Program management in the ICT sector
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This document summarizes a presentation about the HERKULES program, a large IT modernization program for the German military (Bundeswehr). The HERKULES program was established in 2006 to consolidate and standardize the Bundeswehr's fragmented IT infrastructure. It involved modernizing over 1,000 locations, establishing central services, and transferring IT operations to a new service provider called BWI. Managing the complex program with over 3,000 projects and many interdependencies between projects was a major challenge. The presentation identifies some key success factors for large transformation programs like HERKULES, including having a strong central program management, preparing extensively, involving top management, finding ways to reduce complexity,
Program management in the ICT sector
- 1. Programme Management in the ICT Sector Programme Management Specific Interest Group www.apm.org.uk/progm Hosts: John Chapman, Programme Director TouchstoneFMS Vivianne Walters, APM Programme Management SIG Presenter: Prof. Dr. Silke Schönert University of Applied Science, Cologne, Germany
- 2. Equipping Programme Managers for Global Success Programme Management Specific Interest Group www.apm.org.uk/progm How to effectively generate confidence in programme delivery SIG Annual General Meeting
- 3. PROF. DR. SILKE SCHÖNERT • since 2013 Professor for Business Information Systems and Project Management, University of Applied Science, Cologne, Germany • 2009 Certified Project Director - International Project Management Association, Level A • until 2013 Alliance of Siemens, IBM and the German Government, Head of Strategic Planning and Controlling 3
- 4. Page 4 AGENDA Programme HERKULES - Overview on the Programme Programme Management Sucess Factors
- 5. Page 5 BUNDESWEHR AT A GLANCE Bundeswehr is: Army, Air Force, Navy Central Medical Service, Joint Support Service, Administration, … with: 1.200 Locations in Germany (~ 1.800 at the start of HERKULES) ~ 950 at the end of HERKULES) 275.000 Employees Therein 200.000 Soldiers Therein 75.000 Civilians Budget 2012: EUR 32 Bill. (half of it are personnel costs) Images:Bundeswehr
- 6. Page 6 Intentions and Objectives Concentrate on core tasks Modernize the IT landscape in Germany Reduce backlog in investment Service provided by one source Adjustment of staff new capabilities new equipment higher efficiency
- 7. Page 7 HERKULES – CONTRACT HISTORY 1999 Decision to modernise 2001 Call for tender: Europe-wide award procedure Two tenderers: ISIC 21 (CSC, EADS, Mobilcom) and TIS (T-Systems, IBM, SIEMENS) 2004 Break off negotiations with ISIC 21 2005 Initiation of negotiations with SI consortium (Siemens, IBM) 2006 Negotiations concluded – SI is awarded contract BWI founded / Program start: HERKULES
- 8. Page 8 BUSINESS MANDATE OF BWI SERVICE ALLIANCE Sensors WaSys Radio FüInfoSys Bw/TSK HF- Radio AUTOKO mobGefStd MobKommSys Tetrapol Applications Data Center Workplaces eMail Communications Call & information desk User help desk LAN WAN Bw „GREEN“ IT (Bundeswehr) „WHITE“ IT (BWI) BUSINESS MANDATE - Found a standalone IT company - Modernize workplaces with state of the art IC technology - Provide a modern communications and data network - Extend the wide area network - Establish a central user help desk - Implement SAP as overall standard software - Transfer the data centers to a technically efficient and economic architecture - Set up central services such as intranet and e-mail Server / Host
- 9. Page 9 Page 9 HERKULES SERVICE CATEGORIES User Help Desk Directory and exchange service 140,000+ IT workstations and client/server services 15,000 mobile phones 3 data centres IT-Service for about 1,400 locations, modernisation of approx. 580 networks Central services e.g. intranet and internet Implementation of 45,000 SASPF users systems in use 300,000 telephones outside of HERKULES AREAS OF USE 12,000 km wide area network
- 10. Page 10 Page 10 SERVICE SPECTRUM The HERKULES service packages build on one another WAN backbone D&E UHD Passive LANNuKom Telecommunication equipment Central services (PKI, Intranet, etc.)Data centre Active LAN (property access nodes) SMI Systems in use (SinN) PCs Printers/servers WAN connection SASPF Location in target operation Telecommunications end devices Organisation, procedures, personnel & processes
- 11. Page 11 HERKULES: STANDARDIZATION AND CENTRALIZATION (1) Special Software File Service RAS / Teleworking Mobile Communications Printer Cart User Support 300 software products instead of 6,500 different products 22 central servers with encrypted file storage instead of thousands of distributed file server One centralized remote access solution with BSI certification instead of various different RAS solutions One (WAN integrated) cost-effective contract instead of various contracts with various providers 21,000 printer from one manufacturer instead of 90,000 printer from multiple manufacturers 3 standard PC-Types with standard software instead of a variety of different PCs One centrally managed around-the-clock UHD with 200 people instead of distributed support functions
- 12. Page 12 HERKULES: STANDARDIZATION AND CENTRALIZATION (2) Data Center Distributed Server Online Media DMZ Local Area networks Wide Area Network Directory & Exchange One logical data center in four locations instead of different data centers Consolidation and virtualization of server infrastructure using a centralized management Few Intranet- und Internet sites (portal solution) on a central platform instead of many decentralized sites One central Internet DMZ (georedundant at 2 locations) instead of hundreds of distributed accesses Centrally managed LANs instead of decentrally supported LANs with different structures and levels One centrally managed, redundant, encrypted high- performance WAN instead of muliple WANs One centrally managed info & switchboard service with 230 empl. in 10 locations instead of a large number of local services with > 1,000 empl.
