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Project Management at Poly With an Industry case study on risk management

Kevin Mann

Senior Manager

IT Project Management Office

October 2019

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Project Management Overview

Project Management Office at poly

Project Roles & Responsibilities

Risk Management & Case Study

Poly Overview

AGENDA

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Poly is a global communications company that powers meaningful human connection and collaboration.

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What is Poly?

Poly means “many” in Greek, which is a great way to describe our company and our future.

We provide many endpoints and connect many communication platforms.

We connect people – one to one, one to many, many to many.

It stands for the many opportunities we have together to be successful in the future.

And most of all it stands for all of us, the many, coming together as one company with a united vision for the future!

Poly by the numbers

1961

Pacific Plantronics is incorporated

1990

Polycom is founded

2018

Plantronics and Polycom merge

~7,500

Poly employees worldwide as of April 2019

“Giant leap for mankind”

1969

The year a Plantronics headset carried Neil Armstrong’s historic first words from the moon

Cloud ecosystems rely on Poly products

Patents in force worldwide as of March 2019

30+

90%

Fortune 500 companies rely on Poly products and services

Poly products in the Smithsonian Museum’s permanent collection

Causes supported in our Global Giving program

328

1,450

Offices in 31 countries as of March 2019

In annual revenue

2019

Poly is introduced

$2B

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Poly End-to-End Strategy

Deliver a comprehensive set of endpoints for the UCC market and differentiate through software

Conference

Software

Headsets

Desktop

Services

Video

Management

Analytics

Interoperability

See investor.poly.com for reconciliations of GAAP to non-GAAP measures

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Group Systems Personal Systems

SOLUTIONS FOR ANYWHERE YOU WORK

As the lines between home and the office blur, we make it easier to hear, share, and see exactly what you need.

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Meeting rooms (images of studio, trio, group series, camera, centro)

Devices for rooms of all sizes (XS, S, M, L, XL)

Devices for platforms on any type (Poly, MSFT, zoom, bjn, h.323, SIP, voice video, etc.)

Devices for any deployment architecture (standards-based, Native, USB)

Innovation at your fingertips (framing, noiseblock, alexa for business…)

Management and SW apps to make IT’s job easy

Personal desktop (images of vvx, ccx, elara, atas

Devices for all workstyles and personas

Interoperability with leading VoIP providers (60+ providers)

Quality and reliability – (low return/failure rates)

Audio innovations (acoustic fence, noiseblock, acoustic clarity, HD voice, etc)

Mobile users/headsets (images of savi, blackwire, encore, voyager)

Breadth of portfolio for all workstyles (e.g, largest ANC portfolio, BT, wired, dect, call center)

Quality and reliability

Comprehensive care services

Software

Independent mgmt. of devices vs call control (i.e., connect to any platform)

Cloud based for phones, headsets, video

Advanced apps for analytics, ease of use, AI

Project Management

Overview

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What is a Project?

Projects are often confused with simply doing “business as usual.” However, projects have unique characteristics:

A project is something that starts and ends; it is temporary

A project may have similar elements to the core business, but is otherwise done for a unique purpose or goal

A project involves unfamiliarity – something new or a significant change

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Ask for input

What is Not a Project?

A task list that you do repeatedly. Example: Generating a weekly report is not a project

Work that is done as part of general roles and responsibilities. Example: Running corporate training program is not a project

Anything that has a schedule or end date

Something that needs administrative oversight

Project Manager

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What is Project Management?

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

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Project Management Triangle

Scope

Cost

Time

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Project management is the task of balancing these 3 constraints.

Pick Any Two

Good

Cheap

Fast

Slow

Expensive

Low Quality

Impossible

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This triangle reflects the fact that the three properties of a project are interrelated, and it is not possible to optimize all three – one will always suffer

Project Methodologies

Constraints: Scope Cost Time

Estimates: Cost Time Scope

Waterfall Project Agile Project

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In a Waterfall project, the detailed scope is defined up front, which drive cost and schedule estimates.

