Tag Archive for Program Management

A Top 10 Pharmaceutical Leverages CorasWorks for Program Management of $200M Global Product Serialization Initiative

drugs

The pharmaceutical industry is going through a significant change in manufacturing and supply chain management driven by emerging global government mandates for them to “serialize” their products.  Each unit of product must have a unique ID that can be tracked through the full supply chain to the end user customer. This is to insure quality, to enable tracing, and also, to suppress the use of counterfeit drugs (estimated at 10% of the worlds’ drugs).  The mandates have been coming out across the globe over the last few years.  The US is on the verge of putting their “mandate” in place this year.  (Click here to learn more about pharmaceutical product serialization.)

In this article I will look at how our customer, one of the top 10 pharmaceuticals, used CorasWorks to create a Program Management solution that is used to manage their $200M global product serialization manufacturing change program.  I will also address how the process worked as this story is a great example of how customers are able to achieve breakthrough results without the risks, costs, and time delays that are common for most enterprise application projects.

The Challenge

This customer is a very large manufacturer of pharmaceuticals – one of the worlds largest.  These mandates from around the world are requiring them to update all of their manufacturing lines to support the unique ID serialization requirements for each unit that is produced.  Different mandates from different countries/regions also have different requirements.  This process will cost our customer 200 million dollars over the next five years.  They will need to upgrade more than 100 different manufacturing lines in 400 different projects around the world in more than 20 countries.

The objective of our customer was to be able to centrally manage the program across the globe.  They had a strategic team in place to drive this initiative globally.   They had very precise requirements such as:

  • They needed top down management visibility and the ability to then drill down in details.
  • They wanted to be able to see all of the projects by a) defined KPI’s for the b) defined stages of work.
  • Their process requires that each local manager provide updates on each project each month.
  •  Most projects actually had two workstreams, so two different updates, for a total of 400 managers providing updating.
  • They wanted the ability for comments for each update.
  • These updates drive the KPI’s from the bottom, up the stack.
  • There were very complex KPI roll-up calculations so that KPIs would cascade upward from the base project to the top of the Mandate, Geography, Country, Product, etc.
  • The customer then wanted to be able to see where everything stood by different pivots such as by Mandate, by Country, by Product, by Workstream, by Line within in a real time, interactive interface.

The customer had detailed, application specific requirements for the Program Management system. Yet, time was short.  Some projects were already under way, so they wanted the system relatively quickly targeting about 4 months. They had evaluated options of custom development however the cost, risk of delivery, and length of time to delivery deterred them from this option.  They also looked at leveraging other owned Project Portfolio Management systems, however, they needed very precise features and in effect this made the use of these systems as risky as custom development.

So, the challenge was how to:

  • get a Program Management system that met their very precise requirements
  • in a relatively short time frame
  • at the lowest cost possible and without “breaking the bank”
  • with an acceptable level of risk of delivery
  • that would support changes as the program evolved and lessons were learned
  • and that was acceptable to IT today and supportable over the 5 years of the program.

The Solution

This customer uses SharePoint 2010.  In fact, they are in the Top 100 of SharePoint deployments supporting more than 80,000 users across four global regions.  They have adopted an Enterprise Shared Services Environment (ESSE) model in which they have a common infrastructure that is shared across all global geographies, all business groups, and, all employees.  They have three different farms (server environments) for different categories of work.

  • The Enterprise Shared Services Environment for those applications that do not require any custom compiled code.
  • A Custom Environment that allows custom code but is much more expensive to manage.
  • A Regulated Environment that is certified for regulated processes and information such as Clinical Trials.

They have been a CorasWorks customer since 2004.  The CorasWorks  v11 Work Management Platform is part of the infrastructure on the Enterprise Shared Services Environment available to all 80,000+ users.  The complex requirements of this Program Management application were more sophisticated than just about any other application running on ESSE.  However, they believed that it might be possible to build and deploy it on ESSE.  This would mean that it would have to be created without requiring custom coding, just leveraging the CorasWorks Work Management Advanced Configuration Tools.  If it worked, it would also mean that they could meet all of the challenge criteria noted above.

Working with the customers’ Service Delivery Team for the manufacturing group (that delivers applications to that group on ESSE) we did a quick pilot to simulate the applications’ operating requirements in the ESSE environment.  This was successful and the business customer decided to go with CorasWorks software and CorasWorks Professional Services to build the application on the ESSE environment.

