Unanet Advanced Project Management. Max Patin, Unanet Director of Customer Success

Transcription

1 Unanet Advanced Project Management Max Patin, Unanet Director of Customer Success

2 The PM Mission Statement Ultimate Project Management success revolves around Planning prior to execution Periodic assessment of performance during execution Final adjustments as you near your ultimate goal The right skills and the right tools throughout the process 2

3 Unanet Visionaries 3

4 Unanet s Shared Commitment There are no secrets to success: don t waste time looking for them. Success is the result of perfection, hard work, learning from failure, loyalty to those for whom you work, and persistence. Colin Powell Opportunity for premier Unanet customers to achieve their world-class project management objectives using the Unanet system 4

5 Success Package Concept Success is a journey, not a destination. Ben Sweetland Closing the consumption gap Adoption Services Managed Services External remote monitoring & response Optimizing corporate system integration Full Product Integration Education Services Maintaining product knowledge & skills 5

6 Success Package Value Proposition Vision without execution is just hallucination. Henry Ford Consistent, Accurate, Actionable Data Rapid Internal Business Flow Reduction of Accounting Staff Efforts Prominent Training Program Lower Dependence on Local Unanet Heroes 6

7 Course Objectives Establish the complete view of project execution in Unanet From Proposal to Award to Execution to Closure Identify best practices for Project Management in Unanet Learn effective metrics that direct the PM to action Understand the options provided to the PM as real-world events affect the nominal path Leave with real change elements to employ to elevate your company s use of Unanet 7

8 Unanet Benefits People Confident Senior Leadership Successful Project Managers Confident Customers Practice Competitive Costs Unanet Economical Business Practices Portfolio Resource Visibility Accurate Estimate at Completion Portfolio Visibility 8

9 The Project Manager s Challenge Team Leader and Mentor Business Development Lead / Resource Technical Innovator Corporate Manager Customer Advocate Part-Time Contracts Specialist 9

10 Assign Execute On-target Under-run Over-run Project nears POP or funding/labor cat limit Plan Advanced Project Management 1 Bid 2 Initiate 3 PM plans time and expense PM plans contracted effort Unique for T&M Unique for FP Plans Project embodies dimensions of funding and POP 4 5 Future Assignments Past Actuals and labor category allocations $ and FP revenue schedule PM promotes plan as assignments Employees charge time/expense; PM alters assignments; PM monitors forecast PM promotes plans to assignments; Employees record time/expenses against project; PM adjusts assignments to meet ending targets PM locks in final assignments Effort finishes ontime and on-budget 6 Close 10

11 Project Lifecycle Steps Project Bid Project Initiation Resource Planning Metric Reporting (Plans) Resource Assignment Best Practices demonstrated in this presentation will address all billing types (CP, T&M, FP) Project Execution Project Closeout Metric Reporting (Forecast) 11

12 12

13 Training Session Features Example Unanet Instance Example Bid/Award/Execution Sample Representative PM Process Time Warps Needed Limited time to stop and smell the roses Feature Interest self-polling throughout session Resource pointers provided Opportunity to request additional contact 13

14 Fictional Company Background Success Inc. Unanet Financials as Accounting System of Record Single Legal Entity Four Divisions (N, S, E, W) Our effort is contained within South Division Example Company Organization Structures Example Personnel Details Semi-Monthly Timesheet Periods Fiscal Year starts on October 1 Employee raises effective January 1 14

15 Organizational Tree & Labor Cost Element Allocations 15

16 Key Features of the Success Sample Instance Portfolio Plus License (On-Demand) Periodic Planning and Budgeting Forecasting and Periodic Reporting TBD Resources Enhanced Graphical Dashboards Unanet Source Information Projects (Proposals and Awarded Work) People (employees, subcontractors/consultants, TBD resources) Organizations (People, Project (Customer), Owning (Financials)) Labor Categories (Master and Project) Integration Management Utility (IMU) enabled Feature Escalated People Cost rate predictions for future years 16

17 Project Bid 17

18 Advanced Project Management 1 Bid 18

19 Cost Plus Projects Revenue is based on: Unburdened Costs (salaries and expense values), plus Burdens on Costs (overhead, fringe, G&A), plus Fees on Burdened Costs, if appropriate Typically, revenue is limited (capped) to contracted value Company assumes full financial liability of exceeding the contracted value Caps can be applied to the total fee invoiced or total cost incurred Profit % is defined by the designated fee [Fee / (1 + Fee)] Labor categories are used for effort reporting purposes This is most often used for Labor where the amount of available customer budget is the limiting element Expenses where the customer desires a cost-reimbursable arrangement Sidebar 19

20 Time & Materials Projects Sidebar Revenue is defined as number of hours charged multiplied by bill rate of the associated labor category Employees must be qualified to be associated with the labor category Employees may be associated with multiple labor categories, and therefore, billed at different rates Typically, revenue is limited to the labor category allocation Labor category allocation is the limitation of a specified number of hours for a particular labor category of a defined period T&M contract limitations usually specify that total hours and total dollars may not be exceeded and hours within labor category be limited within those provided Company can be held financially liable for exceeding the number of hours for any particular allocation Profit $ is defined by the billable revenue minus the loaded cost Profit fluctuates based on the association of employee with the applicable labor category bill rate T&M projects are used when the customer believes that the skills required to perform the work can be identified by a limited number of labor categories 20

21 Fixed Price Projects Revenue is defined by the contracted financial value The company collects full financial value if it fulfills the technical and deliverable requirements, regardless of cost incurred FP-LOE requirements are tied to number of support hours provided Revenue is associated with a billing schedule that allocates the payment milestones over the span of contracted period of performance The sum of these milestones equates to the full financial value Profit $ is defined by the contracted value minus the loaded cost The PM s decisions influence the profit depending on personnel allocations and expense commitments for project requirements Labor categories are used for effort reporting purposes Fixed Price projects are used when the customers want to minimize their financial risk to acquire the respective requirements Sidebar 21