In an Agile project, cost and schedule are defined first, and scope depends on the team’s prioritization of the features.

What is a Program?

A Program is a group of related projects that can be managed in a coordinated way to obtain benefits and control not available from managing them individually.

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Project Management Office

at Poly

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What is a Project Management Office?

A Project Management Office (PMO) is a centralized group that defines and maintains standards for project management, program management, and portfolio management within the organization.

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What is Portfolio Management?

Is the centralized management of the processes, methods, and technologies used to intake, define and collectively analyze current or proposed projects.

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Project Portfolio Management (PPM)

“Doing the Right Things” is the basis for Portfolio Management

“Doing Things Right” is the basis for Project Management

Successful organizations invest in improving both disciplines

Doing the Right Things

Doing Things Right

Doing the Right Things Right

Portfolio Management

Project Management

Project Portfolio Management

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Things: Initiatives, Projects and Programs

Portfolio Management

Program Management

Project Management

Deliver Quality Products or Services

Scope, Cost, Schedule

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PMO is an operational unit

PM is an action or something you do

Deliver Business Value

Business Goal Alignment

Project Intake and Selection

Portfolio Optimization

Deliver Stakeholder Value

Multiple Projects

Align Projects to Program Benefit

PMO

Deliver Organizational Value

Strategy

Support / Guidance

Standards & Template

Governance

Goals of PMO & PPM at Poly

Ensure a common process for initiating and selecting projects

Define projects in a consistent and common manner

Ensure that projects align with goals (enterprise, department)

Provide a framework to facilitate decisions

Make better use of limited resources (people, funds)

Enable action for low value projects

Provide a comprehensive view of projects across the enterprise

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Alignment

Transparency

Structured Intake

Project Roles

& Responsibilities

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Key Project Roles

Executive Sponsor

Business Lead

Project Manager

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Responsible to the organization for delivery

Responsible for day to day delivery of the project

Responsible to the Sponsor delivering stated objectives

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Executive Sponsor

Business Lead

Project Manager

Group Discussion: Roles & Responsibilities

What are the key responsibilities of

Executive Sponsor

Business Lead

Project Manager

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Executive Sponsor

Responsible for benefits realization

Identifies, assigns Business Lead and critical project team members

Authorizes the scope of the project

Approves project documents

Approves business readiness

Helps to find solutions for escalated risks and issues

Helps drive change management

Authorizes project changes (scope, schedule, or cost)

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Business Lead

Shapes and owns the solution to the problem or opportunity

Responsible for defining solution requirements

Identifies and analyzes stakeholders, business impact and business readiness

Responsible for identifying risks and issues; escalating when needed

Responsible for Change Management and success of change

Secures the right business resources for participation; escalating as needed

Responsible for communications pertaining to solution or project results

Can answer questions or track down the answers/SMEs

Has day to day involvement in the project, in close partnership with the PM

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Project Manager

Schedules meetings and takes notes

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Project Manager

Produces and manages the project plan and project budget

Captures and manages risk

Records issues and ensures issues are resolved

Ensures tasks are completed

Works to keeps project within agreed time, cost and scope

Creates and executes project communication plan

Ensure the project adheres to PMO guidelines

Escalates to business lead and sponsor as needed

Generally not a SME in the business or system

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Schedule meetings and take notes! 

Risk Management

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Definitions

Risk

A future event that has a probability of occurring, and will have an impact on the project if it does.

Issue

An event occurring in the present that is having an impact on the project, or may have an impact in the future.

Risk Management

The processes for identifying, analyzing and responding to risks.

Not performed one time; it is continuous throughout the life of the project

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Components of Risks

Event

Probability

Impact

Trigger

Response

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It is the risk event that Risk Management seeks to control first and foremost by finding ways to control the probability of the occurrence and then the impact if it does occur.

