Project management modernization why and how western moved from spreadsheets to primavera ppt
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Western University implemented Primavera to manage its large portfolio of capital projects worth $150-300 million annually. It was managing 200-300 projects per year using spreadsheets, which lacked transparency, the ability to learn from past projects, and enterprise-level reporting. Primavera provides a common process, integrated budget and schedule controls, and the ability to track past projects. The implementation partnered an external firm to map best practices without customization. Change management focused on communication, training, and support to transition project managers and coordinators to the new system.
Project management modernization why and how western moved from spreadsheets to primavera ppt
- 1. Project Management Modernization – Why And How Western Moved From Spreadsheets To PrimaveraFrom Spreadsheets To Primavera Session 10588 Presenters – Paul Martin CGA; Fred Janzen PMP
- 3. Agenda 1) Current environment 2) Current capital project control 3) Why Primavera – “The right stuff” 4) Implementation Strategy4) Implementation Strategy 5) Change Management 6) Questions
- 4. Western University Organization • Research Intensive University • 35,000+ Students • 3500+ Staff and Faculty •• Operating Budget - $555 M • Research Budget - $208 M • Located in London, Ontario, Canada
- 5. Campus Geography • Main campus - 155 hectares/380 Acres • Land Holdings – 480 Hectares/1175 Acres • 15 KM (9.5 Miles)• 15 KM (9.5 Miles) Roadway • 93 Buildings – 9 Residences/ almost 5000 beds – Growing
- 6. Annual Projects • 200 – 300 capital & Infrastructure projects • $10,000 to $3 Million • Infrastructure, Classroom and Lab enhancements • 10 – 15 medium projects • $5 to $15 Million• $5 to $15 Million • Renovations, Major Infrastructure • 4 – 5 major projects • $15 to $100 million • New Building • Major retrofit old buildings to new standards • $150 to $300 million budget
- 7. Staffing levels • Internal staff • 20 Project coordinators, Managers and Engineers • 100 Trades persons (includes 6 person project crew)project crew) • 5 Design persons • External • 30 to 40 General contractors • 20 to 35 Consultants and Architects
- 8. Current Project Control • Distributed amongst coordinators and managers • Excel spreadsheets and PeopleSoft Financials ledger for budget and cost control • Email for tracking correspondence• Email for tracking correspondence • General Contractors control schedule and project in their systems • Difficult to learn from previous experience • No ability to do “What if” scenarios • Reporting sporadic and inconsistent
- 9. Why Primavera? • Desire to increase transparency, accountability and collaboration while reducing risk • Common process for all capital projects • Dashboard - project health and budget• Dashboard - project health and budget results • Repository for all project correspondence and decision impacting designs and schedule • “What if “ scenarios can be easily created and reviewed for time line and budget impacts
- 10. Why Primavera Continued • Integration with PeopleSoft • Can learn from previous experience (copy projects, build templates, build a “book of Knowledge)Knowledge) • Enterprise View • Track “Portfolios” of projects
- 11. The Right Stuff • Successful Projects – Right People – Right Tools • Communicate• Communicate • Track progress • Spot issues • Web-based software – One version of the Truth – Best Practices and Enterprise level Technology
- 12. Aberdeen Group Study Category of AEC Firms Mean Performance Standard Best Practices and Enterprise level Technology (SBPT) - 89% of projects delivered early or on time - Projects not delivered on time are on average six weeks late - 89% of projects delivered within budget - 10% average overrun on projects not delivered within budget Standard Best Practices with Desktop based or no technology - 71% of projects delivered early or on time (SBP) - Projects not delivered on time are on average six weeks late - 79% of projects delivered within budget - 14% average overrun on projects not delivered within budget Neither Best Practices or Enterprise Level Technology (Neither) - 64% of projects delivered early or on time - Projects not delivered on time are on average six weeks late - 73% of projects delivered within budget - 20% average overrun on projects not delivered within budget
- 13. Implementation Strategy • Partner with an implementation firm with a successful track record – SAR • No customization • Map out business processes that are best in• Map out business processes that are best in class • Project manager should also be a user of the system
- 15. Change Management • Project Manager – Member of team who will use the product • Communication – Monthly updates for project coordinators and– Monthly updates for project coordinators and managers – Process review – Re-enforce the fact the system is changing
- 16. Change Management Continued • Training – Just-In-Time training using Western data • System Testing – Include users internal and external in system– Include users internal and external in system testing • Help Desk and Super Users – Help desk support available – Super Users available to assist others
- 17. Questions
- 18. Session 10588 - Project Management Modernization – Why And How Western Moved From Spreadsheets PAUL MARTIN CGA – [email protected] FRED JANZEN PMP – [email protected] – Why And How Western Moved From Spreadsheets To Primavera