Projektværktøjsdagen, Peak Consulting Group

20. November 2014, Rapid Implementation of a PPM Tool, Thomas Røygaard

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

OPERATED

PRODUCTION

557,000boepd

MAERSK OIL

GROSS ACREAGE

52,000km2

OPERATED

FIELDS

27

PROFIT IN

2013

1.0billion USD

WORKFORCE

IN 11 COUNTRIES

4,300employees

Brazil

Maersk Oil – a global player

EORExploration Appraisal Development Primary production Mature field Abandonment

The value chain

Denmark

Qatar

UK

USA

Norway

Algeria

Kazakhstan

Angola

Kurdistan

Greenland

Abu-Dhabi

page 4

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

Driving Forces for a new Portfolio Tool

• Federated IS organisation, with need for consolidated overview / reporting

• Transparency & Visibility

• Processes before Tools

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

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

ApproachProject 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.

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 demons trate the required project, portfolio and work

management functional ity? 4 4 4 5 10 40 40 40 50

1,2 Does the product have the required Reporting Capabil ities 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 li ties 3 2 3 5 10 30 20 30 50

1,5 Are workflow eas y to create and configure - without programming 2 3 2 4 10 20 30 20 40

1,6 Is the product genera lly eas y 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 start s mal l and grow? 4 5 5 5 2 8 10 10 10

3,3 Is there comprehens ive product training readily available 3 5 5 5 3 9 15 15 15

3,4 Implementation Partner capabi li 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 is 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

page 11

Maintaining the MasterPlanpage 12

Masterplan

Request for Gate Passage

Monthly Status Reporting � Portfolio OverviewEvery project in the Masterplan must submit a monthly status report

in order to track portfolio performance.

Monthly Stage Gate MeetingsProjects going through a gate: Status change; approvals,

documentation, etc.

Quarterly Portfolio ReviewRevaluating the portfolio quarterly – measure “pipeline

candidates” against existing projects.

Annual Masterplan creationOnce 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.

Preferred vendor identified –closing the deal ?

• Using a Maersk Contract Template – not the vendor’s

• Country of Law, Liabilities, SLA, Service Credits

• Price

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

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

Thomas RøygaardCorporate IS PMO ManagerMaersk Oil

thomas.roygaard@maerskoil.com