process excellence challenges & hurdles - upland … · 3 process excellence challenges &...

Drive strategy. Accelerate results.cloud-based program & portfolio management software

Process Excellence Challenges &

Hurdles

November 19, 2014

2 Process Excellence Challenges & Hurdles

Today’s Presenter: Randy Clark

• Director, Six Sigma with Upland

Software

• Over 20 years of experience

working in PEX with emphasis in

Six Sigma and the Baldrige criteria

for performance excellence

• Black-Belt trained member of the

American Society of Quality

• Three-year examiner for the

Malcolm Baldrige National Quality

Award


Category What it Does

Program & Portfolio

Management

Drive program, portfolio & project

results from the top-down

IT Financial

ManagementRun IT as a business – with

transparency, visibility & control

Project Management

& Collaboration

Improve project planning & work

execution across the organization

Professional Services

Automation

Streamline service delivery &

resource management

Time & Expense

Management

Automate project time tracking

& client billing

Document & Workflow

Automation

Improve efficiency with end-to-end

content & process automation

Web Content

Management

Boost brand awareness, increase

engagement & drive conversions

The Upland Family of Products

Product

Connecting people through technology, automating the flow of

work and bringing visibility to all aspects of the organization


PowerSteering

Use Cases:

• Process Excellence/Six

Sigma Programs

• New Product Development

• IT Portfolio Management

• Business PMOs

Users/Titles:

C- and mid-level Executives

Responsible for Translating

Strategy into Results

BBs, GBs, MBBs, Teams

CIOs; VPs of IT, R&D, or

Process Excellence; PMO

Directors; Program and

Portfolio Managers

Customers

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&uact=8&docid=7nxv3F7wLBbyRM&tbnid=HsfE8d9rwx3HQM:&ved=0CAUQjRw&url=http://www.prweb.com/releases/2007/05/prweb529783.htm&ei=PFs0U5T7GoOQrge74oDoDw&bvm=bv.63808443,d.bmk&psig=AFQjCNHLXtcO3QpF_3cdjpuxd6RDOO2EXQ&ust=1396026541848752

http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=AEKbDYfMsv-vfM&tbnid=hMKKPYGoukM0FM:&ved=0CAUQjRw&url=http://en.wikipedia.org/wiki/Nissan_Motor_Company&ei=aqZgUonxCYrj4AOKo4CAAw&bvm=bv.54176721,d.dmg&psig=AFQjCNGMhio_TpGzax5CyWVcITwZqU3rQA&ust=1382152166865950


Strategy

Objectives

Execution

Results

Productivity Alignment

Visibility

Project & Portfolio Management

“The prize for closing the strategy-execution gap is huge – increasing

performance by at least 50%...”- Harvard Business Review

“Decrease Project Failures 15%,

Reduce Project Cycle Time 10%”- Forrester Analysts

“Organizations that actively manage their initiative portfolios

can create 30% more value.”- McKinsey

PowerSteering Value Proposition

Industry survey – Project Management Pain Points &

Tools in Process Excellence

PEX Network and Upland’s PowerSteering

September 2014

Process Excellence Survey 2014

What:

Who:

When:


300+ Respondents

Africa1%

Asia and Pacific Nations

20%

Europe28%

Latin America

7%

Middle East3%

North America41%

Location

No Program

9%

Trained Skills No Formal Program

23%

Small Scale Pilot10%

One or More BU’s

25%

Enterprise Wide33%

Process Excellence Program


300+ Respondents

< $50 MM21%

$50 to $249 MM

18%

$250 to $499 MM

10%

$500 to $999 MM

10%

$1 to $4.999 B

18%

> $5 B23%

Annual Revenue

< 114%

1 to 2 18%

3 to 4 23%

5 to 619%

7 to 1016%

11+10%

Program Years


More Projects & More Complexity Expected

Increasing, 69%

Same, 27%

Decreasing, 4%

Number of Projects

Increasing, 68%

Same, 28%

Decreasing, 3%

Project Complexity


Success Breeds Desire for More ProjectsProgram Self Assessment – Success

59% Successful vs 41% Not Succssful

Highly Successful4%

Successful55%

Neither35%

Unsuccessful5%

Highly Unsuccessful1%

Expected Change in Number of

Projects Per Year

1%

6%

18%

50%

22%

31%

18%

55%

0%

78%

68%

76%

27%

50%

Highly Successful

Successful

Neither

Unsuccessful

Highly Unsuccessful

Decreasing Staying the Same Increasing


Challenges

78

53

74

9

124

88

99

Gathering Ideas

Evaluating / Prioritize Ideas

Assigning the Right Resources

Improving Utilization PEX Professionals

Project Cycle Time

Quality of Project Execution

Enable Executive Visibility

Replicate Successful Projects

Report on Project Status

Report on Project-Level Costs

Report Project-Level Benefits

Report on Program-Level Costs

Report on Program-Level Benefits

Enforce Methodology Compliance

Collaborating on Projects

Managing Gate Approvals

Not Minor Major


Most Common Challenges

29

16

15

19

102

79

117

94

90

124

88

99


Project Cycle Time



Not Minor Major

91%

94%

93%

87%


Challenges By Success Assessment

% Major Challenge

34%

53%

34%

38%

54%

77%

62%

85%


Project Cycle Time



Successful Not Successful

• Those Rated Not Successful

Find Bigger Challenges in

Every Variable

• Largest Differences:

