Resource Management Maturity Model -- RMMM -- COPYRIGHT INSTANTIS INC. ALL RIGHTS RESERVED. DO NOT DISTRIBUTE OUTSIDE YOUR COMPANY.
|
|
- Meagan Walton
- 6 years ago
- Views:
Transcription
1 Management Maturity Model -- RMMM --
2 Wayne Caccamo Prasad Raje Management Maturity Model Webinar Agenda RMMM Business Drivers What is the RMMM? Objective Structure Benefits Development Process RMMM Overview RMMM at Glance RMMM Levels RMMM Dimensions Terminology RMMM Drill-Down Conclusions Next Steps & Q&A
3 Business Drivers So, why do we need another maturity model? Fills a void PPM maturity models exist at a higher level, but there is no guidance exclusively focused on Management. Large Audience Everybody s doing resource management at some level of complexity. Strong Value Proposition Getting resource management just right is critical to IT and business success. Help Needed RM initiative failures are largely the result of over- or underinvesting in process complexity and tools relative to resource info needs.
4 Business Drivers (cont.) In practical terms, the RMMM better positions the IT or PMO organization to be able to answer nagging questions like: What are these resources working on? Why is it so difficult to take on new projects? How come these resources are always overbooked, don t you control how work gets assigned to resources? Will we have enough available capacity in three months to take on these new important projects? Do we have the right mix of skills to meet project demand? What is the cost of this group of resources for this month on this set of projects? How do I de-prioritize the work already under way to make room for new work? Can you spare this one critical resource for this period?
5 What is the RMMM? OBJECTIVE Process Maturity Information Needs Optimized Deployment Technology The Management Maturity Model (RMMM) enables organizations to define and execute an effective resource management strategy. It accomplishes this by helping stakeholders in resource-constrained environments better align resource-related information needs with their level of PPM process and technology maturity.
6 What is the RMMM? (cont.) STRUCTURE The RMMM identifies a logical progression of resource and capacity management process sophistication which is enumerated as five levels of maturity. Each level of maturity is described along seven common dimensions.
7 Benefits to Practitioners TARGET BENEFITS Provide resource stakeholders with a framework and common language for communicating about resource management objectives, issues and outcomes. Deliver a roadmap and a guide to help characterize the optimal, aspirational level of maturity. Expose clearly the implications and consequences of operating at a particular level of resource management. Provide critical guidance in the PPM software solution selection process.
8 Maturity Model Development Process Version 1 is a hypothesis based on G5000 Enterprise Input Customers, Prospects, Others Sources Internal Expertise Deployment Managers, Consultants Industry Analyst Review Gartner Your input appreciated for Version 2
9 RMMM Levels Defined Level 1 Level 2 Level 3 Level 4 Level 5 WORK VISIBILITY CONTROLLED ASSIGNMENT GOVERNED CAPACITY SCHEDULE-DRIVEN AVAILABILITY GRANULAR MANAGEMENT Organizations have visibility to who is working on what. However, resources are assigned to work without any control or oversight. A formal resource assignment approval process is introduced. However, approvals are informed only by resource availability. The focus shifts to capacity management and the introduction of project priority considerations requiring more structured governance. The resource assignment approval and capacity management processes are driven by project schedules at the phase level. Full task-level project schedule details are used to drive the resource assignment and capacity management processes.
10 RMMM Dimensions Level 1 Level 2 Level 3 Level 4 Level 5 WORK VISIBILITY CONTROLLED ASSIGNMENT GOVERNED CAPACITY SCHEDULE-DRIVEN AVAILABILITY GRANULAR MANAGEMENT ASSIGNMENT GRANULARITY PROJECT ROLES RESOURCE COST RESOURCE APPROVAL Detail of work assignment and consideration of non-project work Treatment of potential project roles and associated attributes/properties Cost by project, phase, task; plan or actual, etc. Characteristics of assignment approval process (or lack thereof) CAPACITY PLANNING GOVERNANCE Process for addressing availability constraints and business priorities The body (if any) that oversees PPM/RM processes and decision-making BUSINESS VALUE Business benefit at this level of maturity
11 Assignment Granularity Dimension Utilization (%) Level 1/2 s are assigned a fixed/constant utilization percentage for the duration of the project Utilization (%) Level 3 utilization can vary within duration of a project Utilization (%) Level 4 utilization can vary by project phase (driven by project WBS) Utilization (%) Level 5 utilization can vary by individual project activity (driven by project WBS) S E
12 RMMM Summary Matrix
13 Survey Time! Which best describes your RM maturity level? 1: Work Visibility: We know only who is working on what 2: Controlled Assignment: approval based on availability only 3: Governed Capacity: Focus on capacity and business priorities 4: Schedule-Driven Assignment: Bottom-up, project phase-level info drives RM 0% 5: Granular Management: Project schedule details drive RM process 5% 11% 26% 58% Note: % responses are actual results from poll taken during live Webinar
14 Key Terminology capacity The total time for a given resource that is intended to be managed in hours or % of FTE (can exclude non-project work capacity) utilization The sum total of a resource s assignment to project work for a given duration in hours or % FTE. availability The difference between capacity and utilization for a given duration. demand The incremental potential work assignment for a given duration for a resource driven from proposed projects or incremental work requests associated with on-going projects. Activity The generic name for any level of project work identified in a project work breakdown schedule (WBS). Approval Workflow (RAW) The process by which a resource is assigned to work for a given duration (parameters, routing, decision criteria, etc.)
