International Program Leadership

1. International Program Leadership Case Study Pav Manocha January 2008

2. Introduction Pav Manocha – President, Sympliciti, Inc. Mr. Manocha is a global authority on technology integration and has over fifteen years of large-project cross-functional international supply chain & IT strategy consulting experience primarily within the energy and process manufacturing industries. Clients served include, Bp plc., Chevron Corporation, Caterpillar Inc., Coca-Cola Company, ExxonMobil Corporation, Lubrizol Corporation and Terra Industries Inc. His business consulting experiences have included feasibility/fit assessment studies, strategic and tactical planning, project management, business and systems re-engineering and M&A integration consulting. A native of New Delhi, India, he holds a holds a B.Sc. (HONS) in Applied Computer Systems, a M.B.A. in International Business and is a candidate for the D.B.A. in Entrepreneurship & Innovation Management.

3. Purpose of Our Discussion Case Overview Learnings Challenges

4. Case Overview Learnings Challenges

5. Opportunity Statement: The Olympic Program is a global business initiative to maximize the value of systematic harmonization, standardization,and consolidation of Global Downstream’s business systems. Olympic seeks to deliver common business platforms that will streamline operations, improve our processes, and enable a comprehensive view across the breadthand depth of each global Business Unit and Service Organization. Case Overview - What Is It?

6. Case Overview Global Team of ~840 people 04:00 24:00 09:00 12:50 15:00 Concord ~ 275 FTEs Manila~ 185 FTEs Project 1 countries currently using SAP Project 1Financials and HR only Mumbai~ 101 FTEs Project 1 Aviation (invoicing)and HR only Other globallocations~ 25 FTEs Rio de Janeiro~ 9 FTEs Additional Project 1 countries deploying HR only Cape Town~ 150 FTEs Work is distributed across Five Regions & Fifteen Time Zones.

7. We AreHere Phase 4c - Construction Phase 4d - Testing Phase 4d - Technical Cutover Phase 5 - Go-Live & Transitional Support Go-Live Case Overview Timeline of Project 1 2007 2008 Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept 4c HR Phase 4d HR HR Phase 4d Cutover Phase 5 HR Legend: Phase 4c Release 1U.S. Phase 4d U.S. Phase 4d Cutover Phase 5 U.S. Phase 4c (Asia and Africa) Release 2Africa Phase 4d Africa and Global 4d Africa Cutover Phase 5 Africa Phase 4c Asia Phase 4d Asia Release 3Asia/ Pakistan 4d Asia Cutover Multiple Releases Are Worked Concurrently. Phase 5 Asia

8. Case Overview Learnings Challenges

9. Global Leadership Global vs. Regional e-Mail overload Multi-region Time zone challenges Network & telecom Diversity Cultural Team norms / Holiday schedule Organizational business unit Partnering organizations Tools MS-Project Enterprise Olympic Manager ARIS (Process Design) Mercury (Testing) PMO Processes (escalation) Red & Yellow Flag Database Status reporting Decision Publication process Infrastructure MS-MeetingPlace Speakerphones Dedicated NetGIL Enable Communication Defining and deploying tools, processes & procedures which are scalable, robust and globally accessible was key to enabling communication

10. Planning Work plan 4c (Build phase) > 10,000 deliverables instance Maintenance 25 sub-team work plans Many cross-team assignments Execution Coaching & Mentoring Design knowledge confined to a small core group of team members Success dependent on leveraging the global team Control Metrics & Measures Earned Value Deliverables status Unused availability Exception reporting (eg. Zero ETC and status = not-complete) Power800 Define decision makers Encourage team to ask “Do I have enough information to make this decision now?” Complexity Empower Empowering team members to make decisions supported by strong project management controls helped guide us through this complexity

11. Business Process Standardization vs. localization Interim Business Processes & Dual Data Maintenance considerations Data preparation & cleansing External Initiatives Dependencies on Everest Projects (Lynx, Business Point) Global Partner impacts (EDI, Banks, Payrolls) Scope Control Business Process & Technical Accountable Value Realization team consisting of Global / Regional Business Integration Leaders (BILs) Continued cross-team forum for Design Integration Sub-process standardization driven by Design Architects Cost Clearly defined Change Request thresholds Change Request approvers by category Strict process compliance Govern Integration Strong governance helpedtackle these integrationchallenges

12. Value Realization Business Evolution (business case & stakeholder alignment) Reorganization Process sponsors and advisor networks Integration with IT governance Managing project risk Project vs. Business Priorities & Compliance Deployment network alignment Sarbanes-Oxley Performance Team member attrition Burn-out Project 1 > three years Career concerns Great sense of personal ownership Finesse Flexibility Anticipate change and ensure sufficient time and resources are factored into the plan Co-locate when needed Revisit priorities (weekly) Adjust timeline, milestones and scope Dynamic staffing Keep it personal Value in Real-talks Understand team member goals Promote alignment Early awareness of issues Change Sustainability Change is inevitable. In fact,when embraced and celebratedprovided us one method totackle the sustainabilitychallenge

13. Summary Finesse flexibility, seed scalability Integration Complexity Sustainability Communication Empower Enable Govern Change

14. Thank You Pav Manocha – President, Sympliciti, Inc.pmanocha@sympliciti.com