Enterprise Project Management Solutions - Install and train, job done? by "David Dunning - Chairman for CPS, UK" at Project Controls Expo 2017, Arsenal Stadium, London
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The document discusses enterprise project management solutions, emphasizing the necessity of backing technology deployment with business change for successful implementation. It outlines common challenges in project and portfolio management, such as ineffective resource allocation and lack of governance, while proposing a strategic approach to integrating tools and managing transformation. Key strategies include clarifying governance frameworks, defining processes, and ensuring effective change management to realize anticipated benefits.
Enterprise Project Management Solutions - Install and train, job done? by "David Dunning - Chairman for CPS, UK" at Project Controls Expo 2017, Arsenal Stadium, London
- 1. Enterprise Project Management Solutions - Install and train, job done? Project Controls Expo – 17th Nov 2017 Emirates Stadium, London
- 2. About the Speaker David Dunning – edison365 and CPS Chairman Over 15 years experience in implementing portfolio, programme and project management ecosystems. Member of the Institute of Business Consulting, Certified Management Consultant. Real world P3M experience across multiple industries. [email protected] 07767 803540 http://uk.linkedin.com/in/davidjdunning
- 4. About the Topic Many organisations are seeing the potential benefits of implementing common planning tools and are charmed by the potential of having dashboards and common reports – especially with cloud computing being very much on the agenda. However, what an IT organisation may see simply as ‘deployment’ must be backed up with related business change - if full benefits are to be realised. Within this session we will explore the sensible approach to a smooth and fruitful EPM solution.
- 5. EPM / PPM – what does it mean? Enterprise Project Management Portfolio and Project Management Project and Programme Management Portfolio, Programme and Project Management Common and consist
- 6. EPM / PPM – Solutions The technology pillar of a portfolio, programme and project management ‘ecosystem’
- 7. What to use it for? Integrated Cost and Schedule Control Issue, Risk, Change Management Enterprise Resource Management Supplier Integration / Collaboration Portfolio Modelling Flexible insight to enable governance Plan and manage Identify and Prioritise doing the right things, doing them right https://www.axelos.com/best-practice- solutions/mop/what-is-mop
- 8. Project Managers & Team Members Programme Mangers, Resource/Capacity Manager Governance and Standards Portfolio Directors, IT Mangers, CIO, CEO Programme Delivery & Resource Management Project Delivery & Collaboration Project Alignment with Business Objectives Typical PPM “Customers”
- 9. What challenges does it address? Scrutiny and Oversight impossible No definitive list of candidate projects Projects not prioritised Resource allocation between change and BAU not effective Projects happen without authorisation Integration not visible or managed Status reporting unbelievable for the wrong reasons Deliverables not visible across the portfolio Planning not carried out / ineffective Limited understanding of resource capacity vs demand, Limited capture of progress & achievement Project benefits are not managed or realised
- 10. How does it fit us?
- 11. What is the intent? • We have to improve governance on our project and Programme portfolio • e.g. Finance - I have to get timesheeting sorted… • My large Programme needs something to hold it together with • Provide a facility for people to plan projects IT Team EnterpriseFunction Basic benefit - IT provides core enabling capability Specific Benefit - one requirement met for one area Pro and con benefit – but PPM vision impeded? Every one happy Attainable? Once step at a time? Or approach to change depends on the solution strategy
- 12. EPM / PPM – Solutions Low Medium High Ad- Hoc Delivery L E V E L O F C A P A B I L I T Y T o - D o P L A N N E R Individuals P R O J E C T P O R T F O L I O M A N A G E M E N T Options in Collaboration
- 13. For Example - Project Online
- 14. Some of the biggest failings in tool implementation? Questionable Requirements • What do people want rather than what does the business need? Output focused • Reports, Reports, Reports? – what about usage? Not integrated • How does this information help the business work?
- 15. How do requirements originate? Someone configures what they have had before? Start with something basic and we’ll tweak it? What reports can we ‘imagine’ will be needed? Ask everyone what they want? Good idea – might it miss the customer input? Will that deliver the best considered solution? How good is our imagination? What is actually needed? Sounds good – but will this deliver utter confusion and inevitable disappointment?
- 16. Not Integrated? – Example Governance Framework Strategy Performance Quarterly meetings to add new items to the portfolio, confirm priorities, accept strategic achievement New! Quarterly meetings to scrutinise the in flight portfolio, implement priorities, deliver strategic achievement Progress and benefit realisation reporting Resources Quarterly meetings to confirm hiring / resource development plans based on current / suture work In a governance framework, each of these levels requires timely, accurate, reliable Information. Does our tooling enable that? M1 M2 M3 M4 M5 M6 M8 M10 Mn…M5 M7 M9 M11
- 17. Understanding Governance Framework is vital! Governance Framework not clear Process and roles not defined Information needs not agreed How can we set up a tool & generate reports? How can the tool be deployed effectively?
