PIMp my Systems Southern Water. 11 th October 2016 Stephen Harrison and Paul Segal

Transcription

1 PIMp my Systems Southern Water 11 th October 2016 Stephen Harrison and Paul Segal

2 Speakers Stephen is a Director and co founder of Asset Handling and has been working as a consultant in the Programme/Project Management and Asset Management System s arena for the last 29 years across a wide range of industries. This experience means he can provide not just systems expertise, but also the knowledge to leverage project data to improve programme decision making and manage large portfolios of work effectively. Paul has significant experience in Civil Engineering Programme and Project Management having worked with Contractors and Consultancies in the UK, South-East Asia and Africa. Paul has set-up and managed multi-million pound engineering projects and investment programmes with a keen focus on improving project controls capabilities and the use of appropriate technology within those teams to maximise results.

3 Running Order Introductions What is PIM? Why Implement a system? Challenges Faced Moving to Business as Usual How was it for the Client? Summary and Questions 3

4 What is PIM?

5 What is PIM? Data Warehouse ETL Analysis & Reporting Programme Insight

6 Why Implement a System?

7 Why implement a System? What are the drivers? Engineer & Project Controller I need visibility of an integrated project plan providing cost, schedule and 3 rd party information to support effective communication and collaboration across the project team Project Manager If I could get an early warning of potential risks and scope changes I could plan and make informed decisions to reduce project uncertainty Senior and Executive Management I want to manage my portfolio and projects by exception with information available from a single system, covering performance by department and managers drilled down to detailed information Data Analyst I need to be able to cut and slice real time structured data on a self service basis to provide critical information to make informed decisions

8 Why implement a System? 5 BI 1 Budget PIM Schedule 2 Risk / Change 4 Actual Cost 3

9 Why implement a System? Build up knowledge and Share Information Requirements AI and Predictive Analytics Analytics Data Governance & Quality WISDOM Dashboards, Reports & KPIs Data Definitions KNOWLEDGE Data Flow & Mapping Source/Target & ETL INFORMATION DATA

10 Challenges Faced

11 Challenges Faced? Remove hidden data

12 Challenges Faced - Security

13 Challenges Faced - Stakeholder Management

14 Challenges Faced Data Flow and Data Mapping

15 Challenges Faced - Agile Deployment involving Client Staff Sprint planning meeting Daily Cycle Update product backlog SCRUM PROCESS Product increment RELEASE Product owner Scrum master SCRUM ROLES Team members 3 OPERATION Sprint Retrospective Sprint Review Users Stake holders 2 DEVELOPMENT DEPLOYMENT System go-live On-going suport End user training Prepare production environment DESIGN Develop features / integration Quality testing scenarios Pilot / Proof of Concept Business case & funding Vision Initial product backlog High Level release plan Stakeholder buy-in & Communication Plan Assemble team Technical Architecture PREPARATION 1 DIAGNOSTIC ANALYSIS Gap Analysis Determine necessary configuration Identify the high level system requirements Architecture assessment Creation functional design documents Create technical design documents Project & Stakeholder Management

16 Moving to Business as Usual (BAU)

17 Moving to Business As Usual Reporting Cycle

18 Moving to Business As Usual Ensure System Integrity Training - Initial and continuous training of users to ensure the system is best utiliised Procedures - Ensure Processes and Procedures are followed correctly to preserve data accuracy Data Analysis and Reporting - Access to the data to allow informed decisions at all levels of the organisation ROI - Identified Savings in both Resources and improved Project Derlivery

19 Moving to Business As Usual Continuous Improvement Feedback from Users, Lessons learned. Raise issues and resolve. Stakeholders Keep stakeholders in the loop Ensure data accuracy by regular Project and Programme reviews. User Group Meetings to discuss current and future functionality and improve the system. Using the information generated from KPI s to improve delivery of current and future projects

20 How was it for the Client?

21 Southern Water Investment Programme and Project Management System Development 21

22 How did Southern Water get here Project Management files in over 1000 project folders Portfolio reporting used extensive system of macros and interlinked files IPPMS Phase 1 Delivered PIM Delivered IPPMS Phase 1 Project Started IPPMS Phase 2 Started IPPMS Concept Investment Programme and Project Management System 22

23 Support from the top Use robust, integrated planning and project management systems to analyse and report information on customer service, environmental and asset performance, cost and project management Use best-in-class processes, tools and capability in planning, integrated risk management, design and engineering, project delivery, programme management and operation of our assets and networks 23

24 Project and Programme Management 24

25 PIM Implementation 3 2 EMBEDMENT and SUPPORT TRAINING Show and Tell Sessions and Team Meetings OPERATION System BAU On-going support and Enhancement Training Department by Department Once trained immediate full access 1 PREPARATION CONFIGURATION BUSINESS ENGAGEMENT INITIAL OPERATION Establish System Environment Configuration and Testing Initial workshops and scoping BAU ETL started to fill system with meaningful data Project & Stakeholder Management Board Support

26 PIM in Southern Water The information gets into PIM one of three ways: 1. Financials (VOWD and Forecast) from SAP 2. Schedule and Meta data e.g. PM name, QBEG split, Location, FPM, Operations Manager etc. from P6 3. Monthly Narrative and Risk Registers entered directly into PIM PIM VoWD & F/Cast Read Dashboards Interactive Reports PDF Reports Write Risk Registers Commentary Data: Finance, Schedule, P6 Meta Data, Risk, Commentary Schedule & Meta-data 1 SAP Finance 2 P6 Read Only / Read Write Depending on Role Profile 3 26 PIM License Holder

27 PIM EPS Structure Projects in PIM are grouped under an Enterprise Project Structure (EPS) to enable drill down and reporting Each EPS level can record: Risk Register Commentary Financial data Schedule data Capital Plan All Portfolio Water Process Wastewater Process Business Change Portfolio Y Delivery Team Construction Operations Carbon Reduction Team H Projects 561XXX Pumping Station 629XXX Dosing System XXXXXX - Project YYYYYYY - Project 27

28 Benefits of PIM to Southern Water 1. Industry designed tool pre-built reports and simple analytics 2. Provided Key Information directly to Project Managers Hands 3. Reduced the need for tracking spreadsheets and offline data 4. Drill-down from Portfolio to Department to Project 5. Contains: Project expenditure, Timing of deliverables, Risks, Progress commentary. 6. Single source of truth for project data e.g. Progress Commentary, Names PM, Sponsor, Designer etc, Regulator References for reporting, Key Dates. 28

29 PIM Roadmap for SW Today USERS Extend roll out to more departments and more users in current departments PIM->P6 Push progress updates from PIM to P6 EPPM (Activity, Risk etc.) from Project/Programme Managers Gateway Implement Gateway Approval workflow process to ensure compliance with Standard Process Today Expand Roll Out Financial Planning CHANGE / H&S Future GATEWAY Management Align and time PIM->SAP ERP Push data back from PIM to SAP using cost forecast profiling functionality in PIM CEMAR and H&S Integration with CEMAR and H&S information for inclusion in PIM Reporting and Analytics

30 Thank You & Questions