3/15/13 LunchNLearn PMI Project of the Year Client Case Study / Project Portfolio Management at 3M

Transcription

1 3/15/13 LunchNLearn PMI Project of the Year Client Case Study / Project Portfolio Management at 3M Presented by: Brian Kinder, Ph.D., Project Manager & Colleen Brenner, PMP, Commercialization Manager 3M Optical Systems Division Today s Event Sponsors: Milestone Consulting Group Overview o Milestone has focused exclusively on Microsoft s Enterprise Portfolio & Project Management (EPPM) solution for 10 years o Microsoft EPM Gold partner o PMI Certified Education Provider o Providers of validated curriculum for Microsoft s Certification exams o Team-driven implementation process the right personnel with the right skills in the right roles at the right time #1-People, Process & Tools #2-Crawl, Walk, Run o No organization can adopt all of EPPM at once o Address Critical Success Factors first o Implement what the organization is ready for o Build a track record of success o Establish a foundation for future growth #3-Organization Change Management o Stakeholder Analysis o EPM Roadmap o Communication Plan EPPM Services o Envisioning & Planning, Implementation, Education, Technical, Support Milestone s EPPM Integrations o Milestone has extensive experience in Microsoft EPM integration Milestone s EPM Customizations Provide functionality that is often requested by our clients, meets client specific requirements for regulatory compliance, or meets other requirements that cannot be met by out-of-the-box functionality: o Timesheet Advantage: Improves the timesheet experience for Team Members who can quickly add favorite tasks to their timesheets or log daily timesheet comments. o Milestone s RPM Solution: Provides process and tools to help organizations with resource demand management, resource balancing, and negotiations between project and resource managers. Agenda: PMI Project of the Year - Project Portfolio Management at 3M Introductions: Speakers, 3M & Optical System Division (OSD) Summary of Project Management Practices in OSD Enterprise Project Management Implementation: Scouting Work & Formal Project Speaker Bios Brian Kinder, Ph.D., Project Manager: Degree in Optical Sciences 8 years with 3M Colleen Brenner, PMP, Commercialization Manager: Degree in Chemistry 22 years with 3M Page 1 of 7 PMI MN-Project of the Year - Client Case Study Notes Updated: 3/20/13

2 3M Overview 3M Vision: o 3M Technology Advancing Every Company o 3M Products Enhancing Every Home o 3M Innovation Improving Every Life 3M Foundational Strengths: World-Class Talent, Technological Strength, Manufacturing & Engineering Process, Unparalleled Global Reach, Strong Financial Position ($30 Billion in Sales & 88,000 World Wide Employees) 3M Technologies: Help solve problems around the world (see for more info) Aligned Around 5 Business Groups: Industrial, Health Care, Consumer, Safety & Graphics and Electronics & Energy Continuously re-inventing in a rapidly changing marketplace 3M OSD Participates Across the Entire Spectrum of Displays: From phones to tablets to laptops to TV s they have enhancement films for LCD displays OSD Project Communication A worldwide company has many complexities in project communication and needs to optimize resources. OSD went through a culture change from technical expert to project manager: Page 2 of 7 PMI MN-Project of the Year - Client Case Study Notes Updated: 3/20/13

3 What is the Project? New Technology Introduction (NTI) & New Product Introduction (NPI) utilize Project Management: Project: A temporary endeavor undertaken to create a unique product, service or result. Projects are not ongoing activities, and are not repetitive processes they start and finish on specific dates. 5 Process Groups: Initiate, Plan, Execute, Monitor-Control, Close Project Timeline: o Scouting: Identify options and collect experiences o Voice of Customer: Optical Systems Division (OSD) o Proof of Concept: Small team evaluation with 3 other groups o Procurement/Installation/Evaluation/Configuration Production Environment o Time Entry: How painful could this be? o Pilot: Is this going to work? o Go Live Target Date Initial Top-Down Approach Need to improve our resource tracking and project hopper processes o Corporate decision not to provide resource tracking application o Two separate labs with very different businesses o Home built resource tracking database: Worked for TV lab, built for one manager, need to maintain internal control of software, and labor intensive data collection Corporate IT shift to use Microsoft SharePoint o Built Idea hopper for TV Lab o Replicated for the Mobile Lab (Hopper: New interface (web part) that linked to corporate hopper and met customer requirements but didn t work, so Hopper not used) Starting Down the Road of Process Change Steven Dreger met Jay Dellis during workshop: Discussed project management and work challenges Steven began working on a project managed by Brian Kinder: Personal interest in project management Kathryn Beutel was supporting NPI and resource tacking as Database Administrator Set off to explore commercial options and gain knowledge of what 3M was doing Scouting Process (Idea Phase) Seminars: Attended free webinars, Microsoft EPM 2010 Roadshow, Agile workshop at 3M (Colleen Brenner joined team after seminar) Explored Commercial Options: HP Project & Portfolio Mgmt, UMT Financial Server, SAP PPM & Microsoft EPM EPM met their needs best Internal EPM Scouting Summary: Four groups within 3M had various levels of implementation: o Upper management support & direction is crucial: Change management effort is significant o Start small: Crawl, Walk, Run don t do too much too soon. Identify pilot implementation. o Simplify: Spend time to set up model know what you want to track o Management of stakeholder expectation/communication essential: This is a change process o Team member benefits: Used by executives to justify new resources, FTE allocation accuracy Page 3 of 7 PMI MN-Project of the Year - Client Case Study Notes Updated: 3/20/13

