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EPM Deployments @ STMicroelectronics

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Title: EPM Deployments @ STMicroelectronics

1
EPM Deployments _at_ STMicroelectronics
- Cellular Broadband Communication Division -

September07, 28th

Florent GAYETGuillaume ROUYRE
2
Synopsis

Overall presentation
Company presentation
EPM_at_ST/CBC
EPM Design
EPM technical configuration
EPM Deployment
Objectives challenges
Methodology assessment
Implementation methodology
Key Performance Indicators
Application in ST/CBC
Next steps

3
Synopsis

Overall presentation
Company presentation
EPM_at_ST/CBC
EPM Design
EPM technical configuration
EPM Deployment
Objectives challenges
Methodology assessment
Implementation methodology
Key Performance Indicators
Application in ST/CBC
Next steps

4
STMicroelectronics (1/2)

A global Franco-Italian semiconductors company
1st in Europe
5th in the World
Develop and manufacture integrated circuits for
different applications
Communications (mobile phone, portable
multimedia,)
Computer peripherals (data storage, printers,)
Digital consumer (HD TV, set top boxes, audio,)
Automotive (car body multimedia, safety,)
Industrial multi-segments
(motor control, power supply,)

5
STMicroelectronics (2/2)

Approximately 50 000 employees
17 main production sites
16 advanced RD centers
39 design application centers
2006 sales US 9.85 billions (11 from 2005)
Europe 31
Greater China 26
Asia Pacific 21
North America 13
Emerging Market 5

6
Diversified customer base

Communications
Agilent
Alcatel-Lucent
Ericsson
Motorola
Nokia
Nortel Networks
Safran
Siemens
Computer
Hp
Seagate
Western Digital

Consumer
Echostar
LG electronics
Matsushita
Nintendo
Philips
Pioneer
Samsung
Scientific Atlanta
Thomson
Vestel
Industrial
Delta

Automotive
Arman
Bosch
Conti
Delphi
Denso
Hella
Marelli
Sirius
EMS
Celestica
Flextronics
Jabil
Sanmina-SCI
Solectron

Alphabetical listed by main application sector
7
EPM _at_ STMicroelectronics

EPM 2003
4 divisions in prod
4 divisions in pilot/pre-pilot phase
EPM 2007
1 division in prod, selected in the PEAK
5 divisions in pilot/pre-pilot phase
Cellular Broadband Communication Division
About 800 people involved
Worldwide sites
3 Business Units (BUs)
3 central organizations
More than 400 files on the Server

8
ST/CBC people geographic distribution
9
EPM Deployment vs. ST Organization
Cellular Broadband Communication Division
Business Units
Central Organizations
Tools Methods
WorldWide
10
EPM Support Team (PMO) Action Domain

Tools
Applicative maintenance Level 2/3 (level 1 by
Central IT hotline)
Licensing (MSP Pro, PWA)
Training (2 days, subcontracted)
Central IT interface
Custom reporting (activity or resource reporting)
Tool customizations
Methods
Coaching (on demand, applied to methodology)
EPM implementation (deployment support)
Knowledge sharing
Within ST and CBC
Inter EPM customers

11
Why EPM?

Microsoft Solutions inter-operability
EPM leadership in Project Management solutions
Corporate scheduling tool
Already used for standalone scheduling
Used by several of our customers

12
Our internal customers

Project Managers
Create update schedules
Project leaders
Update schedules resources allocations
Resource Managers
Check resources allocations
Team Members
Consult schedules resources allocations

13
Synopsis

Overall presentation
Company presentation
EPM_at_ST/CBC
EPM Design
EPM technical configuration
EPM Deployment
Objectives challenges
Methodology assessment
Implementation methodology
Key Performance Indicators
Application in ST/CBC
Next steps

14
EPM Integration
Project Management Office
Information Technology
Division
IntegratedArchitecture (HW SW)
Methodology Assessment
Support Operations
Phase 1 EPM Design
Tech. EPM Configuration
BU 1
BU 2
Methodology Assessment
BU 3
Phase 2 EPM Deployment
Deployment
Central Org ...
15
Layered picture

Converge to one common dedicated Project
Management infrastructure in a consistent layered
picture

Business
16
Confidentiality

Key specification in ST
Separation by Business Unit
Each BUs is data hermetic
For activity data and resources reporting
Different rights and permissions by actor role
Groups
Categories
gt Security model highly customized due to strong
requirements of confidentiality

17
EPM2003 Architecture
EPM2003 Server
Database Containing Div1 data
EPM Applica- tion
Database Containing Div2 data
gt A common applicative system layer gt
Multi-instances by databases separation
18
Synopsis

Overall presentation
Company presentation
EPM_at_ST/CBC
EPM Design
EPM technical configuration
EPM Deployment
Objectives challenges
Methodology assessment
Implementation methodology
Key Performance Indicators
Application in ST/CBC
Next steps

