Post on 31-Jan-2016
description
3D Gaming Project:SCEA Gaming SBU
Derek Montemayor, Mike Smith, and Lena Ramos
Project Management Office
April 13, 2010
Overview- SCEA
Mission Our goal is to make a family of products that
completely changes the definition of home entertainment… entertaining a broad audience.
SCEA is responsible for keeping PlayStation growing and thriving in the United States and Canada, through innovation as well as maintaining and building upon current product offerings…
Overview- SCEA
Product Portfolio: PS3, PS2, PSP PlayStation Network (PSN) & PlayStation
Home Exclusive Content: Unchartered, Gran
Turismo, Resistance, God of War, LittleBigPlanet
Other: Minis, Comics, PSN Original Programming
Overview- Projects On The Horizon PlayStation Motion 3D gaming (partnership with Sony Global) Partnership w/ Netflix HD-supported games PS slim Remote PS HD TV Streaming Games Bluetooth connections to cameras, printers,
devices
Portfolio ProcessPortfolio Steering Committee
PMO Oversees Projects in Portfolio
Portfolio Process Portfolio Steering Committee/ PMO
Adjusts selection criteria quarterly Prequalification:
Selection Criteria Pre-weighted; 5-point scale
•Strategic fit •Competitive advantage•Market attractiveness (N. America only)•Core competencies- what resources needed•Technical feasibility•Financial reward vs. risk; cost/benefit analysis
Selection Criteria
1. Length of project2. Which product line does the project support? 3. What type of function does the proposed project aim to support?4. Expected time-line of ROI (beginning at completion of project):5. Expected NPV in one year6. Estimated required funding7. Risk-reward bubble analysis8. Predicted market size for type of product supported by project9. Projected % change of market share owned by the specific project or product supported by the specific project10. Potential for total market growth, including competitors, i.e. sports games market, RPG-style games market.11. % of resources expected to be dedicated to project12. Percentage of total project cost devoted to labor costs13. % outsourced resources
Selection Criteria
A B C D
5 X 0-3 months
4 X 4-6 months
3 X 7-9 months
2 X 10-12 months
1 >12 months
1. Strategic Fit- Length of project
Current Portfolio Q2 2010• SBU Gaming bi-weekly PMO meeting (April 1st, 2010)
•Review current projects (A, B, & C)
•View results of new project entrants (Project D)
•Add/Hold/Cancel decisions on projects during review of selection criteria
•Add Project D to Portfolio
•No Hold or Cancel decisions
•Document changes and inform the proper channels of all changes made (ex. Budget, Schedule, Resource)
•Project B and C need to go through our change management plan.
Portfolio Priority Results Q2 2010 A B C D
1 5 4 2 3
2 5 1 4 5
3 5 5 4 4
4 2 3 3 3
5 4 3 2 3
6 4 3 2 3
7 2 4 1 5
8 5 3 3 4
9 4 2 2 5
10 4 2 3 3
11 5 3 2 4
12 3 3 4 4
13 5 1 1 3
Total 53 37 33 49
SBU Q2 2010 Funding (after adding project D)
Project Delivery 1Q 2Q 3Q 4Q TotalQ1 2011
Project A 30-Jun30-Jun $2.00 $2.00 $2.00 $2.00 -- -- $4.00 $4.00 --
Project B 31-Dec31-Dec $1.00 $1.00 $2.00 $2.00 $1.00 $1.00 $2.00 $2.00 $6.00 $6.00 - -
Project C 31-Mar31-Mar -- $1.00 $1.00 $2.50 $2.50 $2.00 $2.00 $5.50 $5.50 $1.50 $1.50
Project D 31-Dec31-Dec -- $1.00 $1.00 $2.50 $2.50 $2.00 $2.00 $5.50 $5.50 - -
Sunk Cost in other completed projects 30-Mar30-Mar $3.00 $3.00 $3.00 $3.00
Total Committed Funding -- $6.00 $6.00 $6.00 $6.00 $6.00 $6.00 $6.00 $6.00 $24.00 $24.00 $1.50$1.50
Note $ in Millions
SBU Gaming Portfolio Q2 2010
Project D Risk Management Plan (RMP)• Follow the RMP in place for all projects to maintain a level of consistency
• Inputs of RMP will define the level of risks
• Resource and schedule impact information
• Identify key interchanges
• Roadmap for PM of high priority areas needing focus.
• Make/Buy Decision based on the SWOT
•Strength in marketing - Use internal resources
• Weakness in market research - Outsource
•Maintain the feedback loops to the groups that will use the risk information.
• Historical data will provide lessons learned
• Feedback provides ability for PM to plan for avoidance, transfer, or mitigation of risks.
• Risk reward bubble analysis. (Project D classifies as a Pearl with a high reward and high success chance)