Styr på ressourcer og projekterInspirationsseminar 31. oktober 2006

Introduktion

Vi er en del af Novo Nordisk-koncernen

Formål med præsentationen

► Introduktion til NNIT’s Project Management og Portfolio Management metoder

► Illustrere hvordan disse metoder kan understøttes af Microsoft’s Project Portfolio Server (PPS) og Enterprise Project Management (EPM) løsninger

Project Governance Model

Sub Strategies(Product strategy, customer strategy, marketing strategy, HR strategy, I T strategy, R&D strategy etc.)

Operationalized corporate business strategies

Str

ate

gic

Alig

nm

en

t

Opera

tion

al

Effi

cien

cy

Program/ Project execution

Qualification Execution

Products, Business processes, Applications, Technologies, Concepts, ….

Solution lifecycle management

Prioritisation Prioritisation

Governance setup

Portfolio management- Management of Quality, Cost, Time, Benefit, and Risk

Transforming the strategy into actionsInput / Constraints

Result / Benefit

Reso

urc

es

(Manag

em

ent

of

financi

als

, re

sourc

es,

com

pete

nci

es,

capaci

ty e

tc.

Corp

ora

te B

usi

ness

Str

ate

gie

s

Completion

Copyright. NNIT, 2006

Sub Strategies(Product strategy, customer strategy, marketing strategy, HR strategy, I T strategy, R&D strategy etc.)

Operationalized corporate business strategies

Str

ate

gic

Alig

nm

en

t

Opera

tion

al

Effi

cien

cy

Program/ Project execution

Qualification Execution

Products, Business processes, Applications, Technologies, Concepts, ….

Solution lifecycle management

Prioritisation Prioritisation

Governance setup

Portfolio management- Management of Quality, Cost, Time, Benefit, and Risk

Transforming the strategy into actionsInput / Constraints

Result / Benefit

Reso

urc

es

(Manag

em

ent

of

financi

als

, re

sourc

es,

com

pete

nci

es,

capaci

ty e

tc.

Corp

ora

te B

usi

ness

Str

ate

gie

s

Completion

Copyright. NNIT, 2006

Udvalgte fordele ved Portfolio Management

► Proaktiv rapportering til top ledelsen – hvilke informationer kan rapporteres hvornår

► Overblik over både individuelle projekters og proteføljens gennemførelse i relation til økonomi, plan, risiko osv.

► Forbedret grundlag for beslutninger

► Supporterende metode til implementering af projektstandarder

► Supporterer vidensdeling relateret til projekter

► Minimerer risici for data fejl

► Mere struktureret indsamling af projekt data fra start til slut

► Mere automatiske og effektive processer for rapportering og monitorering af projekt porteføljen

► Mindske tidsforbrug og reaktionstid for ad hoc forespørgsler

Fordele ved etablering af Portfolio Management

Fordele ved implementing af et Portfolio Management system

Project Model (process )

Quotation ProposalProject

ExecutionProject

Evaluation

Gate(prioritisation)

Gate(prioritisation)

Gate(approval of deliverable)

Lead

Gate(approval of project)

Activities

Fill Proposal fact sheet

Evaluate chance of winning the order

Etc.

Activities

Prepare proposal incl. execution plan

Check availability with delivery organisation

Check dependency with other projects

Prepare contract

Etc.

Gate Criteria

Strategically important or 20% profitability

80% match in competencies

Resources available

Gate Criteria

Strategically important or 20% profitability

80% match in competencies

Resources available

Activities

Close contract

Deliver Project

Maintain customer – continuously check satisfaction with progress

Have sign off from customer when delivery is completed

Etc.

Gate Criteria

Requirements in contract are fulfilled

Customer has signed off

Etc.

Activities

Do customer satisfaction survey

Proactive follow-up on solution functionality

Internal evaluation of project

Etc.

Gate Criteria

There is a clear overview of profitability and customer satisfaction with delivery

Quotation ProposalProject

ExecutionProject

Evaluation

Gate(prioritisation)

Gate(prioritisation)

Gate(approval of deliverable)

Lead

Gate(approval of project)

Activities

Fill Proposal fact sheet

Evaluate chance of winning the order

Etc.

Activities

Prepare proposal incl. execution plan

Check availability with delivery organisation

Check dependency with other projects

Prepare contract

Etc.

Gate Criteria

Strategically important or 20% profitability

80% match in competencies

Resources available

Gate Criteria

Strategically important or 20% profitability

80% match in competencies

Resources available

Activities

Close contract

Deliver Project

Maintain customer – continuously check satisfaction with progress

Have sign off from customer when delivery is completed

Etc.

