Transcript Eco-Technology

Eco-Technology: Using and reusing technology and processes to
improved business results using
Microsoft's EPM Solution and
SharePoint
Who
Tim Cermak, PMP
Senior Portfolio Advisor, Advisicon
(Volunteer: Director of Virtual Campuses for PMI College of Scheduling)
What
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Enterprise Project Management Technology Applications
Strategic Planning & Enterprise Portfolio Management
Why
We believe people and process are better in a projectized environment
How
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It’s What Works:
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Knowledge Transfer
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Optimization
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Scheduling: “Scheduling Done Right Makes Management Simple”
Competency development is critical
Integrating Carbon and Silicon
Right balance of ingredients
Streamline creativity
Sustainability

Culture, Methodology and Technology
A Look Ahead: What do we want to achieve
Integrate & Streamline
Culture, Methodology and Technology
What’s the
Secret Sauce?
Secret Sauce
What are we making?
Technology is Only ONE Ingredient:
With Technology -- More is Not More
What is it again
you wanted me
to do?
Will this new
technology give
me what I need?
Lessons Learned?
Isn’t that everything
we needed to know,
just after we needed to
know it?
Simply Adding Technology is Sometimes Too Much
Organizations Typically Only Use 15% of Technology Capabilities Regularly
When Over Estimating Technical Requirements, Roughly 80% of Enterprise Project
Management (EPM) Solutions Failed to meet Original PPM & PLM Goals
"History Repeats Itself“: The Nasdaq index from 1992 to October 2008 …while technology
changes over time, human nature doesn't.
As the Nasdaq market continues to replicate the 1938 to 1942 market…What vital lesson
does knowing history tell us?
The market is human psychology on display, and history continually repeats itself.
http://www.investors.com/editorial/editorialcontent.asp?secid=1501&status=article&id=308186097284712&secure=3
Foundation for Success:
Have to Use Core Principles
Note to Self:
All successful
outcomes are based
on a projectized
environment
Asset Management
& Reporting
Resource Capacity Planning
Work Scheduling
What are the
Key Pain
Points?
Too Much Spice?
Let’s all agree that Creativity adds
Spice!
The Subtle Spice
Average Projects Exceed Budget by 90% and their
Schedules by 120%
Standish Group
50% of Projects are Delivered Over budget, 50% fail to meet
their objectives and 30% are cancelled prior to completion
Gartner 2001
Resource Utilization is 65%, with fully 35% of
resources underutilized and on unproductive tasks
Meta Group Research 2002
75% of Organizations are still using manual processes
accounting for 20% - 30% of a organizations expense,
roughly 30% of these expenses is where fraud or
unsupported activities can be found
Meta Group T&E and SOX 2004
The Dominate Spice
Manual vs. Knowledge Workers
• Manual workers obviously work primarily with their hands, bodies and muscles; they create physical
(hardware) products, operate machines and use physical tools.
• Knowledge workers primarily use their minds rather than their hands; they create non-physical
(software) products, such as ideas, data, information, reports, designs, plans; their product comes out of
their mouths or through a pen.
Russell D. Archibald: PLANNING, SCHEDULING AND CONTROLLING THE EFFORTS OF KNOWLEDGE WORKERS
Our attempts to plan and schedule the efforts of knowledge workers frequently are not
very successful. We have all heard the painful reaction of our fellow knowledge workers:
"You can't schedule creativity:"
"I don't have time to plan - I have to get some work done!"
"Too much paperwork''
"Good idea for all the others, but not for me; I'm different"
"You don't understand our problems".
Russell D. Archibald: PLANNING, SCHEDULING AND CONTROLLING THE EFFORTS OF KNOWLEDGE WORKERS
Subordinates at every level usually are eager to impress and please their
superiors and in doing so may go well beyond levels of response and
service required for effective operations
Memo: Ford Motor Company
Too much emphasis is placed on instant response to any
question, however tangential it may be.
Memo: Ford Motor Company
Key Pain Points
Lacking ROI or Strategy Alignment
Adding New Technology & Processes Every
Time
Always Deliver, but no measurable metrics?
Not Enough Resources to Cover all the Work
Poor Program & Portfolio Visibility
Duplicate Projects, Communication & Data
Limited or Lacking Time Capture and Reporting
Virtual and Mobile Workforce
High Performance
Technology?
