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Project & Portfolio Management Systems

Project & Portfolio Management Systems. Ken Young VP Process & Quality September 28, 2010. Agenda. Value Proposition & Results (20 minutes) Forrester Ranking of Top Products (20 minutes) Deployment Recommendations (30 minutes) Backup Key Features & Evaluation Criteria Vendor Profiles.

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Project & Portfolio Management Systems

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  1. Project & Portfolio Management Systems Ken Young VP Process & Quality September 28, 2010

  2. Agenda • Value Proposition & Results (20 minutes) • Forrester Ranking of Top Products (20 minutes) • Deployment Recommendations (30 minutes) Backup • Key Features & Evaluation Criteria • Vendor Profiles September 28, 2010

  3. Visibility & Control are Critical in Today’s Economy • The down economy creates new opportunities for organizations that know when and where to focus • Time sensitivity is an imperative • Executives are reviewing strategic plans more frequently and need readily available data to support those reviews • Project managers cannot waste time gathering information • Belt Tightening continues to pressure resources • Executives are expanding demand management to capture assessment and prioritization information to more effectively balance resources • Portfolio management and planning is gaining momentum • While IT has been the early adopter of PPM tools, portfolio forecasting is expanding to business organizations September 28, 2010

  4. Project Portfolio Mgmt Drives Business Value • PPM is a continuous feedback process enabling management to: • Prioritize numerous competing demands • Allocate budget and labor to investment initiatives • Manage governance & collaboration among the business stakeholders • Deliver expected results from the investment • Provide reporting to stakeholders for decision making • Communicate investment status Phase 0 Concept Phase 1 Plan Phase 2 Build Phase 3 Verify Phase 4 Acceptance Concept entry in program pipeline .. Feature Turnover Feature Freeze Beta Start Beta Close RTM GA Beta Readiness & Launch Plan Approval (P2) Market Acceptance Review (P4) *ConceptReview *Concept Approval (P0) Launch Authorization (P3) Business Case Approval (P1) September 28, 2010

  5. Results Results over a 3-year deployment period: • Improves the annual average for project timeliness by 45% • Reduces management time on project status reporting by 43% • Reclaiming 3.8 hours of each manager’s workweek • Reduces management time on labor capitalization report by 54% • Recouping 3.6 hours per report • Decreases the time for financial sign-off of new projects by 20%, (8.4 days) • Gantry Group Study of 8 companies using HP PPM Center (2008) • 6 of 8 companies showed positive ROI within the first year • CA Experience • Reduced average project schedule variance from 25 to 4 weeks HP ROI Study – 2008 by The Gantry Group September 28, 2010

  6. Results – Top Value Drivers • Predictable project release schedules • Reduced budget overruns • Increased productivity • Accelerated time-to-market • Avoidance of expense on non-strategic projects • Reduced labor expense due to fewer change requests • Reduced labor expense due to improved staff utilization • Improved accuracy & completeness of project status reporting • Aligned investment decisions with business value, measuring project performance with ROI • Increase the effectiveness of the development budget HP ROI Study – 2008 by The Gantry Group September 28, 2010

  7. Forrester Summary (Dec 2009) September 28, 2010

  8. Forrester Evaluation Planview CA SAP Oracle HP September 28, 2010

  9. Forrester Evaluation • Forrester evaluated 14 PPM vendors using 80-plus criteria • Differentiation is elusive in this mature market • Selection priorities are more about value, partnership, and flexible implementation offerings • Leaders: • CA, HP, Planview, Oracle, and SAP • Versatile offerings combined with strong product and corporate focus • Strength: • Microsoft, Planisware, PowerSteering, GenSight, and Métier • Strong methodology, strategic analysis, and customer support • Value: • AtTask and Daptiv • Deliver high value for a reasonable cost • Contender: • Compuware and Serena Software • Functional strength, but would benefit from increased corporate focus to deliver the full value of their solutions September 28, 2010

  10. Vendor Evaluation Criteria • Demand Mgmt • Prioritize requests for new work • Portfolio Mgmt • Business analysis of product and project portfolios • Project Mgmt • Predictability of project cost, schedule, functionality and quality • Resource Mgmt • Forecasting, allocation, tracking • Financial Mgmt • Budget variance for projects and products • Methodology & Workflow • Automation of process compliance • Reporting • Ease of creation and user configuration • Integrated Mgmt • Full product life cycle management September 28, 2010

