enterprise project management solutions - install and train, job done? many organisations are seeing...
TRANSCRIPT
Enterprise Project Management Solutions - Install and train, job done?
Many organisations are seeing the potential benefits of implementing common planning tools and are charmed by the potential of having dashboards and common reports – especially with cloud computing being very much on the agenda. However, what an IT organisation may see simply as ‘deployment’ must be backed up with related business change - if full benefits are to
be realised.
David Dunning, Chairman and founding director at CPS explains in this session, the simple approach to a smooth and fruitful EPM implementation. David will outline what to plan for and
suggest resources you might need in the short term to make it stick.
Stand no: 68
• Over 15 years experience in implementing portfolio, programme and project management ecosystems.
• Member of the Institute of Business Consulting, APM Portfolio SIG and a Certified Management Consultant.
• Real world P3M experience across multiple industries. [email protected]
07767 803540
http://uk.linkedin.com/in/davidjdunning
Presented by David Dunning
PRINCE2®, M_o_R®, P3O®, MSP®, P3M3®, MoV® and MoP® are Registered Trade Marks of AXELOS Limited
Stand no: 68
May start with Consulting…
A Relationship with CPS
Current State
Assessment
Vision and Strategy
Invigorated Project Support
Set up a PMO
Technical / PMO
Support
CPS Recruitment
Service
CPS Assessment
Centre
Project Server
Practical Consulting Services
…develop with technology…
…extend into service…
Stand no: 68
Presentation Content
• EPM – what is it, what does it mean?
• What challenges does it address? Benefits?
• What might a technical requirement look like?
• Change management – that’s the thing I do after I’ve developed it, right?
• Sustainment…
• First Steps….?
EPM / PPM – what is it, what does it mean?• The technology pillar of a portfolio, programme
and project management ‘ecosystem’
Central Repository
Work identification, workflow,
prioritisation
Planning, Resource
Allocation, update cycle
Documents and
Collaboration
Business Intelligence
Integration / customisatio
n
What to use it for?
Integrated Cost and Schedule Control
Issue, Risk, Change
Management
Enterprise Resource
Management
Supplier Integration /
Collaboration
Portfolio Modelling
Flexible insight to enable
governance
Plan and manage
Identify and Prioritise
doing the right things, doing them right
Definition No definitive list of candidate projects Projects not prioritised Resource allocation between change and BAU
not effective Projects happen without authorisation Integration not visible or managed
Delivery Deliverables not visible across the portfolio Planning not carried out / ineffective Limited understanding of resource capacity vs
demand, Limited capture of progress & achievement Project benefits are not managed or realised
What challenges does it address?
Scrutiny and Oversight impossible Status reporting unbelievable for the wrong reasons
Strategy not visibly connected to Delivery Delivery not visibly connected to Strategy
What might a technical requirement look like?
EPM Solution(Change and
Service Plans)
Supplier Plans
UploadProcess
Interface Plans
SharePoint Workspaces
(Risk, Issue, Change, Benefit)
Trend / Snapshot DataReportLink (SharePoint)& Plan dataReport
Link
SnapShot
Standard EPM BI Reports
Corporate Dashboards
Local Reports / Dashboards
HR System
Finance / Project Code Lookup
Risk Tool
Schedule RiskAnalysis
How do requirements originate?
• PMO head configures what they have had before?
• Start with something basic and we’ll tweak it?
• What reports can we ‘imagine’ will be needed?
• Ask everyone what they want?
• Good idea – might it miss the customer input?
• Will that deliver the best considered solution?
• How good is our ‘imagination’?
• Sounds good – but will this deliver utter confusion and inevitable disappointment?
Some of the biggest failings in tool implementation?
Bottom up
• What do people want rather than what does the business need?
Output focused
• Reports, Reports, Reports?
Not integrated
• How does this information help the business work?
Some of the biggest failings in tool implementation?
Unworkable
• Too much tech, never get it working
Not supported
• No one to help me
Unachievable
• Misguided view of current capability
Inte
nd
ed
People – Accredited
Process – Our own gated approach
Organisation – PMOs and boards
Technology – local best of breed
Act
ual People – Not
accredited
Process – Local interpretations
Organisation – Some PMO
Technology – MS Project & Excel?
Fu
ture
People – Accredited & capable
Process – Lifecycle, process & governance
Organisation – P3O & Governance
Technology – PPM Solution
What do we think we have? What do we actually have? What should we actually have?
Some of the biggest failings in tool implementation?
How to get from A to B?
