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Advanced Project Portfolio Management

AGENDA

HISTORY

PM PROCESS 1.0 – 2.0+

PROJECT MANAGEMENT

PROGRAM MANAGEMENT

RESOURCE MANAGEMENT

RISK MANAGEMENT

It’s all me – I love data …

Bachelor of Business in Quantitative and Informational

Systems

• It was NOT …

- Computer Science

- Computer Programming

- Information Technology

• Beginning of a focus on information

- Early ‘Relational’ Databases (ISAM VSAM)

- Integrated Storage Devices

- Personal Computers

Masters of Information Systems (MIS)

… and Project Management!

Certified Project Management Professional (PMP)

• Project Management Institute founded in 1969

- Project Management as a Core Competency

- Provided a basic process

- Created a minimum standard of practice

• Based on the Project Management Book of Knowledge

(PMBOK) – ANSI standard – 5th edition

- 5 Process Groups

– Initiate, Plan, Execute, Monitor/Control, Close

- 8 (now 9) Knowledge Areas

– Integration, Scope, Time, Cost, Quality, Resources,

Communication, Risk, Procurement

- Matrixed with 42 processes

PMBOK Matrix

INITIATING PLANNING EXECUTINGMONITORING &

CONTROLLINGCLOSING

Integration Management Develop Project Charter Develop Project Mgt PlanDirect & Manage Project

ExecutionMonitor & Control Project Work Close Project or Phase

Perform Integrated Change

Control

Scope Management Collect Requirements Verify Scope

Define Scope Control Scope

Create Work Breakdown

Structure

Time Management Define Activities Control Schedule

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Cost Management Estimate Costs Control Costs

Determine Budget

Quality Management Plan Quality Perform Quality Assurance Perform Quality Control

Human Resource

Management Develop Human Resource Plan Acquire Project Team

Develop Project Team

Manage Project Team

Communications

ManagementIdentify Stakeholders Plan Communications Distribute Information Report Performance

Manage Stakeholder Expectations

Risk Management Plan Risk Management Monitor & Control Risks

Identify Risks

Perform Qualitative Risk Analysis

Perform Quantitative Risk

Analysis

Plan Risk Responses

Procurement Management Plan Procurements Conduct Procurements Administer Procurements Close Procurements

What is a project?

According to the PMBOK

• A project is a temporary endeavor with a defined

beginning and end undertaken to meet unique goals and

objectives (usually with limited resources).

• Project management is the application of knowledge,

skills, and techniques to execute projects effectively and

efficiently.

• Program management is the ability to coordinate

multiple projects

-AND-

• provides strategic competency for enabling an

organization to tie project results to business goals.

And ….

It is also the source of lots of data!

• Incorporates many of the business goals of the company

• Identifies critical or constrained resources

• Provides our main source of revenue

• Tells us where we have been

• Shows us where we are going (at least in the near future)

In the beginning, Project Management was ‘easy’

How much have we spent? (Cost)

• Financial information

When is it going to be done? (Schedule)

• Scheduling information

What still needs to be done? (Estimate-to-Complete)

• Staffing

• Material

‘Only ‘ 3 pieces of information

All you needed was a PM ‘tool’

PM Tools were good and continue to improve

• Fairly complex scheduling algorithms

• Can schedule multiple types of resources

• Can create a baseline

• Can do some limited forecasting of resources

Limitations

• Difficult to combine or compare projects

• No ‘true’ cost information

• Require constant manipulation to maintain ‘reality’

• They don’t act independently

First, we had to focus on ‘us’ (ATD PM Process 1.0)

Defined our Project Lifecycle

• Created a project plan template

- Phases based on Control Gates

- WBS (tasks) based on functional groups

- Could be tailored for specific projects

• Identified our resources

- Determined main functional areas

• Documented our Project Management ‘Methodology’

• Started upgrading our PM tools

• Every project had to have a project plan

Information cycle was based on Weekly/Monthly Input

ATD PM System Overview

PROPOSAL

BUDGET to

ACTUAL

STAFFING24 months

ROLLUP

REPORT

Direct Expense

CONTRACT

PERProposal Estimate

Rationale

Base

line

MICROSOFT

PROJECT FILE

AutomaticMicrosoft Access

Manual

FINANCE

TIME CHARGES

STAFFING

Circa 2001

ATD PM Process 1.0 (cont)

Definite focus was still on a single project

• Wrote macros to reduce many manual processes

• Identified major functional user groups

- Inclusion of other process initiatives into the project template

• Included proposal generation in our lifecycle

But things change … as they should

• All companies must grow

• Products have a given lifecycle

• Business environments change

• Customer needs change

ATD PM Process 1.5ish

New questions at the ‘program’ level

• What should we be working on or NOT working on?

