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Name of Organization/Company: IBM, Armonk, NY USA
Category: Achievement in Human Resources Administration

Entry Title: Brand-in Program


To deliver on its mission of end-to-end agile support, the HR Project Management Office (PMO) leads a program to help Shared Services teams on integrating new requests from business and rebalancing workload across Centers of Excellence, to support the enterprise continuous’ growth. The PMO combines a multitude of skill sets, along with business knowledge and experience, within one unique and cohesive team. In depth knowledge of enterprise operations, tools, processes and business models, along with extensive expertise in human resource analytics, finance and budgeting, are some of the foundational attributes that drive the team’s success.

The Brand-in Program primary objectives are to:

1. Optimize support, resources and skills at a global level inside the Shared Services organization.
2. Streamline operations and increase productivity by aligning end-to-end process workflows in strategic locations
3. Deliver operational excellence with a focus on quality, speed, reduced cost and client advocacy engagement.
4. Drive process consistency and simplification.
5. Transform current support model to improve partners and clients’ experience with IBM.

Over 200 projects were led by the PMO in 2020, involving new mission transfers into the Share Services, as well as workflow rebalancing transitions.

As a result of the PMO Brand-in program execution, over the past year, more than 200 projects were implemented impacting several hundred of roles moved into the Shared Services organization across 55 countries, as well as thousands of roles be rebalanced to support better efficiencies in the workflow.

The PMO team faced several challenges:

1. Multicultural and multilingual teams located in Centers of Excellence (CoEs) and countries across the globe with different levels of expertise and organizational maturity.
2. Varied service level expectations from business units, including cost objectives.
3. Continuity of undisrupted operations during and after the transition on a complex portfolio with a variety of projects.
4. COVID impact around the world preventing face to face planning and knowledge transfer sessions.
5. Parallel initiatives impacting project stakeholders and project prioritization.
6. Inconsistent process execution of the incoming work.

The major achievements were:

• Several million dollars worth of additional activities were incorporated within the Shared Services organization.
• Increased scope of shared service operations through strategic re-alignment of HR activities and functions from different business units.
• Improved cycle time by optimizing the end-to-end business process workflow in the strategic locations and reduction of handoffs.

“Thank you all for a smooth transition! Throughout the process, I received nothing but positive feedback on progress and dedication of the teams. Everyone worked hard to ensure that hand-offs and ongoing support kept our stakeholders and clients within the CPE/DPE/Customer communities fully covered at all points.” – Director, Business Operations - GTS

In order to stay competitive and relevant to the current market demands and conditions organizations should be in a continued journey of making their operations more efficient and cost effective. People is a key component of those operations, and ensuring that employees are able to carry-on with the duties that are being assigned to them is of paramount importance. The outcomes of the Brand-in Program and the PMO's activities directly determine the success of the Enterprise in its ability to serve its clients and deliver uninterrupted operations in the most cost efficient and service workflow optimized way.

The following are the most critical factors that contribute to the program’s success:

1. Prior experience and execution strength of the PMO team and its adherence to a proven project management framework.
2. Clarity on the project objectives and expected outcome, along with buy-in from the stakeholders.
3. Cross functional teams with the skills and expertise necessary to complete the individual project's requirements.
4. A set of metrics along with relevant data to support project analytics and strategic decision making.
5. Usage of data analytics and state-of-the-art technology to drive collaboration and innovation.
6. Enhancement of PMO Governance model by implementing Management Systems to monitor key operations and financials.
7. Centralized financial coordination on budget negotiations and its execution.
8. An effective communication process incorporating agile ceremonies (daily stand ups, retrospectives, showcases).
9. Fluid, two-way cross functional collaboration across the entire Enterprise.

PMO Brand-in Program Overview : https://ibm.box.com/s/56eqvqd5k5c7udkzt6bz2ewj09trzm5w

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