THE SUCCESSFUL MANAGEMENT OF MICHELIN’S PROJECTS

ACROSS A GLOBAL DELIVERY MODEL DEMANDS UNDERSTANDING

AND COOPERATION. XPLANE’s innovative visual facilitation methods clarify

the complexities faced by Michelin IS (information systems) professionals when

bringing a project to completion. Clarity is reached through a learning map and

set of fun visual training activities that includes sorting games, cards and other

interactive tools.

CASE STUDY: MICHELIN

Managing a complex global project lifecycle Industry: Manufacturing Deliverables: Training Systems

1

and Needs

Question Card

????Questi ON 1

1) What deliverable out of this stage summarizes

the business case and project objectives?

Fiche projetCahier des ChargesX0 Checklist2) What two roles create the deliverable?is Project Manager & Business Process Owner

Business Project Owner & is Project Manager

Business Project Leader & Business Project Owner

3) Who will manage the entire business

contribution to the project team?Business process ownerBusiness project ownerBusiness project leader4) Which of the following is NOT contained

in this stage’s deliverable?strategic risksBusiness Functional NeedsDesired milestones and schedule

A)B)C)

A)B)C)

A)B)C)

A)B)C)

1

and Needs

Question Card

????

Questi ON 1

1) What deliverable out of this stage summarizes

the business case and project objectives?

Fiche projet

Cahier des Charges

X0 Checklist

2) What two roles create the deliverable?

is Project Manager & Business Process Owner

Business Project Owner & is Project Manager

Business Project Leader & Business Project Owner

3) Who will manage the entire business

contribution to the project team?

Business process owner

Business project owner

Business project leader

4) Which of the following is NOT contained

in this stage’s deliverable?

strategic risks

Business Functional Needs

Desired milestones and schedule

A)

B)

C)

A)

B)

C)

A)

B)

C)

A)

B)

C)

Role Card

End UserEnd User

Where does this role belong? Michelin business organization (which can be IS for projects owned by IS)

What does this role ensure? The knowledge of the day-to-day operations of the current systems is understood by the project team and that the solution can be operated in their daily work. What expertise does this role bring to the project team?Analyzes and determines the impact on operations of the solution designed in order to correct issues before code is constructed.Executes User Acceptance Testing in order

goes into production.Supplies a network of “key users” to provide

•

•

•

Project

Management Plan

Best Practice Card

R I S K C A R D

!

Planning

Project is “churning” — expanding

progress forward. For example,

no one can agree on what has

been completed or you can not get

agreement to pass the X3 milestone.

4P Best Practice

#9 Project Management

Project Management Plan (PMP)

Create or Update the Service/Phase Acceptance

Criteria in order to get a list of what absolutely

Deliverable Card

Acceptance Testing What is this deliverable? These are done by the Business Project Leader and a

team of End-Users and consists of an User Acceptance

Test Plan (started before X1 and completed by X2), User

by X2), and The third is User Acceptance Test Results.

Who creates it? Business Project Leader and End UsersWhy is it important? The User Acceptance Test Plans consists of: test

approach, macro-schedule, estimated resources,

methodology and tools needed. User Acceptance

are created for each function listed in the Chair des

Charge (CdC) and consist of pre-conditions (data or

other things) required before the test, and step-by-step

instructions/results. User Acceptance Test Results

records the tester’s name, date of the test, pass or

fail, and any Problem Reports (PR) and retest needed.

Acceptance Testing

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ABOVE

Michelin’s internationally adaptable learning map supports project teams across the delivery model.

CHALLENGE Michelin is now managing more IS projects globally for deployment across the world. This approach is driven by enterprise architecture and relies on a strong global delivery model. To be successful, Michelin IS and business teams need to speak the same language and reach process alignment. To address this need, Michelin IS created a 45-step diagram to show the process a project goes through on its way to completion. However, the piece was not intuitive, engaging or easy to use. Michelin

help its teams manage complexity in the interest of delivering projects on time and within budget.

ACTION XPLANE facilitated visualization sessions with key Michelin executives and stakeholders in America and Europe. The goal was to clearly illustrate each step that has to be followed, the actors, the deliverables, the validation points to get the project done. XPLANE created a set of training tools that included a learning map - both in poster and brochure format - interactive games, and card decks that focused on topics such as risks, roles, deliverables and best practices. Maps and games were tested successfully in small Michelin focus groups and then rolled out to 500 people in France and 200 in the U.S.

RESULTS Michelin enjoyed strong participation from the organization surrounding the training tools. Everywhere within the Michelin IS world, be it China, France, Poland or the U.S., the learning map was up on walls and being referred to on a regular basis, making it an integral part of business. At some points up to 600 people gathered to participate in the Michelin project management game derived from the learning map. The tools were later translated into 10 languages including French, Spanish Portuguese, Thai and Japanese and distributed to the global Michelin IS audience.

“XPLANE’s visual techniques clearly illustrated each step in the Michelin IS process that must be followed to complete a project. Presenting the process visually made a huge difference by allowing us to always see the big picture and realize how each task affects the overall goal.” Philippe Barreaud Chief Enterprise Architect

Project Life Cycle (PLC)The project lifecycle is the placement of the project’s milestone (X0/M0…) and the projectmanagement deliverables on the SDLC based on the complexity and risk of the project. Its intent is to show the major delivery approachon the project.