  11. Deployment Recommendations

  12. Implementation Challenges • Process Development should Precede Tool Deployment • Schedule templates & status reports should reflect process milestones • Actionable Metrics • Bring on the right metrics at the right time to focus action • Management need should drive metrics design • Accurate & Consistent Metrics • Metrics should be designed with a single data source • Intuitive Reports • Reports are easy to find and interpret at all levels • Security • Protect confidential data (layoffs, salary, acquisitions) • Wide visibility for status, sizing and design data • Deployment Roadmap • Match deployment rates with organizational maturity • Financial Mgmt • Alignment between project costs and financial reporting September 28, 2010

  13. User Drag & Drop Report Configuration September 28, 2010

  14. Barriers to Institutionalization • Bad Data • Managers should own data accuracy, instead of attacking data errors • Poor Schedule Maintenance • Validate weekly schedule maintenance (% complete) • Prevent multiple sets of books • Fear of Visibility • Poor results expose bad management & possible terminations • Attacking Bad News • Management should encourage and support early problem notification • Avoiding Commitment • Enforce consistent deadlines for setting schedule baselines • Poor Planning Process • Establish early targets to guide requirements & estimation • Set final baselines after requirements and top level design • Build some management buffer into the end of the plan • Stop Light Arguments • Focus on continuous data metrics, with rules for red/yellow/green • Excessive Overhead for Small Projects • Establish process scaling and tailoring September 28, 2010

  15. Cultural Change Management • User Workshops build support for change • Clarify: Problem identification • Simplify: Draft approach • Refine: Finalize draft approach & communications • Pilots develop success stories • Learn and adapt • Voluntary adoption • Build to 50% support • Governance • Management demonstrates the value • Enforcement • Metrics drive peer pressure • Meaningfully interact with Stakeholders • Quarterly one-on-ones identify resistance Clarify Review best practices Review gap analyses Review current process Simplify Review draft policy, and Process flow diagram Refine Review final drafts workshops Pilot planning September 28, 2010

  16. Deployment Timeline Portfolio Mgmt Project Governance Financial Mgmt Risk Mgmt Earned Value & Productivity Metrics & Reports Integrated Project Mgmt Project Maturity Phase Gates & Milestones Detailed Schedules Top Level Schedules Resource Mgmt CY 2005 2006 2007 2008 September 28, 2010

  17. Cost of Deployment & Support • Project Managers assist teams to get value from process & tools • 1 project manager per 50-100 engineers • Help Desk • 1 administrator per 1500 engineers • Data entry for hires, terminations, transfers, promotions • Project creation • Bugs & access restrictions • Report & Metrics Generation • 1-2 engineers for maintenance • 1-2 engineers for new initiatives • System Administration • 1 engineer, with 24x7 on call support (7000 users) • Performance, patches, upgrades, testing • Financial Alignment • 1 project manager to coordinate with monthly financial alignment September 28, 2010

  18. Key Features &Evaluation CriteriaBackup

  19. PPM Use Cases • Resource Management • Project Management • Financial Management & Time Management • Process Management • Portfolio Management • Governance • Document Management & Collaboration • Risk Management • Ideation & Requirements Management • Agile SCRUM Project Management • Product Quality September 28, 2010

  20. Resource Management Metrics Labor by Product Labor by Product Line Labor by Project Type Allocations Errors Monthly Labor by Project September 28, 2010

  21. Resource Management Metrics Labor by Role Labor by Location Hiring Plan September 28, 2010

  22. Resource Management Considerations • Avoid & Resolve Allocation Errors • Simplify allocations across multiple projects • Automatic notification to manager and employee of under & over allocations • Manage Hiring Plans • Ability to assign planned hires to project tasks • What-If Scenarios • Assess impact of staffing changes on cost and schedule across projects • Manage attrition plans with secure visibility September 28, 2010

  23. Project Management Metrics Weekly Project Dashboard Earned Value Re-Baseline RTM = Mar ’09 (on plan) EV shows on schedule & over on cost 75% complete (623 of 833 PM) Project Dependencies September 28, 2010