22 Bid Process Re-Pricing Formatting Pricing Setup Request for Proposal 22

23 Time Warp Back to Sept

24 Request for Proposal (RFP) Eighteen-month effort for Raytheon Estimated POP is 1/1/2016 thru 6/30/2016 Proposal due 10/1/2014 Award expected by 11/15/2014 Segregation of cost required for Labor, Travel, Materials, Subcontracting Contract type: Mixed T&M (Labor) Cost-Plus (non-labor) Multi-level WBS given for detailed proposal reporting Government Fiscal Year and Contract Calendar Year reporting required Use of pre-approved Corporate GSA Schedule is allowed All work is assumed to be Customer-Site rfp 24

25 Task & Time-Phased Complexity 18 WBS Chargeable Tasks rfp Employee Raise Event GSA Contract Year Government Fiscal Year Employee Raise Event GSA Contract Year 25 Path: Project {Edit Project} Gantt Chart

26 Project Setup Segregated Cost Billing Type Loading Fee Labor Time & Materials Via GSA Schedule N/A Travel Cost-Plus G&A 0% setup Material Cost-Plus MSO G&A on MSO 2% Subcontractor Cost-Plus MSO G&A on MSO 1.5% Subcontractors with pre-approved agreement with Success Inc. (preferred providers) will be billed via GSA Schedule 26

27 Key Features in Proposal Project Setup Project Profile Status = Opportunity (Active) Owning / Project Orgs as appropriate Type = Proposal Manage at Task Level Project Budget Original / Revised Dates Empty Profile Budgets Project Accounting Billing Type (as appropriate) Cost Structure (as appropriate) Fee Calculation Method (as appropriate) Project Access Self Plan = Closed Self Assign = Off Project Time / Expense Model from Direct standard Tasks WBS items and date spans Administrators Sue BusDev made PM and RP Sue is not Cost Rate Manager Expense Types Restricted in Expense Projects Labor Categories GSA Schedule in Labor Project setup 27

28 GSA Labor Category Schedule setup Path: Report Reference Labor Categories 28

29 GSA Labor Category Mapping setup Profitability Analysis GSA- Administrative Assistant GSA-Program Manager GSA-Subject Matter Expert 1 GSA-System Engineer 1 GSA-System Engineer 2 GSA-System Engineer 3 GSA- Technician 1 GSA- Technician 2 Lead, Sally SLEAD2-136% 22% 35% -34% -20% -8% -118% -91% Lead, Sid SLEAD1-131% 24% 37% -30% -17% -6% -113% -86% Planner, Sara SPLANNER -28% 58% 65% 28% 35% 41% -18% -3% Subcontractor, Smitty SSUBCONTRACTOR1-86% 38% 49% -5% 6% 15% -72% -50% Supervisor, Sharon SSUPERVISOR1-89% 37% 48% -7% 4% 14% -75% -53% Supervisor, Steve SSUPERVISOR2-86% 38% 49% -5% 6% 15% -72% -50% User, Scott SUSER2-56% 48% 57% 12% 21% 29% -44% -26% User, Sean SUSER3-47% 51% 60% 17% 25% 33% -36% -19% User, Stephen SUSER4-59% 48% 57% 10% 20% 28% -46% -28% User, Susan SUSER1-42% 53% 61% 20% 28% 35% -31% -14% TBD, Engineer2 TENGINEER2-47% 51% 60% 17% 25% 33% -36% -19% The cell intersections represent the Unanet margin analysis performed and the highlighted boxes indicate the meeting of the required labor category qualifications for each individual Note: Data reflects analysis at start of POP; dynamic adjustments are expected at GSA year transition and corporate raise events. 29

30 General Labor Guidance Use Org Access for controlling personnel reach Use Forecast People Planner grid for optimal efficiency Select Cost Element (Customer Site, Corporate Site, etc.) Select Labor Category on all People Plans Save multiple criteria sets for unique situations Personnel sets Sub-spans of time (ramp-up, steady-state, fall-off) FTE vs hour planning Grid period selections (timesheet or quarterly) People for many projects or projects for many people Plan with effective FTE (92.3% 160 hour month) Optionally, also use Plan Sets to have built-in version control price 30

31 Org Access for People Planning Path: People {Edit Person} Organization Access 31

32 Project Execution Phase Periods Ramp-up Steady-state Fall-off price Path: Project {Edit Project} Gantt Chart 32

33 Labor Plans price Path: Forecast People Planner {Add Project} Plan 33

34 Utilization Assessment price Path: Report People Reports Periodic Reports Resource Allocation 34

35 General Expense Guidance Use Forecast Expense Planner grid for optimal efficiency Define Planning Periods based on expected schedule for expense submission Filter primary expense types for easier data entry Ex: No need to include Rental Car Fuel if captured within Rental Car Combine data entry across multiple projects within the same proposal Cost Element segregation (adds rows) Base/Option Year segregation (adds columns) Review Summary Tabs (Tasks and/or Expense Type) price 35

36 Support Expense Plans (Data Entry) price Path: Forecast Expense Planner {Add Project} Plan 36

37 Support Expense Plans (Summary) price Path: Forecast Expense Planner {Add Project} Summary 37

38 Initial Pricing Review (WBS-Level Labor Hours & Bill Amount) price Path: Report Project Reports Periodic Reports Performance 38

39 Initial Pricing Review (WBS-Level Expense Cost) price Path: Reports Project Reports Periodic Reports Performance 39

40 Initial Pricing Review (Labor Category Analysis) price Path: Report Project Reports Periodic Reports Performance 40

41 Initial Pricing Review (Expense Type Analysis) price Path: Report Project Reports Periodic Reports Performance 41

42 Initial Pricing Review (WBS Rollup Analysis) price Path: Report Project Reports Periodic Reports Performance 42

43 Initial Pricing Review (Overall Cost & Profit Analysis) price Path: Report Project Accounting Reports Periodic Reports Cost Summary 43

