Process Improvement

at Marks & Spencer

EuroSTAR
Andrew Goslin November 2005

©2005 Marks & Spencer plc

Agenda

Context of Change

The “Change Game”

Models and Road Map

Why Benchmark?

Tips and Observations

What will we cover?

©2005 Marks & Spencer plc

Marks & Spencer Background

ƒ 65,000 staff
ƒ £7.9bn group sales
ƒ Clothing, Food and Home products
ƒ 399 UK Stores
ƒ International franchises in 30 territories

©2005 Marks & Spencer plc

Context of Change

Significant and diverse CHANGES…

ƒ Focused commercial objectives

ƒ Head office move
ƒ IT Technology refresh
ƒ New IT processes
ƒ Off-shore IT Services
ƒ Organisational culture

©2005 Marks & Spencer plc

Context of Change

IT Challenges...
ƒ Do more with less and be more responsive
ƒ Deliver on time and within budget
ƒ Maintain business operations
Particular Areas...
ƒ Service costs
ƒ Project management
ƒ Risk management
ƒ Requirements management
ƒ Quality

©2005 Marks & Spencer plc

The “Change Game”

Process for implementing change...

Monitoring & Evaluation
Implementation
Communicate Change & Project Plans
Stakeholder Impact Analysis
Leadership Support
Propose Road Map
Where are we now?
Sponsor, Business Case & Scope

©2005 Marks & Spencer plc

The “Change Game”

How change is received... Grieving Process

©2005 Marks & Spencer plc

The “Change Game”

How change is received... Positive Change Cycle

©2005 Marks & Spencer plc

The “Change Game”

Resistance Zoo...

©2005 Marks & Spencer plc

Models – Overview

CMMI® TMMI™ ITIL®

©2005 Marks & Spencer plc
Models - CMMI®

Focus Areas
Project Management
Software Engineering
practices

to attain
Capability Level 3

©2005 Marks & Spencer plc

Models – TMM / TMMI™

Focus Areas
All practices at
levels 2 & 3

to complement
CMMI activities

©2005 Marks & Spencer plc

Models - ITIL®

Focus Areas

©2005 Marks & Spencer plc

 Road Map

What have we done? Where are we going?

2003 – Q2 Q3 Q4 2004 – Q1

CMM M Process Definition & Pilots

Assessment S Process Deployment
& ROI W
G Head Office IT Systems Migration
2004 – Q2 Q3 Q4 2005 – Q1
Process Definition & Pilots
Process Deployment / Improvement
HO IT Migration TMM App CMMI App BAU
2005 – Q2 Q3 Q4 2006 – Q1
Process Deployment / Improvement
Business as Usual

©2005 Marks & Spencer plc

Why Benchmark?

“Without a map, how do you know where you’re going?”

“If you don’t know where you are a map won’t help!”

ƒ Need to establish where you are

ƒ Models offer process improvement ideas
ƒ Create a road map
ƒ Support the road map
ƒ Review progress and celebrate achievements

©2005 Marks & Spencer plc

Why Benchmark?

What does this mean for sponsors and stakeholders?

ƒ Demonstrates the need for change

ƒ Agreement on objectives and roadmap
ƒ Ensures that the road map is aligned with needs
ƒ Establish champions and clear responsibilities
ƒ Review progress and celebrate achievements

©2005 Marks & Spencer plc

Top 10 Tips

1. Communication
2. Champions
3. Centres of Excellence (Process owners)
4. Periodic Assessments
5. Revise policies and streamline processes
6. Define policy and flexible processes
7. Training & Mentors
8. Use tools and templates (and provide examples)
9. Terminology
10.Quality Assurance

©2005 Marks & Spencer plc

Observations

ƒ Watch for “yes” meaning something else...

ƒ Invite everyone in the “zoo” to the party
ƒ Changes will be adopted at different rates
ƒ Change needs to be holistic
ƒ Time – change takes continuous commitment
ƒ “Second wave” – build on strong foundations
ƒ Encourage reviews
ƒ Learn lessons early and improve the change process

©2005 Marks & Spencer plc

Conclusions

Plan for an EFFECTIVE change programme!

Choose effective industry models…

ƒ CMMI
ƒ TMM / TMMi
ƒ ITIL

Why TMM?
ƒ Key to complementing CMMI
ƒ Easier to sell to management What we wanted

©2005 Marks & Spencer plc