as best practice for Group 2
country training
ISSUES
• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up
(September 3)
• UK changed outplacement service provider.
OUTSTANDING
• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee
database (planned for August 31)
• Waiting for the copy of the employee
database for Europe so we can start working
on it
WFR
Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Gr o u p C o u n tr y Plan
d r afte d
Plan
ap p r o ve d
No tif icat io n
lis t availab le
No tif icat io n
lis t ve r if ie d
an d f in aliz e d
Star t
n o tif icat io n
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 1 S W IT Z E R L AN D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3 1 -D e c 7 9 0 %
G 1 T U R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 1 6 0 %
G 1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 1 0 %
G 1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 1 0 0 %
G 1 IS R AE L Y Y 1 6 -Au g 2 8 -Au g 2 8 -S e p 2 8 -O c t 1 0 0 %
G 1 H U N G AR Y Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 0 -N o v 8 0 %
G 1 E C E * In d iv id u a l N /A 1 6 -Au g 2 8 -Au g 3 0 -N o v 3 0 -N o v 3 0 %
G 1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0 %
G 1 G R E E C E Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2 0 %
Group 1 11 8 8 142 0%
C o u n tr y Plan
d r afte d
Plan
ap p r o ve d
Pr o p o s e d
A p p r o ach
Pr o p o s al
Statu s
Star t
p r o g r am to
e m p lo ye e s
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 2 U N IT E D K IN G D O M Y Y V o l,M a n A p p r o v e d 0 3 -S e p 0 9 -N o v # # # # # # # 4 2 9 0 %
G 2 F R AN C E Y V o l,M u t 2 1 5 -N o v 3 1 -M a r-0 2 # # # # # # # 4 1 5 0 %
G 2 G E R M AN Y Y V o l 2 1 7 -S e p 3 1 -M a r-0 2 # # # # # # # 3 4 2 0 %
G 2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c # # # # # # # 7 2 0 %
G 2 S P AIN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 7 1 0 %
G 2 IR E L AN D Y M a n ,V o l,M u t,PM 3 3 1 -Au g 3 1 -D e c # # # # # # # 5 6 0 %
G 2 IT AL Y Y V o l 1 0 1 -S e p 3 1 -D e c # # # # # # # 5 1 0 %
G 2 B E L G IU M V o l,C o ll 1 0 3 -S e p 3 1 -O c t # # # # # # # 4 7 0 %
G 2 S O U T H AF R IC A Y V o l, ( M a n ) 3 2 4 -Au g 3 0 -S e p 3 1 -O c t 3 2 0 %
G 2 N O R W AY Y M u t 3 2 4 -Au g 3 1 -Au g 3 0 -N o v 3 1 0 %
G 2 AU S T R IA Y Y M u t A p p r o v e d 1 0 -S e p 3 1 -D e c # # # # # # # 2 8 0 %
G 2 S W E D E N Y M u t 3 2 8 -Au g 3 1 -O c t 3 1 -O c t 2 7 0 %
G 2 D E N M AR K Y Y M a n A p p r o v e d 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 7 0 %
G 2 F IN L AN D Y M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1 7 0 %
G 2 P O L AN D Y Y M a n ,M u t A p p r o v e d 2 7 -Au g 3 0 -N o v 3 0 -N o v 1 3 0 %
Group 2 15 13 4 1648 0%
Tota l 26 21 12 1790 0%
* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a tia , R o m a n ia , S lo v a k ia ( r e d u c tio n ta r g e t 1 e m p lo y e e p e r c o u n tr y )
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
M a n …m a n d a t o ry s e v e ra n c e
C o ll…c o lle c t iv e d is m is s a l
M u t …m u t u a l a g re e m e n t s
P M …p e rfo rm a n c e m a n a g e m e n t
1 …A p p ro a c h t o b e d e fin e d
2 …A p p ro a c h t o b e d e t a ile d
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d
WFR
Program
EMEA - Country Progress Tracking and PMO Assessment (by group and reduction targets)
Wednesday, 22/08/01
Gr o u p C o u n tr y Plan
d r af te d
Plan
ap p r o ve d
No t if icat io n
lis t availab le
No t if icat io n
lis t ve r if ie d
an d f in aliz e d
Star t
n o t if icat io n
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 1 S W IT Z E R L AN D Y Y 1 6 -Au g 1 1 -S e p 3 0 -N o v 3 1 -D e c 7 9 0 %
