Delivering an Agile SharePoint Project in

a Global Pharmaceutical Company

Presented by

Acando & UCB Pharma

PHIL JACKLIN

PHIL JACKLIN

Managing Director

Current Role

Managing Director for Acando in the UK.

Experience

15 years experience in both (i) managing projects for large blue chip customers throughout Europe and the USA and (ii) managing consultancy companies. Keen contributor to the body of knowledge on project management and frequent prevocateur of challenging the norms and re-evaluating how consultancies can continue to add value to their clients.

Areas of interest and recent publications

• IT Project Failure – why it happens and how to avoid it. Published in Project Manager Today, 2010.

• IT Project Metrics – why time and cost are not good measures of how your project is being managed. Presented at Project Challenge, London, 2011.

• Project Success – What contributes to a successful project? Research paper, 2012

• Project Governance – Why most organisations don’t do it and how to do it properly. Presented at Project Challenge, London, 2012

SPEAKER

JULIE JONES Current Role

Director IT, Global Drug Development; Based in Slough, UK

Business Relationship role, with a Programme Management focus, responsible for managing the interface between Business and Technical IT staff globally, within Discovery Research and Drug Development organisations

Experience

25 years experience in Project and Programme Management of Drug Developments in Vaccines and Pain Management therapeutic areas and IT GXP solutions, including Document Management & Publishing, Pharmacovigilance, Supply Chain, Financial systems and SharePoint deployments.

6 years in Hospital Sales and Product Marketing roles and also have experience of the Drug Development process from Business Development to Product Sales.

JULIE JONES

Director IT, Global Drug Development

GUEST SPEAKER

40 Countries we operate in throughout Europe, USA and Asia Pacific

8,000 Employees serving our operations around the globe

€3.2 Billion Revenue in 2011

UCB, Pharma Headquartered in Brussels, Belgium, UCB is a global biopharmaceutical company with a team of more than 8,000 talented employees, a strong market presence in about 40 countries, € 3.2 billion in revenue (2011) and numerous strategic partnerships across the industry

• UCB aspires to be the patient – centric global biopharmaceutical leader transforming lives of people living with severe diseases, including: Chrohn’s disease, Epilepsy, Osteoporosis and other bone disorders,, Parkinson’s disease, Restless legs syndrome, Rheumatoid arthritis and Systemic Lupus Erythematosus.

What was the Business NEED?

What were the project OBJECTIVES?

Decommission legacy JIVE & Wiki sites

Align existing SharePoint sites

Cross Departmental, Research &

Discovery functions in UK/Belgium

Single Umbrella site

Full Open Access for approx 500 users

To deliver within 12 months

What was the PROJECT?

Agora for New Medicines

Why do it?

How to Capture/Communicate

and Deliver Vision When the project is global and

the vision is large?

How did we capture the Vision

Here is what we did Aligned with Acando Approach

What were the difficult bits?

Challenges Methods Solutions Benefits

Business Reluctance to move from JIVE/Wiki

Sell the benefits Engage both Business & IT

Commitment to define the vision

Buy-In and understanding

Aligning business requirements across all functions

Video Conferences Workshops Face-face sign off session

Signed off Business Specification fully documented

Clear agreed Vision

Language Communication Barriers

Documentation and Reporting Visual Presentations One – One Conversations Pilot Site

Signed off POC Buy – In and understanding

Lack of Business Buy-In (People & Time)

Focussed show and review approach

Full commitment from all Stakeholders

Strong team ethic, passionate and dedicated team

How to ensure the right level of engagement

across global stakeholders and external third parties to make sure the project

actually delivers.

The Theory

RIGHTS

RISKS

RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance

IT Support, Business sponsor, customers

Users

The Theory

RIGHTS

RISKS

RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance

IT Support, Business sponsor, customers

Users

Vision Business Sanction

Business Case Requirements Development

The Theory

RIGHTS

RISKS

RESPONSIBILITIES 3RD Parties, Leadership Team, Legal, Governance

IT Support, Business sponsor, customers

Users

Vision Business Sanction

Business Case Requirements Development

The Reality - How did we do it?

