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If You Don’t Know Where You’re Going, Any Road Will Do

Prepared by: Robert C Monks, PMP President & CEO Monks Project Solutions

Visioning for Implementation Success Session ID#: 15418

Abstract

■ Many EPPM software implementations fail to achieve the success and return on investment originally envisioned because they try to do too much and have poorly defined requirements. This presentation provides real, useful information around initial project visioning and requirements definition that can be put into practice. It also explores how well crafted vision and requirements documents will facilitate a phased approach to the implementation, reducing scope creep and failed implementations.

Presenting Today

■ Robert Monks ▪ Project Management Institute, Project Management Professional ▪ Oracle University Certified P6 and PCM Instructor ▪ Oracle Certified P6 Implementation Consultant ▪ Oracle Certified PCM Implementation Consultant ▪ FAA Certificated Commercial Pilot, Instrument Airplane ▪ FAA Certificated Instrument Flight Instructor ▪ Father of two amazing daughters (Mary, 24 and Emily, 22) ▪ Husband of an amazing wife of 25 years (Cate) ▪ President & CEO of Monks Project Solutions

Monks Project Solutions

■ Oracle Gold Partner ■ Established in 1985 ■ Primavera Partner since 1987 ■ Located in Denver, Colorado ■ Providing value driven, sustainable organizational change

▪ Aligning people, process and technology

There’s a Little Alice in All of Us

“Would you tell me, please, which way I ought to go from here?“ "That depends a good deal on where you want to get to.“ "I don't much care where –“ "Then it doesn't matter which way you go.” ― Lewis Carroll, Alice in Wonderland

So Why Are We Even Talking About This?

■ Organizations are expected to do more with less ■ Software capability has grown rapidly in recent years

▪ Exceeds most organizations’ process maturity ▪ Not quickly or easily implemented ▪ Installation and configuration is complex and technical ▪ Often integrated with other enterprise systems

■ Many organizations implement EPPM software as if it were PM software ▪ Want to have all features installed and available ▪ Fail to appreciate the risks from this approach ▪ Insufficient budget ▪ Poorly conceived implementation team

Because Many EPPM Implementations…

■ Are delivered late and over budget

■ Fail to achieve the anticipated ROI

■ Fail to gain widespread buy-in

■ Require constant rework

What Elements Contribute to EPPM Implementation Failure? 1. Lack of Executive Sponsorship 2. Minimal User Involvement (No dedicated resources) 3. Inexperienced Management & Facilitation 4. No Clearly Defined Business Goals & Objectives 5. Maximized Scope (Not a Phased Approach) 6. Informal, Non-standardized Processes and Procedures 7. Lack of Firm, Defined Functional Requirements 8. Non-Existent EPM Implementation Methodology 9. Unreliable Time and Cost Estimates 10.No Ownership or Buy-in Plan

Monks Implementation Methodology Matrix

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Critical Success Factors •KPI’s

•Pilot Program •On-Going Support •Data Conversion •System Deployment •Go Live •Manage Expectations

•Vision •Objectives •Goals

•Objectives •Goals

•Requirements •Architectural Modeling •Enterprise

•Format •Style Guide •Version Control

•Phases •Systems

•Critical Success Factors •KPI’s

•Role Breakdown •Curriculum Development

•Functionality Breakdown

•RACI •Supporting Documents

•Deliverables

•Performance Measures

•Training Execution

•Navigational & Functional Narrative

•Input Configuration •Proof of Concept

•Operational Steps

•Activities

•Format •Style Guide •Version Control

1 Strategic

Level

2 Functional

Level(s)

3 Tactical Level(s)

A Business Modeling

F Training

E Software

Procedures

D Tool

Modeling

C Operating Procedures

B Process

Modeling

G Implementa-

tion

A3

A2

B3

B1 A1 C1

B2 C2

D1

E2

C3 D3

F2

F3

E1 F1

E3

•Output Configuration

D2

So Where Do We Begin?

■ Think strategic ▪ Then functional ▪ Then tactical

■ Executive Input ▪ Steering Committee

■ Requirements must be ▪ Qualified, ▪ Quantified ▪ Prioritized

What Are Good Requirements?

■ Address Function ▪ Inputs ▪ Outputs

■ Start with a Vision statement ▪ Objectives,

— Goals, – Critical Success Factors,

» Key Performance indicators

Begin with a Vision

■ Why are we doing this? ■ Why now? ■ What do we hope to accomplish? ■ What will be different when we finish? ■ How is this related to our strategic goals? ■ Must involve executive sponsor and team

The Vision Statement

■ Elevator speech ■ What capabilities will it address ■ What organizational maturity issues will it support

A Simple Vision Statement

■ ABC Energy will enhance its project management capabilities and process maturity, and implement an Enterprise Project Management (EPM) system.

■ The purpose of this initiative is to develop and demonstrate effective schedule and resource management capabilities to support a growing number of larger, more complex capital projects, and major maintenance projects.

