PORTFOLIO & PROJECT MANAGEMENT

Transcription

1 PORTFOLIO & PROJECT MANAGEMENT Webinar & Demonstration Session March 6, 2015 vestapartners.com USA CANADA EUROPE AUSTRALIA SOUTHEAST ASIA

2 SESSION OUTLINE 1. Agenda & Introductions 2. Pain Points & Challenges of an Organisation facing PPM 3. Key Drivers & Opportunities for a PPM Project 4. Goals of a PPM Project 5. Quick Solution Overview 6. Reporting Options within PPM 7. Creating a PPM Bucket Structure 8. Dashboards and Creating PPM Items 9. Review Functionality within PPM 10. Approval Processes within PPM, integration to Project Systems

3 INTRODUCTIONS VESTA Vesta Partners provides its customers with industry best practices in business process, brought to life through proven Enterprise Asset Management (EAM) technology applications. Vesta s mission is to deliver the highest quality, most efficient maintenance process and technology consulting solutions to our clients. Our real world experiences and practical solutions deliver results that directly translate into efficiency improvements and real cost savings. VESTA North America PPM Team Wayne Messervy Sergey Medved Phil Vallie Principal Consultant - PPM Principal Consultant - PPM Professional Services VP, Vesta NA

4 PAIN POINTS MOST HEARD WITHIN ORGANISATIONS Multiple pieces of work competing for limited financial and staffing resources Misaligned strategies within an organisation driving project objectives Competing processes & models for managing and reporting on project progress No prioritisation for selecting the most appropriate projects Lack of process for ensuring that they are consistently re-evaluated during their lifecycle No ability to track progress and ensure accountability for delivery Competing toolsets and systems leading to omissions and duplication of data Project rework and difficulty in cost control with both internal and external staff

5 PAIN POINTS MOST HEARD WITHIN ORGANISATIONS Lack of any measurement of project benefits post project closure No repository for lessons learned on past projects, leading to repeating the sins from the past Internal rivalry competing for project resources and funding, leading to excessive cost and time overruns Silo s of knowledge held in peoples heads or spreadsheets rather than a centralised organisation wide solution Lack of visioning and direction on where an organisation is going in the next 10+ years

6 CHALLENGES FACED BY ORGANISATIONS Complete lack of understanding on what Portfolio Management involves: Change management process around portfolio management can be considerable Multiple non integrated systems providing misaligned and confusing data No clear governance policies around the selection and prioritisation of project proposals Competing project methodologies Lack of clarify on roles and responsibilities No view on who is the end customer and what their reporting needs are Lack of a Project Management Office or Governance Review Board to oversee the portfolio

7 CHALLENGES FACED BY ORGANISATIONS Decisions driven by emotion or political expediency rather than sound governance principles Inconsistency in planning approaches and levels of data, leading to time consuming reconciliations and rework across multiple systems Poor visibility of the resourcing or staffing situations within an organisation Spreadsheet paralysis off system data stores Knowledge repositories in peoples heads, silos of data and job security That s how we have always done it mentality

8 KEY DRIVERS FOR PPM PROJECT Single integrated solution to provide accurate timely information to the right people within the organisation to base decisions Consistent approach to short, medium and long term planning of projects within the organisation Clear strategic goals to ensure the organisation is investing in the right projects Processes to screen and prioritise projects to ensure they are supporting the organisations strategic pillars or goals Governance model to ensure projects are all rated on consistent and measurable metrics Consistent management of risk and reward within an organisation Project methodology that supports gating and support of go / no-go decisions Tracking and accountability of all aspects of project performance

9 KEY DRIVERS FOR PPM PROJECT Regulatory and statutory compliance to ensure continued funding and support of external parties / agencies Allocation of scarce resources and skills to the most appropriate projects Need for a single integrated view of the portfolio of work, from high level strategy down to operational delivery of projects and the realisation of their benefits to the organisation

10 OPPORTUNITIES OFFERED BY IMPLEMENTING PPM Establishment of consistent processes to support all aspects of the portfolio & project lifecycle within an organisation Integration into a single solution one system with one version of truth Increased accuracy and timeliness of data for all interested parties within an organisation without the need for external manipulation Multiple reporting channels available within the solution Linking of project selection to the strategic metrics of the organisation and ability to more accurately and consistently measure and balance risk Provides the ability to prioritise project proposals / concepts across a consistent set of evaluation criteria rather than political or emotional allegiances

11 OPPORTUNITIES OFFERED BY IMPLEMENTING PPM Improvement in project management practices within an organisation to ensure consistency in reporting Establishment of a PMO and GRB to ensure consistent application of all processes and best practices Consistent forum for evaluation of scarce resources to projects that better align to strategic goals of the organisation Introduction of rigour and structure to portfolio practices to ensure no duplication or loss of data

12 GOALS OF A PPM PROJECT Assists the organisation achieve the maximum utilisation of their resources on the right sort of projects Establishment of a consistent process for the evaluation and acceptance of a project proposal into the organisations portfolio of work Creation of a set of processes that will support the planning, selection, prioritisation, execution and reporting of all projects within a framework allowing all levels of the organisation access to the information with which to make timely decisions. Provides a single system view of all proposals, projects and forward planning work which the organisation is currently undertaking

13 GOALS OF A PPM PROJECT Creation of a consistently applied governance model within organisation that will support identification, selection, ranking and prioritisation and delivery of all projects Providing an integrated near real time picture of project performance across the entire portfolio of work Supplying timely information to decision makers in multiple formats from a single source of truth Providing a healthy mix of different project types in the portfolio that have unique cost, risk, schedule and outcome profiles

14 HIGH LEVEL ARCHITECTURE OF PPM AND SAP ECC PPM sits as its own application above the SAP ECC system, however there is tight integration to the modules listed above. There is the potential to integrate third party applications such as MS Project (Client & Server) and Primavera to assist with projects that require heavy scheduling requirements.

15 THE PORTFOLIO FUNNEL All ideas or concepts are captured within the por2olio Each is evaluated based on a number of common criteria Those that meet the specified objec;ves of the organisa;on or a deemed cri;cally important are progressed to items Items are then executed, monitored and constantly evaluated during their ;me within the por2olio un;l comple;on

16 PORTFOLIO MANAGEMENT INTEGRATING WITH PROJECT SYSTEMS Create Por.olio Item High Level Planning Portfolio Decision Creating Projects in underlying Project Management Systems Time Planning Portfolio Reviews Costs Planning Fund Planning Strategic Planning and Managing of Project Portfolios Material Planning Project Resource Planning Collaboration with Partners Score and Prioritize Portfolios * Aggregation * Integration * Analysis Simulation Confirmation Company wide Resource Planning Portfolio Management... Project Management System

17 SYSTEM DEMONSTRATION Reporting options Portfolio management processes

18 CONTACT US If you would like to speak further with Wayne Messervy or Sergey Medved, please us at