PORTFOLIO & PROJECT MANAGEMENT - Vesta Partners · Real. World. Experience. #vestappm) CHALLENGES FACED BY ORGANISATIONS Complete lack of understanding on what Portfolio Management

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vestapartners.com

PORTFOLIO & PROJECT MANAGEMENT

Webinar & Demonstration Session

March 6, 2015

Real. World. Experience. #vestappm

SESSION OUTLINE

1.  Agenda & Introductions 2.  Pain Points & Challenges of an Organisation facing PPM 3.  Key Drivers & Opportunities for a PPM Project 4.  Goals of a PPM Project 5.  Quick Solution Overview 6.  Reporting Options within PPM 7.  Creating a PPM Bucket Structure 8.  Dashboards and Creating PPM Items 9.  Review Functionality within PPM 10.  Approval Processes within PPM, integration to Project Systems


INTRODUCTIONS

VESTA North America PPM Team

Wayne Messervy Principal Consultant - PPM

Sergey Medved Principal Consultant - PPM

Phil Vallie Professional Services VP, Vesta NA

VESTA

Vesta Partners provides its customers with industry best practices in business process, brought to life through proven Enterprise Asset Management (EAM) technology applications. Vesta’s mission is to deliver the highest quality, most efficient maintenance process and technology consulting solutions to our clients. Our real world experiences and practical solutions deliver results that directly translate into efficiency improvements and real cost savings.


PAIN POINTS MOST HEARD WITHIN ORGANISATIONS

  Multiple pieces of work competing for limited financial and staffing resources   Misaligned strategies within an organisation driving project objectives   Competing processes & models for managing and reporting on project progress   No prioritisation for selecting the most appropriate projects •  Lack of process for ensuring that they are consistently re-evaluated during their lifecycle

  No ability to track progress and ensure accountability for delivery   Competing toolsets and systems leading to omissions and duplication of data   Project rework and difficulty in cost control with both internal and external staff


PAIN POINTS MOST HEARD WITHIN ORGANISATIONS

  Lack of any measurement of project benefits post project closure •  No repository for lessons learned on past projects, leading to repeating the sins from the past

  Internal rivalry competing for project resources and funding, leading to excessive cost and time overruns

  Silo’s of knowledge held in peoples heads or spreadsheets rather than a centralised organisation wide solution

  Lack of visioning and direction on where an organisation is going in the next 10+ years


CHALLENGES FACED BY ORGANISATIONS

  Complete lack of understanding on what Portfolio Management involves: •  Change management process around portfolio management can be considerable

  Multiple non integrated systems providing misaligned and confusing data   No clear governance policies around the selection and prioritisation of

project proposals •  Competing project methodologies •  Lack of clarify on roles and responsibilities •  No view on who is the end customer and what their reporting needs are

  Lack of a Project Management Office or Governance Review Board to oversee the portfolio


CHALLENGES FACED BY ORGANISATIONS

  Decisions driven by emotion or political expediency rather than sound governance principles

  Inconsistency in planning approaches and levels of data, leading to time consuming reconciliations and rework across multiple systems

  Poor visibility of the resourcing or staffing situations within an organisation   Spreadsheet paralysis – off system data stores   Knowledge repositories in peoples heads, silos of data and job security   “That’s how we have always done it” mentality


KEY DRIVERS FOR PPM PROJECT

  Single integrated solution to provide accurate timely information to the right people within the organisation to base decisions

  Consistent approach to short, medium and long term planning of projects within the organisation

  Clear strategic goals to ensure the organisation is investing in the right projects •  Processes to screen and prioritise projects to ensure they are supporting the

organisations strategic pillars or goals

  Governance model to ensure projects are all rated on consistent and measurable metrics •  Consistent management of risk and reward within an organisation •  Project methodology that supports gating and support of go / no-go decisions •  Tracking and accountability of all aspects of project performance


KEY DRIVERS FOR PPM PROJECT

  Regulatory and statutory compliance to ensure continued funding and support of external parties / agencies

  Allocation of scarce resources and skills to the most appropriate projects   Need for a single integrated view of the portfolio of work, from high level

strategy down to operational delivery of projects and the realisation of their benefits to the organisation


OPPORTUNITIES OFFERED BY IMPLEMENTING PPM

  Establishment of consistent processes to support all aspects of the portfolio & project lifecycle within an organisation

  Integration into a single solution – one system with one version of truth   Increased accuracy and timeliness of data for all interested parties within an

organisation without the need for external manipulation •  Multiple reporting channels available within the solution

  Linking of project selection to the strategic metrics of the organisation and ability to more accurately and consistently measure and balance risk

  Provides the ability to prioritise project proposals / concepts across a consistent set of evaluation criteria rather than political or emotional allegiances


OPPORTUNITIES OFFERED BY IMPLEMENTING PPM

  Improvement in project management practices within an organisation to ensure consistency in reporting

  Establishment of a PMO and GRB to ensure consistent application of all processes and best practices

  Consistent forum for evaluation of scarce resources to projects that better align to strategic goals of the organisation

  Introduction of rigour and structure to portfolio practices to ensure no duplication or loss of data


GOALS OF A PPM PROJECT

  Assists the organisation achieve the maximum utilisation of their resources on the “right” sort of projects

  Establishment of a consistent process for the evaluation and acceptance of a project proposal into the organisations portfolio of work

  Creation of a set of processes that will support the planning, selection, prioritisation, execution and reporting of all projects within a framework allowing all levels of the organisation access to the information with which to make timely decisions.

  Provides a single system view of all proposals, projects and forward planning work which the organisation is currently undertaking


GOALS OF A PPM PROJECT

  Creation of a consistently applied governance model within organisation that will support identification, selection, ranking and prioritisation and delivery of all projects

  Providing an integrated near real time picture of project performance across the entire portfolio of work

  Supplying timely information to decision makers in multiple formats from a single source of truth

  Providing a healthy mix of different project types in the portfolio that have unique cost, risk, schedule and outcome profiles


HIGH LEVEL ARCHITECTURE OF PPM AND SAP ECC

PPM sits as its own application above the SAP ECC system, however there is tight integration to the modules listed above. There is the potential to integrate third party applications such as MS Project (Client & Server) and Primavera to assist with projects that require heavy scheduling requirements.


THE PORTFOLIO FUNNEL

•  All ideas or concepts are captured within the por2olio

•  Each is evaluated based on a number of common criteria

•  Those that meet the specified objec;ves of the organisa;on or a deemed cri;cally important are progressed to items

•  Items are then executed, monitored and constantly evaluated during their ;me within the por2olio un;l comple;on


PORTFOLIO MANAGEMENT INTEGRATING WITH PROJECT SYSTEMS

Creating Projects in underlying Project Management Systems

Time Planning

Costs Planning

Fund Planning

Material Planning

Project Resource Planning

Collaboration with Partners

Simulation

Confirmation

. . .

Strategic Planning and Managing of Project Portfolios

Company wide Resource Planning

Score and Prioritize Portfolios * Aggregation

* Integration * Analysis

Portfolio Management Project Management System

High Level Planning

Portfolio Decision

Create Por.olio Item

Portfolio Reviews


SYSTEM DEMONSTRATION

  Reporting options

  Portfolio management processes


CONTACT US

If you would like to speak further with Wayne Messervy or Sergey Medved, please email us at

[email protected]

Documents

PORTFOLIO & PROJECT MANAGEMENT - Vesta Partners · Real. World. Experience. #vestappm) CHALLENGES FACED BY ORGANISATIONS Complete lack of understanding on what Portfolio Management