chronological project review
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ChronologicalProject Review
Ricardo M. De La Vega Navarro
1995-1999Project and
Relationship Manager Oracle HR and HR Data
Warehouse Implementation
o GE Capital Services (GECS) prepared to undertake a complex, multi-year global implementation project for Human Resource Systems.
We assembled a small, high-performing global team of skilled people with demonstrated success in Oracle implementations for GECS and in completing projects of this size and complexity. Our global team was unified through a Center of Excellence driving consistency in the application of proven methods.
The Center of Excellence was powered by: Our Global Team – With GECS, Oracle and World Class HR expertise
DFSS – The Breakthrough strategy and quality enabler (Six-Sigma)R2i (Rapid Return on Investment) - KPMG’s proven Oracle rapid implementation toolkit which mapped seamlessly with Six Sigma to drive project cost lower through use of pre-configured repeatable templates and tasks
TRACTION™ – Project Management Methodology which provided consistency, precision, repeatability, and risk mitigation incorporating DFSS deliverables
• Multiple HR And Payroll Systems
• No Direct Link With Corporate GE
• No Common Reporting Solution
• No Global Data
• Process Improvement Constrained By Poor Employee Data
GEGE
OtherBusiness
OtherBusiness
PeopleSoft
PeopleSoft
SomeBusinesse
s
SomeBusinesse
s
CBSICBSI
ADPADP
Multiple InterfacesMultiple Interfaces
Multiple SystemsMultiple Systems
60% Of Employee
s
60% Of Employee
s
40% Of Employees
40% Of Employees
• One Common HR Solution With Three Pole Architecture
• Enhanced Functionality– Applicant Tracking –
Compliance– Employee Self Service –
Compensation– Training And Admin
• Corporate Data Warehouse– Interfaces/Data Feeds– Reporting – Global Data Analysis– Links To GE Corporate
GEGE
Data Warehouse
Data Warehouse
N.America
N.America
EuropeEurope AsiaAsia
InterfacesInterfaces
ADPADPCBSICBSIBenefitsBenefits
Leveraging The GE Architecture, Design And Leveraging The GE Architecture, Design And Implementation ExperienceImplementation Experience
Leveraging The GE Architecture, Design And Leveraging The GE Architecture, Design And Implementation ExperienceImplementation Experience
Back in the day… Today…
Six Sigma Integration
Improve &Design
Improve &Design Analyze AnalyzeBaselineBaselineStrategyStrategy Build &
Test
Build &Test
Transition &Control
Transition &Control
Tollg
ate
1
Tollg
ate
2
Tollg
ate
3
Tollg
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4
Tollg
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5
Tollg
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6
STRATEGY
• Socialize Project• Develop
Communications Plan
• Hold Kick-Off Meeting
• Begin CAP Process
• Create a DFSS project plan
• Develop and Prioritize CTQs and perform Risk Assessment
• Develop Project Scorecard and Associated Recognition Plan
• PROCESS• Identify and
document key HR Processes
• DATA• Identify current
sources of data• Assess state of
current data• • TECHNOLOGY• Identify current
hardware/software capability and systems sources
PROCESS• Define To-Be
process• Identify Gaps• Transfer Module
DATA• Legal Compliance• Identify Reporting
Requirements• Corporate• Business
Specific• Design Plan for Closing Gaps• Initiate
Development of Detailed MGSP
TECHNOLOGY• Review Corporate
Technology Requirements
• Identify Gaps
PROCESS• Request Security
Configuration based on Process Requirements
• Design new processes based on Gap Assessment
DATA• Request
Configuration based upon Gap Assessment
• Clean up EE-only Data
• Design of business specific down-steam interfaces
TECHNOLOGY• Determine new
hardware requirements based on Gap Assessment
• Install and Configure Required Architecture
PROCESS• Develop Alerts• Set-Up Security
• Responsibilities• Profiles• Menus• Groups
• Execute End-User Training Plan
• System• Processes
• Execute Help Desk Strategy
• Execute Reporting Strategy
DATA• Build Work Structures
based on Configurations• Clean Work Structure-
related data• Extract Data from
existing systems• Test/Verify Data• Load Data into
Production
TECHNOLOGY• Install and configure end-
user technology requirements
PROCESS• Monitor new
HR Processes
DATA• Develop
Measures to ensure on-going Data Integrity
STRATEGY• Conduct Post
Mortem• Develop MGSP
Review CTQs w Revisit Risk Assessment w Update Project Plan and Other Documentation w Resolve Open Issues
Initiate... • Help Desk Strategy
(TG 5)• Training Strategy
(TG 5)• Testing Strategy
(TG 5)• MGSP (TG 3)
Initiate... • Configuration
requirements• Interfaces for
Down-Stream Systems
Initiate..• Tools and Processes
for Data Clean-Up• Security Strategy (TG
5)
Initiate...• Bolt-On
Strategies
2000-2001IT Finance Manager
Afore Garante Citigroup Market leading Fund Administration Co.