- 13. Page 13 PROGRAM MANAGEMENT – CHALLENGE: SIZE • Systems sizing • approx. 3000 projects • approx. 6.000.000 tasks • User: • 1500 project user • 100 project manager • 20 project office user • 10 program office user • 50 user customer • 50 user general management • data volume: • documents per project: approx. 50 • data volume per project : approx. 100 MB Campana&Schott Add-In CS Datenbank Campana&Schott WebService Development of standards concerning tools and methods PMS4BWI
- 14. Page 14 PROGRAM MANAGEMENT – CHALLENGE: COMPLEXITY Statuslt.aktuellemKd.bericht LRO LAN WAN TK A&V SASPF SinN-Client NuKomBw PKIBw IntranetBw KVLNBw INKA DezSinNII LRO T T T T T T LAN I I WAN I T T T TK I T I A&V SASPF SinN-Client I I NuKomBw I T T T PKIBw T T T T IntranetBw T I KVLNBw I T T I T T INKA I DezSinN II I I IT-Sicherheit T T I I I I Legende: T = Technik I = Information = Schnittstellenstatus noch nicht eingeschät = Schnittstelle wird in der vereinbarten Quali = Problem mit Schnittstelle kann zwischen P = Problem kann nicht zwischen Projekten ge Status vor Schnittstellen aus Sicht der FAG Lieferndes Projekt Forderndes Projekt centralized and decentralized projects several dependencies between projects centralized plans and decentralized plans: for 1150 locations with 7 regional top-level plans 29.972 milestones/entries 90 completion criteria for each location (approx. 103.500 entries) 3000 project plans 15 plans to report 190 main results to management Hierarchies and transparency concerning dependencies are essential to cope with complexity
- 15. Seite 15 PLANS TO MANAGE MAIN RESULTS 15 Project 1 Project 2 interrelation Output Output Output Output Output Partial result Partial result Partial result Partial result Partial result
- 16. Seite 16 HIERARCHY OF PLANS 16
- 17. PRINCIPLE OF COUNTERVAILING INFLUENCE 17
- 18. Seite 18 PRINCIPLE OF GEAR WHEELING 18
- 19. Seite 19 INTERDEPENDENCIES: REQUIREMENT - ORIENTED 19
- 20. Seite 20 RESULTS - INTERDEPENDENCIES Roadmap Matrix interdependencies Ergebnisplan List of interrelations
- 22. Page 22 X-12 x+48x+39 x+42 x+45x+36x+3 x+12 x+15 x+18 x+21 x+24 x+27 x+30 x+33 72 Monate IMPLEMENTIERUNG ZIELORGANISATION VORBEREITUNG ÜBERNAHME IST-ERFASSUNG TECHN. ANALYSE & INVENTUR IMPLEMENTIERUNG BWI BETRIEBSSTANDORTE GESAMTROLLOUT LIEGENSCHAFTEN KONZEPTE & DETAILPLANUNGEN Tag X (28.12.06) Hauptvertrag Tag X+3 (28.03.07) Übernahme Betrieb IST-Betrieb BWI ZIEL-Betrieb BWI VORBEREITUNG ROLLOUT Vorbereitung INTEGRATION (36 month) OperationMIGRATION (12 month) IMPLEMENTIERUNG DER ZIELUMGEBUNG SASPF ROLLOUT IST-Betrieb Bw ROLLOUT PRIORISIERTE LIEGENSCHAFTEN Beginn der Integration Preparation Aufbauprojekt Siemens u. IBM Aktivitäten des GIG First Overall Implementation Plan
- 23. Page 23 “HERKULES meets Reality”
- 24. Page 24 Change Management– a cultural integration program TEAMLEADERSHIPNETWORK Workshops to develop „Teams“ are offered as well as a communication concept for the operational level of the organization Leadership workshops for entire management level of BWI service compound Program lasts 2 years, separated into 4 modules Regular Round Tables with Executive Management throughout the organization 60 employees are trained as “Cultural Change Multiple” to extend penetration in service compound
- 25. MAIN CHALLENGES • Complexity reduction • The whole is more than the sum of its parts • No project goals but contribution to a programme • No project can finish the programme alone 25
- 26. Page 26 26 SUCCESS FACTORS FOR THE HERKULES PROGRAM One core team on both sides Willingness to modernize Degree of “suffering” with the existing situation Involvement and backing of Top- Management Strong and centralised Program Management Intensive preparation Crossing cultural barriers Implementation of proved technology and processes SUCCESSFACTORS
- 27. Page 27 27 THANK YOU VERY MUCH FOR YOUR ATTENTION
- 28. Thank you Questions Programme Management Specific Interest Group www.apm.org.uk/progm