4 Implementation of Microsoft Project Server Implementing Project Server is a Project: Proposal for EPM made to Sponsors Goal: Obtain Technical Director & Business Director support for a project to implement Enterprise Project Management solution in OSD; to monitor and assess effectiveness of resource deployment; and to update Project Office Role to include Portfolio & Resource Management Overview of Microsoft EPM: Value to OSD Proposal: Vision and Mission Stakeholder Analysis Vision: Become the leader in Project & Portfolio Management within 3M Mission Statement: Establish methods, standards, and support resource(s) for project selection, and project resource tracking to improve OSD effectiveness, efficiency & productivity Project Staff: 2-3 FTE s How Goals Will be Achieved: Work with implementation partner, Milestone, to identify and implement EPM solution for OSD, and leverage tools already implemented and used by other groups in 3M Integration Management Took time upfront to pull together EPM Project Management Plan with 42 pages covering all integrated areas: Integration Management, Scope Management, Time Management, Cost Management, Quality Management, Human Resources Management, Risk Management, Communications Management, and Procurement Management: Time taken upfront to put in place all necessary plans made all the difference EPM team had a dedicated war room physical and virtual to evaluate the tool and determine if it was the right one to rollout Skilled PM leading the effort (Steven Dreger, PMP) Scope Management Collect Requirements EPM VOC External VOC Internal (OSD/FMSCO) VOC o Identify Project / Portfolio Management needs within OSD and FMSCO: Multiple sessions for Team Members & Managers o Determine if these needs match supplied functionality of EPM o Capture identified needs for future work: EPM or non-epm related VOC needs to be well matched between teams and management: What projects are being picked and how is that going to managed (remember, we started with Resource Management and Idea Hoppering Best Practice to check in on VOC regularly) Page 4 of 7 PMI MN-Project of the Year - Client Case Study Notes Updated: 3/20/13

5 VOC Considerations: What does EPM replace? What do we want to track? What is the cost for the application? Estimated timeline/rollout schedule? How are automated reports generated and stored? How are other organizations using this tool? Verify Solution VOC Key Project Deliverables: Determine Requirements, Develop method & standards, EPM installation, EPM training, EPM support, Evaluation Define Scope Develop WBS End User Sessions, Manager Sessions, Identify Frustrations & Pain Points, Vote/Obtain Acceptance of Deliverables/Requirements, Vote on Desired State/Frequency for Communications Control Scope Requirements from OSD/FMSCO VOC: Prioritize projects based on set of business drivers, High-level resource tracking, Reporting, Centralized source of current information Time Management Task analysis resource and durations Integrated Milestone s SOW schedule for Proof of Concept into overall EPM Project Management Plan Proof of Concept (POC) Technical Components: Will this do what we need it to do? o Project Server 2010 (beta release): Shared knowledge & consulting service costs o Technical Evaluation: Explore how the application works, determine if EPM can meet requirements, demonstrate the application to OSD team & get feedback, identify issues prior to implementation Risk Management Risk Register monitored throughout project: Planned the work, worked the plan Evaluated Portfolio Management (remotely!) Used our Evaluation License to the Very Last Day Sponsors agreed with team POC evaluation summary and proposal to move to Pilot EPM Pilot Objectives of Pilot: Evaluate the production version of Microsoft Project Server 2010, bring in REAL project data, test time entry, and validate VOC assessment and identify gaps: Key Learning / Challenges Overcome o System response time: Mitigated with load balanced server o Change management: Entering reports online (only 5 minutes per week) o Schedules of participants: Lack of management involvement for reporting needs o Schedules of team members: Project commitments, holiday time & vacations Page 5 of 7 PMI MN-Project of the Year - Client Case Study Notes Updated: 3/20/13

