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Agenda
AVON BACKGROUND
PROJECT OVERVIEW
TIMELINE
INITIAL PROBLEMS/RED
FLAGS
MATURITY LEVELS
PREVENTION
RECOVERY
LESSONS LEARNED
Who is Avon?
Founded in 1886
Millions of Representatives
Pic 1: http://wildmorrealty.com/wp-content/uploads/avon-logo.jpg
Pic2: http://www.forbes.com/profile/andrea-jung/
Initiatives included:
Problem:
Result:
Unfulfilled orders
Backlogs
Pic: http://www.hints4beauty.com/avoncatalog/2013/campaign5/p42.jpg
Goal:
The Result:
SAP
Timeline
2006:
Announcement
to stakeholders
2014:
Estimated
$48.4 Million
Loss
Today: Still
amassing losses
2010: Planning
Began
A team is
established in
White Plains, NY
and comprised
of select
associates from
Brazil, Mexico,
Russia, US, and
UK
2013: Shut
Down in Q3
$55.4 Million
Loss
Initial Problems
Hiring individual PMs for each module of software during building process
Logging in
Saving orders
Checking Inventory
Saving Inventory
Representatives
No incentives to stay
Results
1. Project Integration
Level:
Project Plan
Development
Ad hoc
Documented
process
Risk, cost,
schedule,
quality, HR
Integrated w/
organizations
strategic plan
Improvement
process in
place
Project Plan
Execution
Informal,
verbal
direction
Summary
level metrics
Detail level
metrics,
templates
Variance &
performance
analysis
Lessons
learned
Change
Control
Ad hoc,
without PM
awareness
Scope only
changes
identified
Scope, cost,
schedule
identified
Integrated w/
control, risk
management
Changes are
in efficiency
metrics
Project
Information
System
None
Simple PM
information
system
Standardized
system for all
projects
Automated
system
Continuous
improvement
of data & sys.
Project Office
Informal, no
standards or
training
Established,
training
available
PM methods,
PM training
mandatory
Best practice,
PM training
for all team
Cost-tracking
support, EV,
PMP training
Quality
Planning
High-level
plans, ad hoc
Metrics of
reviews, tests
Quality
milestones,
checklists
Product
environment
included
Process
critiqued
during project
Quality
Assurance
No
established
practices
Walkthroughs
peer reviews
QA checklists
standard
Walkthroughs
with other
project teams
Feedback on
processes
Quality
Control
No
established
practices
Guidelines for
testing (unit,
integration)
Standards for
testing, client
involvement
Performance
standards in
place
Decisions on
usability and
fit of product
Management
Oversight
Management
involvement
limited
Mgt assigns
PM, receives
reports
Institution has
standard PM
practices
Integrated w/
corporate
processes
Active role in
management
3. Human Resources
Management
Level:
Organization
Planning
Ad hoc
assignment,
informal
report
Skill sets,
timeframe
identified
Resource
constraints
included
Resource
mgt and
prioritization
Periodic
evaluation
Staff
Acquisition
Ad hoc
Skill
matching,
resource cost
Resource
pool
management
Skills
inventory
data base
Enterprise
resource
forecasting
Team
Development
Occasional
team
meetings
Kickoff,
reviews,
meetings
Collocation,
peer
evaluation
Team
member
training
Member
training
forecasting
Professional
Development
No standards
or processes
for PM
PM exper &
knowledge
required
Solid PM
exper &
knowledge
Corporate PM
development
Lessons
learned
training
4. Communications Management
Level:
Communications
planning
No standards
Informal
stakeholder
analysis
Comm plan
expected for
all projects
Update and
refine comm
mgt plan
Lessons
learned
analyzed
Information
Distribution
Ad hoc
distribution
of
information
Stakeholder
distribution of
status
Formal info
status system
for stkholder
Automated
database
queries
Improve
process
measures
Performance
Reporting
Informal
reporting of
status
Summarize
status,
progress
Graphical
performance
reporting
Formal
variance &
trend analysis
Efficiency &
effectiveness
metrics
Issues
Tracking
Issues
handled as
ad hoc basis
Issues
management
not enforced
Regular
issues
meetings
Impacts of
issues on
other areas
Tracking
process
evaluated
Risk
Identification
Risks not
identified
Risk
identification
process
Standards for
risk/symptom
identification
Integrated w/
cost & time
mgt, PMO
Identify org.
priority,
lessons learn
Risk
Quantification
Speculate on
impact if risks
occur
Structured
approach to
rating risks
Multiple
criteria
prioritization
Integrated w/
cost & time
mgt, finance
Improve
quantification
Risk
Response
Development
Risks
considered
as they arise
Informal
strategy for
handling risks
Contingency
plans
Integrated w/
cost & time
mgt, PMO
Tracking
project
reserves
Risk Control
Day-to-day
problem
solving
Individualized
approach to
managing risk
Risks
routinely
tracked
Integrated
with control
systems
Risk assess
included in
proj execution
Risk Documentation
No historical
database
Some
historical
data
Historical
data on
common risks
Interdependent risks
betw projects
Improve
collection
activity
Recovery
Cross-functional Team
Top-down approach
Training Simulation
Recovery Team
Prevention
Phased Approach
Improved communication
Investors
Representatives
User testing
Lessons Learned
Open Communication
Questions?
KIND REGARDS
Group 4
Picture Sources:
Slide 2:
http://wildmorrealty.com/wp-content/uploads/avon-logo.jpg
http://www.forbes.com/profile/andrea-jung/
Slide 4:
http://www.hints4beauty.com/avoncatalog/2013/campaign5/p42.jpg
References
http://www.trefis.com/stock/avp/articles/218972/maryimplications-of-discontinuing-smt-program-on-avons-q4/2014-01-06
https://www.linkedin.com/jobs2/view/2640116
https://www.linkedin.com/jobs2/view/5290641
http://www.upperedge.com/2013/12/avon-to-sap-we-cant-put-enough-lipstick-on-this-pig-a-failure-in-program-risk-management/
http://www.zacks.com/stock/news/116796/layoffs-amp-smt-halt-at-avon-shares-fall
http://www.computerweekly.com/news/2240211011/Avon-drops-SAP-big-bang-transformation
http://www.informationweek.com/software/information-management/inside-avons-failed-order-management-project/d/d-id/1113100
http://www.forbes.com/sites/benkepes/2013/12/17/avons-failed-sap-implementation-a-perfect-example-of-enterprise-it-revolution/
http://blogs.wsj.com/cio/2013/12/11/avons-failed-sap-implementation-reflects-rise-of-usability/
http://
www.dailymail.co.uk/femail/article-2335348/As-Joan-Peggy-battle-Avon-account-Mad-Men-beauty-giant-transformed-housewife-staple-favorite-working-woman.h
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