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CS1.4.3 Implementation of a Project Management System: Practical Lessons from a Successful Implementation Graham Watt. MONDAY 8 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National Conference 2007 Hobart Tasmania October 7 – 10, 2007.

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slide1

CS1.4.3

Implementation of a Project Management System: Practical Lessons from a Successful Implementation

Graham Watt

MONDAY 8 OCTOBER, 2007

Project Management - Setting the Standard

Australian Institute of Project Management National Conference 2007

Hobart Tasmania October 7 – 10, 2007

opws management system

OPWS Management System

Implementing a PM tool in a PM organization

what we wanted a new pm system
What we wanted … a new PM System

Internal / Collaborative Project Teams

Internal / External Mgt.

Common User Interface / Portal

Internal Network / Internet

PMS

SAP- ERP

Works Mgt.

Finances

Contracts Mgt.

HR

Methodology Mgt.

Knowledge Mgt.

DW / BI

Business Planning

Management Reporting

OPWS needed a basic, integrated, reliable & easy-to-use system that assists PM’s to make key decisions on core disciplines such as time, cost, quality, risk & scope

key benefits for opws
Key Benefits for OPWS
  • Provide users a single (one) integrated system while dealing with multiple data sources and processes
  • Provides OPWS Project Manager’s with streamlined data processing, ie. information entered in one process step is simultaneously available for other relevant processes
  • Facilitates the standardisation of project creation and other business processes
  • Improved resource and project planning
communications

Business Familiarity &

Capability Development

Training

Communications

Communication is the key tool for helping the business to understand what’s happening, when and what this means to them. When used consistently is the most effective tool in helping people to adopt the new process changes.

A number of key activities will be common across all business units. In recognition that business units have differing communication requirements, the Change Management Group will be instrumental in developing, managing and delivering business unit specific communication plans.

Is a series of communication and learning events that inform and involve end-users and generate understanding & ownership. These activities are common across business units and support individual business unit communication activities.

Train and support end users to ensure that on Day 1, they know what to do, how to do it and where to find help if needed

This road map shows the integration of communication and training activities

change management road map

Org Alignment

Change Mgt

Business Owner

Business & HR

Change Management

Program

ERP Program

Change Management Road Map

Business Familiarity

&

Capability Dev

Business

Readiness

Benefits realisation

Stakeholder Engagement

Process

Redesign

5

9

10

4

8

1

2

3

6

7

11

Post Go- live Support

Training

Business Impacts

Communications

Business Ownership

(Job alignment

Policy & Proc

Transition)

Deliverables

(Comms strategy, integrated plan & tools)

(Comms Events,

Process Wkshops,

Go-live toolkit)

(Training Strat, Training Plan)

(Bus Read Surveys,

Deployment Checklists)

PIR

Benefits Rel‘n Monitoring

Support Plan

(Bus Case Program Ex’n Plan)

(Blueprint, Benefits realisation)

(High level & detailed Impact Assessments)

(Chg A’ment

Chg Network)

All projects/

Chg Mgt & Training

All proj/ Chg Mgt & Training

Change Mgt

Change Mgt

Change Mgt & Training

Client Ref Group

All projects

Change Mgt

Change Mgt

Training

Project activity

Chg Mgt/ Business Owner & Chg Network

BA’s/ Functional teams (Vendor & Business)

Change Mgt/ BA’s

All projects/Chg Mgt & Training

Change Mgt/ Chg Network/ Bus Owner

Change Mgt/ Chg Network

Project Mgrs

Client Ref Group

Change Mgt & Training

Training

Development

Project Mgrs

BA’s/ Functional teams (Vendor & Business)

Change Mgt/ Chg Network/Bus Owners

Delivery

Change Mgt, Training & Chg Network

Bus Owners & Chg Network

All projects/Chg Mgt & Training

Training & Business (?)