This was a joint application development project.  The Service Delivery Team had built other applications using CorasWorks within ESSE so they were familiar with the core capabilities of CorasWorks.  They were able to work closely with CorasWorks on the design, the requirements, the testing, and changes.  They also handled the interactions with the business group.  The teams approach was an Agile methodology with the objective of having an early working solution in place, that would be built through sprints with user input.  In sum, it was a highly collaborative project between CorasWorks, the customers’ Service Delivery Team, and the business user group.

The Result

The base application was deployed for initial testing within 60 days.  The ability to quickly get the base application with a full information data set up and running was important for real time user input and changes.  It went through a series of sprints for additional phases and changes.  In addition, the application was re-factored three times in order to accommodate the changes and stay within the specified end user performance limits.

In sum, within 5 months the system went from development to enterprise production within the ESSE environment. Comparing the results to the challenge criteria stated above, the system was delivered:

  • meeting the specified technical requirements and the ones that came up through ongoing changes
  • almost within the time frame (it actually took an extra month to finish the project due to elapsed time delays with changes, user testing, and data loading) – but the project was still 2x faster than alternatives had been estimated
  • within the specified budget – that was about half of the initial estimate for competitive alternatives
  • the risk was mitigated by the known factor of CorasWorks capabilities on the ESSE environment
  • the resulting system is fully supportable by the customers’ Service Delivery Team since it is built on the open standard CorasWorks platform
  • and IT was already supporting ESSE and CorasWorks and will continue to support it as part of their global ESSE environment

My Wrap Up

This customer now has the capability to manage the global product serialization program.  They are in a great position to work towards success.  The program, an important one for them (remember counterfeiting is 10% of drugs), is also very important to the health and safety of all of us.  By investing to put the proper, well specified, program management system in place to support their defined process they have decreased their risks and increased their probability of success because they are providing a lot more visibility which drives greater accountability for results.

The General Challenge.  Most business-driven Program Management solutions are very custom.  It is the nature of the beast.  It is also a key to competitive differentiation.  Your programs/initiatives tend to be your big value creating or risk reducing activities.  But, it is very difficult and almost counter-productive for a vendor to try and build a general product for this purpose.  There are some COTS Program Management systems, but, if you try to use them for a significant program like this one you’d have to basically rip them apart to deliver on a typical set of requirements.  The unique flexibility of the CorasWorks Work Management platform makes it a very effective way to deliver on these custom Program Management applications.  As shown in this example, effectively they used a COTS product (CorasWorks) on an existing enterprise shared services (ESSE) platform to create a very custom Program Management solution without requiring any new custom compiled code.

william

Managing CDRL deliverables for Post-Award IDIQ Contracts and Task Orders

Best9

I just posted an article about the use of CorasWorks to enhance a large Contract/Program Management system to support the CDRL deliverable process.  This was a custom enhancement to their post-award Program Management system.  It is a broad and big system.  However, many of our customers using the CorasWorks IDIQ Task Order Management solution also require this capability within a more specific scope.

The capability to programmatically interact with Customers for CDRLs and other purposes could be part of a corporate system.  However, usually this concern rests with Program Managers that are managing a specific IDIQ program.  They are fully responsible for the whole life cycle of the IDIQ and Task Orders from winning the task order through delivery and task order completion.  So, they often want this capability for just their IDIQ.

As part of the Task Order post-award work, the Program Manager or designee often has to provide CDRL deliverables or other information for a customer of the Task Order.  In addition, the Program Manager needs to provide CDRLs or other information to the Contracting Officer for the IDIQ.

This CDRL deliverable capability is just an extension to the basic IDIQ Task Order Management system.  It is usually implemented in a similar way to which we implement the Partner Portal and Partner Work Consoles.   The main work process is very similar to that described in the article above.

A good way to think of how you are working is the metaphor of an airplane.  Your CorasWorks IDIQ Vehicle Management site is the middle of the airplane (the fuselage).  On one side you have your Teaming Partners (a wing).  On the other side, you are now adding a wing for your Customers to interact with you.  Working in this way you are able to manage the work in one place and interact with your Teaming Partners and Customers.  They have there place to go to See, Contribute, and Act with information that you determine.  You have the ability to control the flow from one place.

