Projektværktøjsdagen 2014 rapid implementation of ppm tool
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Transcript of Projektværktøjsdagen 2014 rapid implementation of ppm tool
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Projektværktøjsdagen, 2014
20. November 2014, Rapid Implementation of a PPM Tool, Thomas Røygaard
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Thomas Røygaard
• Maersk Oil, IT PMO since 2013
• Portfolio Management in Region Hovedstaden & Post Nord
• Product Management & IT Management, TDC
• Head of PMO, Krak A/S
• Project Director, Devoteam
• Change Management, 2014
• PRINCE2 , 2012
• Scrum Master, 2012
• IPMA B, 2005
• Cand Merc, 1991
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OPERATED PRODUCTION
557,000
boepd
MAERSK OIL GROSS ACREAGE
52,000
km2
OPERATED FIELDS
27
PROFIT IN 2013
1.0 billion USD
WORKFORCE IN 11 COUNTRIES
4,300
employees
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Brazil
Maersk Oil – a global player
EOR Exploration Appraisal Development Primary production Mature field Abandonment
The value chain
Denmark
Qatar
UK
USA
Norway
Algeria
Kazakhstan
Angola
Kurdistan
Greenland
Abu-Dhabi
page 4
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Background
• Introduction of a Project Management Framework 3 years ago – adoption is improving
• Until recently – lack of a common understanding of processes
• Bottom-up desire for tool support – a place to store data and reference models
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Driving Forces for a new Portfolio Tool
• Federated IS organisation, with need for consolidated overview / reporting
• Transparency & Visibility
• Processes before Tools
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When go was given – we needed the tool yesterday
• Tough deadlines, narrow scope, demand for “process adherence”
• No time for mistakes or time consuming RFP process, yet RFP was mandatory
• Aim for 80 / 20 implementation at time of go live
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Getting organised
• Assistance to avoid pitfalls
• Tried it before
• Know the market
• Got the abstraction level, when required –
• Respect my desire to lead and dare to challenge
• Vendor Identification
• Cloud vs. On Premise
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Approach Project Execution
page 9
Time box approach to avoid delay accumulation
Shortlist 6 vendors for RFP. Evaluate and reduce to 2-3 vendors for workshops.
An 80% solution match being executed is better than a 100% match not reaching target in 2014.
Support from experienced consultants in formulating requirements, defining evaluation criteria, conducting evaluation workshops and planning / executing implementation.
Basic Principles
Time Boxes High Level Milestones Due Date
Box 1: Design Processes, identify Solution Shortlist Vendors Run “RFP” + Workshops Vendor Selection approved by StC
Ultimo Q2 Ultimo Apr. Week 25 (Jun.) Week 28 (Jul.)
Box 2: Implement Solution Finalise Contract Implementation Analysis Solution Online
Ultimo Q3 Ultimo Aug. Ultimo Sept. Ultimo Sept.
Box 3: Run Solution & Process Load CPH data + run process Load BU data + run process
Ultimo Q4 Ultimo Oct. Ultimo Nov.
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Fast tracking the RFP Process…
page 10
1. Inspired by cross referencing Gartner Group and Forrester Research material.
2. High Level Requirement Spec.
3. Demo 4 scenarios in a workshop
RFP
for
PPM Solution
PPM
# Category Vendor 1 Vendor 2 Vendor 3 Vendor 4 Weight Vendor 1 Vendor 2 Vendor 3 Vendor 4
1 Application Functionality & Capability
1,1Did the product demonstrate the required project, portfol io and work
management functional i ty? 4 4 4 5 10 40 40 40 50
1,2 Does the product have the required Reporting Capabi l i ties 4 4 5 5 10 40 40 50 50
1,3Are the reporting options flexible enough to be done without IT
support2 5 3 4 10 20 50 30 40
1,4 Does the Product have the des ired workflow Capabi l i ties 3 2 3 5 10 30 20 30 50
1,5 Are workflow easy to create and configure - without programming 2 3 2 4 10 20 30 20 40
1,6 Is the product genera l ly easy to use and navigate? 2 4 3 5 10 20 40 30 50
0 0 0 0
2 Ease of Configuration & Maintenance
2,1Is the product easy to implement and configure, as the project,
portfol io and work management needs change and grow1 4 4 5 15 15 60 60 75
2,2 Is the product easy to upgrade? 2 5 4 5 5 10 25 20 25
3 Implementation Approach
3,1Does the product enable the team to be up and running very quickly?