44 Cost/Revenue View price Path: Report Project Accounting Reports Periodic Reports Cost Summary Bar & Line Chart 44

45 FTE Forecast price Potential Staffing Challenge Path: Report Project Reports Periodic Reports Forecast Bar Chart 45

46 Great Proposal Reports (Assumes Project Manager/Lead, Bill Rate Manager) Report Type Time / Exp Raw Cost or Revenue Tasks Cost Report % Prob Effect Adhoc Project, Task, Labor Categories, Notes N/A N/A Yes No No price Adhoc People Plans and Expense Plans Both T&M Revenue; Expense Cost Yes No No Project Time/Expense Schedule Details Either Cost Yes No No Project Periodic Forecast/Performance (Chart) Periodic Plan Set Comparison Either/ Both Either/ Both T&M Revenue; Expense Cost T&M Revenue; Expense Cost Project Periodic Cost Summary (& Status) Both Both No Yes No Yes Yes No Yes Yes with Rollup Project Periodic Cost Summary Bar & Line Both Both No Rollup Yes Project Revenue & Funding Summary Both Revenue Yes No Yes Yes 46

47 Re-Pricing Management believes that changes are needed prior to final submission re-price Alter a personnel choice to mitigate low margin issue Change local labor category use to respond to high margin issue Reduce hours on portion of WBS to be more competitive Respond to Gov t/prime s late RFP change that eliminates portion of WBS Gov t/prime delays expected POP start date Reflect change in some Cost Elements (Corp Site vs. Customer Site) due to new Customer Site space limitations Plan Set Method: Copy plan set; apply changes to new version; note in description; make top version the active plan set 47

48 Output to External Format Utilize Refreshable Web Query to report costs into unique proposal periods Provide high-level summaries (via RWQ or alternative Cost Reports) Support custom cost detail requirements Unanet: Saved Reports, Shared Reports, Adhoc Reports Excel: Refreshable Web Query, Pivot Tables, LOOKUP/INDEX, Conditional Formatting, Grouping, Sorting Collect Basis of Estimate justification statements from periodic detail reports of historical projects output 48

49 Refreshable Web Query Proposal Reporting (Compact) GFY Summary by Quarter 2Q GFY 15 3Q GFY 15 4Q GFY 15 1Q GFY 16 2Q GFY 16 3Q GFY 16 Total Direct Labor 89, , , , , , , Subcontractor Labor 0 34, , , , , , Labor Total 89, , , , , , , Total Hours Proposed 1, , , , , , , Travel , , , Material 43, , , Subcontractors , , , , Total ODC 44, , , , , , Total Indirect 30, , , , , , , GFY 15 GFY 16 Total Total Project Cost 164, , , , , Direct Labor 143, ,159, , , , Fees 23, , , , Subcontractor Labor 213, , , Total Proposed Cost 188, , , , , , Labor Total 1,372, , , , Excel s RWQ combined with Unanet Saved, Shared, and Adhoc reports provide immediate proposal cost review and reporting capabilities GFY Summary by Year output Total Hours Proposed 5, , , Travel , Material 43, , Subcontractors , Total ODC 96, , Total Indirect 101, , , Total Project Cost 560, , ,159, Fees , Total Proposed Cost 663, , ,372,

50 Refreshable Web Query Proposal Reporting (Expanded) Labor Summary by GFY Quarter Travel Summary by GFY Quarter 2Q GFY 15 3Q GFY 15 4Q GFY 15 1Q GFY 16 2Q GFY 16 3Q GFY 16 Total 2Q GFY 15 3Q GFY 15 4Q GFY 15 1Q GFY 16 2Q GFY 16 3Q GFY 16 Total Direct Labor 89, , , , , , , Travel , , , Subcontractor Labor 0 34, , , , , , Total ODC , , , Labor Total 89, , , , , , , Total Indirect Total Hours Proposed 1, , , , , , , Total Project Cost , , , Total Proposal Cost 143, , , , , , ,190, Total Proposal Cost , , , Materials Summary by GFY Quarter SubK Summary by GFY Quarter output 2Q GFY 15 3Q GFY 15 4Q GFY 15 1Q GFY 16 2Q GFY 16 3Q GFY 16 Total 2Q GFY 15 3Q GFY 15 4Q GFY 15 1Q GFY 16 2Q GFY 16 3Q GFY 16 Total Materials 43, , , SubK , , , , Total ODC 43, , , Total ODC , , , , Total Indirect Total Indirect , Total Project Cost 43, , , Total Project Cost , , , , Fees , Fees , Total Proposal Cost 44, , , Total Proposal Cost , , , , Labor Summary by GFY Year GFY 15 GFY 16 Total Direct Labor 293, , , Subcontractor Labor , , Labor Total 362, , , Total Hours Proposed 5, , , Total Proposal Cost 564, , ,190, Materials Summary by GFY Year GFY 15 GFY 16 Total Materials 43, , , Labor Total 43, , , Total Indirect Total Project Cost 43, , , Fees , Total Proposal Cost 44, , , Travel Summary by GFY Year GFY 15 GFY 16 Total Travel , , Labor Total , , Total Indirect Total Project Cost , , Total Proposal Cost , , SubK Summary by GFY Year GFY 15 GFY 16 Total SubK 52, , , Labor Total 52, , , Total Indirect , Total Project Cost 52, , , Fees , Total Proposal Cost 53, , ,