Gate Criteria

Requirements in contract are fulfilled

Customer has signed off

Etc.

Activities

Do customer satisfaction survey

Proactive follow-up on solution functionality

Internal evaluation of project

Etc.

Gate Criteria

There is a clear overview of profitability and customer satisfaction with delivery

Project Model (governance)Gate

(approval of project)

Quotation ProposalProject

ExecutionProject

Evaluation

Gate(prioritisation)

Gate(prioritisation)

Gate(approval of deliverable)

Lead

Bid Board

XXX

XXX

Bid Board

XXX

XXX

Sales Responsible

YYY

YYY

Bid Board

XXX

XXX

Board

XXX

XXX

Delivery Respon.

QQQ

QQQ

Delivery Respon

QQQ

QQQ

Delivery Respon.

QQQ

QQQ

Delivery Respon.

QQQ

QQQ

Resource Respon.

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ZZZ

Resource Respon.

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Resource Respon.

ZZZ

ZZZ

Resource Respon.

ZZZ

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Sales Responsible

YYY

YYY

Sales Responsible

YYY

YYY

Sales Responsible

YYY

YYY

Gate(approval of project)

Quotation ProposalProject

ExecutionProject

Evaluation

Gate(prioritisation)

Gate(prioritisation)

Gate(approval of deliverable)

Lead

Bid Board

XXX

XXX

Bid Board

XXX

XXX

Sales Responsible

YYY

YYY

Bid Board

XXX

XXX

Board

XXX

XXX

Delivery Respon.

QQQ

QQQ

Delivery Respon

QQQ

QQQ

Delivery Respon.

QQQ

QQQ

Delivery Respon.

QQQ

QQQ

Resource Respon.

ZZZ

ZZZ

Resource Respon.

ZZZ

ZZZ

Resource Respon.

ZZZ

ZZZ

Resource Respon.

ZZZ

ZZZ

Sales Responsible

YYY

YYY

Sales Responsible

YYY

YYY

Sales Responsible

YYY

YYY

Opsætning af arbejdsgangen i Microsoft Project

Portfolio Server 2006

Definer dine egne forretningsfaser og regler for faseskift (Gate criteria)

Til hver forretningsfase kan du knytte relevante trin til

ideen/projektets livscyklus

Og for hvert enkelt trin kan du styre hvilke oplysninger der skal tilvejebringes før der

kan fortsættes til næste trin

Project Portfolio Model

Quotation ProposalProject

ExecutionProject

Evaluation

Project Process Model

Pro

ject

Port

folio

Mod

el

Prioritisation of Leads

Final Approval of

Projects

Monthly Monitoring of

projects

Biannual review of the

project portfolio

Evaluation of

completed projects

Lead

Prioritisation of

Proposals

Eksempler på Portfolio Management rapportering

► Overblik generelt: Af projekternes gennemførelse – portefølje status.

► KPI opfølgning: Møder porteføljen de etablerede mål indenfor profit, plan, kvalitet, kundetilfredshed m.v.

► Fremskridt: Porteføljens samlede fremskridt baseret på milepæle.

► Finansielt overblik: Realiserede omkostninger, estimerede omkostninger, realiseret profit, estimeret profit m.v.

► Plan: Evne til at overholde planer og leverancefrister.

► Timesforbrug: Faktisk tid i forhold til planlagt tid.

► Scope: Antal af projekter med scope- / kontraktændringer.

► Kvalitet: Evne til at anvende kvalitetsstandarder.

► Risko: Porteføljens samlede risiko eksponering.

► Osv – Der kan rapporteres på alt forudsat at data er tilgængeligt.

Ledelsesinformation fraMicrosoft Project

Portfolio Server 2006

Hurtig og enkel status oversigt for alle igangværende initiativer

Rapporter kan enkelt printes…

…og redigeres efter behov

Direkte adgang til månedlige

statusrapporter

Hvordan kommer man igang?

1½

Project Portfolio ReviewAnalyse the performance of the portfolio and set a baseline for future portfolio management.

Pre-analysisEstablish project scope, define design criteria and establish Governance roadmap and implementation of overall plan

I mplementationEstablish change management model and train organization in Governance and portfolio management. Establish project office. Evaluate results and refine model.

1 2 3

Step 1 Step 2 Step 3

Maturity Assessment Defining I nitiativesPrepare

Business Case

Step 4

Approval of Business Case

Development of Project Portfolio Management incl. toolsEstablish processes and tools for project portfolio management . Define decision mandates and roles. Conduct pilots and revise governance model.

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