15 Level 1: Work Visibility Dimension Assignment Granularity Project Roles Definition Simple, complete project list; Constant (average) % utilization by resource Only project managers and all others as team members Cost Plan: Aggregate resource costs by project; Actual: Timesheets Approval No approval process Capacity Planning No capacity planning Governance No governance Business Value Who is working on what; over-use is visible
16 Level 1 Grab PM 1 -- Project 1 PM 2 -- Project 2 PM 3 -- Project 3 PM 4 -- Project 4 s
17 Assignment, Utilization (Level 1) Demand for A 100% s are assigned a fixed/constant utilization percentage for the duration of the project Utilization (%) 75% 50% 25% Project 1 Project 2 Project 3 S 1 S 2 E 1 S 3 E 2 E 3 time Aggregate % Utilization for A 100% At this level process maturity (assignment granularity) there is a risk of resource over-utilization. 75% Utilization (%) 50% 25% S 1 S 2 E 1 S 3 E 2 E 3 time
18 Level 1 to Level 2 When to make the transition: Need to proactively manage resource utilization Need better balanced utilization Avoid project resource risks Key Dimension change RAW process
19 Level 2 Introduces Approval Workflow PM 1 -- Project 1 PM 2 -- Project 2 PM 3 -- Project 3 PM 4 -- Project 4 R A W s
20 Level 2: Controlled Assignment Dimension Assignment Granularity Project Roles Definition Simple, complete project list; Constant (average) % utilization per resource Specific project roles; Roles define approvals; Cost rates; target % utilization Cost Approval Capacity Planning Governance Plan: aggregate resource costs by project and role; Actual: timesheets RAW process defined; Considers availability in approvals Individual and aggregate resource capacity is visible, managed, balanced No governance structure to resolve relative project priorities Business Value utilization is balanced; gaps vs. demand is clearly visible
21 Assignment, RAW, Utilization (Level 2) Demand for A 100% 75% Utilization (%) 50% 25% Project 1 Project 2 Project 3 S 1 S 2 E 1 S 3 E 2 E 3 time Aggregate % Utilization for A 100% At Level 2, the RM can disapprove the request of A for assignment to Project 3 to avoid the over-utilization scenario 75% Utilization (%) 50% 25% S 1 S 2 E 1 E 2 time
22 Level 2 to Level 3 When to make the transition: A need to focus on projects with greatest business impact Need to dynamically respond to changing business priorities Fulfill new demand by re-prioritizing existing projects instead of simply adding new resources Key Dimension change Governance
23 Level 3 introduces a Governance Structure Governance PM 1 -- Project 1 PM 2 -- Project 2 PM 3 -- Project 3 PM 4 -- Project 4 CANCEL R A W s
24 Prioritization drives Approval at Level 3 Demand for A 100% Utilization (%) 75% 50% 25% Project 1 Project 2 Project 3 Here we are at the original Level 1 / 2 granularity of resource demand S 1 S 2 E 1 S 3 E 2 E 3 time Aggregate % Utilization for A 100% This resulted in overutilization of A 75% Utilization (%) 50% 25% S 1 S 2 E 1 S 3 E 2 E 3 time
25 Prioritization drives Approval at Level 3 Demand for A 100% Utilization (%) 75% 50% 25% Project 1 Project 2 Project 3 Here we are at the At At Level Level 3 3 Governance Governance can original cancel Level Project 1 / can cancel Project 2 2 and and granularity Approve of Project resource Approve Project 3 3 demand S 1 S 2 E 1 S 3 E 2 E 3 time Aggregate % Utilization for A 100% 75% Utilization 50% (%) This action removed a utilization- related risk to Project 3 which governance has prioritized highest 25% S 1 S 2 E 1 S 3 E 2 E 3 time
26 Level 3: Governed Capacity Dimension Assignment Granularity Project Roles Cost Definition Allow non-constant allocations on projects Level 2 + RAW process considers roles, skills, pools Level 2 + plan vs. actual compared and managed Approval Level 2 + considers project priority in making approvals Capacity Planning Governance Business Value Capacity directed at higher priority projects; Ability to re-direct capacity as priorities change; What-if modeling under various scenarios Steering committee manages demand (intake) prioritization and makes in-flight decisions on project hold, slip, cancel Reduces strategy execution risk Dynamic ability to react to changing business conditions
27 Level 3: The RMMM Sweet Spot For many companies Level 3 offers the best alignment and balance of: Need for information detail and accuracy Process maturity Required technology sophistication Business benefit
28 Level 3 to Level 4 When to make the transition: utilization varies greatly by phase of project Extra detail is accurate and up-todate Governance decisions would be different with the extra information detail Key Dimension change Assignment Granularity
29 Level 4 introduces Phase Level Demand Governance PM 1 -- Project 1 PM 2 -- Project 2 PM 3 -- Project 3 PM 4 -- Project 4 R A W s
30 Level 4 Granularity Concepts Demand for A 100% Utilization (%) 75% 50% 25% Project 1 Project 2 Project 3 Here we are at Level 1,2 granularity of demand info with Level 3 capability to cancel or shift projects S 1 S 2 E 1 S 3 E 2 E 3 time Aggregate % Utilization for A 100% and this is what the resulting aggregate utilization looked like for A 75% Utilization (%) 50% 25% S 1 S 2 E 1 S 3 E 2 E 3 time
31 Level 4 Granularity Concepts Demand for A 75% Utilization (%) 25% 100% 75% 50% Project Project % Phase-Level Detail Project 2 Project 2 Project 3 Project 3 At Level 4, Phase level detail Here we are at Level 1,2 granularity allows us to of fit demand demand info into with Level 3 A s capability schedule to cancel w/out canceling or shift projects project S 1 S 1 S 2 S 2 E 1 E 1 S 3 S 3 E 2 E 3 E 3 E 2 time time Aggregate % Utilization for A 100% At Level 4, Phase level detail allows us to fit demand into A s schedule w/out canceling project 75% Utilization (%) 25% 75% 50% 25% S S 1 S S 2 E E 1 S S 3 E 2 E E E 3 time time