It is a better way to fly…

william

$1B+ Top 25 Government Contractor Enhances Contract/Program Management for Customer and Supplier Interaction

Hub-Spoke PM

This customer is a top 25 Federal Government Contractor with more than $1B in annual revenue.  They are an existing CorasWorks customer using CorasWorks in their Extranet and Intranet work environments running on Microsoft SharePoint 2010.  This is a story of how they have enhanced their Program Management environment (Contract, Programs, IDIQs, Task Orders, etc) to support managed, interactivity between their Employees and their Customers and Suppliers.  The key interactive process they are focused on is Customer Reporting, primarily CDRL deliverables.  The article will describe the design of their solution, what we call the Hub and Spoke design, which enables this managed, configurable type of “role-based” interactivity. 

Situation

They have defined and are building out a broad Integrated Program Management System (IPMS) with multiple sub-systems.  They are doing this leveraging their SharePoint environment.  They are using CorasWorks for specific sub-systems of this environment such as IDIQ Task Order Management.  They are also using CorasWorks to enhance certain custom built sub-systems such as the subject of this article.

They had a version 1 of a Program Management sub-system that is targeted to encompass more than 1,000 contracts/programs when fully rolled out.  Their objective is to be able to manage the work for each contract/program that they have as part of a unified system.  Like most SharePoint systems, with v1, they had a basic framework with a Program site at its core.  This is where the Program Manager and internal team could collaborate.  But, the v1 lacked the key capability to interact with Customers and Suppliers, particularly around CDRL deliverables. With customers, they wanted to structure the Customer Reporting (primarily CDRLs) workstream.  They also wanted customers to be able to make requests.  With Suppliers, they wanted them to provide their reports to them in a structured way which then became part of the reporting to customers.  They also wanted to be able to interact with the Suppliers.

Their key design objective was for the internal employees to be able to see and manage all of the activity, but, the Customers and the Suppliers would only be able to see, contribute, and act with information/tasks that were specifically available to them.  In addition, they needed flexible.  Effectively every contract/program is somewhat different.  So, the system had to accommodate the need to make changes at the Program level to meet the specific needs of the customer.

Solution

They leveraged CorasWorks to get to their new version 2.  For this version, they shifted the system to their Extranet environment.  This reflects the key recognition that program interactivity between Employees, Customers, and Suppliers simply has to live outside of the Intranet.   

As above, the core new process was the management of the CDRL deliverables for each Contract/Program.  The general design is as follows:

  • Each contract/program has a site – lets call it the Program hub.  This is where the internal employees work.
  • When a Program Hub is created they can auto-provision a separate Customer site and one or more Supplier sites as required.  We refer to these as Consoles.  They are effectively Spokes of the Hub. 
  • The Program Manager manages their work and interactivity with Customers and Suppliers through the Program Hub.
  • With CDRLs, they define each CDRL in the Program Hub.  Effectively, it is a task with a due date that can be tracked and managed.
  • When it is time, they prepare the reports, which might include interactivity with Suppliers.
  • The CDRL deliverable is then “published” for access by the Customer.  They are automatically notified and can go to their Customer console to view the information and interact. 

In addition to the enhancement around Customer Reporting, they enhanced a number of other features. Two key enhancement were:

  • Integration with their external ERP system to provide real-time updates to the Program Manager.
  • Task (Action Item) management for the Program members with work automation.

Results

So far, they have brought up more than 100 Contracts/Programs into the new system.  For each contract/program the CDRL process is managed as above.  Some Programs don’t have Suppliers, while others do.  The full cycle is now tracked (to insure completion of the deliverable) and documented (for auditing).

The flexibility that they wanted is achieved just by their use of CorasWorks.  This enables the Program Managers to modify the CDRLs that are delivered and to turn on and off features as required by the contract.

 

Wrap Up and Summary

This solution is a good example of how to leverage CorasWorks to enhance a system that you already have on SharePoint.  I’ll drill down into two important capabilities that make a big difference in the success of this solution.

Cross-Connect – CorasWorks has the native capability to enable you to See, Contribute, and Act across SharePoint Sites and SharePoint Site Collections.  This “cross-connect” capability enables the Hub and Spoke, interactive design that was used for this solution.  Effectively, you are creating role-based “work consoles” that only enable uses to see, contribute, and act as you determine.  This means that you DO NOT have to give these external parties direct access into a SharePoint site.