6 o Effective-dated data / metadata: EPM did not provide a way to store historical, time-based data Used custom database tables and web server to support and integrate status reporting o SQL / SSRS Reporting: EPM provides OLAP cubes for Excel plug-ins, but needed to analyze custom data Used SQL Server Reporting Server (SSRS) Prepare to Go Live Training & The Big Show Milestone provided Microsoft Project standard 3 day class FAQ s and EPM help site following Pilot Developed internal training on Resource Allocations, Commercialization Reporting, and Scheduling Finding & Recommendations shared with all that supported our efforts during POC & Pilot: Posters, short program, food got approval to proceed from directors Going Live Bring on the rest of the teams & enter in the rest of the projects Training (internal): Global training for resource management, Commercialization Reporting, Scheduling Portfolio: Quarterly, by Business segment, Division-wide Q (management likes that live changes can be made) Current State & Future Plans Current State: How Does OSD Use EPM: Source of project information using project metadata: # of NPI projects by phase, market segment Allocation of resources by project: How many FTE s on project XYZ in June? Portfolio prioritization: Quarterly, by business segment High-level project schedule (by phase) Reporting: Enter status updates in one place, compile reports for different audiences, show current status of all projects by segment, compliance Current State: How Does OSD Not Use EPM? Time reporting: Functionality validated during pilot phase and was well received by participants, but not a pull form OSD management for this level of data needs 100% participation Project Schedules & Reporting Schedule: Keep a simple schedule by phase most using online projects (only a few have Project Pro) Project Site: Each team has SharePoint site (but use not mandated) Resource Center: Allows bulk editing view of multiple resources (Milestone Tool) Reporting: There were many steps in the past using Excel now much easier to compile info. There s one custom web form that drives reporting. Current State Portfolio Analysis Building Blocks VOC identified Portfolio Management as a key requirement. Portfolio analysis requires additive information, and information needs to be accessible within the system and able to be shared across processes: Develop Strategic Business Drivers Prioritize Projects Using Business Drivers: Heat Map lets you analyze the info Page 6 of 7 PMI MN-Project of the Year - Client Case Study Notes Updated: 3/20/13

7 Expectations for Use: Project Managers/Team Leads o Include everyone leading OSD NPI/NTI project (lab, FMSCO, international) o Maintain simple project schedule & project metadata o Do monthly project status reports Expectations for Use: Resource Managers o Maintain resource plans for non-npi activities involving their team embers o Maintain resource plans for projects in post-development until they become sustaining (have one person input the initial info) Expectations for Use: Project Office o Maintain resource plans for project activities o Lead or coach prioritization efforts o Support the use of EPM: First point of contact, develop best practices, lead FTE reconciliation o Data management: Identify and implement reports, and address data needs Expectations for Use: Management o Use and communicate their use of EPM, VOC, pilot survey feedback Evaluation & Implementation Summary Treated Implementation as a Project temporary endeavor: Partnered with Milestone Consulting Proof of Concept: Teamed with other 3M groups to evaluate Project Server 2010 Pilot: Live in production environment, subset of teams, shared physical server & evaluated time tracking Production Next Steps Add / Improve customized reports Improve on Resources management Evaluate additional Portfolio What If add on (Enterprise Portfolio Simulator) Engage the Electronics & Energy Big Group Q & A Licenses & Projects? OSD has 75 licenses and 180 projects Performance? Server balancing helped with performance issues Time Reporting? Some divisions that do time tracking have integration with PeopleSoft Super Users? The team included 4 super users, then some team leads in the pilot built the super users as time went on Communication? Constant communication on next steps made all the difference (some hoped that it would eventually go away if they ignored it) communication made the difference Other 3M Groups with EPM? Other 3M groups using EPM were brought in at the end to hear what had happened have built a nice network of who can help each other in 3M now Risk Tool? Risk was done in Excel and put in SharePoint kept adding to items as they came up & added triggers for the most important items (set up SharePoint alerts) Benefits? Accountability reports go to EPV. All managers have access to the same info; easy way to keep track of what s going on. One form generates 3 reports. Page 7 of 7 PMI MN-Project of the Year - Client Case Study Notes Updated: 3/20/13