32 Level 4: Schedule Driven Availability Dimension Assignment Granularity Project Roles Cost Approval Capacity Planning Governance Business Value Definition s utilization measured from phase-level assignments (phase dates MUST be accurate, up-to-date; NOTE data explosion) Level 3 Level 3 + phase level resource costs Level 3 + phase-level approvals Level 3 + project phases held/slipped to manage capacity Level 3 + steering committee decisions may be different based on phaselevel information. Potential for improper decisions based on unreliable data. Finer control over resources, may enable more projects to be taken on by eliminating false-positives on resource over-utilization
33 Level 5: Granular Management Dimension Assignment Granularity Project Roles Cost Approval Capacity Planning Governance Business Value Definition s utilization measured from task-level assignments (task dates MUST be accurate, up-to-date; NOTE data explosion) Level 4 + RACI Level 4 + task level resource costs Level 4 + task-level resource approvals Level 4 + project tasks held/slipped to manage capacity Level 4 + Steering Committee decisions may be different based on task-level information. Potential for improper decisions based on unreliable data. Finer control over resources, may enable more projects to be taken on by eliminating false-positives on resource over-utilization
34 WBS-driven RM Complexity Level 4/5 WBS-driven RM puts the burden on project managers to accurately: (1) Maintain and update project phase dates (2) Assign individual resources to the relevant phases; and (3) Provide utilization requirements by phase. Example Portfolio Size: 100 Projects Average # of Phases per Project: 5 Average # of s per Phase: 5 Required # of data values be kept up-to-date: 7,500! (100x5x5x3) RISK If the organization does not possess adequate process maturity, the dependent capacity planning and governance processes will be driven from a mass of unreliable underlying information.
35 Interpreting and Using the Model In general, it is recommended that all dimensions of maturity are achieved before progressing to the next level Maturity levels represent recommended best practices; what companies actually or should do depends on corporate culture, industry context, technology sophistication, etc. The key is understanding whether variances from the model are based on conscious/valid organizational decisions and context or symptomatic of dysfunction that should be addressed. RMMM does not necessarily apply to time/budget-driven RM processes; it specifically targets resource-constrained environments Remember, higher levels of maturity are not necessarily better
36 Key Model Premises and Take-Aways The level Assignment Granularity detail is the key model driver. The level of granularity an organization chooses to plan and track effort largely drives where it should be along other maturity model dimensions. There is a chasm between maturity levels 3 and 4. Many organizations pre-maturely rush to Level 4 -- which includes activity-level effort roll ups -- and fail. For most organizations, Level 3 is the sweet spot to strive for providing just right process sophistication given the level of information needed by the business to make effective resource-related decisions. Systems should be configured to align with the level of process maturity and not encourage IT organizations to bite off more functionality than they can chew.
37 Next Steps 1. Assess your own company s level of existing process maturity and see where it fits in the Maturity Model. 2. Examine the business benefits at your company s maturity level. 3. If the additional process maturity business benefits are important, perform a gap analysis and identify what critical dimensions need to progress at your level of maturity. 4. Communicate the findings to others in your company and get buy-in to fix the gaps. 5. Lay out a roadmap of how your company should get to the next level and work towards getting there.
38 More Information Download the RMMM White Paper from Review the RMMM Webinar Recording Join the Discussion on Linked-In (by Joining the Enterprise PPM Community group) Follow Instantis on Twitter for Updates (twitter.com/instantis) Comment on RMMM posts on the Instantis Blog (info.instantis.com)
PMO In A Box. Prepared for UBS
PMO In A Box Prepared for UBS Roadmap Why PMO In A Box? Establish PMO Governance Standardize Methodology Create a Stakeholder Partnership Plan 2 PMOs Are In Transition 3 CEB PMO Executive Council pmo in
More informationFunctionality First: A Prescriptive Approach to Simpler, Faster and More Cost-effective Project and Portfolio Management (PPM)
Functionality First: A Prescriptive Approach to Simpler, Faster and More Cost-effective Project and Portfolio Management (PPM) Copyright 2014 CA. All rights reserved. Why the Need for Smarter PPM? The
More informationYour Resources Are Falling Through The Cracks: A smarter approach to resource forecasting, management, and accountability.
Your Resources Are Falling Through The Cracks: A smarter approach to resource forecasting, management, and accountability. Whitepaper Contents Introduction to Enterprise Resource Management Effective resource
More informationTOGAF Foundation Exam
TOGAF Foundation Exam TOGAF 9 Part 1 (ESL) Time Limit 90 minutes Number of questions 40 Pass-through 22 1. Which of the following best describes the meaning of "Initial Level of Risk" in Risk Management?