o Afore Garante handled over 2,221,000 clients and had over 2.1 billion US in assets. Ranked as 23rd on the list of the 100 best pension fund companies in the region.
• Implemented and supported “Platinum” Finance and Accounting solution country-wide. Including infrastructure.
• Responsible for data integrity during and after Y2k migration to a new platform.
• Delivered company’s daily balance information to the mexican government to avoid economic penalties.
Developed the system in charge of calculating and paying commissions to over 2,200 sales personnel in more than 100 different locations in Mexico; and the system responsible to track , print and mail balance account information to every single client in the country. Failure to send account balance on time, ( twice a year), resulted in penalties imposed by the government of over 40k pesos per affected customer . (We had over 2m of them).
Implementation and automatization of systems and processes contributed to obtain profits for that time period of $378.4 million pesos, which represented 41.6% increase over 1999. Also, penalty fees paid to the government due to information inconsistency were drastically reduced from 4.5million in 1999 to 80k in 2001.
2001-2002IT Manager
Reforma Newspaper
o Reforma is a Mexican conservative newspaper based in Mexico city. It has over 276,700 readers. The paper shares content with other papers in parent newsgroup Group Reforma. The cumulative readership of the newsgroup is above 400,000.
•Accountable for creative and development teams who launched REFORMA.COM web portal for the first time back in 2001.•Put in place Microwave link technology to enable the company to buy content from different news agencies around the world; such as AF, AFP, NOTIMEX, WP etc… As well as broadcasting Radio News coast-to-coast.•Replaced conventional use of 35mm Photography film to digital. As well as implemented the processes and training to support those changes.•Developed strong DRP process for the entire group. (3 newspapers).•Saved the company thousands by leveraging their Infrastructure TOC (Total Cost of Ownership) by bringing DELL as the only vendor to satisfy desktop and server needs.•Implemented a back-office team and created a testing laboratory to evaluate emerging technologies .
o Six-Sigma Black Belt specialist working on the development of a proposal for the reengineering of the affiliation, taxation and collection processes for the Social Security Office throughout the country (SIAREFI Project). Structuring the sale of an integrated development package to the Mexican government for over $18million dollars.
2002-2003Six-Sigma Advisor
Deloitte- IMSS
2003-2007IT Director Latin
AmericaStandard & Poor’s, Capital IQ,
Business Week, Platts, MH-Education.
o Hired as IT Director Latin America for McGraw-Hill Education. A year after I was promoted to Corporate IT Director LatAm for the entire group .
Established a Latin American Shared Services Hub for managing and controlling administrative processes. To achieve this, four areas needed to be addressed coherently; a)Back Office b)Order to Cash c)Supply Chain d)Risk Management.
Concurrently, build a comparable systems and process solution for Ibero (Italy , Spain and Portugal) to effectively share implementation costs and knowledge, while laying the framework for migrating Ibero process to either the European or Latin American Hub as applicable.
To achieve the proposed back office integration the following systems investments were required:•Lawson Financials (GL / AP)•Captura (T&E)•OFA (Financial Reporting / Analysis)
Cost / Benefit:•One-time implementation cost of Lawson for entire region was between $300-500k•Of the above figure, $125k was internally staffed. Overall, this investment was aligned to GTP requirements and as such only Lawson technical / functional consulting was considered incremental cost when considering GTP implementation for the region.•On-going RIF and other cost savings approximately $200k / p.a versus 2002 FY cost base.
