Deriving Performance Metrics From Project Plans to Provide KPIs for Management Information

1. Deriving Performance Metrics From Project Plans to Provide KPIs for Management Information • Primavera SIG October 2013

2. Overview • Amey has defined metrics for improved management information • New innovative approach which allows early warning of issues • Senior managers can manage by exception and not get buried in detail • Use of web based dashboards within Primavera P6

3. Introductions Bryan Lambe – Amey Andy Robinson - RPCuk

4. Agenda • Amey company overview • Amey – Project landscape • Challenges in planning and managing projects • “Don’t get bogged down in detail” - Managing by exception • Agreeing sensible metrics • Defining data requirements • Developing the dashboards • Future enhancements planned • Question and Answers

5. Amey Company Overview • Amey works with public and private sector clients, supporting them to deliver services to the public more effectively. • We operate across three principal sectors:- Transport, Social and Environmental Infrastructure. • Amey delivers a comprehensive highways infrastructure service to clients across the UK including local authorities, the Highways Agency, Transport for London and Transport Scotland. • Our Rail team is made up of diverse and highly skilled engineers, inspectors, examiners and project managers. • We deliver expert consultancy on a range of rail projects from specialist tasks to major multidisciplinary programmes, in accordance with the Network Rail GRIP process. • Amey supports public and private sector clients in the delivery of effective service • Three principal sectors: Transport, Social and Environmental Infrastructure • Comprehensive highways infrastructure service to clients across the UK including the Highways Agency, Transport for London, Transport Scotland and local authorities • Our Rail team is made up of diverse and highly skilled engineers, inspectors, examiners and project managers • We deliver expert consultancy on a range of rail projects from specialist tasks to major multidisciplinary programmes, in accordance with the Network Rail GRIP process

6. What did we need to do? • Review Project Planning and Control • Use industry-recognised Project Planning software: • Microsoft Project (MSP) • Asta Power Project • Oracle Primavera. • Previous versions of Primavera use standalone programming tools • Oracle Primavera P6 8.2 Enterprise Project Portfolio Management (EPPM ) allows multiple user access to a database through a WEB based Cloud Environment.

7. What drives our Project Management? • Client based funding model doesn’t directly tie to project level activity • Need to match project delivery schedule to financial allocation schedule • Projects can be very large – 80,000 activities • Need to improve project budgeting process • Better tracking of project costs – budget versus actual • Portfolio analysis by project phase to improve future effectiveness

8. Why Oracle Primavera Landscape? • Amey chose Oracle Primavera because: • It is easily configurable to our business needs • It provides a standard approach to using the software for new and existing users • It uses templates to allow standardised project creation, with automated project financial integration • It uses dashboard tracking and reporting at portfolio and project level • It allows us to see where are we and what will happen • It helps with further project planning and control for today’s needs and tomorrow’s requirements

9. Standard approach to using Primavera:new and existing users • Benefits are: • Ease of use • Project data readily available to all users, at all levels • Improved reporting accuracy • Ability to develop through future enhancements • Standard application and user processes

10. Standard approach to using Primavera:ease of use – standard application views

11. Standardised project creation:using templates • Benefits are: • Standardised reporting • Easy to update activity via data export / import • Enable standardised performance measurements • Removal of data entry duplication • Standard project level data (e.g. Project Manager allocation by project)

12. Template Milestones

13. Template Summary Bar View to WBS

14. Automated project financial integration • Benefits are: • Forecast directly connected to the schedule • All project data within the same tool • No requirement for bespoke applications (SAP and P6 are standard off the shelf products) • Reduction in user effort to ensure financial and schedule data are aligned

15. Automated project financial integration • Forecast directly connected to the schedule Forecast cell made non-editable as dates driven from schedule.

16. Standardised project reporting • Benefits are: • All project performance and tracking data are reported are within the same tool • No additional user effort is required to produce these reports • Reporting via dashboards • Project positive and negative variances are quickly identified which provides more time to implement corrective actions

17. Defining Key Metrics • Need to be user definable – no programming • Consistent across all projects • Based upon project details – no manual intervention Accessed via the web • Weighted to take account of project phase

18. Management Information Dashboards:the process • Process: • Identify key users, stakeholders • Define metrics • Develop user based weighting rules for indicators • Develop filters to segment data • Produce dashboards

19. Avoid Too Much Detail • Create high level portfolio views to filter project information

20. Customise Views to Suit Audience

21. Role Based Dashboard Views • Final output is the dashboard, which is shared or user specific

22. Dashboards: track and report performance Standardised performance measurements

23. Dashboards: track and report performance • Simple performance dashboards • = Early or as Planned. • = Within planned date and plus 1 week. • = Within planned date plus 1 week and plus 2 weeks. • = Within planned date plus 2 weeks and plus 3 weeks. • = Later or equal to planned date plus 4 weeks.

24. Dashboards: track and report performance • Project positive and negative variances quickly identified • Allocation cost % Variance-PAF value. • Completion Cost % Variance-Allocation. • Completion Cost % Variance-Target Price. • Target Price % Variance-Allocation. • = Allocation cost is equal to or less than PAF value. • = Allocation cost is greater than PAF value and less than PAF value plus 10%. • = Allocation cost is greater than PAF value plus 10% . • = Current forecast is equal to or less than Allocation. • = Current forecast is greater than Allocation and less than Allocation plus 20%. • = Current forecast is greater than Allocation plus 20%. • = Current forecast is equal to or less than Target Price. • = Current forecast is greater than Allocation and less than Target Price plus 20%. • = Current forecast is greater than Target price plus 20%. • = Target Price is equal to or less than Allocation. • = Target Price is greater than Allocation and less than Allocation plus 20%. • = Target Price is greater than Allocation plus 20%.

25. Where are we now – and what are the next steps? • Dashboards in use and live across all projects • Refining metrics for phase sensitive reporting • Reporting being used by senior business managers • Incorporate SAP data feed to automatically produce financial metrics • Additional metrics to produce forecasted earned value style data

26. Summary • Key facts: • Dashboard summaries based upon project detail • User defined metrics and weighting algorithms • Can be used to compare performance across projects • Web access for ease of deployment • Key benefits: • Dashboards give up to date picture • Accurate financial reporting • Benchmarking of projects and milestone attainment • Early warning for projects requiring attention

27. THANK YOU • Any Questions?