More informationCrossing the Chasm Between Demand Intake and Business Outcomes
SOLUTION BRIEF CA PROJECT & PORTFOLIO MANAGEMENT Crossing the Chasm Between Demand Intake and Business Outcomes Modern solutions like CA PPM continue to raise the bar above last-generation IT demand management
More informationWhy PMOs Fail: Is Your Organization at Risk?
Why PMOs Fail: Is Your Organization at Risk? June 10, 2010 Presented by Phil Kyle Infinitive 2010 1 Agenda» Defining Our Terms» How PMOs Create Tangible Value» What Are the Common PMO Pitfalls?» Assessing
More informationPrinciples of Execution
Principles of Execution The Accidental Portfolio Manager Who s managing the forest if you're tending the trees? Gerald s Background Gerald Leonard is currently the President & CEO of Principles of Execution,
More informationSpeed to Value in Portfolio Management
Speed to Value in Portfolio Management Presentation Objectives Attendees will learn about: Creating an environment where IT becomes viewed as a strategy enabler and value driver for the organization Ensuring
More informationPlanview Enterprise One
Data sheet Planview Enterprise One Accelerate strategic execution enterprise-wide across all work and resources Savvy business leaders aspire to confidently drive change that advances their strategic objectives,
More informationADM The Architecture Development Method
ADM The Development Method P Preliminary Phase Preliminary Phase Determine the Capability desired by the organization: Review the organizational context for conducting enterprise architecture Identify
More informationBest Practices for EA and PPM Integration Toward Improved Business Value Outcomes
G00237525 Best Practices for EA and PPM Integration Toward Improved Business Value Outcomes Published: 24 September 2012 Analyst(s): R. Scott Bittler When enterprise architecture and project and portfolio
More informationProject Portfolio Management Assessment
Management Assessment PREPARED FOR: Ross Little, IAG DIAGNOSTIC PROGRAM POWERED BY INFO-TECH RESEARCH GROUP January 13th, 2017 Powered by: Data is comprised of feedback from 2 respondents, including: James
More informationIntegrating Project Online with Office 365 Planner. Presented by: Jenny Ward September 13, 2018
Integrating Project Online with Office 365 Planner Presented by: Jenny Ward September 13, 2018 Agenda What is Task Management? Overview of Project, Planner, and Team Productivity Linking Plans to Tasks
More informationLIFECYCLE APPROACH TO SERVICE MANAGEMENT ROLES WHITE PAPER
WHITE PAPER PRESENTED BY: JAYNE GROLL, ITSM ACADEMY PUBLISHED: OCTOBER 12, 2010 VERSION: 1 ITIL is a registered trademark of the Office of Government Commerce. Page 1 of 9 While designing a process may
More informationRESOURCE CAPACITY MANAGEMENT. Nadia Skira, PMP Professional Services Coordinator & Senior Consultant
RESOURCE CAPACITY MANAGEMENT Nadia Skira, PMP Professional Services Coordinator & Senior Consultant AGENDA + Introductions + About Upland + Webinar + Questions 2 WHAT WE DO We provide Cloud Solutions across
More informationPPM Assessment. Analyze Your PPM Practices In-Depth for Systematic Improvement
Assessment Analyze Your Practices In-Depth for Systematic Improvement Your Journey Starts Here. Understand Your Strengths & Weaknesses Evaluate Performance and Required Next Steps by Area Build a Improvement
More information7 Misconceptions of Enterprise Agile. August 15
7 Misconceptions of Enterprise Agile August 15 Misconception #1 Enterprise Agile will free you from having to do requirements 5/1/13 Copyright 2013 Blueprint 2013 Software Blueprint Systems Inc. All Rights
More informationPMO LEADERSHIP STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT AND SUCCESS
PMO LEADERSHIP STRATEGIES FOR ORGANIZATIONAL DEVELOPMENT AND SUCCESS Presented by Ruffin Veal III MSPM, PMP Project Management Institute Minnesota Chapter August 17, 2016 PRESENTATION OVERVIEW Our Challenges
More informationHow to implement PPM Technology to Improve Your Organisational Maturity. Guy Jelley, CEO, Project Portfolio Office
How to implement PPM Technology to Improve Your Organisational Maturity Guy Jelley, CEO, Project Portfolio Office Let technology guide your journey What is Maturity? Project management maturity refers
More informationCA PPM Delivers Additional Support for Team-Based Planning
SOLUTION BRIEF CA PROJECT & PORTFOLIO MANAGEMENT CA PPM Delivers Additional Support for Team-Based Planning As agile s impact and influence on organizations continues to grow, teams have become the cornerstone
More informationPPM Benefits for the Project Management Office
benefits alignment value PPM Benefits for the Project Management Office Most organizations and technology leaders agree that even a modest investment in a project portfolio management solution can yield
More informationSuccessfully Choosing and Using an ITFM Solution ITFMA 2017 New Orleans COPYRIGHT 2017 NICUS SOFTWARE, INC ALL RIGHTS RESERVED
Successfully Choosing and Using an ITFM Solution ITFMA 2017 New Orleans A lie can travel half way around the world while the truth is putting on its shoes. Mark Twain 2 Discussion Topics & Key Questions
More informationPROJECT STANDARDS AND GUIDELINES
PROJECT STANDARDS AND GUIDELINES A Guide to DTAS Project Management Abstract This document defines our DTAS project management terminology and the outlines the standards and guidelines of our project management
More informationIntegrated Resource Planning
Integrated Resource Planning In Support of Portfolio Excellence White Paper Table of contents Executive Summary... 3 Integrating Resource Planning into the NPD Process... 3 Collect Resource Requirements
More informationPMI Scheduling Professional (PMI-SP)
PMI Scheduling Professional (PMI-SP) E X A M I N AT I O N CO N T E N T O U T L I N E Project Management Institute PMI Scheduling Professional (PMI-SP) Exam Content Outline Published by: Project Management
More informationDeveloping a Successful RFP for an ITFM Solution ITFMA 2017 Austin
Developing a Successful RFP for an ITFM Solution ITFMA 2017 Austin A lie can travel half way around the world while the truth is putting on its shoes. Mark Twain 2 Acquisition Process Single Supplier -
More informationAre you ready for an EPM tool?