51 Refreshable Web Query Proposal Reporting (LCATs) output Labor Category Tasking Crosswalk GSA-Program Manager GSA-System Engineer 1 GSA-System Engineer 2 GSA-System Engineer 3 GSA-Technician 2 Total Hours Total Bill Hours Bill $ Hours Bill $ Hours Bill $ Hours Bill $ Hours Bill $ Hours Bill $ 1 Program Management 1, $ 176, $ - - $ $ 18, $ - 1, $ 194, External Support and Oversight $ 46, $ - - $ - - $ - 1, $ 87, , $ 134, Technical Oversight - - 1, $ 98, $ 59, $ - - $ - 1, $ 158, Sensor Requirements Traceability Matrix - $ $ 36, $ - - $ - - $ $ 36, Future Sensors Requirements Assessments - $ - - $ $ 25, $ - - $ $ 25, Sensor Master Schedules - $ $ 31, $ - - $ - - $ $ 31, Sensors Integration Assessments - $ - - $ $ 34, $ - - $ $ 34, New Sensors Algorithm Assessments - $ $ 30, $ - - $ - - $ $ 30, Risk Management $ 74, $ 43, $ 38, $ - 1, $ 155, Sensors Assessments - $ $ 36, $ - - $ - - $ $ 36, Sensors Risk Management Plans - $ - - $ $ 43, $ - - $ $ 43, Sensors Risk Mitigation Plans - $ $ 38, $ - - $ - - $ $ 38, Sensors Risk Assessments - $ - - $ - - $ $ 38, $ $ 38, System Analysis $ 30, $ 92, $ 30, $ - 1, $ 152, Analysis of Sensors Plans - $ - - $ $ 24, $ - - $ $ 24, New Sensors Analysis Tools - $ $ 30, $ - - $ - - $ $ 30, BDR Database Updates - $ - - $ - - $ $ 30, $ $ 30, Sensors Gap Analysis - $ - - $ $ 33, $ - - $ $ 33, Sensors TPM Assessments - $ - - $ $ 34, $ - - $ $ 34, Design Efforts $ - 1, $ 187, , $ 207, $ - 3, $ 395, Sensors Design Assessments - $ - - $ $ 84, $ 93, $ - 1, $ 178, Improved Sensor Capabilities Assessment - $ - - $ - 1, $ 103, , $ 114, $ - 2, $ 217, Excel s RWQ combined with Unanet reports provide immediate proposal cost review and reporting capabilities 51

52 Wait for Award 52

53 Something Wonderful Happens! Another customer has money to spend! Use it or lose it money Two buckets of money are available $90K for Cost-Plus effort $180K for Fixed Price effort Simple SOW with pricing estimate is sufficient to award No WBS Customer asks, Can you help me? 53

54 Proposing Cost Plus or Fixed Price Labor Efforts Follow previous method for grid-based proposal Additional features: Labor Categories not required Default Person Profile labor category sufficient (FP) Billing Schedule required Schedule all proposed revenue on valid time schedule (FP) Periodic Cost Summary will assess affordability (FP) Optional prepare assuming CP and desired fee percent price 54

55 Cost-Plus & Fixed Price Details price People Planner Grid - Timesheet grid spacing - Cost element required - Labor category not necessary Fixed Price Billing Schedule - Define timeline based on expected recognition schedule Path: Forecast People Planner {Add Project} Plan Path: Project {Edit Project} Billing Fixed Price 55

56 Assessing a Viable Cost-Plus Proposal (expanded) Viable Plan has no unallocated budget (or minimal) price Path: Report Project Accounting Reports Periodic Reports Cost Summary & Status 56

57 Assessing a Viable Fixed Price Proposal (expanded) Viable Plan has no unallocated budget (or minimal) price Path: Report Project Accounting Reports Periodic Reports Cost Summary & Status 57

58 Assessing a Viable Cost-Plus Proposal (compact) price Viable Plan has no unallocated budget (or minimal) Path: Report Project Accounting Reports Periodic Reports Cost Summary & Status 58

59 Assessing a Viable Fixed Price Proposal (compact) price Viable Plan operates within objective profitability Path: Report Project Accounting Reports Periodic Reports Cost Summary & Status 59

60 Other Proposal Considerations Preparing Mixed Billing Types as Tasks Evaluating Financial Comparisons based on Indirect Rate uncertainty Using Multiple Fee Calculations on same Project Customizing Saved Cost Report formats for frequent proposal data requirements 60

61 Project Initiation 61

62 Advanced Project Management (Project Initiation) 1 Bid 2 Initiate Project embodies dimensions of funding and POP labor category allocations $ FP revenue schedule 62

63 Contract/Task Order Award Finalize proposal project Copy active plan set; reflect final negotiation result; lock plan set Attach final negotiation documentation as Project Notes Set Project Status to Closed Choice: Champagne or Sparkling Wine? (A) Change Project Status to reflect award (Opportunity Open); retain all other proposal knowledge as is. (B) Transfer knowledge from proposal project to a newly created awarded project (Export Plans Import Plans) 63

64 New Project Setup Segregated Cost Billing Type Loading Fee Labor Time & Materials Via GSA Schedule N/A Travel Cost-Plus G&A 0% Material Cost-Plus MSO G&A on MSO 2% 1.75% Subcontractor Cost-Plus MSO G&A on MSO 1.5% 1.25% Scenario: Awarding agency determined that their most effective negotiation position was to reduce the fee percentage on the Material and Subcontractor efforts 64

65 Awarded Project Setup Project Profile Status = Open (Active) Owning / Project Orgs as appropriate Type = DIRECT (or similar) Manage at Task Level Project Budget Original / Revised Dates Budgets from Award Project Accounting Billing Type (as appropriate) Cost Structure (as appropriate) Fee Calculation Method (modify as appropriate) Revenue and Fee Caps Project Access Self Plan = Closed Self Assign = Off Project Time / Expense Model from Direct standard Project Other UDF to link to Proposal project Tasks WBS items and date spans Include Hour, Bill $ Budgets and FV Administrators Sally Lead is PL, BRM and RP/RA Sara Planner is PV, BRM and RP/RA Expense Types Restricted in Expense Projects Labor Categories GSA Schedule in Labor Project Project Notes Contract Documentation 65