Feature Flexibility – A key benefit of their use of CorasWorks is the feature flexibility on a program by program basis.  If you have a fixed, custom built, proprietary system, then, it would either a) be very difficult to change to accommodate each customer/program (unlimited permutations) or b) be very costly to set up and maintain separate systems for each program and customer to accommodate their specific needs.  Using CorasWorks, the customer has the flexibility to add new interactive features on a program by program basis.  These features become part of the framework and may be simply turned on and off (by business users such as the Program Manager) to meet the needs of the Customer and/or Supplier.  Features enabled for one program do not affect other programs.

william

New Solutions and Case Studies for Federal Contractors

We continue to enhance our support for Federal Government Contractors.  We just updated the Federal Contractor microsite section of our web site.  Assuming that you have been there before, press CNTRL-F5 to refresh the content.

We now highlight 5 solutions for Federal Contractors.  We have 6 new Case Studies for a total of 10.  The solutions are:

  • IDIQ Task Order Management
  • Capture and Proposal Management
  • Program, Project and Portfolio Management
  • Idea and Innovation Management (new)
  • Shared Services Work Management Environments

For an overview of our Federal Contractor vertical in 2012 and solution plans in 2013 see the following article:

CorasWorks’ Federal Contractor Business Grows 75% in 2012 Fueled by Accelerating Industry Competition–Review and 2013 Plans

Do More With Less and Do More for Less

The new solutions and case studies are evidence of our core message to Federal Contractors which is how we enable them to Do More With Less (the competitive business value) and Do More For Less (our cost improvement value proposition).  As we invest in this area and “standardize” the solutions, our value proposition just gets stronger.

The key is that CorasWorks on SharePoint is a platform approach that is enabling Federal Contractors to get great leverage through a Shared Services model.  Once you have the platform in place, any and all of the solutions we offer or that you build can be dropped in, natively integrated, re-purposed, enhanced and extended.  It just works.

Make sure to look at the 2 case studies under “Shared Services Work Management Environments”.  These given a sense of how this approach has worked for a 1,000 person and a 20,000 person organization.

william

Large Federal Contractor Drives Customer Intimacy and Value with Dedicated Program Workplaces on SharePoint

Our customer is one of the top 10 largest Federal Government Contractors.  Being so big you’d think that they would act it.  But, when it comes to contracts, performance, and customer value they have found a way to act small, local and drive very tangible customer value.  They are accomplishing this by creating dedicated Program Workplaces using CorasWorks on SharePoint.  In this article, I’ll tell the story of one $150M contract/program and how this has become a successful model that is spreading. By the end of 2012 this approach will cover 5 contracts/programs worth more than $1 Billion dollars.  And, as you’ll see, it is a story of organic innovation at the edge of the business, where the customer value is created.

 

The Challenge

Our customer won a contract worth $150 million over 5 years.  The contract is for services for a program for a Civilian Agency that involves delivering on a schedule of similar yet differing “projects”.  The user base is about 500 people with 200 of them being employees from our customer and the rest being customer and partner employees.  Our customer believed that the best results could be achieved by enabling their employees, partners, and Agency customer participants to work together in a dedicated, seamless, program work environment.

 

The Solution

A year ago the contract started.  Our customers’ Program Manager decided to invest in their Program Workplace out of their own pocket.  They deployed an extranet infrastructure based upon “vanilla” SharePoint.  They then used CorasWorks to build out their Program Workplace.  It took just a month to get the environment up, built and being actively used.

Now, this is not some passive intranet or a skinny extranet portal.  It is a dynamic, integrated, seamless, interactive, role-based workplace for everyone involved with the mission of the program.  Here is what this means:

- it is a dedicated environment for employees, partners, and customers working on the program

- it is role based – the Agency customer people have their work consoles, the functional managers have their work consoles, and the contributors have their consoles and places to go to get the work done.  They are enabled to see, act and contribute from wherever they work.  They see only the information and activities that they have rights to see.

- everything is there – it is a self-contained environment.  All of the information, reporting, processes, collaboration that relates to the program are there.

