JD Edwards Real Estate and Workplace Services Project Management the JDE approach April 2003

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JD EdwardsReal Estate and Workplace
ServicesProject Management the JDE
approachApril 2003
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What is Project Management
Is it .

• Scope, schedule budget
• The implementation of consistent, measurable,
  processes across a global real estate portfolio
• Adopting best practice methodologies for the
  delivery of real estate initiatives across an
  enterprise
• Completing specific tasks to meet stated project
  objectives
• These are all a portion of the equation but you
  cant stop there, it is A LOT MORE

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The JDE Approach
At JDE we believe Project Management is the
SINGLE POINT OF ACCOUNTABILITY and mechanism by
which all REAL ESTATE INITIATIVES ARE IMPLEMENTED
across the enterprise
All other aspects of the service delivery model
are simple inputs into the project

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How did we arrive at our model

• Traditional real estate delivery system

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Issues with Traditional Model

• Too many touch points with our customers

• Very tactical, project specific orientation
• Misalignment between expectation setting and
  delivery
• Protracted project timeline to the detriment of
  the PM team
• At JDE the PM where the junior member of the
  team, yet their success or failure was the
  visible result by which the customer measure the
  entire REW organizations success
• PM had little alignment with CRE strategy or more
  importantly corporate strategy it was all about
  the project

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End to end process orientation
Project Manager
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How do the two approaches differ
Traditional Approach
End to End Process
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Tools of the Model

• Performance Metrics
• All decisions are based on portfolio performance
• Portfolio-wide targets
• Customer Satisfaction
• Benchmarking project specific metrics

4.75
Total Occupancy Expense (millions)
Acceptable Range - Occupancy as a of Revenue
(4.75-3.5)
Occ. Expense as a of Rev.
3.5
2003
Target
1999
2000
2001
2002
2003 (Target)
(Forecast)

Total Occupancy
Occupancy Rev
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Tools of the Model

• Vendor Consolidation

• Streamline supply chain reposition outsourced
  relationships from tactical to strategic
  orientation
• Single global provider
• Local implementation
• Defined project toolbox (standards,processes and
  procedures) no need to reinvent the wheel each
  time

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Tools of the Model

• Web enabled technology a portal for every
  occasion

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Tools of the Model

• Web enabled technology single depository for
  Standards, Process flow, Documentation and
  Procedures

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Take away

• Project Management cannot operate in a vacuum

• Single point of accountability with an end to end
  process orientation
• Need to fully embrace technology
• Streamline the supply chain
• Projects and ultimately CRE function can only be
  successful if PM measurements are aligned with
  overall CRE and Corporate Strategy