66 Sample Note Types Sidebar Path: Admin Setup Project Note Types 66

67 Enabling Efficient Project Selection Use % as Project Type filter and select DIRECT Choose 2-Open for Project Status Choose CP, FP, TM for Billing Type Enable Show Condition option Save criteria with name of --My Projects and place on Home, Project, and Forecast dashboards Every PM should have a --My Projects project list on Home, Project, and Forecast dashboards How-To Path: Projects List Search 67

68 Dashboard Configuration How-To Dashboard content should be organized to ensure the most efficient recovery of data Content should be segregated by topic: Home items for immediate access (think items you need often or in a hurry) Project items that represent single project access points Forecast items that represent views of your project portfolio Time your personal time records (timesheets, authorizations, accruals, leave balances) Expense your personal expense records (expense requests/reports, open request/report status, past expense reimbursements) Financials your reporting of accounting documents and their status Reports whatever you otherwise need Order of lists and reports are alphabetical within My Reports, My Lists and Shared Reports groups Use dashes to bring reports to top of list (--My Projects) Use prefixes to create groupings of reports (BAH-, SIMAF- ) Rename saved reports and lists to help with organization of listings Delete unused saved reports and lists Where possible, use relative criteria (Prev/Next periods, Orgs) to enhance the prolonged viability of reports 68

69 Resource Planning 69

70 Plan Advanced Project Management 1 Bid 3 PM plans time and expense PM plans contracted effort 2 Unique for T&M Initiate Unique for FP Plans Project embodies dimensions of funding and POP labor category allocations $ FP revenue schedule 70

71 Planning Planning Rules Plan all provided funds Use Pay Period as planning period increment for labor Use Fiscal Month as planning period increment for expense Reuse proposal plans, if possible Select Cost Element (Customer Site, Corporate Site, etc.) (T&M) Select Labor Category on all People Plans (T&M) Confirm that Labor Category distribution aligns with contract allocation limits Planning Recommendations Use Forecast Planners or Project Plan with Grid for increased efficiency Double-click on employee s name to supply entire row with hours, cost element and labor category Plan in FTE for immediate handling of uneven pay period durations Do not account for Holiday or expected Vacations unless known to significantly impact forecast of funds (different than planning for proposals) 71

72 Plans vs. Assignments Can be used for Timesheet or Expense Reports Prevents charging outside of POP Prevents hours in excess of Funding Limit Limits hours in excess of fulltime commitment Plans No No No No; useful in planning overtime and future staff Assignments Yes Yes; charging on timesheet / expense report will be halted after POP end date Not explicitly; would be inconsistent with PM Process training steps No; represents authorized overtime 72

73 People Planner Criteria How-To 1) Create useful criteria set (Pay Periods, Period Count, Hours/FTE) 2) Use the start date and number of periods that will encompass the entire period of performance 3) Identify the project listing of interest (if not all ) 4) Identify the person group of interest separated by commas (if not all ) 5) Include Subtotals, Project/Task Dates and Budget Hours 6) Display in Matrix Apply corporate best practice Path: Forecast People Planner Search 73

74 People Planner labor Select Save Criteria to display report on dashboard for one-button return Forecast Planning allows for multiple project, multiple employees, multiple periods and multiple tasks (representing labor categories) in single view Path: Forecast People Planner {Add Project} Plan 74

75 Cost Element & Labor Category labor Double-click any cell on grid to specify the desired Cost Element and Labor Category Double-click the employee s name on grid to edit the entire row for the employee Path: Forecast People Planner {Add Project} Plan Cell 75

76 Blended Labor Category Usage Using Tasks, the same employee for the same project during the same span of time can have assignments describing access to two or more labor categories (or cost elements) If there is a need for a Blended use of labor categories, where someone performs part of the contracted effort using a higher labor category and another part using a lower labor category, these two assignments must be unique by their specific Task If no logical WBS exists for project use tasks with labor category names as mechanism for segregation Sidebar 76

77 Expense Planner Criteria How-To 1) Select Period Type that aligns with the expense invoice 2) Use number of periods and start date that will encompass the entire period of performance 3) Identify the project listing of interest (if not all ) 4) Identify the expense type of interest Path: Forecast Expense Planner Search 77

78 Expense Planner expense Forecast Planning allows for multiple projects, multiple expense types, multiple periods and multiple tasks in single view Path: Forecast Expense Planner Plan 1) Select the project, task, and expense type of interest 2) Provide a detailed description of the expense 3) Fill in the raw cost for each expense by type & month 4) Select Save when the grid is complete 5) Select Save Criteria to display report on dashboard for one-button return 78

79 The Right Metric Source: Zach Gemignani, Juice Analytics, Choosing the Right Metric Sidebar The Perfect Metric The problem source or necessary actions is clear when the metric is off-target Actionable Common Interpretation People in the organization recognize what the metric means The data can be acquired with modest effort from a source that people trust Accessible, Credible Data Transparent, Simple Calculation Generation of the metric is easy to understand and shareable 79

80 Deriving Metrics from the PM s Objectives Maximize contracted work s financial contribution to company Recognize all revenue offered by the contract Ensure no financial risk (penalty) for exceeding the limits Communicate the resource requirements necessary to complete the effort Inform everyone of the employees needed to execute the work Communicate the material, travel, subcontracting, ODC requirements needed (value and timeline) Provide confidence to the customer regarding careful management of funds Ensure accurate communication of financial status and projections Ensure full consumption of funded budget to justify future year budgets Sidebar 80

81 Metric Planning Confirmation Planned Revenue Backlog (Funded Value Plan) Cost-Plus Within corporate thresholds? Time and Materials Exactly zero? Fixed Price Billing schedule complete? Confirmation Report: Project Revenue & Funding Summary (Plans) Planned Labor Category Allocation (Hours by LCAT in Plan) Profitability (Net Revenue / Revenue of Plan) N/A Matches contract documentation? Confirmation Report: Periodic Forecast (Plans) N/A (Contract-defined) Within corporate thresholds? N/A Within corporate thresholds? Confirmation Report: Periodic Cost Summary & Status (Plans) metrics 81