- it is about the mission and the work – it is a workplace dedicated to delivering the projects on schedule.  Effectively, the projects are managed through a structured set of stages with a final result.  All of the users have their roles and participate in the work.  Any supporting processes are part of the environment

- it evolves – effectively, the workplace gets better every month.  They learn with each project, they make changes in their work processes and the workplace, they get better.

Each project of this program is mission critical.  A project either succeeds or fails.  Everyone is accountable.  By having this workplace, the users share accountability.  And, in the last year they have succeeded with each project.

 

What makes this Workplace Different from an Extranet

Most SharePoint extranets are designed and built as appendages of an Intranet.  They are skinny – a place customers can go to maybe see reports and access information.  What happens is that the extranet is separate from the intranet where the internal people work.  Thus, the work and information environment have lots of seams (holes, gaps, barriers, cracks).  Lots of information, productivity and accountability thus gets lost – it is a seamy way to work with others.

With their dedicated Program Workplace, our customer has changed the game.  They designed it top down from the perspective of the whole team to accomplish the mission of the program.  Thus, everyone works equally together.  The result is that the work and information flow from person to person and task to task instantly and seamlessly.

Technically, the environment has more than 200 SharePoint sites.  But, unlike most SharePoint environments this fact is transparent and irrelevant to the users.  They do not have to navigate to the sites to see what is going on, contribute or act.  The majority of the sites just store information and establish security barriers.  Instead, the users see, contribute and act from their role-based consoles.  The information, work to be done, and results come to them.  You don’t prepare reports, you just do your work – the system takes care of the rest.  It is role-based and seamless. Imagine, a workplace that makes it easy and convenient to be productive.

What is truly unique here is that this customer invested from their own budget to bring up a dedicated environment, that they own, and that has become part of their service offering for this contract.  Plain and simply, it is a better solution for driving customer value and achieving contract success – breakthrough stuff.

 

A Cost Neutral Solution

Federal Contractors, particularly with service driven contracts, have to worry about costs – margins are tight.  Initially, this contractor made the investment up front – a minor miracle.  They were clear in their objective and how to get there.  They had planned that they would get change requests from their users.  They did.  So, in addition to the normal contract task orders, the Agency customer has been issuing change requests as task orders to enhance and extend the workplace.  In this first year they received more revenue in change request task orders then they had projected for the 5 year period.  This revenue has enabled the original team to stay on the project to maintain and enhance the environment and has made the environment a cost neutral part of their offering.

 

The Solution Becomes a Business Model – Organically

This Program Workplace has been very successful.  The approach is being adopted for other contracts/programs across our customer…

For instance, our customer has another contract with the same agency.  They are also a user of CorasWorks but have been supporting the customer via their internal Division Intranet.  The agency has now “guided” the Program Manager to move out of the Intranet and into an extranet workplace – to provide them the benefits that their other agency comrades have on the other contract.  In fact, they are consolidating the workplace of that program into the infrastructure of the first program.

In a new contract with a different Agency to be awarded this year, our customer is including a CorasWorks-based Program Workplace as part of their bid.  This contract will be about 3 times larger than the other two mentioned above.  They intend to leverage the same Program Workplace overall design with the primary difference being the workstreams and processes.

And there is more…  There are two other contracts/programs within the same customer, with different Federal Agencies, that are also following a customer-intimate, dedicated, Program Workplace model based upon CorasWorks on SharePoint. They have been running for years. The fascinating part is that until a couple of months ago these different programs and their managers did not know what the other groups were doing. CorasWorks has now connected them up.

 

Innovation Happening at the Edge of the Company

The miracle of it all…

This approach was not explicitly driven by Corporate or even the Divisions.  It emerged at the edge of the company.  This very large Federal Contractor has somehow magically created a culture that has enabled the drive towards customer intimacy on these contracts.  It empowered the local program managers to truly do what is best for the customer and the mission of their contract.  It delegated accountability.  Now that they know about each other, they are starting to share their designs, approaches, practices, even application templates.  So, without explicit corporate guidance, funds, or systems, there is an evolving common approach, to drive their customers’ success, that is driving the delivery of more than $1 Billion of business.  This is pure goodness.

In our increasingly hyper-competitive world, customer intimacy that delivers exceptional results, is a (if not the) key differentiator – particularly in services based sectors. The fact that this is happening organically in a very big company, sets a new bar for competition in Federal Contracting – one that other organizations large and small should take notice of.

 

william