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XRPM Implementation at Eli Lilly

Learning Objectives. What is the business case for implementing xRPM ?What is the effort required to implement xRPM ?What are lessons learned ? What processes are supported ?What are the current issues ?. Eli Lilly and Company. Leading pharmaceutical companyNet sales 2003 about $12.6 billionA

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XRPM Implementation at Eli Lilly

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    1. xRPM Implementation at Eli Lilly Dr. Christian Wolf, Eli Lilly and Company Raj Una, UnaTech LLC

    2. Learning Objectives What is the business case for implementing xRPM ? What is the effort required to implement xRPM ? What are lessons learned ? What processes are supported ? What are the current issues ?

    3. Eli Lilly and Company Leading pharmaceutical company Net sales 2003 about $12.6 billion A heritage more than 128 years strong Products marketed in 138 countries More than 46,000 employees worldwide Approx. 8,700 employees in R & D Headquartered in Indianapolis, IN

    4. Eli Lilly and Company - Products Cialis®, a distinctive new treatment for erectile dysfunction from the Lilly ICOS joint venture Zyprexa®, breakthrough product for schizophrenia and acute mania associated with bipolar disorder Gemzar®, for the treatment of pancreatic and non-small-cell lung cancer, one of the world's best-selling oncology agents Evista®, the first in a new class of drugs to be used for the prevention and treatment of postmenopausal osteoporosis Prozac®, which revolutionized the treatment of depression Humulin®, human insulin, the first human-health-care product created by biotechnology

    5. IT Portfolio Management prior to xRPM Little benefit to IT value cycles (divisions) Each area managed the data in Excel/Access with no standards – aggregation done in Lotus Notes Did not support “visualization” (charts and graphs) No HR capacity management capabilities Not integrated with SAP or other Project Management tools

    6. Implementation Objectives Enable common business practices for portfolio management Support staffing and sourcing strategy Improved information for trade-off decisions Optimize resource allocation Alignment of value cycles to Business Strategy Transparent Project Schedules Reduce data entry time and leverage existing data sources (e.g., Microsoft Project, SAP, Excel)

    7. Scope of SAP Project

    8. xRPM Architecture

    9. Path to Go-live Summer 2003: Vendor Selection September 2003: xRPM selected October 2003 – February 2004: Business blueprint, System configuration Mar 2004 – April 2004: System Validation & Testing May 2004: Go-live with 100 users on xRPM 2.0 October 2004: SP3 installed, 2005 Annual IT Budget captured

    10. Technical Landscape

    11. Resources Lilly: 1 Project manager, 1 Technical Writer, 1 Business Integrator, Working team (approx. 6) – part-time, Leadership team SAP: 1.5 xRPM consultants, 1 BW consultant over 6 months Leveraging SAP Enterprise Portal Consultant Heavy leveraging of Basis, BW and Documentation/ Validation resources and Implementation Methodology from Lilly SAP project

    12. xRPM Process Flow

    13. Functionality Implemented Portfolio Management Project Dashboard with key performance indicators Portfolio Analytics by different strategic drivers Drill-down from Portfolio View to individual project details Tailored some of the terminology in portal Customized to capture plan and actual cost Resource Management Aligned Business partner in xRPM to employee in R/3 Organized resources into different pools and teams Project-specific roles and Global Role Types Soft and Hard Booking of Resources Capacity Management & Resource Demand by “person-month”

    14. Functionality Implemented Event driven Notifications and Workflows Workflow request to Portfolio Manager for new proposal approval, to Resource manager for hard-book Notification to Project Manager of the Project approval and to employee of assignment to the project Project Registration Project and Role templates to enforce governance and streamline data entry Review of Projects by different stake-holders Proposal gets converted to project upon approval Project Hierarchy relationship (master project)

    15. Functionality Implemented Execution Project Financial: planned costs in multiple versions Performance Indicators Project schedule upload from MS-Project to enterprise capacity management

    16. Integration with MS-Project Integration based on xRPM project ID & HR employee ID Project plan details are synchronized by Uploading the .mpp file from Project Client/Project Server 2002 Checking out from Project Server 2003 Updates Actual/Planned Work, Planned Start/Finish, Baseline Start/Finish, Phase, Status, Percent Complete etc. in xRPM Roles are defined in xRPM and resources are managed in MS-Project Total role demand and resource-task assignments updated through upload Actual hours for resources are captured in summary by task in MS-Project

    17. BW Analytics Majority of reports are done in BW - few out of xRPM core Leverage ad-hoc reporting capability through BEx Analyzer and Web Application Designer Total Workload and Spend Distribution reporting Easily exportable to Excel Pre-delivered analytics could not be leveraged because of info-cubes / ODS customization Currently there are no reconciliation reports between xRPM core and BW

    18. Functionality Not Yet Implemented Resource match by skill-sets Search by T-Rex server What-If scenarios Available but not used yet Collaboration Room Project Dependencies Document Linking Earned Value & Expected Commercial Value calculation Mail & Calendar Synchronization

    19. Collaboration with SAP Labs Regular consultation with xRPM product team Lilly Influence on development Automatic ID generation for Projects & Roles Custom fields for Projects & Roles Synchronization of resource planning from MS Project Exclude settlement amount from total project cost Usability Lilly specific development New iView for Business Planning Amounts per Quarter by different cost categories and Departments

    20. Current issues Navigation and data-entry need to be streamlined More real-time analytics / reports needed Need a multi-cube encompassing Projects and Roles Need ability to plan cost directly in xRPM without integration to R/3 Need trending capabilities

    21. Change Control

    22. Future Strategy Upgrade to SP4 and BW BI content 3.5.3 in Q1’05 Integrate with R/3 cost objects to transfer actual and planned amount Activate ALE/IDOC for synchronizing business partners in xRPM with R/3 HR employee masters R/3 integration will be implemented in 2005 cProjects are being investigated

    23. Benefits Achieved Better communication with customers Alignment of portfolio with corporate objectives Visibility across entire IT project portfolio Operational excellence among project managers (e.g. Stage-Gate Methodology) Faster response to changing priorities

    24. Key Learnings Agreement on data definitions and assumptions among different stakeholders is vital Process requirements drive implementation, not vice-versa Organizational change issues require major focus Good judgment necessary to determine extent of modification Incremental growth in use of functionality and capability Start BW analysis sooner during implementation

    25. 1300

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