Are you ready for an EPM tool? By Martin Vaughan 22 September 2014 Overview This whitepaper explores what an organisation needs to do to prepare for an Enterprise Project Management (EPM) tool. It also
More informationACCURACY DRIVES AGILITY IN FINANCIAL PLANNING AND ANALYSIS
KB ACCURACY DRIVES AGILITY IN FINANCIAL PLANNING AND ANALYSIS April 2018 Michael Lock Senior Vice President of Research, Analytics and Business Intelligence Benjamin Cavicchi Research Analyst, Financial
More informationThe 5 Levels of Corporate Performance Management (CPM) Maturity: Climbing to the Top Floor
Sponsor Ask, Share, Learn Within the Largest Community of Corporate Finance Professionals The 5 Levels of Corporate Performance Management (CPM) Maturity: Climbing to the Top Floor Learning Objectives
More informationResource Management?
Resource Management? I ve got Excel and half a day a week thank you very much. What do I need to know? Presented by David Dunning, Director, Corporate Project Solutions Your Speaker Today David Dunning
More informationTitle Subheading Date
Presented by Rob Hirschmann, Corporate Vice President, Projility February 2, 2010 Title Subheading Date Project Portfolio Management Trends and Implementation Best Practices Agenda Introductions What is
More informationConceptual Framework and Process for Strategic Planning
Conceptual Framework and Process for Strategic Planning Defining Essentials and Aspirations, Evaluating Resources and Tradeoffs, Decisioning, and Developing an Actionable Approach for Achievement Version
More informationPutting the E in EPMO. Agenda. Context. Typical Project Office Implementations. Real World Examples. Open Forum. Stephen Beise PPM Domain Leader
Putting the E in EPMO Stephen Beise PPM Domain Leader January 3, 2012 2011 Trissential. All Rights Reserved. 1 Agenda Context Typical Project Office Implementations Real World Examples Open Forum 2011
More informationDoes your organization Establish Career Path for all Organizational Project Management Roles"?
Best Practice ID SAM Question Domain Process Improvement Stage 8640 Does your organizaron Control the Define Roadmap Control 8750 Does your organizaron Improve the Define Roadmap Improve 8760 Does your
More informationMicrosoft Project 2010 Project Essentials Planning, Communicating, Tracking
Infinite Possibilities - Measurable Results Microsoft Project 2010 Project Essentials Planning, Communicating, Tracking Robert Happy, PMP, MCT, MCTS Project Management Practice Inc. www.pm-practice.com
More informationOilpocalypse Now: Weathering the Storm with Integrated Project Management Samarth Jain Andrew Lavinsky
Oilpocalypse Now: Weathering the Storm with Integrated Project Management Samarth Jain Andrew Lavinsky June 2, 2015 Devon Energy Center Oklahoma City, Oklahoma, USA Welcome 3 Agenda Business Context Importance
More informationFour starting points for effective IT project and portfolio management. White paper
Four starting points for effective IT project and portfolio management White paper Table of contents Executive summary..............................................................3 Symptoms of a serious
More informationProject Management Assessment. Apply an In-Depth Approach to Project Management to Achieve Systematic Success
Management Assessment Apply an In-Depth Approach to Management to Achieve Systematic Success Your Journey Starts Here. Understand Your PM Strengths & Weaknesses Evaluate Performance and Required Next Steps
More informationPortfolio Management Professional (PfMP ) Certification preparatory workshop Course Outline
Portfolio Management Professional (PfMP ) Certification preparatory workshop Course Outline Three days 21 PDUs This outline describes the coverage of the Portfolio Management Professional (PfMP ) Certification
More informationProject Time Management
Project Time Management Project Time Management Project Time Management includes the processes required to manage timely completion of the project. Plan schedule management The process of establishing
More informationPart 3: Recommended role model
Edition 2016 Version 2.2 This work is licensed under a Creative Commons Attribution 4.0 International License. http://www.fitsm.eu/ Document control Document Title Part 3: Recommended role model Document
More informationEmbracing the Complete Value of Project Portfolio Management
Embracing the Complete Value of Project Portfolio Management January 2004 Business Engine is a registered trademark and the Business Engine Network is a trademark of Business Engine Corporation. All other
More informationCourse Outline. Project Management Concepts Course PM12: 3 days Instructor Led
Project Management Concepts Course PM12: 3 days Instructor Led Course Description: In today s dynamically changing business environment projects are initiated under tighter budgetary, resource and time
More informationWhy Microsoft Project Server / Project Online?