  24. Project Management Considerations • Microsoft Project for Schedule Maintenance • Strongest user preference and simplicity • Multi-Baseline Control • Manage status to current and original baselines • Summarize the number and date of re-baselines • Agile SCRUM Management • Specific features for managing user stories, iterations, and burn downs • User Configuration of Project Dashboards • Drag & Drop report configuration • Quick links to favorite views • Automated Earned Value Trend Graphs • Accurate % complete versus plan for feature sets September 28, 2010

  25. Financial Management Metrics Multi-year Project Costs Fiscal-year Project Costs Fiscal-year Product Costs September 28, 2010

  26. Financial Management Considerations • Dual Tracking of Multi-year Project Budgets and Fiscal-year Product Budgets • Alignment with Corporate Financials • Monthly Reconciliation (fiscal month) • Monthly Forecast versus Actuals • Cost Centers & Rate Structures • Unpaid overtime • Equipment Procurement • Consulting Costs • One Step Approvals • Weekly time approvals of a project team or organization • Easy Time Entry • Automated selection of current tasks • Ability to update ETC’s and append rationale • SOX Compliance for Capitalization • Approval records and data security September 28, 2010

  27. Process Management Metrics Project Contract Milestone Checklist Milestone Approval Form Milestone Approval Dashboard September 28, 2010

  28. Process Management Considerations • Linkage of Process Milestones with Project Schedule • View Milestone schedule baseline vs. outlook vs. actual • Automated Alerts from Project Contract Exceptions • Compare Contract tolerances with schedule and financial outlooks • User Friendly Approval Forms & Checklists • Multiple user access to forms and checklists • Ability to edit forms & checklists • Security locks on approved forms and checklists • Ongoing template changes to forms & checklists without impacting existing data September 28, 2010

  29. Portfolio Management Metrics Product Revenue vs. Investment NCV Direct Development Investment FY08 FY09 FY10 Plan Spending by Project Type September 28, 2010

  30. Product Roadmap • Medical Device Agent • GE Healthcare IE • ITPAM Content • Workflow content for migration management • CA IT Client Manager r12.5 • Application virtualization • Platform virtualization • FDCC scanner enhancements • FIPS & 508 Compliance • Green IT Assessment • Software Delivery enhancements • BOXI Reporting • Adding BOXI reporting Under Consideration • ENC on Linux • GE Healthcare IE • Project Code Name Tetra • Extend hosted desktop infrastructure (virtualization) support • Support terminal service virtualization products • Extend support of virtual application technology • Windows 7 migration automation • Business objects reporting • Software Signature Change Control • Management of signature distribution – Axciom PES Planned • VDI Support (VMware View Clones) • Inventory and software delivery functions • CA IT Client Manager • Desktop Migration Manager r12 SP2 – Support for Windows 7 • Web Access Console Enhancements • Software delivery functions Existing CA IT Client Manager R12 SP1 • MDB Admin Console IE (Allianze Suisse) • Movement of ITCM environments from test to production CY 2H 09 1H 10 2H 10 1H 11 2H 11 September 28, 2010

  31. Requirements Management Considerations • Ideation • Discussion forums to get group thinking on innovative ideas • Prioritization and voting to highlight the best ideas • Allocate Requirements to Projects • Prioritize requirements between project releases • Accelerate or drop requirements from a release • Requirements Traceability • Map requirements to development, test, and training schedules • Customer Interest • Track Customer commitments & enhancement requests to projects September 28, 2010

  32. Document Management Considerations • Document Collaboration • SharePoint Integration • Multi-User access, redlines, and change control • Control baselined documents vs. working copy • Document Approval • Automated notification and reminders to reviewers • Ability to skip unresponsive reviewers • Automated notification of approvers in hierarchy order • Data security • Access restrictions between organizations and projects • Management access & approvals for matrix and indirect teams • Accessibility and ease of navigation for senior management September 28, 2010

  33. Vendor ProfilesBackup

  34. Planview Enterprise • Acquisition of Business Engine provided robust financial management • PPM Market Share: 1.5% • Strengths • Planview’s visionary approach makes it the current offering leader • Reputation for excellent customer support • Strong in the product development market • Company has a sole focus on PPM • Weaknesses • Small company that relies on venture capital • Limited ability to support large world-wide customers • Vulnerable to acquisition • No true bi-directional integration to MS Project • One time data pull from MSP, scheduling within Planview • Weak Agile methodology - based on traditional waterfall September 28, 2010