Example Governance Framework
Strategy
Performance
Quarterly meetings to add new items to the portfolio, confirm priorities, accept strategic achievement
New!Quarterly meetings to scrutinise the in flight portfolio, implement priorities, deliver strategic achievement
Progress and benefit realisation reporting
ResourcesQuarterly meetings to confirm hiring / resource development plans based on current / suture work
In a governance framework, each of these levels requires timely, accurate, reliable information
M1 M2 M3 M4 M5 M6 M8 M10 Mn…M5 M7 M9 M11
Why does “requirement fulfilment” not work sometimes?
Governance Framework
not clear
Process and roles not defined
Information needs not
agreed
How can we set up and tool and generate
reports?
How can the tool be
deployed effectively?
A better approach?
Clarify the Governance Framework
Define Process and
roles
Agree Information
needs
Then set up the tool & generate reports?
Deploy the tool as part of
a ‘change’
Change management – that’s the thing I do after I’ve developed it, right?• Simple Answer
•Er – NO.
What it is not…
• Just running a workshop to explain what is happening• Printing mugs with a project name on them• Putting up a poster to let everyone know• Getting everyone to comply• Proving support after the fact
Definitions – Wikipedia
• Business Transformation– Business transformation is about making fundamental changes in
how business is conducted in order to help cope with a shift in market environment
– http://en.wikipedia.org/wiki/Business_transformation
• Change Management– Change management is an approach to transitioning individuals,
teams, and organizations to a desired future state– http://en.wikipedia.org/wiki/Change_management
Solution Strategy Planning
• Is the change a technical implementation, a business change or a transformation requiring evidence of business benefit
Technical ProjectDelivers OUTPUT
Change Project Delivers BUSINESS CHANGE
Transformation exploits OUTPUT through BUSINESS CHANGE and SUSTAINMENT - to realise BENEFIT
If not done effectively…
• Problems– do not get solved– become bigger problems
• Investments – do not realise anticipated benefits– waste resources that could have delivered different benefits– actually cause greater costs
• People slow down change, do not adopt change, benefits harder to come by.• If we make change stick we get benefits and we don’t waste our money.
Moments Important in a Transformation
Original Problem Identification
CAN WE
AGREE WHY?
Stakeholder Identification /
Engagement Planning –
WHO TO?
Option Appraisal
HOW BEST TO…?
Getting Ready for Transformation does not start at solution delivery
Moments Important in a Transformation
Benefit Identification and
Planning
FOR BUY IN TO THE REASON
WHY
Solution Strategy Planning
REALISTICALLY
MAKING IT HAPPEN
Solution Design Review and Evaluation
DOES IT HIT THE SPOT?
Moments Important in a Transformation
Communication Planning
DON’T SCARE THE
HORSES
Transformation Planning
MAKING SURE IT
CAN HAPPEN
Benefit Realisation Planning
MAKING IT CLEAR
THIS WILL BE
MEASURED
Moments Important in a Transformation
Initial Solution Introduction
LEARNING HOW TO MAKE
IT WORK, FETTLING
Benefit Realisation
MAKING SURE THIS (AND THE
NEXT) INVESTMENT IS WORTH IT
Method of Approach – ‘Traditional’ Change
Current State Assessment
Vision & Strategy
ToolsGO
GO
P3M Roadmap
People & Process
P3O / Governance
Business Change
Benefits?
Method of Approach – Quicker Change?
Current State Assessment
Vision & Strategy
PPM V1 – core capability
PPM V2 – more capability
GO
GO
Initial Tool Requirements
P3M Roadmap
People & Process
P3O / Governance
Business Change I
Business Change II
Sustainment
No Complacency
Effective change
Support Infrastructure
Business Integration
Step 1 – Something’s not right…?
• Consensus on the problems– Survey? Really what people
think?– P3M3 assessment? Too formal,
too much expense initially?– Workshop with stakeholders –
best way to get agreement at a high level that some things are not right?
• Sensible action plan to fix– Analyse to death – never make
any progress?– Superficial analysis > superficial
solution– Iterate – gain consensus on
general direction, then work out the details, then refine the direction…
CPS Current State Assessment covers these 2 topics
Recap - Enterprise Project Management Solutions - Install and train, job done?
Er – NO. Ideally…
Governance Framework
Process and Roles
Information Requirement
Tool implication
Business Change
Current State Assessment
Vision & Strategy
P3M Roadmap
Thank you for listening
07767 803540http://uk.linkedin.com/in/davidjdunning
PRINCE2®, M_o_R®, P3O®, MSP®, P3M3®, MoV® and MoP® are Registered Trade Marks of AXELOS Limited
Please talk to me if you would like aCPS Current State Assessment
Stand no: 68