Why Microsoft Project Server / Project Online? The Advantages of an Enterprise-Wide Microsoft Project Solution over a Standalone Tool Microsoft has had a server version of Microsoft Project on offer since
More informationPortfolio Analysis using Project Server 2010 (and 2013) Presented by Neall Alcott, Vibrant Fusion
Portfolio Analysis using Project Server 2010 (and 2013) Presented by Neall Alcott, Vibrant Fusion Agenda Introduction Business Drivers Overview Explanation Demonstration Portfolio Analyses Overview Explanation
More informationWHITE PAPER. Implementing Project Portfolio Management in Digestible Bites. by Keith Carlson, President and CEO, INNOTAS
WHITE PAPER Implementing Project Portfolio Management in Digestible Bites by Keith Carlson, President and CEO, INNOTAS WELCOME TO PPM, HAVE A SEAT The promises of Project Portfolio Management (PPM) for
More informationAdvancing Organizational Project Management Maturity
white paper series Advancing Organizational Maturity pmsolutions white paper series p 800.983.0388 pmsolutions.com 2008 Solutions, Inc. All rights reserved. To stay healthy and competitive, an organization
More informationTHE TOP 8 MISTAKES IN REQUIREMENTS ELICITATION
THE TOP 8 MISTAKES IN REQUIREMENTS ELICITATION WRITTEN BY AARON WHITTENBERGER, LINKEDIN PULSE & BA TIMES.COM Whether you are an Enterprise Business Analyst, Enterprise/Business Architect, Business Intelligence
More informationCORROSION MANAGEMENT MATURITY MODEL
CORROSION MANAGEMENT MATURITY MODEL CMMM Model Definition AUTHOR Jeff Varney Executive Director APQC Page 1 of 35 TABLE OF CONTENTS OVERVIEW... 5 I. INTRODUCTION... 6 1.1 The Need... 6 1.2 The Corrosion
More informationApril Microsoft Corp. All rights reserved
Select the right tools for today and tomorrow. Microsoft Project 2010 offers flexibility and choice by providing tailored work management solutions for individuals, teams and the enterprise. April 2010
More informationMetric systems for executive overview
Metric systems for executive overview Martin Woznica & Jesse Crowley Presenter Title October 24 th, 2012 Copyright 2011 Raytheon Company. All rights reserved. Customer Success Is Our Mission is a registered
More informationStrategic Planning and Portfolio Management. Bob Frasier March 22, 2018
Strategic Planning and Portfolio Management Bob Frasier March 22, 2018 HOUSEKEEPING ITEMS Everyone will be muted throughout the entire presentation You are welcome to ask questions at any time using the
More informationFederal Segment Architecture Methodology Overview
Federal Segment Architecture Methodology Background In January 2008, the Federal Segment Architecture Working Group (FSAWG) was formed as a sub-team of the Federal CIO Council s Architecture and Infrastructure
More informationDynamic Reallocation of Portfolio Funds
Complete Perspective. Smart Decisions. #StrategicPMO Dynamic Reallocation of Portfolio Funds Ben Chamberlain Chief Product & Marketing Officer Ben.Chamberlain@umt360.com Agenda What s wrong with traditional
More informationTutorial Project Planning & Design with IT in Mind IT METHODOLOGY WEBINAR
Tutorial Project Planning & Design with IT in Mind IT METHODOLOGY WEBINAR Things to know All participants will be on mute Questions are welcome Use the question box to ask questions We DO NOT send out
More information( %)'* + 7# (&)*)')%&&+)*)-.)/##############################################################!