G 1 T U R K E Y Y Y 1 6 -Au g 2 2 -Au g 2 4 -Au g 0 7 -S e p 1 6 0 %
G 1 R U S S IA Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 1 0 %
G 1 C Z E C H R E P U B L IC Y Y 1 6 -Au g 2 3 -Au g 0 1 -O c t 3 0 -N o v 1 0 0 %
G 1 IS R AE L Y Y 1 6 -Au g 2 8 -Au g 2 8 -S e p 2 8 -O c t 1 0 0 %
G 1 H U N G AR Y Y Y 1 6 -Au g 2 4 -Au g 3 1 -O c t 3 0 -N o v 8 0 %
G 1 E C E * In d iv id u a l N /A 1 6 -Au g 2 8 -Au g 3 0 -N o v 3 0 -N o v 3 0 %
G 1 P O R T U G AL Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 1 -O c t 3 0 %
G 1 G R E E C E Y Y 1 6 -Au g 2 3 -Au g 3 1 -Au g 3 0 -S e p 2 0 %
Group 1 1 1 8 8 1 4 2 0 %
C o u n tr y Plan
d r af te d
Plan
ap p r o ve d
Pr o p o s e d
A p p r o ach
Pr o p o s al
Statu s
Star t
p r o g r am to
e m p lo ye e s
Plan n e d
d ate 50%
o ff p ayr o ll
Plan n e d
d ate
100% o ff
p ayr o ll
Fin al tar g e t A ctu al
n u m b e r
to d ay
A ctu al
p e r ce n tag e
to d ay
PM O
as s e s s m e n t
G 2 U N IT E D K IN G D O M Y Y V o l,M a n A p p r o v e d 0 3 -S e p 0 9 -N o v # # # # # # # 4 2 9 0 %
G 2 F R AN C E Y V o l,M u t 2 1 5 -N o v 3 1 -M a r-0 2 # # # # # # # 4 1 5 0 %
G 2 G E R M AN Y Y V o l 2 1 7 -S e p 3 1 -M a r-0 2 # # # # # # # 3 4 2 0 %
G 2 N E T H E R L AN D S Y V o l,C o ll 3 0 1 -S e p 3 1 -D e c # # # # # # # 7 2 0 %
G 2 S P AIN TB D 1 0 1 -O c t 3 1 -J a n -0 2 # # # # # # # 7 1 0 %
G 2 IR E L AN D Y M a n ,V o l,M u t,PM 3 3 1 -Au g 3 1 -D e c # # # # # # # 5 6 0 %
G 2 IT AL Y Y V o l 1 0 1 -S e p 3 1 -D e c # # # # # # # 5 1 0 %
G 2 B E L G IU M V o l,C o ll 1 0 3 -S e p 3 1 -O c t # # # # # # # 4 7 0 %
G 2 S O U T H AF R IC A Y V o l, ( M a n ) 3 2 4 -Au g 3 0 -S e p 3 1 -O c t 3 2 0 %
G 2 N O R W AY Y M u t 3 2 4 -Au g 3 1 -Au g 3 0 -N o v 3 1 0 %
G 2 AU S T R IA Y Y M u t A p p r o v e d 1 0 -S e p 3 1 -D e c # # # # # # # 2 8 0 %
G 2 S W E D E N Y M u t 3 2 8 -Au g 3 1 -O c t 3 1 -O c t 2 7 0 %
G 2 D E N M AR K Y Y M a n A p p r o v e d 2 4 -Au g 3 1 -O c t 3 1 -O c t 1 7 0 %
G 2 F IN L AN D Y M a n ,M u t 2 0 5 -O c t 3 1 -D e c # # # # # # # 1 7 0 %
G 2 P O L AN D Y Y M a n ,M u t A p p r o v e d 2 7 -Au g 3 0 -N o v 3 0 -N o v 1 3 0 %
Group 2 1 5 1 3 4 1 6 4 8 0 %
Tota l 2 6 2 1 1 2 1 7 9 0 0 %
* EC E...Ea s te r n & C e n tr a l Eu r o p e - C r o a t ia , R o m a n ia , S lo v a k ia ( r e d u c t io n ta r g e t 1 e m p lo y e e p e r c o u n tr y )
V o l…(m a n a g e d ) v o lu n t a ry s e v e ra n c e
M a n …m a n d a t o ry s e v e ra n c e
C o ll…c o lle c t iv e d is m is s a l
M u t …m u t u a l a g re e m e n t s
P M …p e rfo rm a n c e m a n a g e m e n t
1 …A p p ro a c h t o b e d e fin e d
2 …A p p ro a c h t o b e d e t a ile d
3 …A p p ro a c h a p p ro v e d , s e v e ra n c e d e t a ils t o b e re s o lv e d
WFR
Program
Group 1
Switzerland Green Yellow Yellow Green
Turkey Green Green Green Yellow
Russia Yellow Green Green Green
Czech Republic Green Yellow Green Yellow
Israel Green Green Green Green
Hungary
ECE Red Red Green Green
Portugal
Greece
Group 2
UK Green Green Green Green
France Yellow Yellow Green Yellow
Germany Yellow Yellow Green Yellow
Netherlands Yellow Yellow Yellow Yellow
Spain
Ireland
Italy Yellow Yellow Yellow Green
Belgium Yellow Red Green Yellow
South Africa Green Yellow Yellow Yellow
Norway Yellow Yellow Green Yellow
Austria Red Green Red Green
Sweden Yellow Yellow Yellow Yellow
Denmark Yellow Red Green Red
Finland Yellow Red Yellow Yellow
Poland
Preparedness for
ImplementationIssues & Decisions Communication
& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR
Program
Group 1
Switzerland Green Yellow Yellow Green
Turkey Green Green Green Yellow
Russia Yellow Green Green Green
Czech Republic Green Yellow Green Yellow
