Kering, a luxury group that owns brands like Gucci and Saint Laurent, implemented CA Project & Portfolio Management (CA PPM) to better align IT with business strategy. Previously, IT lacked visibility into business needs and demands. With CA PPM, Kering established end-to-end demand management, portfolio management, and project management workflows. This provided transparency into the demand pipeline, clear accountabilities, and integrated planning across functions. After one year of use, CA PPM helped Kering improve business-IT alignment, increase throughput, and gain full visibility and control over projects, capacity, and costs.

1. Aligning IT With World-Class Fashion
Nicola Castellaneta
Agile Management
Kering
PMO Manager
AMX33S
@CAPPM
#CAWorld

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Abstract
In this session, hear how Kering uses CA Project
& Portfolio Management (CA PPM) to align the
business strategy of these world-class brands
with their IT strategy. Learn how Kering is using
CA PPM for portfolio management, demand
management and capacity planning in their IT
organization and gain insights for how you can
do the same in your organization.
Nicola
Castellaneta
Kering
PMO Manager

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Agenda
WHO WE ARE
TO BRIDGE BUSINESS AND IT
PPM FOR KERING
DEVELOPING OUR WORKFLOW
1
2
3
4
PROJECT SCOPE AND LEARNINGS5

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Kering Group—Who We Are
Luxury:
Gucci, Bottega Veneta, Saint Laurent, Alexander McQueen, Balenciaga,
Brioni, Christopher Kane, McQ, Stella McCartney, Tomas Maier, Sergio
Rossi, Boucheron, Dodo, Girard-Perregaux, JEANRICHARD, Pomellato,
Qeelin, Ulysse Nardin
Sport and Lifestyle:
Puma, Volcom, Cobra and Electric.
Our mission is vast, but it’s simple. We exist to help our customers look and feel good while
making a positive contribution to people and the planet.
Kering is a growing group of high-profile, profitable brands that create apparel and
accessories for the luxury and sport and lifestyle markets.

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Kering Journey
Luxury acquisitions and development
1999: acquisition of Gucci Group and then of Yves
Saint Laurent, YSL Beauté and Sergio Rossi
2000-01: acquisition of Boucheron,
Bottega Veneta and Balenciaga,
partnership agreements with
Stella McCartney and Alexander McQueen
1999
2004
1963
François Pinault establishes
Pinault Group (timber trading)
1988
Flotation on Paris stock market
1990s 2005
François-Henri Pinault
appointed chairman and CEO of
Kering
From
2006
Disposal of retail assets
2006: sale of Printemps orcanta
2009: flotation of CFAO
2010: disposal of Conforama
2007
Acquisition of PUMA
2012
2013
Kering is now a world
leader in apparel and
accessories, in two
segments:
Luxury and
Sport & LifestyleAcquisition of Volcom,
Sowind Group, Brioni
2011 Today
Acquisition of Qeelin,
Christopher Kane,
Pomellato and Dodo
Disposal of parts of
Redcats,
flotation of Fnac

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Breakdown of 2014 Revenue by Division Breakdown of 2014 Recurring Operating Income by Division
Breakdown of 2012 Revenue by r
Region
Number of Luxury DOS in 2014
2014 key figures
€10.1
billion
in revenue
€1.7
billion
in recurring operating
income
€1.1
million
in free cash flow from
operations
33,000
employees
A Strong and Balanced Group

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Why? Lack of IT and Business Alignment
Even though IT plays a vital role in creating business value, we faced some degree of challenges
around the governance operational processes and tool that limit the efficiency of the delivery.
 Totally blind on the status of a business opportunity,
even if rejected
 Lack of a promptly response on a business need
 Lack of full transparence on cost and planning
 Lack of integrated forward pipeline
 No metrics regarding the ability to manage a new
business opportunity
 No visibility on the owner of a business need
 Not clear ownership on the information provided in
response to a business need
 Difficult to control the Demand process
 Difficulties to collect information from different actors
and to build a robust response
 No consolidated reports and executive views
 Difficulties to build a trust with business
 No control on the business pipeline
Business Kering

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….To Bridge Business and IT and Deliver Value
PPM - Planning
PPM - Delivery
CEO Agenda
Crafting an IT investment portfolio
that is aligned with the CEOs agenda
and that brings value
CIO Agenda
Ensure that IT capabilities can
sustain and even stretch the
strategic agenda
Doing the
Right Things
Doing Things
the Right Way
Delivering the
Benefits
Delivering to
Commitments
Helping prioritize and selecting
the right investments aligned with
the strategic and operational
imperatives.
Manage supply proactively and committing
to solutions that maximize business value
Maximizing the resource
utilization and then overseeing
delivery consistent with solution,
timeframe and budget
commitments
Enabling the benefits upon
which portfolio investments
were made are actually
delivered to the business 9