Project ContractFinancial Michelin Group document that authorizes spending of project funds to reach the next milestone of a project.

Project ManagementPlan (PMP)The Project Management Plan defines the project or release scope and objectives, formsthe basis for its management (refer all the plans: risks strategy, configuration, qualityassurance, transition), and defines the roles and responsibilities between all the actors and contributors on the project. The PMP alsoincludes all the overall service acceptancecriteria and lists the indicators that will bemonitored during the project. It is a fundamental document on all projects orreleases.

Enhancement RequestEnhancement Requests (ERs) are the result ofthe gap between the applications' servicesrequired by the solution and the current service applications catalogs. ERs are submitted to the application’s steeringcommittee to be prioritized to determine the release that will contain the enhancement.

RFCDocument created during the Feasibility Phaseby the entire project team to describe the workpackages to be produced by each contributorwith the level of service requested including acceptance criteria for the specificdeliverables.

X1 ChecklistThis is the Michelin Quality (SGQ) checklist used by all projects to confirm the readinessand risk of passing the milestone. SGSI usesthe same checklists but provides additionalguidelines to understand the checklist within a SI context.

Fiche ProjetProject Sheet Document built by the businessthat summarizes the business case, projectobjectives, the major constraints imposed bythe business entity and the high-levelorganization of the endeavor.

Cahier des ChargesIt expresses business functional needs. Itshould contain enough information for the ISproject team to understand the targetbusiness process and scope of the project.

Business RequirementsSpecification (BRS)Contains the mapping between Projectobjectives and Business Ambitions. It alsomaps the functional needs to the target EABusiness Services in order to determine which Master Applications are affected by the projectrequirements. (Note: A Business Service is at the level of a major business activity such asCreate Invoice.)

Critical PathThe path through the project schedule inwhich none of the tasks and deliverymilestones have slack.

Solution DevelopmentLife Cycle (SDLC)An approach to structure the engineering activities (building blocks) in order to producethe technical development steps anddeliverables that suits the requirements andthe needs of the project and the SI deliverymodel organization (Examples are: Sequential,Incremental, or Evolutionary strategy).

Solution Architecture (SAR)Created by the platform in charge of the project, it contains the architecture of the solution. It describes both the target and the implemented (transition path) architecturesand identified all required applications. It alsodefines how these applications will interacttogether and defined the infrastructure andother EA principles for the project.

Solution RequirementSpecification (SRS)The SRS describes the requirements of the ISServices requested by the solution organizedby application. The gap between the servicesrequired and the existing services currentlyavailable in production for each application isdone. The SRS generates any ERs (Enhancement Requests) to existingapplications needed. The SRS is created by the platform with the assistance of the Network ofArchitects (RdA), Solutions Consultants, andlegacy application experts. (Note: An IS Service is at the level of a Use Case of anapplication.)

DELIVERABLES

DELIVERABLES13 14

12PlatformArchitect

11

15

IS ProjectManager

4SolutionConsultant

PlatformArchitect

5

IS ProjectManager

IS ProjectManager

410

IS ProjectManager SCENARIOS

Mapping the Life of a Project to Feasibility

Ea Roadmap

Phase 1, Phase 2

BRS

Fiche ProjetCahier

Des Charges

BusinessDrivers

BusinessDrivers

BusinessDrivers

ProjectOffice

BusinessDrivers

BusinessDrivers

1 2

SolutionConsultant

FunctionalAnalyst

PlatformArchitectArchite

6PlatformArchitect

FunctionalAnalyst

BusinessProjectLeader Business

Analyst7 8

nalyyst

9EA Architect

PlatformArchitect One Stop Shop

mt

6PMP

Project Contract

Updated PMP

X1 Checklist

BusinessProjectLeader

BusinessProcessOwner

BusinessAnalyst

PlatformArchitect

FunctionalAnalyst

BusinessProjectOwner

BusinessProjectLeader

FoundationArchitect

FunctionalAnalyst

BusinessProcessOwner

FunctionalAnalyst

PlatformArchitect

BusinessAnalyst

IS ProjectManager

BusinessProjectLeader

SolutionConsultant

BusinessProjectLeader

BusinessProcessOwner

FunctionalAnalyst

BusinessAnalyst

SolutionConsultant

BusinessProcessOwner

IS ProjectManagerRWP

ChiefArchitect

FoundationArchitects

IS ProjectManager

BusinessProjectLeader

BusinessProjectLeader

Function Point Expert

IS ProjectManager

BusinessProjectLeader

IS ProjectManager

IS ProjectManager

BusinessProjectLeader

BusinessProjectOwner

ProjectOffice

QualityLead

PlatformArchitect EA Architects

Project Start-upMeeting Minutes

SLDC PLC

RFC Updated PMP

Updated BRS EnhancementRequests

Critical Path

X0

X1

EA Architect

3Foundationarchitect

FunctionalAnalyst

PlatformArchitect

BusinessProjectLeader

SAR SRS

Completed SAR Completed SRS

Validated SAR Validated SRS

QUESTIONS