"$%&'% ( %)'* + " $%&'(&)*)')%&&+), " (&)*)')%&&+)(&-( "" (&)*)')%&&+)*)-.)/0 " (&)*)')%&&+)*)-.)/$1 + '%, - "%&&%. 0 /(.(.&%(&)*)'23-(&%2-+()'4 0 &%5&((&)*)'()-(/(&4 / 0$%'% 1 -+'(.-(6.(/(&6&-((26&3&-/*6/(&,
More informationWhite Paper. Strategic Alignment
White Paper Strategic Alignment Within any organisation there will be visions and goals which are set by the governing body 1 and define the purpose of the organisation. These overarching statements are
More informationCMMI and FPA. the link and benefit of using FPA when rolling out CMMI. Christine Green IFPUG - Certified Function Point Specialist EDS
CMMI and FPA the link and benefit of using FPA when rolling out CMMI Christine Green IFPUG - Certified Function Point Specialist EDS and the EDS logo are registered trademarks of Electronic Data Systems
More informationShaping demands to achieve corporate financial objectives
Shaping demands to achieve corporate financial objectives Patrick Williams Oracle Corporation Srini Subramanian Inspirage, LLC OAUG Collaborate, 08. Denver Agenda This presentation is intended to review
More informationSession 608 Tuesday, October 22, 2:45 PM - 3:45 PM Track: Industry Insights
Session 608 Tuesday, October 22, 2:45 PM - 3:45 PM Track: Industry Insights Can Large Transformation Projects Work? Isabelle Baird Manager, Technology Consulting, PricewaterhouseCoopers LLP isabelle.baird@us.pwc.com
More informationIT PROJECT ANALYST/MANAGER
IT PROJECT ANALYST/MANAGER I. DESCRIPTION OF WORK Positions in this banded class are responsible for project management work involving planning and coordination of information technology projects. To ensure
More informationLeading Change & Transition
Leading Change & Transition Managing the Human Side of Portfolio & Project Management Delivery Enhancements Eric Foss, PMP, PfMP Vice President, Consulting Services Pcubed, Inc. Abstract Leading organizational
More informationProject and Process Tailoring For Success
Project and Process Tailoring For Success 1 Key Learning Objectives Demonstrate how project/process tailoring can decrease cost by aligning process intensity with project risk and complexity Provide a
More informationManaging Projects. Course Outline. Course Number: 5928A Course Length: 3 Days. Course Overview. Prerequisites. Audience
Managing Projects Course Number: 5928A Course Length: 3 Days Course Overview This three-day instructor-led course provides students with the knowledge and skills to initiate, plan, execute, monitor and
More information1 Introduction. 2 CA Clarity PPM Functionality by User Type. CA Clarity PPM 12.1 Functionality by License User Type April 6, 2011
by License Type 1 Introduction Access to CA Clarity PPM functionality is defined by the type of named users. On Premise installations of Clarity have three types of named users: Managers, Members, and
More informationSenior Clinical Application Analyst
Being part of a dynamic, growing organization offers an exciting career path full of opportunity. TransForm Shared Service Organization, a nonprofit, unique, innovative, results-driven organization that
More information2015 Project Execution Training December 1, 2015
2015 Project Execution Training December 1, 2015 Project Management Office Overview Vision Statement The University of Lethbridge IT PMO Will: Enable Project Teams to be successful through providing a
More informationUnleash the power of your project management office with HP Project and Portfolio Management (PPM) Center software
Unleash the power of your project management office with HP Project and Portfolio Management (PPM) Center software Table of contents Introduction...................................................................3
More informationTHE CUSTOMER EXPERIENCE MANAGEMENT REPORT & RECOMMENDATIONS Customer Experience & Beyond
www.sandsiv.com THE CUSTOMER EXPERIENCE MANAGEMENT REPORT & RECOMMENDATIONS TM 1 Customer Experience & Beyond www.sandsiv.com TM Customer Experience & Beyond Legal Notice: Sandsiv 2015. All Rights Reserved.
More informationAGENCY FOR STATE TECHNOLOGY
AGENCY FOR STATE TECHNOLOGY PROJECT RISK & COMPLEXITY ASSESSMENT TOOL Risk & Complexity Assessment Model for State Information Technology Projects Purpose: In order to determine the level of risk associated
More informationTOGAF Foundation. Part I: Basic Concepts 1 /
TOGAF Foundation Part I: Basic Concepts 1 / Enterprise and Enterprise Architecture An Enterprise is any collection of organizations that has a common set of goals, for example: Government agency Whole
More informationWebinar A Strategic Approach to Resource Management
Gain real-time visibility into your projects. cloud-based, workflow-driven Professional Services Automation Webinar A Strategic Approach to Resource Management Andy Jordan ProjectManagement.com Kevin Sequeira
More informationTask Management at its Simplest: Project Online and Planner the Best of Both Worlds Presented by Jacques Goupil. September 14, 2017
Task Management at its Simplest: Project Online and Planner the Best of Both Worlds Presented by Jacques Goupil September 14, 2017 1 1. What is Task Management 2. Overview of Microsoft Project, Planner,
More informationIT Methodology Webinar. Project Planning & Design with IT in Mind
IT Methodology Webinar Project Planning & Design with IT in Mind Things to Know All participants will be on mute Questions are welcome Ask questions in the question box May be valid for PMI Category C
More informationCBRM. Module 1 Course Introduction
Module 1 Course Introduction Welcome to your Study Guide This document is supplementary to the information available to you online, and should be used in conjunction with the videos, quizzes and exercises.
More informationPIMp my Systems Southern Water. 11 th October 2016 Stephen Harrison and Paul Segal
PIMp my Systems Southern Water 11 th October 2016 Stephen Harrison and Paul Segal Speakers Stephen is a Director and co founder of Asset Handling and has been working as a consultant in the Programme/Project
More informationProject Management for Human Resources
Project Management for Human Resources *** LIMITED TIME OFFER: FREE $100 AMAZON GIFT CARD! *** REGISTER TODAY! HR Managers are asked to juggle a wide variety of assignments and add on special ones as needed.
