High Maturity in complex Information
Management environment
Standardization is the key
Deloitte Consulting India Pvt Ltd.
High Maturity Best Practices (HMBP) 2012
Chandu Mukkavalli
Monica Kavatkar
Neetu Kar
High Maturity in complex Information
Management environment
Standardization is the key
High Maturity Best Practices (HMBP) 2012
Agenda
• Introduction
• Challenges
• Approach and Solution
• Critical Success Factors
High Maturity in complex Information Management2 © 2012 Deloitte Global Services Limited
Background
Objective was to build an effort forecasting modelInformation Management (IM) practice.
The model would enable converging the differenceacross the following phases:
• Project Planning phase (Initial effort planned by projects)
• Execution phase (Additional effort due to planned / unplanned
High Maturity in complex Information Management
• Closure phase (Total actual effort expended in the project)
This translated to the need of having predicting the probability of meeting effort
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model for all technology framework projects in
difference between planned and actual effort
effort planned by projects)
planned / unplanned scope changes)
© 2012 Deloitte Global Services Limited
(Total actual effort expended in the project)
of having a Process Performance Model for predicting the probability of meeting effort across lifecycle phase
Challenges in IM
IM practice faced some of the below challenges in realizing the objective:
• Varied capabilities (BI/DW, EDM, ECM etc.) with multiple technologies, adding to the
complexity
• Estimation model and Work Breakdown structure
capabilities, but not across combination of capabilities
High Maturity in complex Information Management
BI/DW – Business Intelligence/Data Warehousing
EDM – Enterprise Data Management
ECM – Enterprise Content Management
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IM practice faced some of the below challenges in realizing the objective:
Varied capabilities (BI/DW, EDM, ECM etc.) with multiple technologies, adding to the
and Work Breakdown structure common across individual
capabilities, but not across combination of capabilities
© 2012 Deloitte Global Services Limited
Challenges in IM - Project complexity
Enterprise
Business Intelligence(BI/DW)
• Business
Intelligence
• Enterprise Data
Warehouse/Data
Marts
• Enterprise
Information
Management
• Analytics
• ETL for BI/DW
Solutions
IM has varied work streams with multiple technologies, which adds to
High Maturity in complex Information Management
Enterprise
Management
Enterprise Data Management (EDM)
Solutions
• Data Conversion, Retention & Archiving
• Metadata Management
• Master Data Management
• Data Quality Management
• Broad range of capabilities across BI/DW, PMT, EDM, ECM further integrated with various technologies like IBM, SAP and OPT
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Project complexity
Enterprise Information
Planning
Management Technique(PMT)
• Planning, Budgeting, & Forecasting
• Corporate Scoreboards, Dashboards
• Management & Financial Reporting
• Financial Performance Mgmt
varied work streams with multiple technologies, which adds to the project complexity
© 2012 Deloitte Global Services Limited
Enterprise Information
Management
Enterprise Content Management (ECM)
• Enterprise
Collaboration
• Document
Management
Broad range of capabilities across BI/DW, PMT, EDM, ECM further integrated with various technologies like IBM, SAP and
Challenges in IM – Project Estimation and Data Collection
Effort estimated at the planning stage changes through the remaining stages
Inconsistent set of tasks defined in projects due to different nature of projects
High Maturity in complex Information Management
Multiple estimation methods (capability dependent)
due to different nature of projects
In absence of a consistent historical data for each capability, it is difficult envision or forecast if the project would meet the business objectives
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Project Estimation and Data Collection
planning stage the remaining stages
projects
Historical data was disparate and could not be
utilized directly to build a
© 2012 Deloitte Global Services Limited
Multiple estimation methods (capability dependent)
build a standard PPM for
IM practice
consistent historical data for each capability, it is difficult to envision or forecast if the project would meet the business objectives
Approach
A phased approach was identified as the solution to overcome the existing challenges
Stabilization
• Homogenize projects based
• Implement PPM in projects
• Collect data from projects
Maturity
Initiation
High Maturity in complex Information Management
• Homogenize projects based on technology / frameworks
• Understand the current estimation mechanism
• Identify common tasks and base of estimation
• Build a PPM on top of the common estimation framework
• Re-calibrate PPM model using data received
• Pilot the model in additional projects
• Re-calibrate PPM model using
data received
• Compare results of PPM implementation
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A phased approach was identified as the solution to overcome the existing challenges
Stabilization
Institutionalization
Implement PPM in projects
Collect data from projects
• Implement PPM across eligible projects
• Standard Work Plan to be developed based on common tasks
© 2012 Deloitte Global Services Limited
calibrate PPM model using
Pilot the model in additional
calibrate PPM model using
Compare results of PPM
• PPB to be revised based on the data collected as per common estimation framework
• PPM Model to be enhanced with additional control knobs (for what-if analysis)
• PPM to be enhanced to predict additional parameters (like defects for each phase)
• PPM to be enhanced to include
additional capabilities
Time
Initiation
• Homogenize projects based on technology / frameworks
• Understand the current estimation mechanism
• Identify common tasks and base of estimation