• Steering Committee (Senior Business Stakeholders/IT Programme Manager/ Business PM)

• Review and approve Agora vision, Resources & Budget

• Core Team (Business Ambassadors / IT Relationship/IT technical )

• Define business requirements and user acceptance testing

• Agora Governance Committee (Business / IT Relationship/IT technical IT)

• Sub set of key motivators from Core Team

• Dedicated IT Technical Team

• Responsible for infrastructure delivery

• Business Representatives (Departmental)

Governance & Project Structure

Governance Committee 1x Business Project Manager 2x Business Admins (per site) 1x IT Admins (per site) 1x Technical Role Site Ownership Business Direction Training Change Control Access & Permissions

Steering Committee

Technical Team

Core Team

Regular Structured Meetings

Video Conferencing & Workshops

Training & Communication

Plan

Video Conferencing Analysis Review & Testing

Face to face Workshops Key Milestones, Review & Sign off

Agora Training Plan Video’s, Class Room Training, Quick Ref guide, hosted on Agora site

Communication Plan Key messages , delivered by Core Team, supported by posters & merchandising

Regular Structured Meetings

Steering Committee

Technical Team

Core Team

Retaining the Vision

What worked well?

What were the difficult bits?

• All stakeholders were fully engaged

• Efficient/Effective Project Structure

• Project Management Best Practices

• Open & Frequent Communication

• Training Driven by Governance Committee

• Scheduling Meetings

• Business conflict with the day job

What was the effect?

• Strong Governance Structure

• Reduced Risk of Failure

Running Global Projects in an agile environment

The Theory

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable

software.

2. Welcome changing requirements, even late in development. Agile processes harness change for

the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a

preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need,

and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development

team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should

be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity — the art of maximizing the amount of work not done — is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts

its behaviour accordingly.

The Theory

1. Our highest priority is to satisfy the customer through early and continuous delivery of

valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness

change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a

preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they

need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a

development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should

be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity — the art of maximizing the amount of work not done — is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts

its behaviour accordingly.

The Theory

Preparation Execution

Stage 1: VISION

Stage 2: PRODUCT ROADMAP

Stage 3: RELEASE PLANNING

Stage 4: SPRINT PLANNING

Stage 5: DAILY SCRUM

Stage 6: SPRINT REVIEW

Stage 7: SPRINT RETROSPECTIVE

The Theory

Preparation Execution

Stage 1: VISION

Stage 2: PRODUCT ROADMAP

Stage 3: RELEASE PLANNING

Stage 4: SPRINT PLANNING

Stage 5: DAILY SCRUM

Stage 6: SPRINT REVIEW

Stage 7: SPRINT RETROSPECTIVE

How did we tailor agile to work in a UCB environment

• Best Practice Methodology – Prince II

• Working in a regulated environment

• Defined structure for how projects are implemented

• Agile Deployment

• Clear requirements

• Fixed deadlines

• Iterative approach worked well with the business

• Weekly show & tell sessions

What worked well - What were the challenges?

What worked well Benefits

Iterative Approach Ability to Rapidly Respond to Changes

Show & Tell Approach Business Visibility ensuring Buy-In

Defined Deadline Ability to Adjust Scope to meet the timelines

Delivered a Quality Solution Met Business Expectations

What were the Challenges Solutions

Lack of Internal Technical Resources , aligned with Agile Principles

Brought in a on site external Best Practice developer familiar with Agile principles Closely aligned with Agora governance committee.

Internal Technical Infrastructure Constraints Demonstration, Education, Knowledge Transfer, Change Management

Transition from external developer to internal technical team

Agreed Transition Plan, Face to Face technical handover to internal team Agora is the Blue Print for all functional departments

• Project Delivered on Time & Within Budget

• Project Acceptance

• Business Governance committee have taken full ownership of the site

• Technical Team have taken full ownership of the system and ongoing support

• Both teams are committed to a defined Change control process

• Project Status

• Agora Site is Live • Ongoing training to the wider business community

What were the project Outcomes

Outcomes

We had a vision

that was frequently communicated

at all levels in the organisation.

We involved all stakeholders

all the time. Right from the start.

We ran agile principles in key places

always feeding back to the vision

and it worked.

Set a new standard for SharePoint projects within UCB

What would we do differently if we did it again?

Overall Agora was a successful project for UCB

Using an AGILE approach, coupled with defined Governance Structure,

agreed Business Requirements and transparent, integrated business and

IT Communication actually works!!

Lessons Learnt