Israel Green Green Green Green
Hungary
ECE Red Red Green Green
Portugal
Greece
Group 2
UK Green Green Green Green
France Yellow Yellow Green Yellow
Germany Yellow Yellow Green Yellow
Netherlands Yellow Yellow Yellow Yellow
Spain
Ireland
Italy Yellow Yellow Yellow Green
Belgium Yellow Red Green Yellow
South Africa Green Yellow Yellow Yellow
Norway Yellow Yellow Green Yellow
Austria Red Green Red Green
Sweden Yellow Yellow Yellow Yellow
Denmark Yellow Red Green Red
Finland Yellow Red Yellow Yellow
Poland
Preparedness for
ImplementationIssues & Decisions Communication
& Change ManagementPlan
EMEA - Country Detail As Reported by Country HR Managers(by group and reduction targets)
Wednesday, 22/08/01
Where no assessment is indicated: Dashboard for the country is missing.
WFR
ProgramWorkforce Reduction Program - EMEA
Week of August 27th 2001
Preparedness for
Implementation
Communication
& Change
ManagementPlan
Green
Issues &
Decisions Yellow Green Yellow
ON PLAN
• New approvals of country plans
completed this week: RSA, Ireland,
Netherlands, Norway, and Germany.
• Spain proposal received as planned
• Spain and Italy discussion on August
29 in Geneva
• France plan discussed, working on
revisions
• Final approval on Sweden, Belgium,
Spain and France expected for
August 30
• Decision on Finland postponed due to
acquisition - discussion planned for
August 30
• Approval of Italy plan expected for
September 6
ISSUES
• Some finalization issues due to HPS
and HPC changes where replacement
was planned - final list and target date
closure expected for August 31
• Notification postponed due to this
change
OUTSTANDING
ON PLAN
• Open requisitions problem: HPC and
HPS are revising their targets to avoid
unnecessary high costs where rehiring
is planned
• Decision about future program tracking
and planning discussed and
communicated to country HR managers
• Decision of additional milestone plan
report underway
• Direct placement and group 2 list
generation process final
• Decision about last day at work made -
could be as late as last day of notice
period, default is that IT access stays
until it is requested to be shut down
• Decision that for those countries who
already notified (Hungary, Czech
Republic, Turkey), no changes to lists
can be done now
• Decision to postpone notifications until
lists and targets are final (planned for
August 31)
ISSUES
• Due to delay in notification, off the
payroll date might shift for as much as
a month (as the notification will only
start in September in many countries)
OUTSTANDING
• Question about moving forward not
resolved: how to deal with country
differences in timing of when
notifications are finished
ON PLAN
• Communication with worker’s council
started for most countries (France
• FAQ customization process set up and
communicated, countries working on them
with legal council, PMO and
communication
• Process of capturing employee questions
from coffee talks established, will be
communicated
• Post notification meetings for those
countries that have notified done
• Moving forward program material
communicated .
ISSUES
OUTSTANDING
ON PLAN
• Turkey, Czech Republic and Hungary have
already done their notifications and post
notification meetings - went well
• LHH services taken up by most notified
employees
• Daily and weekly report processes completed
for those countries who notified
• Additional LHH service offer specified and
approved for Group 1 countries
• Tracking of results by PMO defined and
presented
• UK training material for manager training
distributed as best practice for Group 2
country training
ISSUES
• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up
(September 3)
• UK changed outplacement service provider.
