2 Governance.docx

2 Governance.docx

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2Governance

BPIStandardOperatingProcedures

1Overview

2ProgramGovernance

3ProjectPlanning

4ProjectTrackingandScheduling

5FinancialManagement

6RiskManagement,IssueManagement,andChangeControl

7ProgressTrackingandManagementReporting

8Integration

9WarRoomManagement

10DeliverablesManagement

11ConfigurationManagement

12ContinuityofOperations

13ImplementationPlanning

14Communications

15TrainingandValidation

16ChangeManagement

17QualityManagement

18Administration

BPIStandardOperatingProcedures

2BAXGlobalBPIProgramGovernance2-2

2.1ProgramStructure2-2

2.2ProgramOfficeStructure2-4

2.2.1Mission,Objectives,andGuidingPrinciples2-5

2.2.2Definition2-6

2.3RolesandResponsibilities2-8

2.3.1ExecutiveSponsor2-8

2.3.2SteeringCommittee2-9

2.3.3FieldManagementSponsors2-10

2.3.4KPMGQualityAssurance2-11

2.3.5ProgramDirector2-12

2.3.6ProgramManagerError!

Bookmarknotdefined.

2.3.7ProgramOfficeAdministrationandSupport2-14

2.3.8TechnicalIntegrator2-15

2.3.9FunctionalIntegrator2-16

2.3.10HRIntegrator2-17

2.3.11WarRoomManager2-18

2.3.12ProgramScheduler/Analyst2-19

2.3.13Methods/Standards2-20

2.3.14CommunicationsSpecialist2-21

2.3.15ContinuityofOperations2-22

2.3.16WorkstreamManager2-23

2.3.17ProjectManager2-24

2.3.18TechnicalManager2-25

2.3.19ProjectMember2-26

2.3.19.1BusinessAnalyst2-27

2.3.19.2DataAnalyst2-27

2.3.19.3SystemsAnalyst2-28

2.3.19.4ProcessAnalyst2-28

2.3.19.5Programmer2-29

2.3.20FinancialManagerandCostControl2-30

2.3.21ResultsDeliveryManager2-31

2.3.22ChangeManager2-33

2.3.23GraphicsandReportsSpecialist2-34

2.3.24ImplementationPlanningManager2-35

2.3.25ExternalQualityControl2-36

2.3.26KPMGShadow2-37

2BAXGlobalBPIProgramGovernance

2.1ProgramStructure

TheBAXBPIProgramiscomposedof63individualprojectsgroupedintofiveworkstreams,withanoverarchingProgramOfficestructureandthesupportoftheBAXglobalorganization.ThefiveworkstreamsareFinance,Operations,Sales,Logistics,andInformationTechnology.

EachworkstreamiscomprisedofBAXworkstreammanagerswithKPMG“shadows”,supportedbyprojectteamsconsistingofsystemsanalysts,businessanalysts,dataanalysts,andprocessanalysts.

Additionally,theITteamshavespecialistteammembersthatfocusonspecifictechnicalareas,including:

∙EnterpriseArchitecture

∙DataWarehousing

∙ElectronicCommerce

∙Year2000

∙Networking

TheProgramOfficeoperatesundertheauspicesofPittston’sBoardofDirectorsandtheBAXExecutiveSponsors,ChairmanJosephC.FarrellandCFOGaryR.Rogliano.SupportingtheExecutiveSponsorsare:

-TheSteeringCommittee;

-TheExternalReviewCommittee,whichperformsaperiodicaudit.

Inaddition,theProgramDirectorhasadotted-linerelationshiptoBAXFieldManagement,whichiscomposedofVPs,GMs,DVPs,andMDswhoseinput,feedback,validation,andtestingisnecessarytoensureoverallsuccess.

RolesandresponsibilitiesfortheBPIprojectteamaresetforthinSection2.3.

ThefollowingdiagramdepictsthegovernancestructureoftheBPIproject:

2.2ProgramOfficeStructure

TheProgramDirectorisRonRokosz.BillAinsworthservesasKPMGshadow,withresponsibilityforqualitymanagement.RichShurtleffistheProgramOfficeManager,shadowedbyJaroVolny.

TheProgramDirectorandProgramOfficeManagerprovideoveralldirectionandday-to-daymanagementforthefivemajorfunctionsperformedbytheProgramOffice:

∙FinancialManagement,includingresultsdelivery（benefitstracking）

∙ContinuityofOperations

∙ImplementationPlanning/TrainingandValidation/Communications/ChangeManagement

∙Progress,Planning,andIntegration（the“WarRoom”）

∙AdministrativeSupport

TheFinancialManagementTeam,theImplementationPlanningTeam,andtheWarRoomOperationsTeamaredetailedbelow:

2.2.1Mission,Objectives,andGuidingPrinciples

ThemissionoftheProgramOfficeistoensuresoundmanagementacrossBPIprojects,coordinatingtheplanningandimplementationofallrelatedefforts.TheProgramOfficeiscomposedofagroupofresourcesdedicatedtoorchestratingandoptimizingtheeffortsofmultipleandconcurrentprojectstodeliverthelarge,complex,andstrategicallyimportantBPIprogram.

ObjectivesoftheProgramOfficeinclude:

∙Educated,cohesivecross-functionalteamsthatcomplywithallBAXtools,methods,standards,andpolicies;

∙Consistent,timely,structured,andaccuratecommunicationsfromasinglesource;

∙Expeditedissueidentificationandresolution;

∙Uniformprojectmanagementstandardsandpractices;

∙Coordinatingprojectteamsandensuringvisibilityintoprogramperformanceprogress,trend,andvariance;

∙Enablingtheexecutionofrepeatableprojectmanagementprocesses.

