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DHL Business Process Change - Global Training, Communications and Transition Management GIS Programme (CMMI and ITIL Implementation) The business…
At the beginning of 2002, Deutsche Post World Net became the major shareholder in DHL. By the end of 2002, DHL was 100% owned by Deutsche Post World Net. In 2003, Deutsche Post World Net consolidated all of its express and logistics activities into one single brand, DHL. The DHL brand was further strengthened by Deutsche Post World Net´s acquisition of Exel in December 2005. The DHL expertise is pooled from a number of companies acquired by Deutsche Post World Net. What DHL were doing… The aquisitions presented DHL with a major challenge - The need for extensive BPR and alignment of the organisation to ensure efficiency and consistency. DHL recognised that much of its operational processes were facilitated by having robust IT and IS Systems and processes in place. However, the new aquisitions also brought new and different systems and processes. These needed to be standardised. In 2000/2001 DHL initiated a GIS (Global Information Systems) Programme of work, limited to a small number of process and system changes, to address some of these challenges. There were some successes and some areas that needed improving. DHL wanted to take these lessons learned and improve on the GIS initiative, on a larger, more global scale. How Echopark helped… Version 1.2 of GIS was due to Go-Live in September 2002. Echopark were asked to conduct an analysis to determine the scope and content of v1.2 and v2.0 as well as design and manage the Global Training and Communications. Existing processes were analysed with a focus on business engagement to ensure further alignment and best fit as well as to identify new processes.
An Echopark Senior Manager identified a set of process specific changes that were required, as well as areas where GIS Programme delivery could be improved. Echopark worked with DHL's implementations consultants (PA Consulting) as specialists, providing guidance and delivery assurance as well as providing a delivery consultant to manage: The production of the TNA (Traning Needs Analysis) Global stakeholder mapping and analysis The planning, design, delivery and management of communications The planning, co-ordination and global roll-out of training Measurement and impact analysis / evaluation of training Production of a knowledge management strategy and process (including e-Learning) Evaluation and recommendation of e-Learning and knowledge management technologies Quite late on in the project, DHL also chose to become CMM-I (Integrated Capability Maturity Model) and ITIL (IT Infrastructure Library) compliant to achieve certain BS quality standards. This has meant a significant shift in work practices and processes, globally. However, the Board did not allow any contingency time to accommodate the change and so the global process change programme had to achieve the milestone dates it had originally proposed. Our consultant used GDPM (Goal Directed Project Management) methodology to manage a significant co-ordination of activities globally. These were aligned to WBS (Work Breakdown Structures) to ensure these stages / goals could be monitored and measured. |
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