Bus Owner & Chg Network

Steering Committee

Change Program Monitoring

Status Tracking

Continuous Feedback

Readiness Survey #2

Readiness Survey #1

Deployment checklists

Communication Activities

Program Awareness sessions

Process Awareness

Breakpoint Sessions

Day in the Life of sessions

Go Live toolkit presentation

Key

Change activity responsibilities

training deliverables

Deliverable

Description

End User Training and Documentation Strategy

Document that outlines the approach the Training Team will adopt to develop and deliver a quality training solution.

Training Material Templates

Training course materials templates that demonstrate the look and feel of final course materials.

Audience Analysis

Identification of the end user audience mapped to training course curriculum.

Training Course Schedule

Required number of courses scheduled (identified by audience analysis) by location.

Course Outlines

Design documents that describe, for each course to be developed, the course objectives, business processes supported, the intended audience, and delivery approach – Instructor led, self-paced.

Training Materials

Design documents that describe, for each course to be developed, the course structure, business processes supported, system transactions, specific demonstrations, walkthroughs and exercises, including relevant timings.

Train the Trainer

All training course material including user acceptance test and participant guides, self paced learning tools and quick reference materials.

Training Database

Training in the Commerce Business Processes and training course delivery preparation for those identified to undertake training delivery external to the core training team.

User Playpen Environment

Establishment of the training environment and the creation of data in the training clients to support hands-on practice using exercises.

Training Delivery

Provision of a copy of the training master for end users to practice post training.

Training Deliverables
system landscape erp oms erp portal how it all fits together
System LandscapeERP, OMS, ERP Portal…how it all fits together…

Access to the system for all staff

Commerce ERP Portal

Business Warehouse Reports – Commerce/OPWS Reports

Knowledge Management

Employee Self Service

Managers Self Service HR

cProjects

Contracts

Supplier Relationship Management (SRM)

Purchasing

Pay details, leave, T&A, HDA, personnel information

Management reporting

Projects, Knowledge, & Document Mgt

Contract management

Purchasing – requisitioning and approval

ERP

Human Resources, Finance, Materials Management, Project Systems

‘Backend’ access to the system for some Finance and HR staff

system overview
System Overview

MIMS

cProjects Gantt chart

WBS Elements/ Cost Collectors

  • Project Planning
  • Resourcing
  • Scheduling
  • Master Data

Project Dates

Project Plan

Purchasing, Contracts

Roadmap

Sales Order

Registers(Risk, Scope Change, Lesson Learned)

what we did well
What we did well
  • Planning
  • Program/Project Governance
  • Roles and responsibilities
  • Delivered to time and budget
what we could have done better
What we could have done better
  • Procurement Option
  • Better trained the business team
  • Co-located the business and vendor teams
  • Better planned for the “post go-live” period
slide18

ORIGINAL

Go-Live

Requirements & Design

Build & Test

Change Management

Training

REVISED

Requirements & Design

Build & Test

Change Management

Formal Training

Re-training & User Assistance

Awareness &Business Process Review

Change in Focus

some specific lessons technical
Some Specific Lessons - Technical
  • Understanding the hardware requirements.
  • Impacts on LAN WAN traffic of an ERP
  • Understanding your software version.
some specific lessons project team
Some Specific Lessons – Project team
  • The importance of communication.
  • Provide a dedicated project team.
  • Understand and resource for testing
  • Project Management processes.
some specific lessons in the business
Some Specific Lessons – in the business
  • Provide adequate Change Management and Training
  • Plan for training well beyond Go-Live
  • Understand the essential business practices in sufficient detail to determine fit with software
  • Detailed assessment of the extent of development required
slide23

Question & Discussion Time

MONDAY 8 OCTOBER, 2007

Project Management - Setting the Standard

Australian Institute of Project Management National Conference 2007

Hobart Tasmania October 7 – 10, 2007

slide24

LUNCH

In the Trade Exhibition Area

Please reconvene at 14:00for Concurrent Session 2

MONDAY 8 OCTOBER, 2007

Project Management - Setting the Standard

Australian Institute of Project Management National Conference 2007

Hobart Tasmania October 7 – 10, 2007