Post on 05-Jul-2015
description
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