OUTSTANDING
• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee
database (planned for August 31)
• Waiting for the copy of the employee
database for Europe so we can start working
on it
WFR
ProgramWorkforce Reduction Program - EMEA
Week of August 27th 2001
Preparedness for
Implementation
Communication
& Change
ManagementPlan
Green
Issues &
Decisions Yellow Green Yellow
ON PLAN
• New approvals of country plans
completed this week: RSA, Ireland,
Netherlands, Norway, and Germany.
• Spain proposal received as planned
• Spain and Italy discussion on August
29 in Geneva
• France plan discussed, working on
revisions
• Final approval on Sweden, Belgium,
Spain and France expected for
August 30
• Decision on Finland postponed due to
acquisition - discussion planned for
August 30
• Approval of Italy plan expected for
September 6
ISSUES
• Some finalization issues due to HPS
and HPC changes where replacement
was planned - final list and target date
closure expected for August 31
• Notification postponed due to this
change
OUTSTANDING
ON PLAN
• Open requisitions problem: HPC and
HPS are revising their targets to avoid
unnecessary high costs where rehiring
is planned
• Decision about future program tracking
and planning discussed and
communicated to country HR managers
• Decision of additional milestone plan
report underway
• Direct placement and group 2 list
generation process final
• Decision about last day at work made -
could be as late as last day of notice
period, default is that IT access stays
until it is requested to be shut down
• Decision that for those countries who
already notified (Hungary, Czech
Republic, Turkey), no changes to lists
can be done now
• Decision to postpone notifications until
lists and targets are final (planned for
August 31)
ISSUES
• Due to delay in notification, off the
payroll date might shift for as much as
a month (as the notification will only
start in September in many countries)
OUTSTANDING
• Question about moving forward not
resolved: how to deal with country
differences in timing of when
notifications are finished
ON PLAN
• Communication with worker’s council
started for most countries (France
• FAQ customization process set up and
communicated, countries working on them
with legal council, PMO and
communication
• Process of capturing employee questions
from coffee talks established, will be
communicated
• Post notification meetings for those
countries that have notified done
• Moving forward program material
communicated .
ISSUES
OUTSTANDING
ON PLAN
• Turkey, Czech Republic and Hungary have
already done their notifications and post
notification meetings - went well
• LHH services taken up by most notified
employees
• Daily and weekly report processes completed
for those countries who notified
• Additional LHH service offer specified and
approved for Group 1 countries
• Tracking of results by PMO defined and
presented
• UK training material for manager training
distributed as best practice for Group 2
country training
ISSUES
• Manager training needs to be adapted to
Group 2 countries - meeting with LHH set up
(September 3)
• UK changed outplacement service provider.
OUTSTANDING
• Final on-off lists to be finalized and sent to
global PMO to update the ‘old’ employee
database (planned for August 31)
• Waiting for the copy of the employee
database for Europe so we can start working
on it
• What are the tools for tracking
progress and what is the schedule
for status reporting?
• How will the team be physically
situated - locations, systems,
applications and contact lists?
•Evaluate i mpact of program on HR poli cies /
initiati ves, ie, i mpact to next ranking, EWD trai ning
objecti ves, comp issues.
•Plan and support program i mplementat ion outside
the US
•Refine WFR methodolog y based upon results of
debrief and lessons learned
•Partnered with indi vidual Site H R Leads
•Assisted with the integration of project plans
across Corporate Communicati ons, Business Unit HR, Regional and Countr y HR Operati ons, Gl obal
HR functions and external contr actors
•Developed detailed notifi cation and communication processes
•Program management and issues resolution
•Partnered with business units to create project plans and tracking progress
against goals
•Partnered with R egional leads to devel op program ti meline and milestones
for indi vidual countries
•Partnered with C ommunications regarding strategy and messaging
PwC
Monitor and repor t headcount metrics•Monitored project milestones / headcount metr ics
•Wor ked w/ Regional HR leads r egarding program
policy modifications for countr y i mplementation
•Documented issues and decisions
•Built tools and process to track and monitor pr ogram
•On-going tracking of progress
•Developed agenda, reviewed ac tion items, and escalated concerns / issues for bi- weekl y E.C . teleconference.
•Integrated policy and procedure decisions and their i mplicati ons upon regional and/or countr y-specific project plans
•Supported business, operations and communi cation project teams.