Create department priorities

• Need some way to define or measure

Resource Slider (capacity planning)

• Focused on staffing (headcount/function)

- Utilized our current resource information

- Added some ‘what-if’ functionality

Could answer most questions – but took awhile …

ATD PM Process 2.0

New PM tool (Innovator!)

• More easily integrated into the information flow

• ‘Share the wealth’ approach for updating plans

• Ability to grow/expand with a common interface (i.e. –

inclusion of work flows, Helpdesk tickets)

The Innovator ‘story’

• ‘Live’ in January 2008

• Imported 80+ active project

• October 2012 created our 500th project

• January 2013 added Contracts

• March 2013 – first major upgrade – 9.3 SP1

ATD PM System Overview Today

Query

PROPOSAL

STAFFING24 months

New Projects

Direct Expense

Weekly Project Charges

CONTRACT

ROM

Template

Base

line

MICROSOFT

PROJECT FILE


Manual

INNOVATOR

TIME REPORT

STAFFING

FINANCE

Act

ual C

ost

s

ET

Cs

RESOURCE

SLIDERQuery

On-Time Delivery?

Project Finish

Date Analysis

Project copies

At the Project Level …

Still a question of Cost, Schedule, Resources

• More timely view (nightly sync or ad hoc updates)

• Access to subordinate details in other systems

How am I doing on Cost?

• Nightly sync

PAGE 17

At the Project Level …

Budget Funding

Burn Rate

Cost

Variance

At the Project Level … How am I doing on Cost? Statistically speaking …

At the Project Level … How am I doing on Cost? Spend Rate

At the Project Level … How am I doing on Cost? Procurement activity

At the Project Level … How am I doing on Cost? A/P Activity…

At the Project Level … How am I doing on Cost? Labor Reporting

mm/dd/yy 258000 AA 258001 A Someone SomeRate x.x xxx.xx xxx.xx xxx.xx

At the Project Level … How am I doing on Schedule?

• Daily – based on updates to the ETCs by resources

• Weekly – Schedule Forward philosophy

At the Project Level … What do I need to finish?

• Resources – updated by Project Lead or Team Member

• Material – ‘set and forget’ with periodic review

At the Project Level … Who is scheduled? (Estimate-to-Complete)

Plan SD

assigned charge_num suffix activity_name Apr-

13 May-

13 Jun-

13 Sep-

13 Grand Total

Andy 258002 AFELHW A_F Electrical, FPGA, RF 2.0 2.0

DFELHW DF Electrical, FPGA, RF 2.0 2.0

IHELHW I_H Electrical, FPGA, RF 2.0 2.0

RRELHW R Electrical, FPGA, RF 2.0 2.0

Andy Total 8.0 8.0

ASMBLR1-PA- 258002 AFBLDHW A_F Build 1.0 1.0

DFBLDHW DF Build 16.0 24.0 40.0

IHBLDHW I_H Build 0.2 1.6 0.2 2.0

RRBLDHW R Build 1.0 1.0

ASMBLR1-PA- Total 18.2 25.6 0.2 44.0

Chris 258002 AFELHW A_F Electrical, FPGA, RF 2.0 2.0

DFELHW DF Electrical, FPGA, RF 2.0 2.0

PAGE 26

At the Project Level … How are they scheduled? (Estimate-to-Complete)