82 Confirm Plan Revenue Cost-Plus Time and Materials Fixed Price metrics Within corporate thresholds? Exactly zero? Billing schedule complete? Metric Trigger: If the Remaining Funded is within corporate thresholds, then PM adjustments are not warranted Path: Reports Project Accounting Reports Summary Reports Project Revenue & Funding Summary 82

83 Confirm Plan LCAT Allocation Time and Materials Matches contract documentation? metrics Tip: Ensure empty bed-post periods are showing Metric Trigger: If the Planned Labor Category Allocation for TM matches the contract documentation, then PM adjustments are not warranted Path: Reports Project Reports Periodic Reports Forecast 83

84 Confirm Plan Profitability (TM) Time and Materials Within corporate thresholds? Fixed Price Within corporate thresholds? metrics Metric Trigger: If the Planned Profitability is within corporate thresholds, then PM adjustments are not warranted Path: Reports Project Accounting Reports Periodic Reports Cost Summary & Status 84

85 Confirm Plan Profitability (CP/FP) Time and Materials Within corporate thresholds? Fixed Price Within corporate thresholds? metrics For CP: Profit % = [Fee / (1 + Fee)] Path: Reports Project Accounting Reports Periodic Reports Cost Summary & Status 85

86 Notes About Plans Plans are built once Once complete, PMs never have to return to the Planning steps Exception: Customer adds additional funds on current effort in which case, PMs plan only the new increment into future periods Plans are Static References Plans (once confirmed as viable) are a permanent record of the contract requirements AND corporate financial objective Ex: Expected LOE agreement, revenue/profitability objective Sidebar 86

87 Creating Derivative Reports Recall the Shared Report Select Back to Criteria Implement the desired criteria enhancements Down-select the desired projects Alter the reporting period or number of periods Change the cell options (hours, total charges, margin, FTE) Add additional reported details (tasks, people, expense types) Save Criteria, provide report name and associate with appropriate dashboard Any Shared Report can be customized for your local optimizations provided you have the proper access/roles Path: Reports Project Reports Periodic Reports Forecast Back to Criteria How-To 87

88 Resource Assignment 88

89 Assign Plan Advanced Project Management 1 Bid 3 PM plans time and expense PM plans contracted effort 2 Unique for T&M Initiate Unique for FP Plans Project embodies dimensions of funding and POP 4 labor category allocations $ FP revenue schedule PM promotes plan as assignments 89

90 Organization Access The pool of people resources available to a People Planner / People Assigner is governed by Organization Access Sets of people resources that someone can plan/assign Sets of project resources that someone can plan/assign into Sidebar Path: Person {Edit Person} Organization Access 90

91 Assign the Labor Plans Assign Plans from Forecast People Planner or Project People Plans labor Choose global Assign option and hand-select Allow to Exceed options Employees requiring immediate overtime authorization Employees needing pay-period based flexibility with hour allocation Choose Notify the user option (at bottom) to inform employee of assignment Path: Forecast People Planner {Add Project} Plan 91

92 Allow to Exceed Option Any assignment can be flagged as allow to exceed Often used for designating approved overtime Useful in assignments for matrixed employees Helpful for approving valid work beyond assignment budget (after employee has already performed the effort) Unanet will compute financial forecast based on the Budget Hours included in the assignment Employee is not limited to the Budget Hours (blank check) Understand this implication on possible outcomes Sidebar 92

93 Confirm People Assignments labor Confirm defaults are replaced by positive declaration of labor category and cost element Path: {Edit Project} People Assignments List 93

94 People Assigner Criteria How-To 1) Create useful criteria set (Relative Pay Periods, Period Count, Hours/FTE) 2) Use relative Begin Date reference Calendar - Previous Semi-Month 3) Identify the project listing of interest (if not all ) 4) Include Project Titles, Subtotals, Project/Task Dates & Budget Hours, and existing plans only. 5) Choose Resource Utilization thresholds 6) Save to dashboard for one-button return Path: Forecast People Assigner {Add Project} Search 94

95 People Assigner labor Prepare a Forecast People Assigner criteria set and save to dashboards, uncheck existing assignments only to add new people Path: Forecast People Assigner {Add Project} Assign 95

96 Resource Allocation Sidebar Multiple Resource Allocation reports and graphs are available to inform the PM when/where over-subscription or under-allocation of staff exist Path: Reports Resource Reports Periodic Reports Resource Allocation Path: Reports Resource Reports Periodic Reports Resource Allocation 96

97 Budget the Expense Plans How-To Assign Plans from Forecast Expense Planner or Project Expense Plans Choose global Budget option Path: Project {Edit Project} Expense Plans Plan with Grid Budget 97

98 Confirm Expense Budgets expense Confirm that expense budget is raw cost only (unburdened) Path: {Edit Project} Expense Budgets List 98

99 Expense Budgeter Criteria How-To 1) Select Period Type that aligns with the expense invoice 2) Use relative Begin Date reference Fiscal - Previous Month 3) Identify the project listing of interest (if not all ) 4) Identify the expense types included in the plan 5) Save to dashboard for onebutton return Path: Forecast Expense Budgeter Search 99

100 Expense Budgeter expense Be advised that Expense Budgets do not authorize people to charge expenses Path: Forecast Expense Budgeter Budget 100

101 Expense Assignments expense 1) Identify the person group of interest and select right to add the assignment 2) Choose the Link Dates to Project/Task Dates ; authorization will match POP 3) Set Budget Labor hours to zero, i.e. only for expense request/reports, not timecards 4) Check both boxes at the bottom to notify the users & Project Lead (PM) 101 Path: {Edit Project} People Assignments + Assignments