GLOB AL PMO
•Program post- mortem, project debrief / learni ng's
•Report final program metrics
•WFM Program C onsultation
•Coordinated corporate business partners (IT,
security, payroll, f leet, EAP, EH &S, HR Ser vices)
to ensure smooth executi on of program
•Ensured consistent and thorough processes for
implementation throughout the US
•Provided functional leadership for WFM reduction effort to ensure that
restructuri ng objecti ves are met
•Provided advice and support to HR Lead teams / Busi nesses that wi ll help
them to i mplement structure and wor kforce reduction.
•Provided overall coordination for WFM program to ensure coordinat ion of
planning, program management and ti mel y infor mation regarding
implementation.
OPER ATIONS
•Own meeting reduction commitment
•Champion change / define future initiati ve
•Communi cate and moti vate
•Ensured goals ar e met by business
•Communi cated to Business Management &
employees
•Identified and escalated i ssues
•Deter mined business goals
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsBUSINESS UNITS
•Continued project suppor t
•Going for ward communi cation
•Developed restructuring plan, initiati ve objecti ves
•Deter mined project charter, net reducti on and t i meline
EXECUTIVE
COUNCIL
PH ASE 3PH ASE 3PH AISE 2PH AISE 2PH ASE 1PH ASE 1OW NEROW NER
•Own meeting reduction commitment
•Champion change / define future initiati ve
•Communi cate and moti vate
•Ensured goals were met by busi ness
•Communi cated to Business Management & employees
•Developed communicati ons processes to support implementation of the str ategy objecti ves
•Deter mined business goals
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsCOMMU NIC ATIONS
•Evaluate i mpact of program on HR poli cies /
initiati ves, ie, i mpact to next ranking, EWD trai ning
objecti ves, comp issues.
•Project advisor, i ssue resolution
•Oversaw notificat ion and separation
training
•Provided outplacement counseli ng
•Project Advisor y, issue r esoluti on
•Partnered with Pr ogram Management Team to design “exit day” process,
program-training requirement
• What is the program structure, how have
roles/responsibilities been defined and how
might they evolve throughout the program?
Global PMOGlobal PMO
OperationsOperations CommunicationsCommunications Business HRBusiness HR
Executive CouncilExecutive Council
CommunicationsCommunications•Evaluate i mpact of program on HR poli cies /
initiati ves, ie, i mpact to next ranking, EWD trai ning
objecti ves, comp issues.
•Plan and support program i mplementat ion outside
the US
•Refine WFR methodolog y based upon results of
debrief and lessons learned
•Partnered with indi vidual Site H R Leads
•Assisted with the integration of project plans
across Corporate Communicati ons, Business Unit HR, Regional and Countr y HR Operati ons, Gl obal
HR functions and external contr actors
•Developed detailed notifi cation and communication processes
•Program management and issues resolution
•Partnered with business units to create project plans and tracking progress
against goals
•Partnered with R egional leads to devel op program ti meline and milestones
for indi vidual countries
•Partnered with C ommunications regarding strategy and messaging
PwC
Monitor and repor t headcount metrics•Monitored project milestones / headcount metr ics
•Wor ked w/ Regional HR leads r egarding program
policy modifications for countr y i mplementation
•Documented issues and decisions
•Built tools and process to track and monitor pr ogram
•On-going tracking of progress
•Developed agenda, reviewed ac tion items, and escalated concerns / issues for bi- weekl y E.C . teleconference.
•Integrated policy and procedure decisions and their i mplicati ons upon regional and/or countr y-specific project plans
•Supported business, operations and communi cation project teams.
GLOB AL PMO
•Program post- mortem, project debrief / learni ng's
•Report final program metrics
•WFM Program C onsultation
•Coordinated corporate business partners (IT,
security, payroll, f leet, EAP, EH &S, HR Ser vices)
to ensure smooth executi on of program
•Ensured consistent and thorough processes for
implementation throughout the US
•Provided functional leadership for WFM reduction effort to ensure that
restructuri ng objecti ves are met
•Provided advice and support to HR Lead teams / Busi nesses that wi ll help
them to i mplement structure and wor kforce reduction.
•Provided overall coordination for WFM program to ensure coordinat ion of
planning, program management and ti mel y infor mation regarding
implementation.
