CGI Project Management Ivan Fowler Atlantic Business Unit

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CGI - Project ManagementIvan FowlerAtlantic
Business Unit
Acadia UniversityMarch 27, 2007
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Agenda

• Introduction to CGI
• The role of the Project Manager in different
  types of engagements
• Importance of Quality Management
• Case Study
• Questions?

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About CGI

• CGI is the 8th largest independent IT services
  firm in the world
• 24,500 professionals globally
• 16,000 in Canada
• Over 700 in Atlantic Canada
• We combine industry expertise, end-to-end
  services and global delivery capabilities to
  deliver cost-effective solutions that help
  clients win and grow
• 90 of members are active shareholders of CGI,
  empowered to participate in the challenges and
  rewards that come from building a world-class
  company
• We are listed annually as one of the Top 100
  Employers in Canada

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Global Footprint
Netherlands
Sweden
United Kingdom
Poland
Canada
Belgium
Hungary
France
United States
Portugal
Italy
Spain
India
Switzerland
Germany
Australia
Listed on NYSE and TSX 1.5 million shares
traded daily
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Scope of Services
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CGI Atlantic Business Unit

• Offices in Halifax, Fredericton and Charlottetown
• 700 employees
• Two core business areas
• Atlantic Global Delivery Center (AGDC) for global
  clients
• Application development/ maintenance
• BPO/BPS
• Testing
• Systems Integration Consulting (SIC) for local
  clients

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CGI Locations Global Delivery
Montreal Telecom, Financial Sectors Application
Services Infrastructure Services
Ottawa Telecom, Government Sectors Application
Services
Quebec Telecom, Government Sectors Application
Services Infrastructure Services
Toronto Telecom, Financial Sectors Application
Services Infrastructure Services
Mumbai Offshore Telecom, Financial
Sectors Application Services
Spain Nearshore Telecom Sector Application
Services
Bangalore Offshore Telecom, Financial
Sectors Application Services
Atlantic Nearshore Telecom, Financial Services
Sector Application Services
Virginia Onshore Government Sector Application
Services
Global Delivery Centers Cost Advantage, Labor
Supply, Expertise, Delivery Excellence
Regional Delivery Centers Cost Advantage,
Expertise, Delivery Excellence, Regional Focus
Other Centers of Expertise Cost Competitive,
Specialized Expertise
Phoenix Infrastructure Services
Maximum Value Through Global Diversified
Sourcing Expertise, Cost Competitiveness,
Redundancy, Survivability, Accountability
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AGDC Enterprise Clients
Current clients
We help clients improve customer service and gain
competitive advantage, while reducing operational
costs and risks.

• Manulife
• Bell
• Bridgestone
• Foresters
• Purolator
• Chicago Stock Exchange
• Americo
• Alberta Health Care
• Economical

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Types of Engagements

• Consulting engagement
• Project engagement
• Outsourcing engagement

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Engagement Type - Consulting

• Project Delivery is managed by client or another
  business unit
• Schedule and budget managed by the client
• Role of the Project Manager
• Member Management
• Staffing
• Rewards
• Variety of people, assignments and challenges
• Challenges
• Moving clients to Projects or Managed Services
• Adopting clients methodologies

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Engagement Type - Project

• Application Development
• Role of the Project Manager
• Managing to budget and schedule
• Quality Management
• Issue and Risk Management
• Learn and apply Project Methodology
• Member Management
• Rewards
• Milestone driven accomplishments
• Defined beginning and end
• Successful project delivery
• Challenges
• Staffing
• Managing Requirements and Change

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Engagement Type - Outsourcing

• Application Maintenance Enhancements
• Role of the Project Manager
• Member Management
• Client Satisfaction Service Level Agreements
• Quality, Issue and Risk Management
• Learn and apply outsourcing methodology
• Rewards
• Variety of people, challenges and assignments
• Successful delivery
• Travel
• Challenges
• Staffing
• Cross-Training
• Workload Balancing
• Remote Delivery (communications, client
  relationship)

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Application Development

• Projects of various sizes and lengths
• Rapid development cycle
• Tier III project and consulting engagements
• Software Development Life Cycle (SDLC)
  methodologies
• Concert (waterfall)
• Agile
• Multiple development languages e.g. .Net, Java,
  J2EE, C, C, VB, ASP
• Dedicated project teams collaborate closely on
  overall project delivery
• Skills training

We help clients make the shift to next-generation
services, while reducing operational costs and
risks.
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App Maintenance and Enhancements

• Fast paced
• Driven by satisfying clients daily
• Quick turnaround of work
• Known as Tier II engagements
• Peritus methodology
• Excellent method of learning
• Great way to get started with an IT career

We help clients make the shift to next-generation
services, while reducing operational costs and
risks.
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Project Management Training

• Company Methodologies and Training
• CGI has Project Management Methodologies and
  training.
• Client Partnership Management Framework (CPMF)
• Member Partnership Management Framework (MPMF)
• Shareholder Partnership Management Framework
  (SPMF)
• Project Leaders Development Track
• Industry Training
• PMP (Project Management Professional) from PMI
  (Project Management Institute)
• Masters Certificate in Project Management (local
  universities)

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CGI Strategy

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Quality Management
Optimizing
Optimizing

• The quality movement can trace its roots to
  unions or guilds in the late 13th century
• Early in the 20th century, manufacturers began to
  include quality processes in quality practices
• The quality movement has matured and new quality
  systems have evolved and moved beyond
  manufacturing into service, healthcare, education
  and government sectors
• CGI attained ISO 9000 certification in 1994
  (currently 90012000)
• Capability Maturity Model Integration (CMMI) was
  developed by the Software Engineering Institute
  (SEI) at Carnegie Mellon University in
  Pittsburgh. It has been used extensively for
  avionics software and government projects world
  wide.
• CGIs Halifax AGDC achieved CMMI level 3 in
  December 2006.
• Information Technology Infrastructure Library
  (ITIL) is the standard in Europe, supported by
  the British Standards Institutions BS15000.

