Advanced Project Portfolio Management

Transcription

1 Advanced Project Portfolio Management

2 AGENDA HISTORY PM PROCESS PROJECT MANAGEMENT PROGRAM MANAGEMENT RESOURCE MANAGEMENT RISK MANAGEMENT PAGE 2

3 It s all me I love data Bachelor of Business in Quantitative and Informational Systems It was NOT - Computer Science - Computer Programming - Information Technology Beginning of a focus on information - Early Relational Databases (ISAM VSAM) - Integrated Storage Devices - Personal Computers Masters of Information Systems (MIS) PAGE 3

4 and Project Management! Certified Project Management Professional (PMP) Project Management Institute founded in Project Management as a Core Competency - Provided a basic process - Created a minimum standard of practice Based on the Project Management Book of Knowledge (PMBOK) ANSI standard 5 th edition - 5 Process Groups Initiate, Plan, Execute, Monitor/Control, Close - 8 (now 9) Knowledge Areas Integration, Scope, Time, Cost, Quality, Resources, Communication, Risk, Procurement - Matrixed with 42 processes PAGE 4

5 PMBOK Matrix INITIATING PLANNING EXECUTING Integration Management Develop Project Charter Develop Project Mgt Plan Direct & Manage Project Execution MONITORING & CONTROLLING Monitor & Control Project Work Perform Integrated Change Control Scope Management Collect Requirements Verify Scope Define Scope Control Scope Create Work Breakdown Structure Time Management Define Activities Control Schedule Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Cost Management Estimate Costs Control Costs Determine Budget Quality Management Plan Quality Perform Quality Assurance Perform Quality Control Human Resource Management Develop Human Resource Plan Acquire Project Team Communications Management Develop Project Team Manage Project Team Identify Stakeholders Plan Communications Distribute Information Report Performance Manage Stakeholder Expectations Risk Management Plan Risk Management Monitor & Control Risks Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses CLOSING Close Project or Phase Procurement Management Plan Procurements Conduct Procurements Administer Procurements Close Procurements PAGE 5

6 What is a project? According to the PMBOK A project is a temporary endeavor with a defined beginning and end undertaken to meet unique goals and objectives (usually with limited resources). Project management is the application of knowledge, skills, and techniques to execute projects effectively and efficiently. Program management is the ability to coordinate multiple projects -AND- provides strategic competency for enabling an organization to tie project results to business goals. PAGE 6

7 And. It is also the source of lots of data! Incorporates many of the business goals of the company Identifies critical or constrained resources Provides our main source of revenue Tells us where we have been Shows us where we are going (at least in the near future) PAGE 7

8 In the beginning, Project Management was easy How much have we spent? (Cost) Financial information When is it going to be done? (Schedule) Scheduling information What still needs to be done? (Estimate-to-Complete) Staffing Material Only 3 pieces of information PAGE 8

9 All you needed was a PM tool PM Tools were good and continue to improve Fairly complex scheduling algorithms Can schedule multiple types of resources Can create a baseline Can do some limited forecasting of resources Limitations Difficult to combine or compare projects No true cost information Require constant manipulation to maintain reality They don t act independently PAGE 9

10 First, we had to focus on us (ATD PM Process 1.0) Defined our Project Lifecycle Created a project plan template - Phases based on Control Gates - WBS (tasks) based on functional groups - Could be tailored for specific projects Identified our resources - Determined main functional areas Documented our Project Management Methodology Started upgrading our PM tools Every project had to have a project plan Information cycle was based on Weekly/Monthly Input PAGE 10

11 Baseline ATD PM System Overview Circa 2001 PER Proposal Estimate Rationale STAFFING BUDGET to ACTUAL STAFFING 24 months MICROSOFT PROJECT FILE TIME CHARGES PROPOSAL FINANCE ROLLUP REPORT CONTRACT Direct Expense Automatic Microsoft Access Manual

12 ATD PM Process 1.0 (cont) Definite focus was still on a single project Wrote macros to reduce many manual processes Identified major functional user groups - Inclusion of other process initiatives into the project template Included proposal generation in our lifecycle But things change as they should All companies must grow Products have a given lifecycle Business environments change Customer needs change PAGE 12

13 ATD PM Process 1.5ish New questions at the program level What should we be working on or NOT working on? Create department priorities Need some way to define or measure Resource Slider (capacity planning) Focused on staffing (headcount/function) - Utilized our current resource information - Added some what-if functionality Could answer most questions but took awhile PAGE 13

14 ATD PM Process 2.0 New PM tool (Innovator!) More easily integrated into the information flow Share the wealth approach for updating plans Ability to grow/expand with a common interface (i.e. inclusion of work flows, Helpdesk tickets) The Innovator story Live in January 2008 Imported 80+ active project October 2012 created our 500 th project January 2013 added Contracts March 2013 first major upgrade 9.3 SP1 PAGE 14

15 Actual Costs Baseline ATD PM System Overview ROM Template STAFFING Today STAFFING 24 months Project Finish Date Analysis MICROSOFT PROJECT FILE Project copies New Projects INNOVATOR Query RESOURCE SLIDER ETCs? On-Time Delivery PROPOSAL CONTRACT FINANCE Weekly Project Charges TIME REPORT Direct Expense Query Automatic Microsoft Access Manual

16 At the Project Level Still a question of Cost, Schedule, Resources More timely view (nightly sync or ad hoc updates) Access to subordinate details in other systems PAGE 16

