{"id":84052,"date":"2022-07-30T13:07:16","date_gmt":"2022-07-30T13:07:16","guid":{"rendered":"https:\/\/assignmenttutors.net\/blog\/proctor-gamble-case-study\/"},"modified":"2022-07-30T13:07:16","modified_gmt":"2022-07-30T13:07:16","slug":"proctor-gamble-case-study","status":"publish","type":"post","link":"https:\/\/assignmenttutors.net\/blog\/proctor-gamble-case-study\/","title":{"rendered":"Proctor & gamble case study"},"content":{"rendered":"
\n

Due: \u00a0Midnight Sunday of Unit 6.\u00a0<\/p>\n

\u00a0<\/p>\n

In this assignment, you will explore the business situation that Proctor and Gamble faced and how it was resolved using effective project management.\u00a0<\/p>\n

\u00a0<\/p>\n

Refer to the attached documents for the case study and full assignment details and the rubric.\u00a0<\/p>\n

\u00a0<\/p>\n

The requirements for the assignments are: \uf0b7 Read the Mini Case Study attached to the assignment. \uf0b7 Address the following items based on the reading: 1. List and describe the project team roles. \u00a02. List the stakeholders and why you think they are stakeholders. \u00a03. Identify the key stakeholders. \uf0b7 The paper must be APA-formatted as a Word document. \uf0b7 SafAssign will be used to check this assignment for plagiarism. Remember to paraphrase in your own words and do not copy directly. \uf0b7 The length must be a minimum of two pages, excluding the title and reference pages. \uf0b7 Include at least one reference.\u00a0<\/p>\n

\u00a0<\/p>\n

That was the challenge facing Procter & Gamble (P&G), the global consumer products company, when it needed to enhance its nearly 20-year-old ordering, shipping and billing software and work processes. This was no simple IT patch, however: The system served the very heart of P&G\u2019s US$84 billion business. The company knew it had to identify, mitigate and manage any and all risks to the new system. \u201cThis was the equivalent of heart transplant surgery,\u201d says Bruno Pont, P&G associate director of global business services, Geneva, Switzerland.\u00a0<\/p>\n

Covering North America, Europe and 150-plus export markets, the project would directly impact a diverse portfolio of 250,000 products that includes everything from laundry detergent to pharmaceuticals to snacks. In a single day, the IT system typically juggles 18,000 orders shipped to 150,000 retailers on 8,000 trucks\u2014accounting for US$200 million in revenue. Any glitch would generate unwanted attention and potentially mean a hit to the bottom line.<\/p>\n

large systems at the core of even the biggest, and most successful,\u00a0<\/p>\n

\u00a0businesses sometimes need upgrade projects fraught with risk.<\/p>\n

in a single day, the it system typically juggles 18,000 orders \u00a0shipped to 150,000 retailers on 8,000 trucks\u2014accounting for Us$200 million in revenue.<\/p>\n

bruno Pont, left, and francisco fraga, P&G<\/p>\n

PhOTO by lEaNNE schERP<\/p>\n

40 \u00a0\u00a0\u00a0\u00a0PM NETWORK \u00a0JANUARY 2013 \u00a0WWW.PMI.ORG \u00a0\u00a0JANUARY 2013 \u00a0PM NETWORK \u00a0\u00a0\u00a0\u00a041<\/p>\n

1 July 2010: Western Europe pilot: france<\/p>\n

the start of soMething neW The original plan called for a simple IT upgrade project, but that changed as P&G leaders recognized the project\u2019s potential to produce more benefits. Implementing a new, more sophisticated system could also help the company minimize lost sales, create efficiencies in the supply chain and drive down costs across the enterprise. \u201cThese were all incredibly important issues that the company needed to address,\u201d says Mr. Pont. \u201cThis project provided an excellent opportunity to not only fix an outdated system, but also to move the company forward.\u201d The P&G project was launched in 2009 with two driving goals: to collect and respond to feedback in real time and thereby create more compelling promotions and increase sales, and to identify the best ordering, billing and shipping processes for shipping products to target locations. To ensure the revamp would align with those business goals, P&G\u2019s global business services group created a project charter that included a business case, project assets, enterprise environmental factors, and a summary milestone schedule and budget. \u201cWe knew it would be a project that would take several years,\u201d says Patrick Arlequeeuw, P&G\u2019s vice president of global business services, Antwerp, Belgium. \u201cWe spent some time on making the business case: What did we want to get out of it? What were the business capabilities we wanted to have? What is the investment and return needed as such? The interesting part is that the preparation time was almost half the project.\u201d<\/p>\n

The team also created a project statement of work that outlined the business needs and scope description. The overriding message was clear: The system would protect business continuity, deliver computer cost reduction and improve governance.\u00a0<\/p>\n

WorK this oUt The project was one of the largest in the company\u2019s history, and carried great risk along with the potential for big benefits. The team took a good, long look at what could go right\u2014and wrong. \u201cWe looked at three sources to identify our risks,\u201d explains Francisco Fraga, director of IT, P&G, Cincinnati, Ohio. \u201cFirst, we really looked at what has gone well or not-so-well in other previous implementations in other companies. So, we really looked externally to learn from those. \u201cAt the point we\u2019d started this project, we\u2019d already done 70 smaller successful implementations of the software in the order, shipping and billing area of P&G, so we had a wealth of knowledge internally. \u201cFinally, we reached out to our retailers, and I personally met with many of our top retailers in North America to understand their own experiences with other vendors that had gone through similar transformations.\u201d<\/p>\n