OPER ATIONS
•Own meeting reduction commitment
•Champion change / define future initiati ve
•Communi cate and moti vate
•Ensured goals ar e met by business
•Communi cated to Business Management &
employees
•Identified and escalated i ssues
•Deter mined business goals
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsBUSINESS UNITS
•Continued project suppor t
•Going for ward communi cation
•Developed restructuring plan, initiati ve objecti ves
•Deter mined project charter, net reducti on and t i meline
EXECUTIVE
COUNCIL
PH ASE 3PH ASE 3PH AISE 2PH AISE 2PH ASE 1PH ASE 1OW NEROW NER
•Own meeting reduction commitment
•Champion change / define future initiati ve
•Communi cate and moti vate
•Ensured goals were met by busi ness
•Communi cated to Business Management & employees
•Developed communicati ons processes to support implementation of the str ategy objecti ves
•Deter mined business goals
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsCOMMU NIC ATIONS
•Evaluate i mpact of program on HR poli cies /
initiati ves, ie, i mpact to next ranking, EWD trai ning
objecti ves, comp issues.
•Project advisor, i ssue resolution
•Oversaw notificat ion and separation
training
•Provided outplacement counseli ng
•Project Advisor y, issue r esoluti on
•Partnered with Pr ogram Management Team to design “exit day” process,
program-training requirement
•Evaluate i mpact of program on HR poli cies /
initiati ves, ie, i mpact to next ranking, EWD trai ning
objecti ves, comp issues.
•Plan and support program i mplementat ion outside
the US
•Refine WFR methodolog y based upon results of
debrief and lessons learned
•Partnered with indi vidual Site H R Leads
•Assisted with the integration of project plans
across Corporate Communicati ons, Business Unit HR, Regional and Countr y HR Operati ons, Gl obal
HR functions and external contr actors
•Developed detailed notifi cation and communication processes
•Program management and issues resolution
•Partnered with business units to create project plans and tracking progress
against goals
•Partnered with R egional leads to devel op program ti meline and milestones
for indi vidual countries
•Partnered with C ommunications regarding strategy and messaging
PwC
Monitor and repor t headcount metrics•Monitored project milestones / headcount metr ics
•Wor ked w/ Regional HR leads r egarding program
policy modifications for countr y i mplementation
•Documented issues and decisions
•Built tools and process to track and monitor pr ogram
•On-going tracking of progress
•Developed agenda, reviewed ac tion items, and escalated concerns / issues for bi- weekl y E.C . teleconference.
•Integrated policy and procedure decisions and their i mplicati ons upon regional and/or countr y-specific project plans
•Supported business, operations and communi cation project teams.
GLOB AL PMO
•Program post- mortem, project debrief / learni ng's
•Report final program metrics
•WFM Program C onsultation
•Coordinated corporate business partners (IT,
security, payroll, f leet, EAP, EH &S, HR Ser vices)
to ensure smooth executi on of program
•Ensured consistent and thorough processes for
implementation throughout the US
•Provided functional leadership for WFM reduction effort to ensure that
restructuri ng objecti ves are met
•Provided advice and support to HR Lead teams / Busi nesses that wi ll help
them to i mplement structure and wor kforce reduction.
•Provided overall coordination for WFM program to ensure coordinat ion of
planning, program management and ti mel y infor mation regarding
implementation.
OPER ATIONS
•Own meeting reduction commitment
•Champion change / define future initiati ve
•Communi cate and moti vate
•Ensured goals ar e met by business
•Communi cated to Business Management &
employees
•Identified and escalated i ssues
•Deter mined business goals
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsBUSINESS UNITS
•Continued project suppor t
•Going for ward communi cation
•Developed restructuring plan, initiati ve objecti ves
•Deter mined project charter, net reducti on and t i meline
EXECUTIVE
COUNCIL
PH ASE 3PH ASE 3PH AISE 2PH AISE 2PH ASE 1PH ASE 1OW NEROW NER
•Own meeting reduction commitment
•Champion change / define future initiati ve
•Communi cate and moti vate
•Ensured goals were met by busi ness
•Communi cated to Business Management & employees
•Developed communicati ons processes to support implementation of the str ategy objecti ves
•Deter mined business goals
•Owned sel ection and final business list, PRB 1 & 2, SPAR reductionsCOMMU NIC ATIONS
•Evaluate i mpact of program on HR poli cies /
initiati ves, ie, i mpact to next ranking, EWD trai ning
objecti ves, comp issues.
•Project advisor, i ssue resolution
•Oversaw notificat ion and separation
training
•Provided outplacement counseli ng
•Project Advisor y, issue r esoluti on
•Partnered with Pr ogram Management Team to design “exit day” process,
program-training requirement
• What is the program structure, how have
roles/responsibilities been defined and how
might they evolve throughout the program?
