Handling projects and requirements towards delivery

1. Handling projects and requirementstowardsdelivery

2. Agenda • General Company Presentation • Environment • Project Governance Model • Requriements Gathering Process • Development

3. Volkswagen Group

4. MAN Diesel & Turbo Areas of Activity • 2-stroke and 4-stroke engines for marine and stationary applications • Complete propulsion packages • Compressors and turbines for all industrial applications • Chemical reactors and apparatuses • Turnkey power plants • Operation and maintenance of power plants • After Sales Services like repair, spare part supply, retrofitting, recycling and monitoring of all MAN large-bore engines and turbomachinery in use across the world (MAN│PrimeServ)

5. Areas ofActivityMAN Diesel & Turbo in World Trade 50% of World Trade is Powered by MAN Diesel Engines!

6. Sole Provider of a Diesel Engine Programme from 450 kW to 87,000 kW 4-stroke engines 450 - 22.000 kW 2-stroke engines 3.000 - 87.000 kW Comparison (number VW Golf TDI) 4 29 214 845

7. Areas ofActivityApplicationsand Market Segments The product range covers almost all applications in the Upstream, Midstream, Downstream, Industrial Gases, Power Generation as well as Marine Business. Deep Sea / Subsea FPSO-Ship Offshore Platform Marine Propulsion Diesel / Gas-ElectricPropulsion Marine Gen-Set Waste-Heat-Recovery (WHR)System Floating Power Station XTL Plant(Very Large ASU) LNG Liquefaction Onshore Production Gas Storage Gas Transport Refinery Reactors LNG ReGasification Chemical / Petrochemical Gasification (Small and Medium ASU) Power Generation Enhanced Oil Recovery CCS Iron, Steel & Mining 2 4 8 6 1 5 3 5 7 4 21 10 20 11 13 5 16 12 13 9 21 19 21 17 14 22 18 15

8. SitesProduction Network Frederikshavn Changzhou Copenhagen Aurangabad Hamburg Berlin Oberhausen Velká Bíteš Augsburg Deggendorf Saint Nazaire Diesel Plants Zürich Diesel & Turbo Plant Turbo Plants

9. SitesWorldwide Locations (Service Centers/Hubs) >100 global service centers/hubs in >50 countries

10. MDT Standard Technologies • SQL Server or Oracle Database • .NET ver. X.X • SharePoint 2007-2013 • Various 3rd party frameworks within .NET • Windows XP/7 OS • Office 2007/2010 • IE8/IE9

11. MAN Diesel & Turbo Key Figures 2012

12. SharePoint Environments • Intranet – SharePoint 2010 • Using almost all Services Application e.g. Project Server, Reporting, Access, Manage Metadata, Performance Point • Nintex Workflow • Many customization ~120 solutions – no SharePoint Designer Customizations • Enterprise Search – SharePoint 2013 (under development) • Extranet – SharePoint 2007 • Out of the box • Few customizations • Custom admin module

13. Gate 0 Gate 3 Gate 4 Gate 1 Gate 2 Key highlights of IT PMM 2.0 Phases &gates Execute Finish Define Plan Benefitrealisation Strategicalignment Solutionintegration Businessanchoring Decisionfoundation Objective Benefitsproven Projectplanned Integration isevaluated Cost/benefitapproved Benefitsdefined Overall criteria BriefBusinessIdea Project Evaluation UpdatedProject Agreement 1 2 Project Agreement Project Closure Deliverable 3 Gate keeper Application committees IT committee Application committees IT committee Application committees Steeringcommittees Steeringcommittees Executingthe plan Follow-up and plan for the future Project lifecycle Building the plan w. frontloading

14. Four questions need to be answered for all gate deliverables Why should we go through with this project? (e.g. business case) Document creation What risks are associated with the project? (e.g. risk management) What are we implementing?(e.g. deliverables ) Why? How will we achieve this?(e.g. project plan) What? Risk? How? Documentapproval

15. 1. Project GovernanceGovernance structure and committee scope Strategy Executive Board • Decides the overall strategic direction of MAN Diesel & Turbo and allocates IT Budget • Overall Governance of IT Project Portfolio • Definition of frame for Application Committees • Responsible for IT projects above 500 K€ • Approval at Gate 1 (Initial Project Agreement) • Follow-up on Benefit Realisation at Gate 4 IT Committee (ITC) GovernanceCommittees Application Committees (AppC) • Prioritise project portfolio and recommend BBIs (at Gate 0) • Responsible for IT projects between 50 K€ and 500 K€ • Approval at Gate 1 and 4 Supply Chain Engineering Web & Content Project Steering Committee • Group to support realisation of project content • Acts as Ambassador for the project • Approval for Gates 2 and 3 Project Owner (chairman) • Owns and anchors a specific project in the organisation and is thereby responsible for the overall success of the project GI Team Members BU Team Members Project Management Project Team • Leads the project organisation and carries out the project according to the objectives and terms in Project Agreement Project Manager • Deliver defined tasks to achieve objective, scope and milestones GI Team Members BU Team Members

16. 2. Portfolio ManagementProject categories (ABCD) * If tickets exceed €20K, the CC manager has to decide if they need to be redefined as projects. The nature of the work is more important for this determination than the cost. Tickets above €50K must be designated as projects with the according governance.

17. Execute – Build Information ArchitectureWhat is our process? Analysis Design User Research Know your users - Who are the user profiles internal or external or both? How do they use the application (own PC, mobile device, kiosk?), what drives the use etc. Paper or sketch prototype Give a visual overview of the future solution. To assure a consistent look-and-feel and optimal visual use of the application e.g. App or Web Information Architecture User Profiles Kick off workshop Graphical Design Interviews Scenarios Usability Test Visual Identity Survey <17> <17> <17>

18. Tools to help initial workshops

19. Business Analysis What is our process? April 2010 July 2010 Iterations Title

20. What happens after Business Analysis July 2010 October 2010 Iterations and Change control

21. Hands on Experiences • Going from Photoshop design to real functionality req. description can be very time consuming • Make Evaluation about how much of the box SharePoint can be utilized: • Should it developed as standard .NET or inside SharePoint foundation (why and why not) • E.g. system with a lot of non document data - outside SharePoint • Use of workflow - inside • Document centric - inside • Focus on using the given technologies optimal instead of adding 3rd solutions e.g. know differences between foundation and enterprise • Make generic and reusable components • E.g. download zip applications make one • Layout changes is a killer and time consuming

22. Development Approach Requirements and packages • All business and functional requirements should be grouped and prioritized by the LoB and Architects • Technical Requirements should be grouped in a packages and overall estimated Iterative Development Approach • Often done as a combination of classic waterfall and agile development • One approach could be start with Two iterations with demo for the customer and defect handling Process • Delivery Package handed to developer -> Developer estimate (incl. unit test) package and update on a project site -> Progress on development (remaining hours) • If an estimate exceeds expected hours then it is important to flag it up front Development Iteration 1 Defects Development Iteration 2 Demo

23. DevelopmentEnvironmenthow is our? • Developer Machine • Deployment /Test Server • Pre Prod Server • Production Server • How do we ensure all are in sync? • Where do we stored code and which standard are we using?

24. Defects, Change and Test Management Defects/Change Request • TestTrackPro or SharePoint lists Test cases • Simple test cases developed

25. Development Environment optimal

26. Do you have any more questions? Niels Garde [Contact details] Peter Stern [Contact details]