GuidingprinciplesoftheProgramOfficeinclude:

∙Workstreammanagershaveultimateaccountabilityanddecision-makingauthorityoverprojectsandprojectresources;

∙KPMGandBAXworkaspartnerstodeliverBPI;

∙Touchingprojectseveryweek;

∙Planningforrealistictimeframes;

∙Facilitatingandinstillingteambuilding/enablingonacontinuousbasis;

∙Identifyingneedandprovidingeducationinprojectmanagementanddeliverablesunderstanding;

∙Keepingreportingstructuresanddocumentsassimpleaspossible.

Criticalsuccessfactorsinclude:

∙Discipline;

∙Effectivetimemanagement;

∙Crystal-cleargovernancestructureandcommunication;

∙Dedicated“bestandbrightest”resources;

∙Learningcontinuously–notresistingtheunknown;

∙Leadingbyexample;

∙Teamspiritandcooperation-breakingdownorganizationbarriers;

∙Sustainedexecutivesponsorship;

∙Continuingaccesstoexecutivemanagement;

∙Diffusingprojectteamfrustration;

∙Makingrapidprogress.

2.2.2Definition

TheProgramOfficeprovidestheinfrastructurerequiredtointegrate,drive,andcoordinatetheindividualcomponentsofanenterprise-wideprogram.Itisalsothecenterforassembling,tracking,anddistributingkeyprograminformation.Itspurposeisnottocreateabureaucracy,butrathertoaddvaluebyguidingteams,challengingplansandresults,andidentifyingissues,gaps,andleveragepointsacrossallprojects.CriticalfunctionsoftheProgramOfficeincludeworkintegration,organization,managementstandardization,measurement,andcommunication.

∙WorkIntegration-TheProgramOfficedrivesintegrationatfunctional,technological,andorganizationallevelsbysettingcongruentgoalsandobjectives,prioritizingworkefforts,andsourcing,allocatingandmanagingallresourcesforthework.Itidentifiesandmanagesgaps,dependencies,issues,andconflictswhilefacilitatingoveralldesignandintegrationwithinabestpracticesframework.Itisalsoinstrumentalincoordinatingandmanagingthechangeimpact.

∙Organization-TheProgramOfficeischargedwithimplementingthegovernancestructurethatisbestsuitedtothesuccessoftheproject.TheProgramOfficemakessurethattheappropriatesponsorshipispresent,roles,responsibility,andaccountabilityareclearlydefined,andteamsareappropriatelystructuredwiththerightkeyresources.

∙ManagementStandardization-TheProgramOfficesetsacomprehensivesetofstandardsusedbytheentireprogramtoassureconsistencyandqualityoftheworkproduct.Someoftheareasstandardsaredefinedforincludedocumentation,processesandprocedures,nomenclature,projectplansandapprovalhierarchy,tools,projectdisciplineandethic,meetingfrequency,etc.

∙Measurement-TheProgramofficeprovidesvisibilitytoprogress,resultsandbenefitsbyanalyzingprojecttrendsandfinancials,providingmanagementscorecards,andmeasuringriskandquality.

∙Communication-TheProgramOfficeisthefocalpointforthecollectionanddisseminationinformationensuringclearandconsistentcommunicationstobothitsinternalandexternalcustomerswhichincludeprojectteammembers,management,customers,employeesegments,andthemedia.

2.3RolesandResponsibilities

Thefollowingpagesoutlinetherolesandresponsibilitiesofvariousprojectteammembers.

2.3.1ExecutiveSponsor

ProjectRole

ExecutiveSponsors

Name

JoeFarrell,Chairman,GaryRogliano,CFO

Team

ProgramManagement

Reportsto

BoardofDirector

Responsibilities

Theprogramsponsoristhe“Champion”,ownerandfinancieroftheproject.

Theprojectsponsor’skeyresponsibilitiesareto:

∙MaintainsupportfortheprojectwithseniormanagementandtheBoard–presentquarterlyupdatestotheBoard;

∙Promotethebenefitsoftheproject;

∙Presentthemeritsoftheprojecttootherscompetingforthesameresources;

∙Approveandprioritizeanychangestoprojectscope,plansorbudget;

∙Smoothout‘politicalproblems”;

∙Provideultimateauthorityontheproject;

∙ChairSteeringCommitteemeetings;

∙Providetheoverallvision.

2.3.2

SteeringCommittee

ProjectRole

SteeringCommittee

Name

Team

BAXBoard

Reportsto

BoardofDirectors

Responsibilities

Theprimaryroleofthesteeringcommitteeistoprovidedirectionanddecision-makingsupportfortheproject.Anotherkeyroleservedbythesteeringcommitteeisasacommunicationslinkbetweentheproject,seniormanagementandfieldmanagement.Theprogramsponsorchairsthesteeringcommittee.

Keyresponsibilitiesofthesteeringcommitteeareto:

∙Providepolicyandstrategicdirectionoftheproject;

∙Ensureappropriateresourcesaremadeavailabletotheproject;

∙Approveandreviewprogressagainstbusinessandprogramobjectives;

∙Resolvemajorissuesrelatedtopriorities,requirementsandprocedures;

∙Visiblydemonstratesupportforthe