  35. Clarity • Product acquired from NIKU in 2005 • Strengths • Full suite of features for project visibility • Continued feature expansion including requirements management, release planning, and agile • SaaS solutions and deep training capabilities make it more accessible for the “accidental project manager” • Strong support for new product development, with a tailored NPD offering • Weaknesses • Old User Interface • Difficult navigation • Performance issues from • Large customers September 28, 2010

  36. HP PPM Center • Product acquired from Mercury Interactive • PPM Market Share: 2.2% • Strengths • Large IT customer base • Integration with other HP products • ITSM, Quality Center, CMDB • Strong financial management • Weaknesses • High-level of customization required • Weak User Interface. Can’t partition • SQL coding required to create workflows • Focus on IT versus product development • No competitive SaaS strategy • Only supports Oracle back-end database • Agile capability is focused on testing, not development • Limited corporate focus on PPM support & sales 36 September 28, 2010

  37. Product acquired from Primavera (2008) • Prosight (portfolio management) • P6 (program management) • Pertmaster (risk/analysis) • PPM Market Share: 8.9% • Strengths • Deep planning and scheduling • analytics for mature users • Heavy federal presence • Event triggers with BlackBerry notification • End-to-end life cycle planning with extensive requirements planning • Weaknesses • Multiple products & user interfaces with no clear integration plan • Customers are primarily in construction & manufacturing • No SaaS offering • No agile development capability • Complex UI for workflow, financial and resource management September 28, 2010

  38. Enterprise Project Management (EPM) • Project Server, SharePoint, Project Professional • PPM Market Share: 42.1% • Strengths • PPM functions from strategic planning • to individual project contributors, • are accessible in a SharePoint • collaboration space • The most project-centric product • Weaknesses • High level of customization required. Difficult to install. • Few preconfigured reports and dashboards • Product suffers from integration of multiple offerings • Cost management was dropped (third party only) • Agile Development is weak • No SaaS offering September 28, 2010

  39. Planisware • PPM Market Share: 0.6% • Strengths • Strong functional depth in pharma/life sciences • Limited vertical depth for other businesses • Road-mapping" capabilities enable users to plan a product strategy using a timeline metaphor • Synchronize road map elements to project schedules • Handles thousands of users with detailed product plans without performance degradation • Weaknesses • Lack of integration partners in the USA (primarily in France) • Integration is complex due to closed database schema • Limited support for large enterprises • Limited Agile support September 28, 2010

  40. PowerSteering • PPM Market Share: 2.0% • Strengths • Multitenant SaaS product can be deployed rapidly • Data objects enable users to create and track entities such as programs, projects, applications, services and assets • Weaknesses • No prepackaged configuration for agile projects • Requires many steps to create ad hoc reports • Small company (75 employees) mired in debt and dependent on venture capital • Limited technical support and services for worldwide customers September 28, 2010

  41. Founded in 1997 (formerly eProject) • PPM Market Share: 0.5% • Strengths • Low-cost PPM solution • Versatile, providing a user-friendly • entrance into PPM for organizations • reluctant to take a big-bang • Approach to portfolio management • Agile capabilities offered in their Daptiv Scrum solution or Daptiv Connect gives integration to third-party tools. • Weaknesses • Small company with weak financials/stability • Average deal size is $50K • Management turnover • Lacks advanced program management capabilities • Daptiv has historically focused on small organizations • Fell out of the Gartner Magic Quadrant in 2009. September 28, 2010 41

  42. Vendors to Watch • IBM’s rebuilt PPM solution will focus on user experience & integration • IBM was a leader in 2007, but is rebuilding its PPM solution • Potential to regain leadership if it can integrate with IBM’s existing IT management applications • BMC’s acquisition of ITM Software positions it to be an eventual strong performer • ITM Software was a strong performer in the 2007 evaluation • Adds executive-level visibility to BMC • Innotas’ innovative IT-centric PPM solution is a versatile offering for SMBs • Rich functionality that includes service and project portfolio management • AtTask is one of the fastest-growing vendors • Economical entry point for small customers that want to start building PPM maturity September 28, 2010

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