Global PMOGlobal PMO
OperationsOperations CommunicationsCommunications Business HRBusiness HR
Executive CouncilExecutive Council
CommunicationsCommunications
Global PMOGlobal PMOGlobal PMOGlobal PMO
OperationsOperationsOperationsOperations CommunicationsCommunicationsCommunicationsCommunications Business HRBusiness HRBusiness HRBusiness HR
Executive CouncilExecutive CouncilExecutive CouncilExecutive Council
CommunicationsCommunicationsCommunicationsCommunications
Define ti meline with flexi bility for shifting dates &
priorities
Complete and val idate BU selec tion lists
Complete adverse i mpact anal yses
Advise countries of headcount & cost reduction
goals
Countr y cost reduction i mplementation plans due
Reconcile SPAR decisions with countr y‟s
headcount & cost reducti on plans & communicate
cost/headcount reduction requirements to countries
Complete SPAR decisions and f inalize notification
lists
Complete prepar ation of communication and
training materials (LHH and HP)
Notification Traini ng - Functional Mgrs
Q3 Results Communicat ion
Notification Event
Intellectual Property Transfer - Post
Notification Event
Final Day On-Site for Notified Employees
Jul y 18th- 23rd
Jul y 23rd
Jul y 27th
Jul y 18th
Jul y 17th
Aug 1st
Aug 1st
Aug 1st - 4th
Aug 10th-17th
Aug 16th
Aug 21-22nd
Aug 24th
Aug 21-23rd
Aug 6th- 10th
Countr y GMs and HR Mgrs will define most
appropriate alternati ve to achieve headcount and
cost reduc tion goals
• What are the program‟s overall
goals & objectives, the associated
timeline and key milestones?Define ti meline with flexi bility for shifting dates &
priorities
Complete and val idate BU selec tion lists
Complete adverse i mpact anal yses
Advise countries of headcount & cost reduction
goals
Countr y cost reduction i mplementation plans due
Reconcile SPAR decisions with countr y‟s
headcount & cost reducti on plans & communicate
cost/headcount reduction requirements to countries
Complete SPAR decisions and f inalize notification
lists
Complete prepar ation of communication and
training materials (LHH and HP)
Notification Traini ng - Functional Mgrs
Q3 Results Communicat ion
Notification Event
Intellectual Property Transfer - Post
Notification Event
Final Day On-Site for Notified Employees
Jul y 18th- 23rd
Jul y 23rd
Jul y 27th
Jul y 18th
Jul y 17th
Aug 1st
Aug 1st
Aug 1st - 4th
Aug 10th-17th
Aug 16th
Aug 21-22nd
Aug 24th
Aug 21-23rd
Aug 6th- 10th
Countr y GMs and HR Mgrs will define most
appropriate alternati ve to achieve headcount and
cost reduc tion goals
Define ti meline with flexi bility for shifting dates &
priorities
Complete and val idate BU selec tion lists
Complete adverse i mpact anal yses
Advise countries of headcount & cost reduction
goals
Countr y cost reduction i mplementation plans due
Reconcile SPAR decisions with countr y‟s
headcount & cost reducti on plans & communicate
cost/headcount reduction requirements to countries
Complete SPAR decisions and f inalize notification
lists
Complete prepar ation of communication and
training materials (LHH and HP)
Notification Traini ng - Functional Mgrs
Q3 Results Communicat ion
Notification Event
Intellectual Property Transfer - Post
Notification Event
Final Day On-Site for Notified Employees
Jul y 18th- 23rd
Jul y 23rd
Jul y 27th
Jul y 18th
Jul y 17th
Aug 1st
Aug 1st
Aug 1st - 4th
Aug 10th-17th
Aug 16th
Aug 21-22nd
Aug 24th
Aug 21-23rd
Aug 6th- 10th
Countr y GMs and HR Mgrs will define most
appropriate alternati ve to achieve headcount and
cost reduc tion goals
• What are the program‟s overall
goals & objectives, the associated
timeline and key milestones?
To Do… Leverage documentation prepared in
Steps #1 - #5 to prepare:
team structure
roles & responsibilities matrix
program milestone plan
status reporting process & templates
meeting schedule
on-boarding logistics
issue escalation process & tool
Objective: Develop the PMO processes and tools for managing the program and
begin deployment to the team.
Why is this Important?: This is the first opportunity for the PMO to demonstrate
leadership, „set the tone‟ for the overall project and establish a common operating
platform for the integrated team.
6. Develop PMO Processes & Tools (ops manual)Program Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
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Infrastruct
ure
Manageme
ntQuality
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Risk
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Benefits
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Knowledge
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Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
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Change
Control
Contract &
Fin. Mgmt.