- 18. Some of the biggest failings in tool implementation? Unworkable • Too much feature, never get it adopted Not supported • No one to help me, doesn’t get better Unachievable • Misguided view of current capability
- 19. Intended People – Accredited Process – Our own gated approach Organisation – PMOs and boards Technology – local best of breed Actual People – Not accredited Process – Local interpretations Organisation – Some PMO Technology – MS Project & Excel? Future People – Accredited & capable Process – Lifecycle, process & governance Organisation – P3O & Governance Technology – PPM Solution Why unachievable - Current State Optimism! A. What do we think we have? B. What do we actually have? C. What should we actually have?
- 20. A better approach? Clarify the Governance Framework Define Process and roles Agree Information needs Set up the tool & generate reports Deploy the tool as part of a ‘change’
- 21. Change management – that’s the thing I do after I’ve developed it, right? Simple Answer NO.
- 22. Definitions – Wikipedia Business Transformation Business transformation is about making fundamental changes in how business is conducted in order to help cope with a shift in market environment http://en.wikipedia.org/wiki/Business_transformation Change Management Change management is an approach to transitioning individuals, teams, and organizations to a desired future state http://en.wikipedia.org/wiki/Change_management
- 23. Solution Strategy Planning Is the change a technical implementation, a business change or a transformation requiring evidence of business benefit Technical Project Delivers OUTPUT Change Project Delivers BUSINESS CHANGE Transformation exploits OUTPUT through BUSINESS CHANGE and SUSTAINMENT - to realise BENEFIT
- 24. If not done effectively… Problems do not get solved become bigger problems Investments do not realise anticipated benefits waste resources that could have delivered different benefits actually cause greater costs People slow down change, do not adopt change, benefits harder to come by. If we make change stick we get benefits and we don’t waste our money.
- 25. Moments Important in a Transformation Original Problem Identification CAN WE AGREE WHY? Stakeholder Management WHO FOR? Option Appraisal HOW BEST TO…? Getting Ready for Transformation does not start at solution delivery
- 26. Moments Important in a Transformation Benefit Identification and Planning FOR BUY IN TO THE REASON WHY Solution Strategy Planning REALISTIC GOALS AND TIMING Solution Design Review and Evaluation DOES IT HIT THE SPOT?
- 27. Moments Important in a Transformation Communication Planning DON’T SCARE THE HORSES Transformation Planning MAKING SURE IT CAN HAPPEN Benefit Realisation Planning MAKING IT CLEAR THIS WILL BE MEASURED
- 28. Moments Important in a Transformation Initial Solution Introduction LEARNING HOW TO MAKE IT WORK, FETTLING Benefit Realisation MAKING SURE THIS (AND THE NEXT) INVESTMENT IS WORTH IT
- 29. Transformation - Method of Approach Current State Assessment Vision & Strategy PPM V1 – core capability GO P3M Roadmap II Business Change I PPM V2 – more capability People & Process P3O / Governance Business Change II GO Initial Tool Requirements P3M Roadmap I
- 30. Successful Business Change Technical People Current Transition Future Design Develop Deliver Embrace Adopt Use Results Outcomes Success + = Installation Realisation
- 31. Individual transitions directly influence results Current Transition Future C C C C C C C C C C C C C C C C C C C C C C C C C T T T T T T T T T T T T T T T T T T T T T T T T T F F F F F F F F F F F F F F F F F F F F F F F F F With effective Change Management Without effective Change Management C C C C C C C C C C C C C C C C C C C C C T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T T F F F F F F F F F F F F F F F F F Faster, smooth ride, more benefit Slower, rough ride, less benefit
- 32. How to Manage Change? A D K A R
- 33. Sustainment No Complacency Effective change Support Infrastructure Business Integration No point in change that doesn’t stick
- 34. Sustainment needs designing & building. And sustaining! Service Design Customer Environment Document Enterprise Solution Definition Document Process and Roles Document Incident Management Model Request Fulfillment Model Improvement Management Model
- 35. Service Readiness Service Requirements Service Design Service Build Early Life Support BAU Service • Customer Requirement • Solution Outline • High Level Process • Enterprise Solution Definition • Process, roles, governance • Small Project Delivery • Service Catalogue • Contracts • Training • Recruitment • Material • Tools • On site support • Response • Resolution • Change • Handover • Remote support • Services • Architect as a service • Performance review Understand and Envision Design Build Launch Sustain
- 36. Recap - Enterprise Project Management Solutions - Install and train, job done? Er – NO. Ideally… Governance Framework Process and Roles Information Requirement Tool implication Business Change Current State Assessment Vision & Strategy P3M Roadmap
- 37. Thank you for listening [email protected] 07767 803540 http://uk.linkedin.com/in/davidjdunning PRINCE2®, M_o_R®, P3O®, MSP®, P3M3®, MoV® and MoP® are Registered Trade Marks of AXELOS Limited