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Expected Benefits and Realized Ones
Improve the
IT-Business
alignment
Improve Delivery
Performance
Increase
Throughput
Lower Staff /
Process Costs
 Improve the transparence by providing visibility on the request status and its cost and
planning.
 Provide a promptly response enabling a rolling approach.
 Improve risk control of the demand pipeline by balancing the portfolio’s exposure.
 A set of dashboard will help the key user to monitor the demand pipeline.
 Improve communication and shares the delivery plans across business and technical functions.
 Stronger control on project and availability of measured KPI.
 Enable high-level view of project status & health.
 Control on time tracking.
 Increase in resource utilization.
 Improve the feasibility of the capacity plan and portfolio plan and enable the multi brand
arbitration.
 Improve and speed up budget process.
 Integrate working across functions (not silos based).
 Reduce time to process each demand item (increases decision-making frequency).
 Drive clear the accountabilities.
PPM meant as enabler of already designed governance processes, contributing to enhance the business value
and to be more than just automation tool:

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What’s a PPM for Kering?
Capabilities of IT Governance Tool
Reporting on Jaspersoft
Include Financial, Demand and Project Reporting, providing real-time visibility to support effective decision making.
Program/Project Management:
 Project planning at milestone level and task
level with an integrated Gantt charts
 Real time performance information and
drill-down capabilities
 Enable time tracking for project and
non-project related activities
Demand Management:
 Demand collection
 Demand consolidating, qualification and
prioritization
 Demand planning
It can leverage on the workflow and digital form
to capture and manage approval of new request.
Budget and Portfolio Management:
 Budget consolidation from different functions
and evaluation (planned vs target, balance
among different functions)
 Automatic TCO calculation
 Service Catalogue management (digital and
easy to keep it maintained)
 Recharge calculation and communication
Capacity Management:
 Align resources with project demand through
automated capacity planning
 Ensure a feasible portfolio by committing to
the right projects at the right time
 Real time information about the capacity
status (planned vs actual)
10 FTE
20 FTE
30 FTE
10 FTE
20 FTE
30 FTE

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End-to-End Workflow to Manage the Demand Request
Requestor Demand Mgr Area Manager
Business SolutionArea Lead Finance
Return to previous step
Budget Line Recording
Budget Line
Qualification
Request Evaluation
Portfolio Scenarios
Evaluation
Capacity EvaluationPortfolios Approval
Portfolios Review and
Communication
• Qualify better the request in
terms of internal priority and
impacted area
• Business solution description
• Business Request estimation (Effort
– MD - and Cost - Capex, Opex) and
Planning
• Recording main
information about new
request
• What If analysis, based on
several scenarios
• Portfolio evaluation
• Pull-in/pull-out by a
financial point of view
• Capacity evaluation and
adjustment (if required)
• Pull-in/pull-out by a
resource point of view
• Portfolios evaluation
• Portfolios adjustment request to
Area Manager (if required)
• Portfolios approval
• Portfolios communication to
Finance
• Portfolios evaluation and
adjustment requested to
Area Lead (if required)
• Portfolios approval and
communication

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Portfolio
Content
Project Request
Business Request
Internal Request
Running
Standard Maintenance
Evolution Maintenance
Recurrent Fee
Management
The Portfolio, a Way to Manage All Together All
Budget Costs

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Focus on Jaspersoft

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Project Scope: Current Status and Accomplishment
AMER
– Demand, Portfolio, Capacity,
Project Management,
Timesheet capabilities
COMPLETED
EMEAI
– Demand, Portfolio, Capacity,
Project Management, Timesheet
capabilities COMPLETED
– Service Catalog structure
implemented based on the current
structure; initial load on-going
APAC
– Gap analysis just
started with the
objective to target
FC1 2016
Achieved Goals after one year of usage:
 Transparence and visibility of the requests from Brand side
 Full visibility and clear accountabilities of the Demand pipeline
 Integrated working across all functions and improved cooperation
 Single source of truth and full access on data
 Enabling other central processes (e.g. purchasing, cost control & change requests, capacity, service catalogue)
 Full availability of project status reporting
 Full control of the capacity, planning and time consumption

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Q & A

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For More Information
To learn more, please visit:
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CA World ’15