102 Confirm Expense Assignments expense Confirm that Link Dates is checked & Budget Hours are zero for expense assignments 102 Path: {Edit Project} People Assignments List

103 Return to May

104 Project Execution 104

105 Assign Execute On-target Under-run Over-run Project nears POP or funding/labor cat limit Plan Advanced Project Management 1 Bid 3 PM plans time and expense PM plans contracted effort 2 Unique for T&M Initiate Unique for FP Plans Project embodies dimensions of funding and POP 4 5 Future Assignments Past Actuals labor category allocations $ FP revenue schedule PM promotes plan as assignments Employees charge time/expense; PM alters assignments; PM monitors forecast PM promotes plans to assignments; Employees record time/expenses against project; PM adjusts assignments to meet ending targets PM locks in final assignments 105

106 Communicating With Employee Assignment communicates expectation of level of support Task-level assignments allow for blended labor category mix Path: {Edit Timesheet} Eyeglasses 106

107 Employees Monitor Assignments Budget = Assignment Hours Actuals = Charged Hours Variance = Budget Actuals Tilde (~) on Budget Hours = Allow to Exceed activated Employee can edit criteria for personal view preferences (e.g., pay period or year) Path: Reports User Reports Detail Reports Schedule Details 107

108 Metric Values Within Org Sidebar Volume of Metric Content Increases CEO COO CFO SVP SVP VP VP VP VP DIR DIR DIR DIR DIR DIR DIR DIR PM PM PM PM PM PM PM PM PM PM PM PM PM PM Project-Level Control Increases Having a common view of PM metrics (albeit populated with level-specific entries) grants an organization rapid flow of understanding and business transactions. 108

109 Metric Monitoring End State Forecast Revenue Backlog (Funded Value (Actuals + Future Assignments) Cost-Plus Within corporate thresholds? Time and Materials Exactly zero? Fixed Price Billing schedule complete? Confirmation Report: Project Revenue & Funding Summary (Forecast) Forecast Labor Category Allocation (Hours by LCAT in Plan (Actuals + Future Assignments) Forecast Profitability (Net Revenue / Revenue of Actuals + Future Assignments) N/A Matches contract documentation? Confirmation Report: Periodic Forecast (Forecast) N/A (Contract-defined) Within corporate thresholds? N/A Within corporate thresholds? Confirmation Report: Periodic Cost Summary & Status (Forecast) metrics 109

110 Monitoring Forecast Revenue Cost-Plus Time and Materials Fixed Price metrics Within corporate thresholds? Exactly zero? Billing schedule complete? Metric Trigger: If the Forecast Backlog is within corporate thresholds, then PM adjustments are not warranted Path: Reports Project Accounting Reports Summary Reports Project Revenue & Funding Summary 110

111 Monitoring Forecast LCAT Allocation Time and Materials Matches contract documentation? Awarded Labor Category Allocation metrics Forecast Labor Category Allocation Metric Trigger: If the Planned Labor Category Allocation for TM matches the contract documentation, then PM adjustments are not warranted Path: Reports Project Reports Periodic Reports Forecast 111

112 Forecast LCAT Variance Time and Materials Matches contract documentation? Labor Category Plan Forecast Variance GSA-Program Manager 1, , GSA-System Engineer 1 2, , GSA-System Engineer 2 3, , GSA-System Engineer 3 2, , GSA-Technician 1, , Total 11, , metrics Metric Trigger: If the Planned Labor Category Allocation for TM matches the contract documentation, then PM adjustments are not warranted 112

113 Forecast Hour Budget Variance Project Forecast Summary report can be effective metric source, if project is managed by hours (ex: FP-LOE) Sidebar Path: Reports Project Reports Summary Reports Forecast Summary 113

114 Monitoring Forecast Profitability Time and Materials Within corporate thresholds? Fixed Price Within corporate thresholds? Planned Profit % metrics Metric Trigger: If the Forecast Profitability is within corporate thresholds, then PM adjustments are not warranted Path: Reports Project Accounting Reports Periodic Reports Cost Summary & Status 114

115 Where/When Did It Happen? forensics Budget = Assignment Hours Actuals = Charged Hours Variance = Budget Actuals Tilde (~) on Budget Hours = Allow to Exceed activated 9.4 Variance Hours for Sally 11.4 Variance Hours for Sara Path: Reports Project Reports Detail Reports Schedule Details 115

116 Alternative Analysis The Project Periodic Performance report will show us where an employee charges short of his assignment forensics Path: Reports Project Reports Periodic Reports Performance 116

117 What Do You Do? Option 1: Do nothing There may be some general future expected overtime or downtime (vacation, holiday) that will make up the difference Higher/lower costing resources may alter their support which adjusts the relative ratio of project cost per hour charged Option 2: Adjust future assignments and budgets Make upward/downward changes to labor assignments and expense budgets Confirm the result returns forecast to contract constraints (revenue, labor category allocation, profitability) Choose Allow to Exceed option if not near end of POP or end of funding and flexibility desired, i.e., matrixed support, overtime surge adjust 117

118 Shifting TBD Resources Sidebar Engage Steve Supervisor at loss on System Engineer 2 Path: Forecast People Assigner Assign 118

119 Adjust Assignments to Bring Project Back in Line (Task 3.3) Labor Category Plan Forecast Variance GSA-Program Manager 1, , GSA-System Engineer 1 2, , GSA-System Engineer 2 3, , GSA-System Engineer 3 2, , GSA-Technician 1, , Total 11, , adjust Path: Forecast People Assigner Assign 119

120 Adjust Assignments to Bring Project Back in Line (Task 2) Labor Category Plan Forecast Variance GSA-Program Manager 1, , GSA-System Engineer 1 2, , GSA-System Engineer 2 3, , GSA-System Engineer 3 2, , GSA-Technician 1, , Total 11, , adjust Path: Forecast People Assigner Assign 120