Risk Management Processes & Sub-Processes

Risk Identification

Research

Investigation

Risk Quantification

Prioritize Risks

Risk Response

Avoidance

Mitigation

Acceptance

Risk Control

Monitor for Risk Triggers

Report

Resolve

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Risk Identification

Identify project risks

Possible sources include:

Historical Data

Documentation Review

SWOT Analysis

Personal/Previous Experience

Industry Studies/Standards

Subject Matter Experts (internal or external)

Team Members

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Risk Quantification

Establish a way of arranging risks in order of importance

Risk Severity: A product of the risk probability and impact

Probability	Impact	Severity
1	1	1
1	2	2
1	3	3
2	2	4
2	3	6
3	3	9

Low

Medium

High

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Risk Quantification

Can a Risk have 0% probability of occurring?

Can a Risk have 100% probability of occurring?

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Risk Response

Risk Response involves creating strategies that can be used to deal with risk. There are three main strategies:

Avoidance

Mitigation

Acceptance

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Response 1: Risk Avoidance

If at all possible any event that causes risk should be avoided. It is much easier and cost effective to avoid a risk than to manage one.

Must be implemented before the risk has materialized

Eliminates the root-causes of the risk

The probability of the event becomes zero

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A team member will be on-call for jury duty. Replace that team member or reschedule their involvement.

Response 2: Risk Mitigation

Mitigation strategies are activities performed prior to the materialization of the risk.

Three types of mitigation strategies:

Reduce Probability

Reduce Impact

Risk Deflection/Transfer

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Deflection or Transfer is formally shifting ownership of the risk to another party. For example, an insurance agency to cover risk of fire.

Response 3: Risk Acceptance

An acceptance strategy involves allowing the risk to materialize and having enough resources and time to properly absorb the effects of the risk and still deliver the project successfully.

Passive acceptance is letting the risk occur and accepting the impact.

Active acceptance is letting the risk occur but having a ‘Contingency Plan’ in place with funds, resources and activities preplanned.

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Contingency Plan

Step 1

Step 2

Step 3

Step 4

Goal

Plan

Event

Contingency Plan

Step 3a

Step 3b

Step 3c

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If you make it to Step 3, and the event occurs, you are now dealing with an active issue, and you have missed the opportunity to incorporate risk contingency.

Risk Management Example

Scenario: A key step in a software deployment is end user training

Risk Event: Training room in unsatisfactory condition due to ongoing construction in the building

Impacted Activity:

End user training not completed on schedule

Avoidance:

Conduct training at another site

Deflection:

Software provider must be responsible for providing a satisfactory facility

Mitigation (Reduced Probability or Impact):

Review the construction schedule and plan training dates accordingly to minimize chance of conflict

Schedule rooms as far from the construction area as possible

Trigger:

Setup tour of the facility prior to training to assess condition

Obtain a point of contact to keep informed

Contingency: Conduct web-based training

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Risk Control

Monitor and Manage Risks:

Document risks in a register

Assign owners to monitor for risk triggers

Provide regular risk updates to project stakeholders

Keep a record of risks handled, a description of corrective actions and costs involved

Escalate risks if they require additional support to resolve

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Case Study

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Case Study

One Program, Three Projects:

Project

Scope

1. Pricing Component of ERP

Upgrade

•

Build direct

data integration from

Enterprise Pricing

application to

ERP v2.0

•

export all active prices (approx. 200k) to

ERP v2.0

support cut

over from

ERP v1.0

2. Multi

Currency Enablement

•

Replace obsolete, home

grown

Customer Pricing Portal

with

a new,

multi

currency enabled solution

•

Enhance

Enterprise Pricing

application with multi

currency

capability

3. Integrate Acquired

Company

•

Enhance

Enterprise Pricing

application to support new

use cases

•

Extract

& transform pricing data from acquired company’s

ERP and load into

Enterprise Pricing

application to support

cut

over

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case STUDY

Multi-Currency

Enhancements for Acquisition

Data Conversion for Acquisition

Current-State:

Future-State:

Enterprise Pricing

Sales Data Mart

ERP

v1.0

ERP

v2.0

Enterprise Pricing

ERP customization exists here

Customer Pricing Portal

Customization moved here

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Program Risks

Risk

Impact

Mitigation

ERP

v2.0

upgrade is delayed

New

Customer Pricing Portal

cannot go

live

Reduce

Impact

Enterprise Pricing

application enhancements

not completed on schedule

ERP

v2.0

cannot

go live

Reduce Probability

3. Acquired

company’s process are changing and

not yet finalized

Enterprise Pricing

app feature enhancements

are developed but

never used, or key

requirements are missed

Reduce Probability

ERP

v2.0

live fails

Business stops

Contingency Plan

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Risk 1 Mitigation: Reduce Impact

Reduce the impact to Pricing systems in case the ERP v2.0 upgrade is delayed

Design the data interface to provide flexibility for ERP cut-over timing

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Risk Mitigation via Solution Design

Customer Pricing Portal and Enterprise Pricing changes go-live on their own schedule

ERP v2.0 cut-over is a pull from a pricing data staging table

Sales Data Mart

ERP v1.0

ERP v2.0

Enterprise Pricing

Pricing Data Staging Table

Push

Customer Pricing Portal

Pull

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Risk 2 Mitigation: Reduce Probability

Reduce the probability of Enterprise Pricing app enhancements not being completed on schedule

Measure development team’s rate of completing work

Extrapolate time required to complete remaining work

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Risk Trigger

Remaining work does not project to zero by project completion date

Risk: Required work will not be completed by scheduled end date

Mitigation: Reduce probability by adding a development resource

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Burndown

Baseline 100 94.45 88.9 83.350000000000009 77.800000000000011 72.250000000000014 66.700000000000017 61.15000000000002 55.600000000000023 50.050000000000026 44.500000000000028 38.950000000000031 33.400000000000034 27.850000000000033 22.300000000000033 16.750000000000032 11.200000000000031 5.6500000000000314 Remaining 100 91 90 88 83 79 75 68 66 64 61 Projected 61 57.5 54 50.5 47 43.5 40 36.5

Week

Work

Risk Control

Monitor & Manage the Risk

Additional development resource is added

Track effectiveness of mitigation

Monitor until probably or risk approaches zero

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Burndown

Week

Work

Risk 3 Mitigation: Reduce Probability

Reduce the probability of developing unused features or missed requirements due to evolving business processes

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Risk Mitigation via Project Methodology

With Agile, risk of missed requirements decreases over time:

Incremental delivery of new features allows business feedback earlier

Continuous reprioritization of the feature backlog over the course of the project

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Risk = Missed Requirements and Unused Features

Agile Project

Value Delivery 1 2 3 4 5 6 7 8 9 10 Time 1 2 3 4 5 6 7 8 9 10 Risk 5 4.0999999999999996 3.3 2.6 2 1.5 1.1000000000000001 0.8 0.6 0.5

Time

Waterfall Project

Value Delivery 10 Time 1 2 3 4 5 6 7 8 9 10 Risk 5 5.2 5.5 5.9 6.4 7 7.7 8.5 9.4 10.4

Time

Risk 4 Mitigation: Contingency Plan

Ensure business continuity in case the ERP 2.0 go-live fails

Design the data interfaces such that pricing data remains in-sync between ERP 1.0 and 2.0 in case a roll-back is required

Sales Data Mart

ERP 1.0

ERP 2.0

Enterprise Pricing

Pricing Data Staging Table

Automated Data Variance Report

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Project Management Overview

Project Management Office at poly

Project Roles & Responsibilities

Risk Management & Case Study

Poly Overview

Summary

AGENDA

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THANK YOU

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