Base ingredients and preparation
Project Lifecycle, Strategic Planning &
Project Portfolio Management
Top and Bottom Line ROI
Business Goals / Assumptions Validated
Consistent & Predictable Results
Pain Reduction when Approach is
Revised
Increased Productivity
Standards Eliminate Passive Resistance
Shorten Lifecycle to Innovate & Automate
Building Blocks for
Successful Recipe?
…Must use what is available
Key Ingredients:
Carbon and Silicon
Human
Systems
Technology
Estimated
Outcome
Processes
Organizational
Culture
CAUTION: Too Much of One Ingredient…
Human Systems: Adding the Spices
Politics
Personalities
and
Emotions
Change
Resistance
BALANCE: Dealing with the Human ‘Spice’
What are the Worst Contributors to Resistance?
Overworked & Underpaid
Not listened to or
validated
No Recognition (People
feel devalued)
Poor Planning
Constant Crunch
Lack of a voice – not
contributing to the project
Mistrust
Drudgery (being assigned
to things not passionate
about)
Lack of knowledge /
training to accomplish
task (low budgets
eliminate training)
Bi-Polar expectations
Acids and Bases: Technology Factors
Dealing with Technology:
Should Organizations Balance by Adding or Limiting?
• Servers
• Client
Processing
Operating
Systems
• Windows
• Linux
• Relational DB
• ASP
• Collaboration
User
Interface
Determine Diverse Tool Types
or the lack of them
What is the
Roadmap to
Successful
Integration?
Implement a Stable or Iterative Process
Must
Have
Use a Proven Project Management Methodology
Capture the Creativity
Advisicon Integrates EPM & Innovation using Culture,
Methodology and Technology
Advisicon EPM Solution Cycle
Capture
Identify Key
Business
Drivers
Workflow and
Enterprise
Search
Knowledge
Acquisition &
Competency
Development
Strategize
Formulate
Methodology
& Best
Practices
Work
Breakdown and
Resource
Breakdown
Structure
Technical
Attributes
Scenario and
Strategic
Alignment
Hierarchy of
Responsibility
Evaluate
Select
Qualify and
Quantify
Establishing
Criteria and
Key Indicators
Stakeholder
Management
and Executive
Sponsorship
Define
Demo Scenario:
Applying EPM in the Business
Back to Basics:
Eco-Technology
Methodology:
Mapping Strategic Importance
Getting Clear on Activities and Initiatives
Methodology:
Analyze The Portfolio of Projects
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Methodology:
Scheduling
Results at the Top and Bottom Lines
Return on Investment (ROI): Helps measure
strategic plan (metrics) by bridging strategy
with execution
Program & Portfolio Visibility
Resource Workload Forecasting
Source of Record (History, Living Record)
Helps Create Culture Change Through
Iterative and Feedback Systems
Technology:
Integrated & Common Platforms
LOB
Applications
Project Server Interface
Scheduling
Engine
Reporting
Warehouse
Timesheet
Workflows
Other Server
Objects
Needed:
If Simple
you can’t
say itthat
reports
simply,
youend
simply
help the
users
don’t
understand
it.
to understand
past
and future project
performance.
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Technology:
Reporting & Web Portal Views
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Culture:
Chef-Conductor-Champion
The Leadership Impact
Lead by Example
Committed Management / Leadership
Not by a Click of a
Button
In Summary
Leveraging Factors, Variables &
Physics
Leverage the Environment to your Favor
Help Resources understand how it helps them
Culture Change is Slow, but this will validate
measures (right or wrong)
Simple Technology over Complex
Crawl, Walk, Run
Create Accountability & Visibility
Support the Methodology & Processes with
Dashboards
Great Outcomes = Great Inputs
Knowledge Transfer
Creating a competency-based environment
Allow for managed flow of creativity
Optimization
Capture the key principles, and link them
Replicate creative workflows
Sustainability
Solve the riddle – link the past with the future
Supply and Demand
Values of EPM Realized
Quantifiable Return on Investments
Successful Schedule Delivery with the
Team Intact
Stakeholders are Pleased with the Result
Management is not Surprised
Lessons Learned get Shorter and Shorter
Active leadership through collaboration
and team consensus
Q&A
“Bringing forth new ideas and conceptions by reasoning and dialogue” -Plato
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