– Enforcing Methodology

Compliance

– Quality of Project Execution

Not Successful includes “Highly Unsuccessful, Unsuccessful and Neither”

Highly Successful4%

Successful55%

Neither35%

Unsuccessful5%

Highly Unsuccessful1%


Project Cycle Time a Major Problem For Those with Longer

Project Durations

Those Citing Cycle Time a Challenge

25%53% 57% 59%

74%

100%

Lessthan 30

days

30-90Days

3-6months

6-12months

1-2years

2+ years

No Brainer Here…

• Those with Longer Project

Durations Find Cycle Time a

Larger Challenge

• Not Much Difference in the 30

Days – 12 Months Categories

• 25% of Those with Project

Durations under 30 Days Still

Find Cycle Time a Challenge

6%25%

34%27%

8% 1%

Lessthan 30

days

30-90Days

3-6months

6-12months

1-2years

2+ years

Avg. Project Durations


Most Commonly Not a Challenge

78

53

74

97

95

112

44

72

34

Gathering Ideas



Not Minor Major

24%

34%

36%


Least Challenging By Success Assessment

% Major Challenge

• Those Rated Not Successful

Find Bigger Challenges in

Every Variable

• Largest Differences:

– Reporting on Project Status

– Gathering Ideas

18%

30%

11%

38%

54%

31%

Gathering Ideas



Successful Not Successful



72% of Process

Professionals Still Track

and Manage Projects

with Spreadsheets Spreadsheets, 72%

ERP, 7%

Home Grown, 33%

Commercial App, 21%


Spreadsheets

Lowest Satisfaction - Highest Dissatisfaction

31%

36%34%

44%

31%

36%32%

19%

34%

29%

34%

26%

Spreadsheets ERP Home-grown CommercialApplication

Commercial Applications Highest Satisfaction - Lowest Dissatisfaction

Satisfied or Highly Satisfied

Neutral

Dissatisfied or Highly Dissatisfied

Choice of Application Not Driven by #

of Projects Per Year

< 6, 59%6-20, 31%

>20, 20%

SpreadsheetsProjects Annually

< 6, 54%6-20, 30%

>20, 16%

Commercial App.Projects Annually


Satisfaction with Tools used to Track and

Manage Projects

7%

14%

21%

22%

24%

45%

36%

16%

11%

14%

Successful

Not Successful

Highly Dissatisfied Somewhat Dissatisfied Neutral Somewhat Satisfied Highly Satisfied

• Those Rated

Unsuccessful have the

Highest Dissatisfaction

• Those Rated Successful

More Satisfied

• Have the More

Successful Found Better

Ways to Make their Tools

Work for Them?



Top InsightsPowerSteering Solutions

Quality of Project

Execution is a

Challenge

94%Enforcing Project

Methodology / Workflow

is a Challenge

91%Reducing Project

Cycle Time is a

Challenge

93%


Use Project Templates to Drive Consistent

Methodologies / Workflow


Use Project Data to Track and Improve Cycle Time

Consistent Methodologies / Workflow


Manage the Pipeline with Predictive Indicators


Quality of Project ExecutionLeverage Knowledge & Best Practices


Overcome Common Failure Modes

Visibility Alignment Productivity

Projects Not Aligned with

Key Business Goals

Lack of Accountability

For Project Status

And Outcomes

Missed Due Dates and Long

Project Cycle Times

Lack of Tools and

Disciplined Methodology

Business Goals & Objectives

not Clearly Communicated

or Understood

Inability to Share Best

Practices

Poor Project Execution

Leadership Support

Enforce Accountability

For Results

With Real-Time Reporting

Find Similar Projects

Leverage Knowledge

Replicate Projects

Standard Work Plans

Tools, Templates

& Gated Work Flow

Define Objectives

Track Progress &

Manage Supporting Projects

Detect and Act on Risks

Before they Become

Serious Threats

Enhance Project Ideation

Prioritization

And Selection

Apply PEX to your PEX Initiatives


Q&A | For More Information

Visit: www.powersteeringsoftware.com

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http://www.powersteeringsoftware.com/

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http://www.linkedin.com/company/powersteering-software

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