Go to Market Strategy<\/p>\n

Operating Strategy<\/p>\n

Organization Structure<\/p>\n

Work Processes<\/p>\n

Information Systems<\/p>\n

250,000+ productsPA YMENT US$200 million\/day<\/p>\n

SHIPMENT 8,000 trucks\/day<\/p>\n

ORDER 18,000 orders\/day<\/p>\n

CUSTOMER<\/p>\n

150,000+<\/p>\n

OPEN<\/p>\n

P&g\u2019s dailY ordering, shiPPing and Billing Process<\/p>\n

\u201cthe interesting part is that the preparation time was almost half the project.\u201d<\/p>\n

\u00a0<\/p>\n

\u2014Patrick arlequeeuw, P&G, \u00a0antwerp, belgium<\/p>\n

2010<\/p>\n

2011<\/p>\n

1<\/p>\n

1<\/p>\n

2<\/p>\n

2<\/p>\n

4<\/p>\n

4<\/p>\n

5<\/p>\n

5<\/p>\n

6<\/p>\n

6<\/p>\n

7<\/p>\n

8<\/p>\n

8<\/p>\n

3<\/p>\n

3<\/p>\n

7<\/p>\n

sight Unseen The P&G team rolled out the transformation of the work process, organization and systems in waves for a given set of geographies (in Western Europe) or customers (in North america).<\/p>\n

1 January 2011: u.s. wave 1\u00a0<\/p>\n

1 April 2011: u.s. wave 2; Germany, austria, switzerland, belgium and holland<\/p>\n

1 May 2011: united Kingdom and Ireland<\/p>\n

1 July 2011: u.s. wave 3: all customer exports and interplant systems<\/p>\n

1 October 2011: denmark, finland, Norway, Poland, Portugal, spain and sweden<\/p>\n

1 November 2011: Italy<\/p>\n

42 \u00a0\u00a0\u00a0\u00a0PM NETWORK \u00a0JANUARY 2013 \u00a0WWW.PMI.ORG \u00a0\u00a0JANUARY 2013 \u00a0PM NETWORK \u00a0\u00a0\u00a0\u00a043<\/p>\n

From these discussions, the team identified three major risks: n Loss of business due to an inability to process orders in a timely way n Loss of credibility because of a lack of quality in the shipping process n Loss of sales as competitors took advantage of the transition To mitigate and manage those risks, P&G introduced a board that included three of P&G\u2019s five regional presidents, along with all 14 of P&G\u2019s business unit presidents. The move proved vital. Amidst one major acquisition deal, for example, the board identified potential human resourcing issues that could have thrown off the project. To minimize disruptions to the schedule, P&G reallocated staff from other areas of the company. Given the complexity of the project, P&G also implemented a central technical and project management office team in each region. Local market teams mostly gathered in country head offices, but collocation of big parts of the teams was required for critical weeks such as training and integrated testing. To build esprit de corps among the team members in more than 50 countries, leaders implemented networking events when central and local resources were mixed for specific project periods. They also encouraged management visits that featured inspirational speeches, milestone recognition and celebrations for the completion of particular phases.<\/p>\n

noW or never With the project encompassing thousands of customers, products and retailers\u00a0<\/p>\n

from small shops to one of its largest global retail partners, the team kept a keen eye out for features being added. \u201cWith a project like this, it is so easy to add scope,\u201d says Mr. Arlequeeuw. Looking to keep the project on track, the team established a set of global workshops to refine the scope as the project progressed. Headed by a business leader, a subject-matter expert and an IT leader, the workshops used techniques such as brainstorming and mind mapping to document potential gaps in scope. The results allowed for planning, tracking and reporting of any given requirement throughout the project life cycle. The board also discussed possible project enhancements\u2014and dug deep to see if the potential benefits were actually worth it. As implementation drew closer, P&G conducted vigorous testing to simulate the daily order cycle. Once the system was ready, the team executed the rollout in three waves. To keep things running smoothly, so-called \u201cwar rooms\u201d let team members \u201cstay on top of what was going on inside the project and react to anything out of the ordinary,\u201d says Mr. Pont. The goal was to communicate everything that happened on the first day of implementation to other teams across the world. \u201cThis project was all about changing everything with the external world not noticing at all,\u201d says Mr. Pont. It worked. \u201cOne of the things I feel very proud of was how we were able to mitigate the risks successfully and really be able to have a zero impact on the day-to-day operations of our business and our retailers,\u201d says Mr. Fraga. Shipping times and customer satisfaction improved with the new system\u2014 though to the outside world, it just seemed like business as usual. PM<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Due: \u00a0Midnight Sunday of Unit 6.\u00a0 \u00a0 In this assignment, you will explore the business situation that Proctor and Gamble faced and how it was resolved using effective project management.\u00a0 \u00a0 Refer to the attached documents for the case study and full assignment details and the rubric.\u00a0 \u00a0 The requirements for the assignments are: \uf0b7 […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16],"tags":[],"class_list":["post-84052","post","type-post","status-publish","format-standard","hentry","category-education"],"_links":{"self":[{"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/posts\/84052","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/comments?post=84052"}],"version-history":[{"count":0,"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/posts\/84052\/revisions"}],"wp:attachment":[{"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/media?parent=84052"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/categories?post=84052"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/assignmenttutors.net\/blog\/wp-json\/wp\/v2\/tags?post=84052"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}