• Build a PPM – Baseline 1 on top of the common estimation framework
High Maturity in complex Information Management11
Homogenize projects based on technology / frameworks
Understand the current estimation mechanism
Identify common tasks and base of estimation
common estimation framework
© 2012 Deloitte Global Services Limited
Initiation – Selection of common framework
Most commonly executed component identified as BI/DW. Key tasks
capability were taken up for creating the PPM:
• Plan Phase
− Define reporting and data conversion requirements
− Assess application landscape
• Design Phase
− Application Architecture & Infrastructure requirements
− Conceptual, Logical and Physical Data Modeling
− Report Functional / Technical Specifications
High Maturity in complex Information Management
− Report Functional / Technical Specifications
− Data Transformation/Conversion solution architecture
− Unit test plan and cases
• Build Phase
− Develop connections, mappings, workflows, semantic layer and reports
− Develop unit test scripts and conduct unit testing
• Deliver Phase
− Functional Integration Testing – Workflows and Reports
− User Acceptance Testing – Workflows and Reports
− Implement mappings, workflows, user security and reports
− Deployment and cutover activities
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Selection of common framework
as BI/DW. Key tasks pertaining to BI/DW
Define reporting and data conversion requirements
Application Architecture & Infrastructure requirements
Conceptual, Logical and Physical Data Modeling
Specifications
© 2012 Deloitte Global Services Limited
Specifications
Data Transformation/Conversion solution architecture
Develop connections, mappings, workflows, semantic layer and reports
Develop unit test scripts and conduct unit testing
Workflows and Reports
Workflows and Reports
Implement mappings, workflows, user security and reports
Initiation Phase Activities
BI/DW Component
Identify a common base of estimation /
data collection
Understand the
project’s estimation
mechanism
High Maturity in complex Information Management
Select past projects on BI/DW components
Baseline 1 of PPM created
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BI/DW Component
Understand the
standard estimation
framework (PEPS)
in IM method
Shortlist common tasks for data
collection across phases
© 2012 Deloitte Global Services Limited
Build the PPM on top of PEPS framework
Baseline 1 of PPM created
Initiation Phase Outcome - PPM
Baseline 1 of PPM was based on the standard Project Estimator
application in IM, used for scoping, estimating, and planning projects.
• Standard estimator tool had complete list of applicable tasks for BI/DW components
• Each of the task had a basic estimated hours defined as per complexity level
• Sizing (IM points) based on the simplest task in DW components was introduced, with
help of SME’s
High Maturity in complex Information Management
help of SME’s
• Input parameters identified (based on number of items and complexity)
• Based on the actual effort provided by the past projects, the estimation tool was modified.
• Guidance for using the estimation tool was defined and shared with selected projects
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PPM – Baseline 1
Baseline 1 of PPM was based on the standard Project Estimator
application in IM, used for scoping, estimating, and planning projects.
Standard estimator tool had complete list of applicable tasks for BI/DW components
a basic estimated hours defined as per complexity level
(IM points) based on the simplest task in DW components was introduced, with
© 2012 Deloitte Global Services Limited
Input parameters identified (based on number of items and complexity)
Based on the actual effort provided by the past projects, the estimation tool was
tool was defined and shared with selected projects
StabilizationCreation of Baseline 2 and Creation of Baseline 2 and
Baseline 3 of PPM
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of Baseline 2 and
© 2012 Deloitte Global Services Limited
of Baseline 2 and
Stabilization
•Baseline 1
PPM Baseline 1 shared with past projects
•Baseline 2
PPM Baseline 2 created by
High Maturity in complex Information Management
PPM Baseline 2 created by
from Baseline 1
•Baseline
PPM Baseline
from Baseline
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recalibrating data received
© 2012 Deloitte Global Services Limited
recalibrating data received
Baseline 3
Baseline 3 created by recalibrating data received
Baseline 2
Stabilization Phase Activities
• Data collected from Past Projects based on PPM Baseline
• Distribution updated for tasks which had effort from at least 5 past
• Remaining tasks were calibrated with triangular distribution
• Baseline 2 of PPM was created
High Maturity in complex Information Management17
Phase Activities – PPM Baseline 2
on PPM Baseline 1
for tasks which had effort from at least 5 past projects
Remaining tasks were calibrated with triangular distribution
© 2012 Deloitte Global Services Limited
• Baseline 2 of PPM was used for forecasting across new projects
• The output of the model was to predict effort with certainty percentage across build and design phase
Stabilization Phase Activities
High Maturity in complex Information Management
• Metric data collected (based on tasks in PPM) from all projects
• Distribution updated for tasks which had effort provided
• Baseline 3 of PPM was created
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Baseline 2 of PPM was used for forecasting across new projects
The output of the model was to predict effort with certainty percentage across build
Phase Activities – PPM Baseline 3
© 2012 Deloitte Global Services Limited
Metric data collected (based on tasks in PPM) from all projects
effort provided
PPM Results Comparison
• A BI/DW project was identified to run through all baseline versions of the
• Objective was to compare the effort variance between the forecasted effort and the project actual effort at phase level (mainly Design and Build
• Inputs of Project X was run across the three different