Quantitatively Managed
Defined
Defined
Managed
Performed
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CMMI Structure - Maturity Levels
Optimizing
Optimizing
Focus on processimprovement
Quantitatively Managed
Process measuredand controlled
Defined
Defined
Process characterized for the organization and is
proactive
Managed
Process characterized for projects and is often
reactive
Performed
Process unpredictable, poorly controlled and
reactive
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Process Maturity
Tangible Benefits
Business Management
Profit
Reduces Risk
Process Management
Cost/Cycle Time
Product Management
Quality
Project Management
Schedule
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Example Improved Schedule Budget Predictability
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Results Boeing Effort Estimation
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-140
Without Historical Data
With Historical Data
Variance between 20 to - 145
Variance between - 20 to 20

(Mostly Level 1 2)
(Level 3)
(Based on 120 projects in Boeing Information
Systems)
Reference John D. Vu. Software Process
Improvement Journey From Level 1 to Level 5.
7th SEPG Conference, San Jose, March 1997.
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Example Improved Cycle Time

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Example Increased Productivity and Quality

Lockheed Martin Naval Electronics Surveillance
Systems (NESS) - Radar Systems - Syracuse
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Case StudyCGI Application Management Services
Transition
Confidential and Restricted
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The Business ProblemMove it or lose it

• Since the inception of the Outsourcing Services
  Agreement (OSA) in 1998, CGI has continued to
  increase the value delivered to the client in
  Tier II space.
• Prior to this year we have evolved the service by
  refining support methodologies and toolsets.
• The perfect storm In 2006, the client
  experienced an unprecedented reduction in Utility
  Services budgets and CGI had exhausted its
  ability to find sufficient efficiencies to cover
  the challenge.
• This inflection point in budget and efficiency
  necessitated that CGI examine new delivery
  alternatives that could radically change the cost
  structure of provided services.
• Solution Deliver the right level of
  value/services to support the customers
  operations and juniorize labour move work to
  geographic centres with lower labour rates and
  favourable tax treatments.

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The Challenge

• Without affecting the level of service, and as
  transparently as possible to the customer ..
• Reclassify the Tier II service into 4 categories
• Platinum, Gold, Silver and Bronze
• Transition application knowledge for 359
  applications to AGDC
• Supported by over 350 technologies
• Conduct the Knowledge transfer from several
  locations Toronto, Montreal, Quebec City, Ottawa
• Introduce/Onboard more than 200 new resources
  into CGI and the Tier II team
• Create the PEI Satellite location
• Successfully deploy over 150 changes per month on
  average to the production environment
• ...And get it all done before the clock strikes
  Midnight on December 31st

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Exercise

• You are the Project Manager and your Senior
  Manager has handed this assignment to you
• Identify the Top 3 Issues and Risks associated
  with this challenge
• Identify actions that you would put in place

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ExecutionFocus, Focus, Focus

• The customer
• Frequent status and communication on progress
• Kept to the facts no broad brushing when issues
  arose
• Early warning system for any problems
• Operated with a real sense of urgency
• Detailed planning - Detailed tracking
• With clear meaningful metrics
• Remained flexible for moving targets
• Rigid Governance
• Active Senior Leadership Involvement
• Dedicated Program Management Team
• Developed a scaleable transition process
• Based on application complexity, customer impact,
  business risk, etc.
• Evolved AMS model/processes for effective
  global delivery execution
• ONE TEAM - Stay back team and Away team
• Training - application, technology, business,
  process

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Some Lessons Learned

• Our Critical Success Factors
• Commitment to Customer came first
• Deliver the service
• Transition transparently
• Planning and Attention to Detail
• One Team focus Win-win
• Documented Processes and training
• Dedicated Leadership and effective governance
• Having a local sending presence at site being
  transitioned to
• Good communication with client Leadership Teams
  and transition project teams
• Clear accountabilities and responsibilities
  between Stayback and AGDC teams
• The right players on the team

• Hindsight
• Get ahead of the customer Dont wait for them
  to give you the ultimatum
• Dont underestimate Infrastructure and Security
• Set up inter-BU agreements and SOWs early on in
  the process
• Need to get better knowledge management tools
• More joint involvement in the assignment process

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Summary

• CGI is a global organization
• Variety of projects and engagements - application
  maintenance, application development, consulting
  and outsourcing
• Variety of clients and industries
• The role of the Project Manager is
• Critical to the success of a company
• Rewarding and challenging
• Provides diversity of assignments and
  opportunities to grow

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Questions?
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Ivan FowlerAtlantic Business Unit
Email atlanticjobs_at_cgi.com
Acadia UniversityMarch 27, 2006