– Phase 1 = less than 4 month2 5 4 5 2 4 10 8 10
3,2 Is there an option to s tart smal l and grow? 4 5 5 5 2 8 10 10 10
3,3 Is there comprehens ive product tra ining readi ly ava i lable 3 5 5 5 3 9 15 15 15
3,4 Implementation Partner capabi l i ty 4 3 3 3 3 12 9 9 9
4 Completeness of Vision & Product roadmap
4,1Does the product have a past track record and a future plan that
indicates that the product i s a future proofed investment2 4 4 5 10 20 40 40 50
Totals 500 248 389 362 474
100% 50% 78% 72% 95%
oneIS PPM Solution - Vendor Assessment
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Scoring the last 4 contestants
page 11
PPM
# Category Vendor 1 Vendor 2 Vendor 3 Vendor 4 Weight Vendor 1 Vendor 2 Vendor 3 Vendor 4
1 Application Functionality & Capability
1,1Did the product demonstrate the required project, portfol io and work
management functional i ty? 4 4 4 5 10 40 40 40 50
1,2 Does the product have the required Reporting Capabi l i ties 4 4 5 5 10 40 40 50 50
1,3Are the reporting options flexible enough to be done without IT
support2 5 3 4 10 20 50 30 40
1,4 Does the Product have the des ired workflow Capabi l i ties 3 2 3 5 10 30 20 30 50
1,5 Are workflow easy to create and configure - without programming 2 3 2 4 10 20 30 20 40
1,6 Is the product genera l ly easy to use and navigate? 2 4 3 5 10 20 40 30 50
0 0 0 0
2 Ease of Configuration & Maintenance
2,1Is the product easy to implement and configure, as the project,
portfol io and work management needs change and grow1 4 4 5 15 15 60 60 75
2,2 Is the product easy to upgrade? 2 5 4 5 5 10 25 20 25
3 Implementation Approach
3,1Does the product enable the team to be up and running very quickly?
– Phase 1 = less than 4 month2 5 4 5 2 4 10 8 10
3,2 Is there an option to s tart smal l and grow? 4 5 5 5 2 8 10 10 10
3,3 Is there comprehens ive product tra ining readi ly ava i lable 3 5 5 5 3 9 15 15 15
3,4 Implementation Partner capabi l i ty 4 3 3 3 3 12 9 9 9
4 Completeness of Vision & Product roadmap
4,1Does the product have a past track record and a future plan that
indicates that the product i s a future proofed investment2 4 4 5 10 20 40 40 50
Totals 500 248 389 362 474
100% 50% 78% 72% 95%
oneIS PPM Solution - Vendor Assessment
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Maintaining the MasterPlan page 13
Masterplan
Request for Gate Passage
Monthly Status Reporting Portfolio Overview Every project in the Masterplan must submit a monthly status report in order to track portfolio performance.
Monthly Stage Gate Meetings Projects going through a gate: Status change; approvals, documentation, etc.
Quarterly Portfolio Review Revaluating the portfolio quarterly – measure “pipeline candidates” against existing projects.
Annual Masterplan creation Once a year the Masterplan for the coming year is established. It will partly consist of projects from current year’s plan, and partly from new candidates.
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Preferred vendor identified – closing the deal ?
• Using a Maersk Contract Template – not the vendor’s
• Country of Law, Liabilities, SLA, Service Credits
• Price
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Implementing in 5 weeks
• First Workshop on 24-25. Sept.
• Three iterative rounds @ one week each
• Configure / Test / Comment
• Copenhagen Pilot launched 5. November
• Doha Pilot launched 13. Nov.
• Aberdeen Pilot will launch 26. Nov.
• From Pilot to Operations mid December
• Portfolio Maintained & Tracked from 1. Jan. 2015
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Key Learnings
• Know your processes before investing in tools
• Pick a tool which is good enough instead of searching forever for the best.
• Focus on key requirements and evaluate on scenario performance
• Time box your schedule
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Thomas Røygaard Corporate IS PMO Manager Maersk Oil [email protected]