More informationProject Management Concepts, Tools & Techniques
Project Management Concepts, Tools & Techniques Course ISI-1438 5 Days Instructor-led, Hands on Introduction This highly interactive 5 day, instructor-led workshop is designed to give participants a solid
More informationCOMM 391. Learning Objective 1. Learning Objectives. Introduction to Management Information Systems
COMM 391 Introduction to Management Information Systems INFORMATION SYSTEMS SOURCING AND PROJECT MANAGEMENT Winter 2014 Term 1 Learning Objectives 1. Explain the basic concepts of IS projects. 2. Describe
More informationServices Description. Transformation and Plan Services. Business Transformation and Plan Services
Services Description Business ation and Plan Services Business ation and Plan Services SAP Business ation and Plan Services provides consulting and prototyping services to facilitate Licensee innovation
More informationActionable enterprise architecture management
Enterprise architecture White paper June 2009 Actionable enterprise architecture management Jim Amsden, solution architect, Rational software, IBM Software Group Andrew Jensen, senior product marketing
More informationWhite paper. Innate Resource Management Software. Introduction to Reports
White paper Innate Resource Management Software Introduction to Reports Presenting project, cost, time and resource information, across the organization Innate reports can significantly improve the visibility
More informationScaled agile deliveries; do we still need estimates? ICEAA Workshop 2018
Scaled agile deliveries; do we still need estimates? ICEAA Workshop 2018 Eric van der Vliet Director CGI - Estimation Centre CGI Group Inc. Agile becomes more and more important across the IT Industry.
More informationJob Family Matrix. Core Duties Core Duties Core Duties
Job Function: Information Technology Job Family Matrix Job Family: IT Project Management - Professional Job Family Summary: Perform or manage a range of activities related to the design, planning, execution,
More informationSTRATEGIC PLANNING: IMPLEMENTATION ROADMAP
STRATEGIC PLANNING: IMPLEMENTATION ROADMAP MOVING FROM THE STRATEGIC PLAN TO AN OPERATIONAL PLAN Strategic plans provide broad guidance and direction for a higher education institution s immediate future.
More informationUsing Analytical Marketing Optimization to Achieve Exceptional Results WHITE PAPER
Using Analytical Marketing Optimization to Achieve Exceptional Results WHITE PAPER SAS White Paper Table of Contents Optimization Defined... 1 Prioritization, Rules and Optimization a Method Comparison...
More informationManaging Risk in Your P2P Process: 10 Ways that Automation Can Help Mitigate Risk
Managing Risk in Your P2P Process: 10 Ways that Automation Can Help Mitigate Risk Chris Doxey, CAPP, CCSA, CICA, CPC President, Doxey, Inc. chris@chrisdoxey.com 571-267-9107 Agenda Introduction to Risk
More informationAPPENDIX O CONTRACTOR ROLES, RESPONSIBILITIES AND MINIMUM QUALIFICATIONS
APPENDIX O CONTRACTOR ROLES, RESPONSIBILITIES AND MINIMUM QUALIFICATIONS Shared denotes whether a Contractor Resource may be responsible for that in addition to another identified. Contractor Required
More informationFORECASTING & REPLENISHMENT
MANHATTAN ACTIVE INVENTORY FORECASTING & REPLENISHMENT MAXIMIZE YOUR RETURN ON INVENTORY ASSETS Manhattan Active Inventory allows you to finally achieve a single, holistic view of all aspects of your inventory
More informationESTABLISHING A PMO. Agenda. Initiating. Planning. Executing. Monitor & Control. Closing 9/30/2013. PMI-MN Symposium Business Case.
ESTABLISHING A PMO PMI-MN Symposium 2013 Agenda Initiating Business Case Planning Requirements Executing Implementation Monitor & Control Measure, Manage & Communicate Closing 1 Top Ten Mistakes 1. Trusting
More informationPassit4Sure.OG Questions. TOGAF 9 Combined Part 1 and Part 2
Passit4Sure.OG0-093.221Questions Number: OG0-093 Passing Score: 800 Time Limit: 120 min File Version: 7.1 TOGAF 9 Combined Part 1 and Part 2 One of the great thing about pass4sure is that is saves our
More informationSession 63, Benefits and Design of a Comprehensive Reporting & Analytics Package. Moderator: Jason Matthew Hiquet, FSA, CERA.
Session 63, Benefits and Design of a Comprehensive Reporting & Analytics Package Moderator: Jason Matthew Hiquet, FSA, CERA Presenter: Jason Matthew Hiquet, FSA, CERA Antonio D. Johnson, ASA, MAAA Connie
More informationProgram & Portfolio Management
Program & Portfolio Management A Series for PMO Leaders How PMO leaders govern their world with portfolio planning, project tracking, and portfolio monitoring How do PMO leaders of today govern their world,
More informationSAP NetWeaver Service Select for Master Data Management. Tuesday October 26 th 2004
SAP NetWeaver Service Select for Master Data Management Tuesday October 26 th 2004 SAP Service Select From SAP Consulting Greg Tomb Senior Vice President and General Manager SAP Consulting SAP America
More informationEnterprise DevOps with Plutora
SOLUTION BRIEF Enterprise DevOps with Plutora Large enterprise adoption of DevOps practices is limited to pockets of the organization or portions of the engineering functions and automation. This leaves
More informationOracle Buys Instantis
Oracle Buys Instantis Adds Cloud-based and On-premise Project Portfolio Management Offerings for IT, Product Development and Process Improvement Initiatives December 11, 2012 1 Copyright 2012, Oracle and/or
More informationWhen Your People Are Engaged, Your Projects Really Move
When Your People Are Engaged, Your Projects Really Move Delivering Value in the Face of Change In a fast-changing app economy, agility and alignment are king. Without these attributes, it s difficult to
More informationPM Architecture Design as a Critical Success Factor in CMMI Model Implementation
PM Architecture Design as a Critical Success Factor in CMMI Model Implementation November, 2007 Christen M. MacMillan, PMP Implementing CMMI into Your Organization Most CMMI efforts begin with noble intentions
More information