17 At the Project Level How am I doing on Cost? Nightly sync Budget Funding Cost Variance Burn Rate PAGE 17

18 At the Project Level How am I doing on Cost? Statistically speaking PAGE 18

19 At the Project Level How am I doing on Cost? Spend Rate PAGE 19

20 At the Project Level How am I doing on Cost? Procurement activity PAGE 20

21 At the Project Level How am I doing on Cost? A/P Activity PAGE 21

22 At the Project Level How am I doing on Cost? Labor Reporting mm/dd/yy AA A Someone SomeRate x.x xxx.xx xxx.xx xxx.xx PAGE 22

23 At the Project Level How am I doing on Schedule? Daily based on updates to the ETCs by resources Weekly Schedule Forward philosophy PAGE 23

24 At the Project Level What do I need to finish? Resources updated by Project Lead or Team Member Material set and forget with periodic review PAGE 24

25 At the Project Level Who is scheduled? (Estimate-to-Complete) PAGE 25

26 At the Project Level How are they scheduled? (Estimate-to-Complete) Plan assigned charge_num suffix activity_name SD Apr- 13 Andy AFELHW A_F Electrical, FPGA, RF DFELHW DF Electrical, FPGA, RF IHELHW I_H Electrical, FPGA, RF RRELHW R Electrical, FPGA, RF Andy Total ASMBLR1-PA AFBLDHW A_F Build DFBLDHW DF Build IHBLDHW I_H Build RRBLDHW R Build ASMBLR1-PA- Total Chris AFELHW A_F Electrical, FPGA, RF DFELHW DF Electrical, FPGA, RF Tony BLDBK Build Book AFSUPSW A_F Support IHSUPSW I_H Support AFBLDHW A_F Build IHBLDHW I_H Build RRBLDHW R Build SPRKT Sp Sl Build Tony Total Grand Total May- 13 Jun- 13 Sep- 13 Grand Total PAGE 26

27 At the Project Lead Level How well am I doing at Maintaining a schedule All projects are baselined on import Project Finish Date Analysis identifies changes Prod Or Dev Months Slipped from FEB to MAR Months Scheduled Past Baseline End Months Scheduled Past Contract End Fcstd Sched to Baseline Proj Num Priorit y Proj Name CCC Tech Lead PM Contract Start Contract End Baseline End FEB ME Finish MAR ME Finish WBS AA GW KP DK D 12/19/2012 7/21/2013 7/21/2013 8/19/ /28/ % WBS B GW KP DK D 3/15/2013 6/14/2013 6/14/2013 5/15/13 6/15/ % WBS C GW KW DK D 3/11/2013 6/10/2013 6/10/2013 6/15/13 7/5/ % WBS AB GW KP DK D 3/15/2013 6/14/2013 6/14/ /15/2013 9/10/ % PAGE 27

28 At the Project Lead Level How well am I doing at Planning my resources Month-end snapshots of ETCs PAGE 28

29 What About the Program? Any of the reports can be run on multiple project plans Same Contract Same Customer Same Product PAGE 29

30 What About the Program? For RYG information, we use the Programs directory PAGE 30

31 What is Project data? Your projects may represent Customer activity - Trend analysis resource needs - Risk analysis funding (or revenue) Product development activity - Development vs Production Staffing levels and/or needs - Business unit level - Function level Sales or revenue activity - My people ARE my sales the more they are scheduled As a whole they represent much more than a project PAGE 31

32 Actual Costs Baseline How can I get to it? There are many ways to get to the data Push - Stored procedure (Action) Pull - ODBC connection - Microsoft Access ROM Template STAFFING STAFFING 24 months Project Finish Date Analysis MICROSOFT PROJECT FILE Project copies New Projects INNOVATOR Query RESOURCE SLIDER ETCs? On-Time Delivery PROPOSAL CONTRACT FINANCE Weekly Project Charges TIME REPORT Direct Expense Query Automatic Microsoft Access Manual PAGE 32

33 How can I get to it? Don t forget about Excel Useful for quick reporting/graphing Excellent tool for determining requirements PAGE 33

34 Resource Management Resource Slider Excel-based tool developed in Allows simple what-if flexibility by sliding projects - Presents data by Resource function» Named vs Generic» Capacity based on 12-month rolling average Business Unit Customer Project state» Current project work» Pending contract work» Future Work

35 Resource Management (cont) Resource Slider example All Projects View Customer Slide Overhead Future

36 Resource Management (cont) Resource Slider example Function Rollup view

37 Resource Management (cont) Resource Slider example Function Detail View

38 Resource Management (cont) Staffing Reports Access Database used for more static reporting - Reports data by Resource function» Named vs Generic» Capacity based on 12-month rolling average Resource *** Project Project Lead Business Unit

39 Resource Management (cont) Staffing Reports Examples Overall Function Need (in terms of headcount) Dan PM. Individual Loading (with individual capacity)

40 Resource Management (cont) Staffing Reports Examples Total by Project by Month Total Department by Month

41 Risk Management Short Funding - example Using a Program with Smart Members

42 Risk Management Remaining Funding - example Using a defined Report within another query tool

43 Risk Management Special risk assessment IP, Contract Issues, Etc. Using a Program with set Project members

44 Where will Project Management Take You? MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC and are used under license. All other trademarks are the property of their respective owners Motorola, Inc. All rights reserved. PAGE 44

45 THANK YOU MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC and are used under license. All other trademarks are the property of their respective owners Motorola, Inc. All rights reserved.