121 Adjust Assignments to Bring Project Back in Line (Task 3.2) Labor Category Plan Forecast Variance GSA-Program Manager 1, , GSA-System Engineer 1 2, , GSA-System Engineer 2 3, , GSA-System Engineer 3 2, , GSA-Technician 1, , Total 11, , adjust Path: Forecast People Assigner Assign 121

122 Revenue Assessment Cost-Plus Time and Materials Fixed Price metrics Within corporate thresholds? Exactly zero? Billing schedule complete? Pre-adjusted Forecast Revenue Post-adjusted Forecast Revenue Path: Reports Project Accounting Reports Summary Reports Project Revenue & Funding Summary 122

123 LCAT Allocation Assessment Time and Materials Matches contract documentation? metrics Pre-adjusted Forecast Labor Category Allocation Awarded Labor Category Allocation Post-adjusted Forecast Labor Category Allocation Path: Reports Project Reports Periodic Reports Forecast 123

124 Profitability Assessment Time and Materials Within corporate thresholds? Fixed Price Within corporate thresholds? metrics Pre-adjusted Forecast Profitability Post-adjusted Forecast Profitability Planned Profit % Path: Reports Project Accounting Reports Periodic Reports Cost Summary & Status 124

125 Browser-Driven Optimization Using four independent tabs on a browser will expedite your assignment adjustment task Have the People Assigner available in a tab Have each of the three reports showing in separate tabs Make changes in the People Assigner; refresh the report tabs Repeat if necessary Activate the Bookmark Bar and store folders of inter-related bookmarks that open as a group, or as a new window Sidebar 125

126 What Do I Do When Funded value cannot be consumed by planning/assigning with available staff within POP During project planning, include new-hire projection in Plan (use TBD Resource or show >1 LOE on existing team member) During project execution, maintain status quo until No Cost Extension (NCE) is secured or additional personnel are hired/added to project Existing team members transfer to other projects; new team members added to backfill Truncate or remove future assignments for outgoing team member Add new assignments to support incoming team member Make no changes to Plan No Cost Extension is approved; POP End Date is extended Add Assignments in extended period; consume surplus funding that triggered NCE; confirm resolution in Forecast reports Contract Modification arrives to extend funding for existing charge number Add future elements to Plan to consume new funds; promote new Plan elements as Assignments 126

127 Project Gantt Review monitor Path: Reports Project Reports Summary Reports Gantt Chart 127

128 Other Progress Views monitor Path: Project {Edit Project} Gantt Chart Path: Reports Project Reports Status Reports Project Metrics Comparison 128

129 Project Closeout 129

130 Assign Execute On-target Under-run Over-run Project nears POP or funding/labor cat limit Plan Advanced Project Management 2 Bid 2 Initiate 3 PM plans time and expense PM plans contracted effort Unique for T&M Unique for FP Plans Project embodies dimensions of funding and POP 4 5 Future Assignments Past Actuals labor category allocations $ FP revenue schedule PM promotes plan as assignments Employees charge time/expense; PM alters assignments; PM monitors forecast PM promotes plans to assignments; Employees record time/expenses against project; PM adjusts assignments to meet ending targets PM locks in final assignments Effort finishes ontime and on-budget 6 Close 130

131 Closure Complete Final Execution Tasks Make sure that all time/expense is properly recorded, submitted, and approved Post the final Program Management Review presentation as a Project Note Confirm that all technical deliverables have been provided and stored within Project Notes Edit the Project Note containing Past Performance paragraph to memorialize details for future proposals Create subcontractor evaluation as Project Note Initiate an LOE verification for the Contract Period (checking against Prime s time system as necessary); add to Project Notes Document any lessons learned Request Project marked as Completed; Finance will mark as Closed after final invoicing 131

132 Sample Note Types Sidebar Path: Admin Setup Project Note Types 132

133 Sample Notes If you intend to use Unanet as a database for Keyword or Past Performance searches, then include that information in the Description field Path: Project {Edit Project} Notes {Edit Note} 133

134 Metric Reports Report Types Project Revenue & Funding Summary (Plans, Actuals, Forecast) Project Periodic Forecast (Plans, Forecast) Project Periodic Performance (Actuals) Project Periodic Cost Summary & Status (Plans, Forecast) Project Cost Summary (Actuals) Contents Provides single-line financial summary of Plans, Actuals, and Forecast; includes all overhead, G&A, and fee contributions; provides associated backlogs Provides the number of hours and charges of Plans and Forecast for each labor category per time period for the project Provides the number of hours and charges of Actuals for each labor category per time period for the project Provides periodic accounting of cost elements associated with Plans and Forecast and their build-up to revenue; measures this accounting against funded value Provides periodic accounting of cost elements associated with Actuals and their build-up to revenue; measures this accounting against funded value 134

135 Supplemental Reports Report Types Resource Allocation Project Forecast Summary Project Schedule Details Project Metrics Comparison Contents Provides the allocation of employees across projects; periodic report that utilizes cell colors to identify the booked percentage of each resource Provides a forecast of cost, revenue, hours and/or gross margin; variety of options to specify the level of summarization and the source of Budget value (Assignments, Plans, Project or Task) Provides a view of Assignments or Planned Work entries for projects to which they have access; actual hours associated with the assignments or planning are displayed to allow for the comparison of actuals to any budgeted values Provides a means of comparing a variety of project metrics in a one line per project output; highly configurable, allowing you to include hours, bill and/or cost information 135

136 Summary Established the complete view of project execution in Unanet From Proposal to Award to Execution to Closure Demonstrated best practices for Project Management in Unanet Promoted effective metrics that direct the PM to action Shown the options provided to the PM as real-world events affect the nominal path Provided real change elements to employ that elevate your company s use of Unanet 136

137 Q&A Session 137

138 Thanks for attending!