• Actual effort was collected and compared against forecasted effort of Project X, across
High Maturity in complex Information Management
• Actual effort was collected and compared against forecasted effort of Project X, across
all baselines
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identified to run through all baseline versions of the PPM
Objective was to compare the effort variance between the forecasted effort and the project actual effort at phase level (mainly Design and Build)
run across the three different baselines to forecast effort
Actual effort was collected and compared against forecasted effort of Project X, across
© 2012 Deloitte Global Services Limited
Actual effort was collected and compared against forecasted effort of Project X, across
Results Validation for Project X
-15.64
-7.03
-1.98
-18.00
-16.00
-14.00
-12.00
-10.00
-8.00
-6.00
-4.00
-2.00
0.00
Baseline 1 Baseline2 Baseline3
Overall Effort Variance
High Maturity in complex Information Management
-16.32
-26.98
-8.03
-29.48
16.20
3.67
-40.00
-30.00
-20.00
-10.00
0.00
10.00
20.00
Baseline 1 Baseline2 Baseline3
Phase-wise Effort Variance
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Results Validation for Project X
Project X
Overall Effort Variance - Inferences
• There is a consistent decrease in
effort variance across baselines for
the identified projects
• This indicates that the forecast
(planned) value is closer to the
project actuals through baselines
© 2012 Deloitte Global Services Limited
Design
Build
Phase wise Effort Variance -Inferences
• Effort variance range has reduced
across baselines for build phase
• Effort variance has reduced with
Baseline 3 for design
phase, Baseline 2 had some
additional design tasks, due to which
higher effort variance was seen.
Institutionalization Activities
• Implementation Plan
− Roll out Baseline 3 of PPM across new
− Modify metrics report at organization level, in
− Revise Process performance baseline (PPB) for BI/DW tasks in IM Practice
• Model Enhancement Plan
− Recalibrate the model, as appropriate
High Maturity in complex Information Management
− Recalibrate the model, as appropriate
− Introduce control parameters in the PPM (
− Include additional parameters for prediction as applicable, like defects per phase
− Pilot PPM for additional IM capabilities like
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new projects
at organization level, in line with PPM tasks / phases
performance baseline (PPB) for BI/DW tasks in IM Practice
© 2012 Deloitte Global Services Limited
Introduce control parameters in the PPM (for what-if analysis)
Include additional parameters for prediction as applicable, like defects per phase
Pilot PPM for additional IM capabilities like PMT, EDM etc..
Critical Success FactorsCritical Success Factors
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Success Factors
© 2012 Deloitte Global Services Limited
Success Factors
Critical Success Factors
High Maturity is NOT just about
• Strong Leadership commitment and stakeholders
• Inculcating a culture change for using standard
• Collecting and reporting accurate data as per suggested framework
High Maturity in complex Information Management
• Diligent support by process consultants in enabling the projects to use the PPM
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is NOT just about numbers and statistical tools
Strong Leadership commitment and stakeholders support
standard framework and tools
Collecting and reporting accurate data as per suggested framework
© 2012 Deloitte Global Services Limited
Diligent support by process consultants in enabling the projects to use the PPM
Contacts
Chandu Mukkavalli
Director
Monica Kavatkar
Manager
High Maturity in complex Information Management
Deloitte Consulting India Pvt. Ltd.
U.S. India Quality
Fairmont Level 2,
Hiranandani Business
Park, Powai, Mumbai - 400 076.
India
Tel (India): 6113 7788
Mobile: +91 9967054611
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Deloitte Consulting India Pvt. Ltd.
U.S. India Quality
Fairmont Level 2,
Hiranandani Business
Park, Powai, Mumbai
India
Tel (India): +91 6113 7171
Mobile: + 91 9821536571
Monica Kavatkar Neetu Kar
Manager
© 2012 Deloitte Global Services Limited
Deloitte Consulting India Pvt. Ltd.
Hiranandani Business
Park, Powai, Mumbai - 400 076.
6113 7171
9821536571
Deloitte Consulting India Pvt. Ltd.
U.S. India Quality
Fairmont Level 2,
Hiranandani Business
Park, Powai, Mumbai - 400 076.
India
Tel (India): 6113 7175
Mobile: +91 9920735369
High Maturity in complex Information Management
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firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed descripti
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succeed wherever they operate. Deloitte's approximately 170,000 professionals are committed to becoming the standard of excel
This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their
(collectively, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before ma
taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No ent
Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.
© 2012 Deloitte Global Services Limited
As used in this communication, ‘Deloitte’ means Deloitte Touche Tohmatsu Limited and its member firms.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member
firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal
Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally
connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and deep local expertise to help clients
succeed wherever they operate. Deloitte's approximately 170,000 professionals are committed to becoming the standard of excellence.
This publication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities
(collectively, the “Deloitte Network”) is, by means of this publication, rendering professional advice or services. Before making any decision or
taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte
Network shall be responsible for any loss whatsoever sustained by any person who relies on this publication.