Resource
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Document
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ure
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Benefits
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Knowledge
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Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 23 | IBM Rational Worldwide PMO | 10/02/2009
Key Point: The processes/tools introduced at the program kick-off will inevitably be
refined and augmented throughout the lifecycle of the the project.
Plan for the meeting:
Clearly define the purpose, the objectives and agenda
Carefully consider and identify the appropriate attendees (stakeholders, sponsors, team members, partners, etc.)
Prepare relevant supporting documentation as needed (consider sending some materials to attendees in advance)
Meeting objectives may include the following:
Orientation & Introductions
provide contextual background for this program and a high-level status update
accommodate a question and answer period
Overview of PMO Structure
introduce the PMO structure and individual members of the PMO, the business unit leads and our partners
from LHH and PwC
review high-level roles/responsibilities for the PMO, business units, regions, LHH and PwC
• Project Planning: Timeline, Phases and Milestones
review an integrated milestone plan and major phases
validate immediate and medium-term business objectives
PMO Tools & Processes
discuss PMO tools and processes (several of which are under construction)
To Do… Schedule meeting date/time, secure
meeting space and equipment
(projector, flip-charts, etc.)
Leverage the documentation,
prepared in Steps #1 - #6 to define:
meeting objectives & agenda
supporting documentation
Identify attendees and draft invitation
stating objective/agenda
Objective: Plan and conduct a „program kick-off‟ with the integrated project team to
provide an overall context and introduce the purpose, structure and members of the
project management office (PMO).
Why is the important: This is the first opportunity for the PMO to demonstrate
leadership with the integrated team and sets the tone for going-forward.
7. Conduct PMO Kick-OffProgram Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
nt
Document
Manageme
nt
Infrastruct
ure
Manageme
ntQuality
Manageme
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Risk
Manageme
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Benefits
Manageme
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Knowledge
Manageme
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Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
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Change
Control
Contract &
Fin. Mgmt.
Resource
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Document
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Infrastruct
ure
Manageme
ntQuality
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Risk
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Benefits
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Knowledge
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Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 24 | IBM Rational Worldwide PMO | 10/02/2009
Establishing Effective Teams:
• Define team forming, storming norming and performing on-boarding exercises
• Develop warm-up and set-up times to execution. Assure the team meets these milestones
• Review team morale at periodic check-points but particularly at the start of the project
• Assess team dynamics and performance against expectations shortly after start of program
• Assess need for additional assistance in: transition management, team partnering, matrix
management, retention anxiety
• Assess need for further skill training: Microsoft applications, issues management, reporting,
platform/facilitation skills, etc.
Forming
Storming
Norming
Performing
Forming
Storming
Norming
Performing
To Do…
Develop team meeting schedule,
communications, and conflict resolution
process
Develop and incorporate guidelines
for the team assessments
Quickly assess team and skill
development process
Take immediate remedial action to
include training or staff replacement
Key Point: Team must follow the normal stages of development to be highly
effective, supplemented by infrastructure support of individual development needs
Key Point: Team must follow the normal stages of development to be highly
effective, supplemented by infrastructure support of individual development needs
Objective: Provide the necessary support to enable a high performing team.
Why is this Important?: Performance will suffer if team members do not have the
requisite competencies to satisfy their team and project role.
8. Enable Effective TeamsProgram Management Office
Planning &
Monitoring
Issues
Manageme
nt
Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
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Document
Manageme
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Infrastruct
ure
Manageme
ntQuality
Manageme
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Risk
Manageme
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Benefits
Manageme
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Knowledge
Manageme
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Comm. &
Reporting
Program Management OfficePlanning &
Monitoring
Issues
Manageme
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Change
Control
Contract &
Fin. Mgmt.
Resource
Manageme
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Document
Manageme
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Infrastruct
ure
Manageme
ntQuality
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Risk
Manageme
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Benefits
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Knowledge
Manageme
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Comm. &
Reporting
© Copyright IBM Corporation 2009Confidential Page 25 | IBM Rational Worldwide PMO | 10/02/2009
PMO Learned Keys to Success
Keep it simple to start and then evolve
Provide visibility to stakeholders and teams to encourage collaboration
Begin internal and external communications immediately and maintain
consistency
Plan for external influences or dependencies
Encourage standards but provide for feedback and flexibility
Be prepared and plan to mentor, train, educate
Iterative approach is key to PMO adoption
Plan for incremental successes and small wins
Follow your own standards and processes
© Copyright IBM Corporation 2009Confidential Page 26 | IBM Rational Worldwide PMO | 10/02/2009
Questions