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Affinion Group: increasing ROI by extending HP Project and Portfolio Management Center across all business units

Affinion Group – Patrick Figliola

Results Positive – Jon Furner, President

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Company Background

Affinion Group enhances the value of its partners’ customer relationships by

developing and marketing loyalty solutions. Leveraging its expertise in customer

engagement, product development and targeted marketing, Affinion provides

programs in subscription-based lifestyle services, personal protection, insurance

and other areas to help generate increased customer loyalty and significant

incremental revenue for more its 5,500 marketing partners worldwide.

Affinion Group has more than 35 years experience and revenues of more than

$1.3 billion.

Key accomplishments include:

160 million consumers worldwide

Over 800 million direct marketing pieces mailed annually

87,000 marketing campaigns conducted over the last decade

80 million telemarketing contacts annually

Multiple industry experience including financial, retail, travel, entertainment, e-

commerce and direct response TV

3

The Opportunity

Background

The integration of multiple businesses through mergers and

integrations left Affinion Group with multiple business units

using a variety of different PMO tools and processes

Our strategy implemented a standard set of processes and tools

in one business unit first, Affinion Loyalty Group

Opportunity – Goal & Objective

Improve visibility on a global basis by implementing

standardized dashboards and reporting tools

Centralize and standardize PMO processes and tools across

multiple business units

Enforcing core set of Project, Resource, and Financial

performance metrics and associated dashboards and reports

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Phase 1 – Demand Management

Activation of project proposal and planning processes within PPM

Phase 2 - Resource, Project & Program Management

Resource capacity, availability, planning and work assignment processes within solution

Project management processes aligned with Systems Delivery Methodology (SDM) within solution

Resource time expenditure processes within solution

Interface with Lawson – Financial Reporting Solution

Phase 3 - Financial Management

Activation of standard method of project, program and portfolio budgeting and financial reporting in solution

Interfaces/Integrations

PMO Cross Business Unit Road Map

5

Phased Implementation Approach

Phase 1 Phase 2 Phase 3

PPM: Management, Measurements, Compliance, and Process Automation

Scope

Analytics

& Metrics

Resu

ltsP

ositiv

e P

PM

Rap

id S

tart

• CAPEX Proposals

• Automated Process

• Prioritization

• Role Capture

• Estimation

• High Level

Monitoring

• Proposal Cycle

Timing

• Stage Gate Analysis

• Reporting Needs

• Role Capture

• ROM/Budgeting

• Workflow Metrics

• Portfolio Visibility

(Proposals)

• CAPEX Proposals

• CAPEX Projects

• SDM Integration

• Resource Mgmt

• Project Financial Mgmt

• High Level What-If Analysis

• All Proposals

(CAPEX & Expense)

• All Projects

(CAPEX & Expense)

• Program Mgmt

• Assets

• Portfolio Financial Mgmt

• Detailed What-If Analysis

• Proposal Cycle Timing

• Project

Execution/Delivery

• Project Costs

• Portfolio Visibility

(Proposals & Projects)

• Resource Capacity

Planning

• Portfolio Level Decision-

Making

• SLA Baselining

• Program Capture &

Monitoring

• Resource Leveling

• Asset Costs

• Multiple Portfolios

for Detailed What-If

Analysis

6

Phase I - Opportunities

Centralize and Standardize PMO / PPM Solutions across BU’s

ResultsPositive PPM Rapid Start Implementation Standardize PMO / project proposal lifecycle across all

business units Implement PPM across all business units

Standardized Proposal prioritization and approval Established standard set of prioritization criteria across

business units Consistent and repeatable proposal development and

approval process

Cross business unit visibility Portfolio visibility of project proposals across business

units Usage of initial set of role-based dashboards

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Portfolio Management

Performance Measurement & Reporting

Phase I Solution Overview: Portfolio Management

Review prioritized capital and

expenseproposals

Approve projects based on benefits and budget and

resource availability

Present prioritized project

proposals

PMO Office

Investment Review Committee

Analyze and rank proposals by value

and risk ratings

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Phase I - Benefits

Centralize and Standardize PMO / PPM Solutions across BU’s

Improve speed to market delivery of projects and programs

Standardization and streamlining of project and portfolio management

processes

Enhanced alignment of projects and programs with strategic initiatives

Increased visibility of all projects across the Enterprise Portfolio, which

leads to identification of synergistic opportunities as well as cross

project interdependencies

Single source of project and portfolio information across the

Enterprise associated with the implementation HP PPM across all

business units

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Phase II – Opportunities

1. Leverage existing configuration settings from Loyalty for Project,

Program and Portfolio Management

2. Enterprise resource staffing capability

3. Enterprise project information repository

4. Retirement of E-Time

5. Migration from spreadsheet based controls and processes

6. Self Service Portfolio, Program and/or Project reporting capabilities

7. Leverage existing Loyalty training and reference documentation

10

Phase II PMO Self Service Reporting Solutions

Goals & Objectives

Establish core Project Performance Measurements & Reporting

across BU’s

Project Performance Measurement Definitions

Design PPM role-based Dashboards, Portlets, & Reports

Configure PPM Performance Measurement Reporting Solutions Project Performance Dashboards, Portlets, Reports Resource Mgt Performance Dashboards, Portlets, Reports Finance Mgt Performance Dashboards, Portlets, Reports Time Mgt Performance Dashboards, Portlets, Reports