19
EPM Integration
Project Management Office
Information Technology
Division
IntegratedArchitecture (HW Sw)
Methodology Assessment
Support Operations
Phase 1 EPM Design
Tech. EPM Configuration
BU 1
BU 2
Methodology Assessment
BU 3
Phase 2 EPM Deployment
Deployment
Central Org ...
20
EPM main objectives
21
Methodology Assessment

Main objective described as following
Provide the visibility on schedules and resources
workload through a portfolio capacity plan in a
unique and dedicated Project Management tool
Specific goals to reach
Improve predictability on schedule management
Detect future resource bottlenecks or conflicts
CBC Characteristics
No cost management
No time sheeting
Autonomous BUs deployments
Division Convergence on activity and resources
insured by the PMO as internal consultant

22
Main challenges

Business structure specificities
Projects complexity
Worldwide actors
Customer sharing/visibility
Unstable requirements
Management level
Insure management sponsoring
Converge from many Project Management Tools
Methods
Define collaborative work common methodology
Evaluate project management maturity level

23
Organization sponsoring

Key factor of success multi level sponsoring
EPM as a key process of improvement for the
division
Communication spread through all organization

Division Manager
BU Manager
Engineering Manager
Design Manager
Validation Manager
Project Management Manager
Teams
24
Define collaborative work

Project Managers
are responsible of key milestones of the overall
project
Project Leaders
are responsible of their activity (tasks,
resources allocation and milestones)
Resources Managers
define priorities and check their team resources
workload
Team Members
can view their tasks allocation and consult their
activity workload

25
Synopsis

Overall presentation
Company presentation
EPM_at_ST/CBC
EPM Design
EPM technical configuration
EPM Deployment
Objectives challenges
Methodology assessment
Implementation methodology
Key Performance Indicators
Application in ST/CBC
Next steps

26
EPM Implementation methodology in CBC

Prerequisite Tool Method work to insure a
successful EPM implementation
Key step stones
Management Sponsoring
Working group
Definition phase
WBS (activity decomposition)
RBS (resource management)
EPM flow (reporting, coverage,)
Guidelines
Collaborative work
Working model
Pilot pipeline

27
Synopsis

Overall presentation
Company presentation
EPM_at_ST/CBC
EPM Design
EPM technical configuration
EPM Deployment
Objectives challenges
Methodology assessment
Implementation methodology
Key Performance Indicators
Application in ST/CBC
Next steps

28
EPM _at_ CBC Key Performance Indicators

Measure a PES supported process performance vs.
objectives
Specifications aligned on CMMI Measurement
Analysis process Area
KPIs Dashboard
Data integrity trackers
?Learn about KPI results to define the right
target values
?Put in place gap analysis methodology

29
Synopsis

Overall presentation
Company presentation
EPM_at_ST/CBC
EPM Design
EPM technical configuration
EPM Deployment
Objectives challenges
Methodology assessment
Implementation methodology
Key Performance Indicators
Application in ST/CBC
Next steps

30
Application in ST/CBC (1/2)

2 main BUs deployed
57 of division people
84 of Product Development projects
2 different contexts
Convergence insured by divisional PMO
Expertise provided by (evolutive
maintenance)

31
Application in ST/CBC (2/2)
BU1 BU2
Objective Sharply monitor schedules to have to detailed resources allocations Maintain macro schedules to provide a capacity plan
Methodological phase Common preliminary study to formalize collaborative work Common preliminary study to formalize collaborative work
Methodological phase Application in EPM not strongly formalized 6 months definition phase
Projects actors Many, mono-project, mono-skills Few, multi-project, multi-skills
Projects size gt500 lines lt300 lines
Template None (1 project ? 1 file) 180 lines (1 project ? 1 file)
Granularity Between day and week Between week and month
Update frequency (bi) weekly Monthly
Resource mgnt Nominative resources Skills (n ? n)
Feedback on experiment ? Time consuming updates ? Consistent resource allocation data in a short horizon Difficulties to put in place a capacity plan Reflexion on a scheduling architecture methodology, supported by a specific Exchange Milestones application ? Easy updates ? Difficulties to manage a team in a short horizon ? Consistent capacity plan on a 4/6 months horizon
32
Convergence

Working model
Collaborative Work (Core Team model)
Division Product Flow (Decision making process)
Activity reporting
Divisional Key Data Milestones Synthesis report
Central activities deliverables reporting to
enhance communication
Resource management
Common skills aligned on Time Logging System
skills
Resource Managers views (PWA/XLS) at each level
based on Cube OLAP data

33
Reporting Developments on EPM2003 _at_ CBC

Characteristics
Excel extract (dashboard)
Specific, autonomous usage
OLAP Cube based project level, updatable by user
SQL based task level, to be updated through a
script
Reporting type
Reporting on activity
Reporting on resources
EPM Support data integrity
Objectives
Activities
Team level monitor activity on specific aspects
Organization level major deliverables follow-up
Division level give the visibility on CBC
Product Project main milestones
Resources
Team level people load monitoring (equipments
booking)
Organization level competence center load
management

34
BU1 Reporting on resources equipments
35
BU2 Reporting on resources
36
Divisional reporting on resources (BU1 BU2)
37
S-Curves for Project Managers
38
Synopsis