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Implementation of Project at Tommy Hilfiger

Implementation of Project at Tommy Hilfiger. Chris Vandersluis : chrisv@hmssoftware.ca President, HMS Software. Agenda. Introductions The Tommy Challenge 10 axes of progress The Tommy solution Implementation Challenges A roadmap and a reality check. Services

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Implementation of Project at Tommy Hilfiger

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  1. Implementation of Project at Tommy Hilfiger Chris Vandersluis : chrisv@hmssoftware.ca President, HMS Software

  2. Agenda • Introductions • The Tommy Challenge • 10 axes of progress • The Tommy solution • Implementation Challenges • A roadmap and a reality check

  3. Services HMS has maintained an enterprise project management practice since its inception in 1984. HMS has worked on hundreds of epm implementations in both mid- and large-sized organizations TimeControl TimeControl is an enterprise timesheet system designed to work both with Microsoft Project and with Finance/ERP systems simultaneously. There are over 100,000 users of TimeControl worldwide. The two aspects of HMS

  4. HMS Software History 1984 HMS Software founded. First project: automating the project office at Philips Information Systems 1985 HMS becomes a Welcom Software alliance partner 1994 HMS releases TimeControl 1.0 1995 HMS releases TimeControl 2.0 for Windows with links to Microsoft Project 1995 HMS joins Microsoft Project Solution Partners 1997 HMS becomes a Primavera Alliance Partner 1997 HMS releases TimeControl 3 a client/server version 1999 HMS releases first web timesheet interface for TimeControl 2001 HMS releases TimeControl 4.0, a full web-based version 2001 HMS initiates Montreal chapter of Microsoft Project Users Group 2002 HMS sponsors Toronto chapter of Microsoft Project Users Group 2004 HMS named as a Premier Microsoft Project Solution Provider 2005 HMS becomes a Microsoft Gold Certified Partner

  5. The Tommy Challenge • Bring multiple disparate ways of managing projects into one system • Continue to support Sarbanes-Oxley compliance with a Microsoft Project Server deployment • Establish Resource Capacity Planning for IT projects • Integrate cross-department projects

  6. The Tommy Challenge • There is not a consistent way of managing projects and no consensus on how to proceed • The US organization has just been purchased by it’s European counterpart • There is no central PMO or processes that would be part of a PMO

  7. 10 Axes of progress

  8. Forbes “Governance is definitely not a one size fits all type of process. It is very important to craft a process that fits the organization and political environment in which it will operate.““ Karl Salnoske Schering-Plough CIO

  9. SOX – Management responsibilities • Accept responsibility for the ICOFR (Internal Control over Financial Reporting) • Evaluate the effectiveness of the company’s ICOFR using suitable control criteria • Support the evaluation with sufficient evidence, including documentation of the design of controls related to all relevant assertions for its significant financial statement accounts and disclosures • Present a written assessment of the effectiveness of the company’s ICOFR as of the end of the company’s most recent fiscal year

  10. SOX – Management responsibilities • Accept responsibility for the ICOFR (Internal Control over Financial Reporting) • Evaluate the effectiveness of the company’s ICOFR using suitable control criteria • Support the evaluation with sufficient evidence, including documentation of the design of controls related to all relevant assertions for its significant financial statement accounts and disclosures • Present a written assessment of the effectiveness of the company’s ICOFR as of the end of the company’s most recent fiscal year

  11. Canada: Bill C198 • The “Budget Measures Act’ by the Government of Ontario • This is sometimes referred to as “Sarbanes Oxley for Canada”

  12. The Tommy Solution • The most established area of EPM in the organization is SOX document management. • Phase 1: Extend this success through the use of collaboration functionality • Phase 2: Focus on Resource Capacity Planning • Phase 3: Focus on timesheet compliance

  13. Portfolio Mgmt EPM Platform Centralized Projects & Resources Connected Project Teams Project Plans & Schedules Scope of collaboration Individuals Teams Organizations Microsoft’s evolving EPM vision Business process & goal integration Centralized Project Management Coordinated Work Ad Hoc Projects

  14. Project Managers Non-Employees Executives, Resource Managers, Team Members Internet Line of Business Systems Components of EPM

  15. Implementation Challenges • Distractions • Competing legacy systems • Compliance audits underway

  16. Roadmap • Establish Basic System

  17. Development Schedule Mar Jun Sep Nov Mar-Apr Rapid Adoption All Data – One Place May-Jun Resource Analysis Jul-Aug Timesheet compliance Sep-Oct

  18. Conclusion • For the initial deployment of Project Server choose your EPM vector • Make a roadmap. Just because you can get through the initial phase in a few weeks doesn’t mean that your EPM deployment is complete • Never underestimate the unwillingness of people to change

  19. Take action! To find out about Project Server: www.microsoft.com/project To find out more about TimeControl: www.timecontrol.com HMS Software’s Rapid Adoption Framework www.hms.ca Get a free online evaluation of Project Server: www.msepmonlinetour.com/request/getaccount.asp?ID=CLOC78xx

  20. Some of our clients

  21. Thank you!

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