Roll-out Project Performance Reporting Solutions

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Project Management

Performance Measurement Reporting

Phase II Solution Overview: Project & Time Management

Manage resource capacity and project

allocations

Manage project escalations as needed

Manage project budgets – labor and

non labor

Business Area / Resource Pool Managers

Manage resource requests and assigned

resources

Manage project plans and tasks

Manage project controls (i.e. issues, risks, change

requests)

Program / Project Mgr

Track and report time on project tasks and requests

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Phase II - Benefits

1. Resource availability, capacity and what-if capability provides ‘missing link’ in Annual / Quarterly / Monthly Project planning and Steering Committee prioritization.

Alignment of IT organization with business

2. Intrinsic/automated link between Projects, Resources and Time for financial tracking and reporting

Strong resource and financial control within Time Management down to the Project task level

3. Real-time access to enterprise wide program and project performance metrics

4. Elimination of manual forms and process steps within the Project Management will:

Improve timely submission of required documents

Enable Project Managers to focus more of their time collaborating with their business counterparts on programs and strategic planning not administrative updates

Meet Project Manager needs for automated Project, Resource and Time Management tools

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Phase II – Benefits Continued

5. More rapid identification of poorly performing and under-performing projects Automated calculation of Schedule Performance Index Automated calculation of Cost Performance Index

6. Consistent project portfolio evaluation criteria based on standard, global

processes

7. Centralized repository for all project administration will provide a single

point of access to all requests, projects and project information.

8. Provides Program Manager visibility to current, proposed and completed

projects within one view.

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Self Service Performance Measurement Reporting

Project1

Project2

Project 3

Project4

Project5

Project6

Project7

Project Mgr1

Project Mgr2

Project Mg3

Project Mgr4

Project Mgr5

Project Mgr6

Project Mgr7

Project1

Project2

Project 3

Project4

Project5

Project6

Project7

Project Mgr1

Project Mgr2

Project Mg3

Project Mgr4

Project Mgr5

Project Mgr6

Project Mgr7

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Project Proposal and Lifecycle Process Reporting

Proposal1

Proposal2

Proposal3

Proposal4

Proposal5

Proposal6

Proposal7

Project Mg1

Project Mgr2

Project Mgr3

Project Mgr4

Project Mgr5

Project Mgr6

Project Mgr7

Project Mgr 8

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Project & Portfolio Management Road Map

Phase 1

Proposal, & Project

Forms & Workflows

PPM Rapid Start

6 to 12 weeks

Dashboard Reporting

Phase II

Phase III

Project Management

Portfolio Management

PPM Integrations

Enhanced Dashboard Reporting

Enhanced Portfolio & Project Mgt

Stabilization

Period

Baselines &

Organization

al Change &

Adoption

Stabilization

Period

Baselines &

Organizational

Change &

Adoption

Approximately

16 months

To Be

Determined8 months To Be Determined

Org. Change Initiatives – Methods, Processes, Tools, Metrics, Comm., Training.

Resource Management

Time Management

Enhanced Dashboard

Reporting

Program Management

Issue & Change Mgt

Forms & Workflows

PPM Interfaces

Initial

PPM

BU

PPM Roll-out across all

Business Units

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PPM Implementation Approach

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• Organizational Change Program

• Process and product training courses and training materials

• Why change communications, FAQ’s, & Quick Reference Cards

Organizational Change

• Simple best practice solutions

• Rapid Start implementation approach

• Senior leadership involvement and sponsorship

PPM Implementation

Best Practices

• Project & Portfolio Management Rapid Start Approach

• Implementation Toolkit / Questionnaires

• Proposal & Project Templates (Form / Workflow)

• End User Training Materials

ResultsPositive

PPM Rapid Start Solutions

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Lessons Learned / Best Practices

Senior Management directive to keep uniform PPM processes across BU’s.

Align the initial Business Unit PPM solution to leverage initial investments

and establish common project lifecycle processes

Get Project Managers on-board with the processes and solution – which was

key for adoption

Keep the solution simple

Regular communications across business units

Ongoing weekly Project Team Led Question and Answer sessions

Extensive Project Team Led 8 week Training Program to facilitate adoption

of processes and PPM

Weekly Resource and Time Management Sessions

Semi-Weekly Project Management Sessions

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Contact Information

Patrick Figliola, PMP, PMO Director,

Affinion Group Phone: 203 956 8779 Email: pfigliola@affiniongroup.com

Jon Furner, President, ResultsPositive Phone: 480 – 415 – 6419

Email: jfurner@resultspositive.com

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QUESTIONS?

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