JD Edwards Real Estate and Workplace Services Project Management the JDE approach April 2003

1. JD EdwardsReal Estate and Workplace ServicesProject Management the JDE approachApril 2003

2. What is Project Management Is it …. • Scope, schedule & budget • The implementation of consistent, measurable, processes across a global real estate portfolio • Adopting best practice methodologies for the delivery of real estate initiatives across an enterprise • Completing specific tasks to meet stated project objectives These are all a portion of the equation… but you can’t stop there, it is A LOTMORE

3. The JDE Approach At JDE we believe Project Management is the SINGLE POINT OF ACCOUNTABILITY and mechanism by which all REAL ESTATE INITIATIVES ARE IMPLEMENTED across the enterprise All other aspects of the service delivery model are simple inputs into the project

4. Planning & Design • Transaction Management • Project Management How did we arrive at our model Traditional real estate delivery system

5. Issues with Traditional Model • Too many touch points with our customers • Very tactical, project specific orientation • Misalignment between expectation setting and delivery • Protracted project timeline – to the detriment of the PM team • At JDE the PM where the junior member of the team, yet their success or failure was the visible result by which the customer measure the entire REW organization’s success • PM had little alignment with CRE strategy or more importantly corporate strategy – it was all about the project

6. B.U Requirements Leasing Portfolio performance Legal Architecture Performance Metrics Treasury Risk Management Information Technology Customer Satisfaction G.C. Corp. Governance Accounting Furniture Workplace Security End to end process orientation Project Manager

7. Multiple Touch points Single Point Task Oriented / Build it and Run Strategic Orientation / Life Cycle Misalignment Alignment Schedule at Risk Control/accountable Junior “position” Senior “process” Project Orientation Portfolio Alignment How do the two approaches differ Traditional Approach End to End Process

8. Tools of the Model • Performance Metrics • All decisions are based on portfolio performance • Portfolio-wide targets • Customer Satisfaction • Benchmarking project specific metrics 4.75% Total Occupancy Expense $ (millions) Acceptable Range - Occupancy as a % of Revenue (4.75-3.5%) Occ. Expense as a % of Rev. 3.5% 2003 Target 1999 2000 2001 2002 2003 (Target) (Forecast) Total Occupancy Occupancy % Rev

9. Tools of the Model • Streamline supply chain – reposition outsourced relationships from tactical to strategic orientation • Single global provider • Local implementation • Defined project toolbox (standards,processes and procedures) – no need to reinvent the wheel each time • Vendor Consolidation

10. Tools of the Model • Web enabled technology – a portal for every occasion

11. Tools of the Model • Web enabled technology – single depository for Standards, Process flow, Documentation and Procedures

12. Take away • Single point of accountability with an end to end process orientation • Need to fully embrace technology • Streamline the supply chain • Projects and ultimately CRE function can only be successful if PM measurements are aligned with overall CRE and Corporate Strategy • Project Management cannot operate in a vacuum