Jefferson County Public Schools Lakewood, Colorado ■ The department of Planning & Construction (P&C) will

implement an integrated project management system for capital projects to improve the efficiency and effectiveness of budget management, schedule management, vendor management, and stakeholder communications.

■ The system will utilize Oracle Primavera Contract and Project Management software as a central platform to consolidate and automate capital project management processes and data; and to integrate with other P&C management processes and information systems.

■ The project management system will improve the overall value delivered on capital funded projects consistent with District policies.

REMINDER

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School District gets an A+ in Primavera-PeopleSoft Integration

Prepared by: Bill Claveau Senior Consultant Monks Project Solutions

Friday - 9:45 AM-10:45 AM Room: Level 3, Murano - 3303

Session ID#: 15471

Objectives and Goals

■ Derived from vision statement

■ Qualitative statements ▪ Support the vision ▪ Further define

■ Must relate to vision statement; if not ▪ Revise vision statement ▪ Revise objective ▪ Drop objective

ABC Energy’s Vision Statement

■ ABC Energy will enhance its project management capabilities and process maturity, and implement an Enterprise Project Management (EPM) system.

■ The purpose of this initiative is to develop and demonstrate effective schedule and resource management capabilities to support a growing number of larger, more complex capital projects, and major maintenance projects.

Objectives Derived from ABC Energy’s Vision Statement ■ Centralize and share project

information, providing ready-access to the entire organization without requiring EPM subject matter expertise.

■ Implement clearly and consistently defined, repeatable project management processes across the organization.

■ Effectively predict key project milestones and deliverables, and track actual progress.

Goals

■ Quantitative statements that support an objective

■ Define what we hope to attain

■ Should be measurable ■ May contain numbers or

percentages ■ Create 3 or more per

Objective

Goals Derived from ABC’s Objective

■ Effectively predict key project milestones and deliverables, and track actual progress.

■ Project templates will be maintained in the EPM system that establish the minimum content and format requirements to enable standardized processes and reliable analysis.

■ Projects will be initialized in P6 promptly after project authorization to ensure the EPM system provides a reliable “master list” of projects.

Goals Derived from ABC’s Objective (cont.) ■ Effectively predict key

project milestones and deliverables, and track actual progress.

■ When initialized, all projects will have a Project ID, Project Name, SAP ID, Pipeline and/or Facility designation, Planned Start Date, and a brief Purpose Statement.

■ All projects will have a schedule with activity, milestone, and deliverable dates that reflect realistic durations and dependencies.

■ Project schedules will be updated and reviewed on a regular basis.

Critical Success Factors

■ Defined for each strategic goal ■ Answered by the functional team ■ Qualitative in nature ■ How long should it take? ■ Who is accountable for attaining? ■ What data tracks our success? ■ What must the system do or track?

Key Performance Indicators

■ Defined for each CSF ■ Answered by the functional team ■ Quantitative in nature ■ What formulae will we measure? ■ What thresholds do we establish?

Performance Measures

■ Created for each KPI ■ Answered by the tactical team ■ What quantifiable data are required to attain KPI? ■ Where is it entered, managed, changed? ■ Who is responsible?

Business Modeling—the Results

■ Ensure all Performance Measures tie back to the original Vision.

■ This process is iterative ▪ If some KPI’s don’t “fit” with any CSF’s. ▪ Go all the way back to the Objectives ▪ Possibly even change your initial Vision Statement.

■ The final document acts as your requirements for the Process Model and implementation

■ The Business Modeling should reference standard roles within your organization

■ Once the document is complete, it should be issued to the entire team for review and approval.

Adopting a Phased Approach to Implementation

Adopting a Phased Approach

■ Prioritize your objectives and goals

■ Look for easy wins ■ Look for high value goals ■ Avoid Big Pain with long-

term gain

Shallow and Wide

■ Implement shallow functionality

■ Broadly across the enterprise

■ Recognize that even small changes can be difficult to learn

■ No one likes their cheese moved—even if it’s better cheese

Adding Additional Functionality

■ Keep raising the bar in subsequent phases

■ Implement additional functionality

■ Broadly across the enterprise

■ Reinforce what you’re doing right

Constantly Improving the Process

■ Fine tune what’s not working

■ Invite feedback form your user community

■ Listen to the feedback ■ Challenge your

organization to do more ■ Defer automated

integrations until processes stabilize

All Things Are Possible

■ “Alice laughed. 'There's no use trying,' she said. 'One can't believe impossible things.' ‘I daresay you haven't had much practice,' said the Queen. 'When I was your age, I always did it for half-an-hour a day. Why, sometimes I've believed as many as six impossible things before breakfast. There goes the shawl again!”

■ ― Lewis Carroll

Questions?

■ Robert Monks ■ Rmonks@monks.com ■ 303-860-8870

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Session ID#: 15418

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