Tony 258000 BLDBK Build Book 1.6 2.4 4.0

258001 AFSUPSW A_F Support 1.0 1.0

IHSUPSW I_H Support 0.5 4.8 0.7 6.0

258002 AFBLDHW A_F Build 1.0 1.0

IHBLDHW I_H Build 0.2 1.6 0.2 2.0

RRBLDHW R Build 1.0 1.0

SPRKT Sp Sl Build 5.7 14.3 20.0

Tony Total 11.0 23.1 1.0 35.0

Grand Total 75.1 162.9 30.0 4.0 272.0

At the Project Lead Level … How well am I doing at … Maintaining a schedule

• All projects are baselined on import

• Project Finish Date Analysis identifies changes

Proj

Num

Priorit

y Proj Name CCC

Tech

Lead PM

Prod

Or

Dev

Contract

Start

Contract

End Baseline End

FEB ME

Finish

MAR ME

Finish

Months

Slipped

from

FEB to

MAR

Months

Scheduled

Past

Baseline

End

Months

Scheduled

Past

Contract

End

Fcstd

Sched to

Baseline

258000 4 WBS AA GW KP DK D 12/19/2012 7/21/2013 7/21/2013 8/19/2013 10/28/2013 2 3 3 46%

258010 4 WBS B GW KP DK D 3/15/2013 6/14/2013 6/14/2013 5/15/13 6/15/13 1 0 0 1%

258020 4 WBS C GW KW DK D 3/11/2013 6/10/2013 6/10/2013 6/15/13 7/5/13 1 1 1 27%

258030 4 WBS AB GW KP DK D 3/15/2013 6/14/2013 6/14/2013 10/15/2013 9/10/2013 -1 3 3 97%

At the Project Lead Level … How well am I doing at … Planning my resources

• Month-end snapshots of ETCs

What About the Program?

Any of the reports can be run on multiple project plans

• Same Contract

• Same Customer

• Same Product

What About the Program?

For RYG information, we use the Programs directory

What is ‘Project’ data?

Your projects may represent …

• Customer activity

- Trend analysis – resource needs

- Risk analysis – funding (or revenue)

• Product development activity

- Development vs Production

• Staffing levels and/or needs

- Business unit level

- Function level

• ‘Sales’ or revenue activity

- My people ARE my sales – the more they are scheduled …

As a whole they represent much more than a project

Query

PROPOSAL

STAFFING24 months

New Projects

Direct Expense

Weekly Project Charges

CONTRACT

ROM

Template

Base

line

MICROSOFT

PROJECT FILE


Manual

INNOVATOR

TIME REPORT

STAFFING

FINANCE

Act

ual C

ost

s

ET

Cs

RESOURCE

SLIDERQuery

On-Time Delivery?

Project Finish

Date Analysis

Project copies

PAGE 32

How can I get to it?

There are many ways to get to the data

• ‘Push’ - Stored procedure (Action)

• ‘Pull’ - ODBC connection

- Microsoft Access

How can I get to it?

Don’t forget about Excel …

• Useful for quick reporting/graphing

• Excellent tool for determining requirements

Resource Management

‘Resource Slider’

• Excel-based tool developed in 2005

- Allows simple ‘what-if’ flexibility by ‘sliding’ projects

- Presents data by

– Resource function

» Named vs Generic

» Capacity based on 12-month rolling average

– Business Unit

– Customer

– Project state

» Current project work

» Pending contract work

» ‘Future’ Work

Resource Slider – example – All Projects View

Resource Management (cont)

‘Future’

Overhead

Customer ‘Slide’

Resource Slider – example – Function Rollup view


Resource Slider – example – Function Detail View



Staffing Reports

• Access Database used for more ‘static’ reporting

- Reports data by

– Resource function

» Named vs Generic

» Capacity based on 12-month rolling average

– Resource ***

– Project

– Project Lead

– Business Unit


Staffing Reports – Examples

Overall Function Need

(in terms of headcount)

Individual Loading (with individual capacity)

Dan PM

.


Staffing Reports – Examples

Total by Project by Month

Total Department by Month

Risk Management

Short Funding - example

• Using a Program with ‘Smart’ Members

Risk Management

Remaining Funding - example

• Using a defined Report within another query tool

Risk Management

Special risk assessment – IP, Contract Issues, Etc.

• Using a Program with set Project members

Where will Project Management Take You?

MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC and are used under license. All other trademarks are the property of their respective owners. © 2010 Motorola, Inc. All rights reserved.

THANK YOU…

MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLC and are used under license. All other trademarks are the property of their respective owners. © 2010 Motorola, Inc. All rights reserved.

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