Why the Structural Shift was Required
The need to align Finance Function with regional strategies of the business (regional focus / functional leadership: Editorial, Production, Sales, Logistics & Inventory Management)
IT Systems were non-standard in the region reducing ability to provide accurate information in a timely, non-labor intensive manner
Disappointing return on investment in Region driven by economic instability, poor control culture and operational autonomy.
Drastic cost cutting and elimination of layers as a result of a reduction in revenue was placing stress on Control Environment
Same Processes, fewer people instead of identifying new processes
Regulatory compliance was becoming tougher
New talent needed to take the company forward
Dynamic Risk Assessment ACL Analytics (Standard Batch and Evolution) Edit & Exception Reporting BCP
ORDER TO CASHINTEGRATED
BACK OFFICEINTEGRATED
INTE
RFACE
Sales & Promotion Regional Warehouse / LogisticFinancial & Back Office Editorial Direction
ProcurementGlobal
Majo
r Pro
cess
es
Inventory Management Warehousing / Logistics
Procurement /Manufacturing
Executive ManagementEDP Sales &
Promotion
IBS Lawson
IBS IBS IBS
EPP / PTDMPS /DRPSOQPTD
Lawson / OFA- Captura- Royalties- Citidirect
MESAPower play CRM (SAC)
Init
iati
ves
Finan
ce &
O
pera
tions
Business Manager
Business Manager
ManufacturingCost ReductionProgram
-Logistic Diagnostic- Warehouse Outsourcing- Inventory Centralization
- Royalties- Centralization- GL/AP –Lawson- T&E – Captura- Plant Cost – Centralize- Treasury Citi-direct
Strategic Alignment to International-Segment-Corporation
ITRegional Hub Concept – Integrated
Approach
Established administrative system platform by leveraging global enterprise standards:
Lawson Financials for transaction processing
General Ledger
Accounts Payable
Fixed Assets
Concur Technologies for Global Expense Management
Travel and Entertainment
Procurement Card (if necessary)
Oracle Financial Analyzer for Financial Reporting
Result = Eliminated substantial manual work at BU level. Improved quality and consistency of information. Provided more predictive information. Enhanced control through alerts & exception reporting.
System Solution
•Field Site Support regional alignment
•Latin American (MHE, S&P) Operational alignment
•Re-Design and Consolidate multiple Remedy (Helpdesk) systems
•Plan and Consolidate multiple (segment oriented) Helpdesk services
•Plan and Implement Email DR for 83% of all MHP Exchange mailboxes
•Whole Security, a tool that adds another security layer against spyware and malware (i.e., malicious software) for remote PC users, has been successfully deployed globally to all business segments
•Commenced development on a data center strategy to address McGraw-Hill’s growing demands for production capacity and requirements for disaster recovery
• Focus resources, alignment, consolidation & efficiencies
•Improve resiliency, supportability and enablers
Goals Accomplishments Initiatives
•One Remedy System •Help Desk service
consolidation •BW•MHE•CTB•CIQ•Platts
•Complete Email DR implementation for major Exchange hubs
•Complete initial phase of Exchange 2003 and Active Directory planning
•Migration to MHP Mobility for remote access
•Pilot 2 offshore infrastructure engagements
•Domain Team alignment and product strategies
•Complete data center strategy
Infrastructure
2007-TodayIT Consultant
Sole Proprietorship
o We have managed and implemented a wide variety of solutions based on PMI, ITIL & Six-Sigma methodologies. Also, we have developed robust client/server applications using tools as VS.net, Software for Mobile Devices under C++ and VC++; not to mention web based solutions under IBM’s Websphere.
Certified as Six-Sigma Black Belt, Certified as Information Systems
Auditor (CISA), Certified as Microsoft Systems Engineer and
Solutions Developer. Strong knowledge on PMI and ITIL V2,3
Methodologies.
Strengths reside on Global IT Management, IT Project
Management, IT Governance and IT Best Practices.
Special training in SOX-COSO-Fraud detection and Risk
Management.
Ricardo De La Vega plginmkr@hotmail.com
+52 1 595 1098 302
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