Transcript Clarity Implementations

Trends & Tools
Results of the PSA Survey 2005
Project Performance Improvement CoP
Augustus 2005
Book: Trends in Project Performance Improvement
 Third survey into the PSA solutions market
 Previous versions published in 1999 en 2001
 The survey:
• 153 suppliers were invited (100%)
• 49 indicated they would participate
and have received the questionnaire (32%)
• 34 questionnaires were sent back (69%)
 Questionnaire of over 900 questions!
 Based on the PPI Process Reference Model
 Six chapters with trends and developments
 For each supplier a scorecard
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34 scorecards
 A scorecard per solution
 Four categories:
•
•
•
•
Internal
External
Technical
Functional
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Approach
 All answers have been analysed and used in this publication. The answers have
been processed as follows:
• Breakdown into process areas and processes based on reference model.
• Each process received weight from 1 to 3, based on the relevance of that process for
the process area as a whole.
• Each question was given a weighting from 1 to 3, based on the relevance of the
question for the process.
• A “B-answer” counted for 4 points a “C-answer” for 1 (the function is only available by
using a custom field). A “N-answer” for 0 points.
 Formula for calculating the scores.
• Answer * Question value * Process Value = Score for the question
Allocate resources
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Reservations that have been made on a role level can be replaced by an
allocation of one or more individual resource by one single action of the
resource manager.
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When replacing a role allocation, only the resources with that role are
shown in the pick list.
The resource manager can indicate the allocation of a resource on a
project in:
- the average percentage allocated for the lead-time of the project
It is possible to indicate on which specific days of the week a resource is
allocated on a specific project (for instance every Thursday and Friday of
a week).
It is possible to indicate to which allocation percentage the alloction of a
resource should be rounded up (for instance a round up of 25% indicates
that a resource can be planned in intervals of two hours ).
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B
36
3
B
36
2
C
6
B
24
N
0
2
3
3
Some detailed findings (based on average results)
 34% offer the functionality to change the start or end date of a project in the portfolio
view. So playing with scenarios (on a project level) is supported by a limited
number of solutions.
 48% offer the possibility to use scheduling parameters to determine a programme
planning.
 60% support what if planning on a project portfolio level. In 61% of the solutions a whatif planning can be compared with the original plan.
 28% supports adjusting a multi-project planning by drag-and-drop.
 >90% offer support for multiple rates per resource (cost 94%, billing 92%, internal 82%).
 54% offer support for sorting a list of suitable resources by rate.
 57% show the results per resource per selection criterion.
 57% offer the possibility for the project manager to decide the level of time capturing
(project, phase, task).
Differences show on detailed, more complex questions.
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Trends
Trends in the PPI market
Trend – Portfolio Management
 Increasing interest in project prioritization. Scenarios are used to decide
on portfolios.
• Surprisingly only 71% supports assigning a priority to a project.
• Priority is used by 48% for planning multiple projects on a programme level.
• 60% supports saving scenarios for later comparison.
 Increasing focus on formal business cases before starting a project.
• 65% support planning future cash flows
on a timescale.
 Project transparency required on an
enterprise wide level.
• Traffic light reporting is supported
(budget 74%,risk 66%, progress 88%).
• Assigning a project to more than
one programme (by a %) is supported
by 43%.
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Trend – Project based working is maturing
 Increasing focus on formal programme management methods.
 Organizations start to recognize programme management needs a
different approach from project management.
 Programme and project manager
are more and more regarded as
a role instead of a post.
 Programme Governance Offices
are positioned as line departments.
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Trend – Focus on metrics and process management
 Metrics to evaluate and manage projects and programmes become
more advanced.
• When planning a new project data from from previous projects can be reused. For
instance the roles needed (74%) and the average experience of the roles (60%).
 Organizations are looking for support to register and track PM related
KPI’s.
• KPI’s per resource can be entered in
51% of the solutions.
 Tools should support in easily
managing project processes and
procedures.
• 70% have workflow functionality.
• Only 48% offer the possibility to define a
loop in the workflow (which is quite basic).
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Trend – Cost focus
 Handling of invoices from external resources is changing to make it
cheaper.
• Reversed billing is supported by 63%.
 Outsourcing of application management of PSA solutions.
• 88% of the solutions can be used with an Application Service Provider construction.
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Scorecards
Scores of our partners
The scores of our partners
Augeo
Assistance
CRM
CRM
VWC
VWC
BDM
80%
PDM
80%
CAM
VWC
80%
CAM
HRM
0%
FAM
RAM
PIM
KDM
PDM
60%
CAM
PDM
40%
20%
HRM
0%
FAM
RAM
PIM
KDM
KDM
RAM
PIM
PEM
BDM
80%
20%
HRM
0%
FAM
PEM
VWC
40%
20%
20%
100%
BDM
60%
PDM
40%
40%
CRM
100%
BDM
60%
60%
CAM
KDM
CRM
100%
100%
Niku
Business Engine
HRM
0%
FAM
PEM
RAM
PIM
PEM
PCM
PCM
PCM
PCM
Solution score
Average score
Solution score
Average score
Solution score
Average score
Solution score
Average score
Mercury
CRM
80%
BDM
VWC
60%
PDM
80%
PDM
20%
20%
HRM
FAM
RAM
PEM
KDM
HRM
FAM
RAM
PEM
PCM
PCM
Solution score
Average score
Solution score
Average score
BDM
CAM
PDM
40%
20%
0%
PIM
80%
60%
60%
40%
0%
VWC
BDM
CAM
40%
PIM
100%
100%
CAM
KDM
CRM
CRM
100%
VWC
Tenrox
Microsoft EPM
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KDM
HRM
0%
FAM
RAM
PIM
PEM
PCM
Solution score
Average score
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USP and PoI for Assistance
Assistance
Unique Selling Points:
 Graphical OBS
 A delegate can be appointed for
timesheet approval per part of the
organisation
 100% score on administrate ledger
 Graphical GUI for creating
workflows
CRM
100%
VWC
BDM
60%
CAM
PDM
40%
20%
KDM
Points for Improvement:
 No calendars
 No role hierarchy
 A project manager cannot execute
what if analysis
 It is not possible to drag and drop a
project in a general (overall)
planning
 No full text search on documents.
80%
HRM
0%
FAM
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RAM
PIM
PEM
PCM
Solution score
Average score
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USP and PoI for Augeo
Augeo
Unique Selling Points:
 Adjust portfolio planning by drag &
drop
 Graphical OBS
CRM
100%
VWC
80%
BDM
60%
CAM
PDM
40%
Points for Improvement:
 No internal cost rate for a resource
 Changes in a generic calendar do
not effect a resources calendar
 No Gantt Chart available via webaccess.
 VWC and FAM
20%
KDM
HRM
0%
FAM
RAM
PIM
PEM
PCM
Solution score
Average score
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USP and PoI for BEN
Business Engine
Unique Selling Points:
 Graphical OBS
 A delegate can be appointed for
timesheet approval per part of the
organisation
 100% score on administrate ledger
CRM
100%
VWC
80%
BDM
60%
CAM
PDM
40%
20%
Points for Improvement:




No CRM
No KPI’s on resource level
No role hierarchy
No full text search on documents.
KDM
HRM
0%
FAM
RAM
PIM
PEM
PCM
Solution score
Average score
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USP and PoI for Clarity
Niku
Unique Selling Points:
 Adjust portfolio planning by drag &
drop
 A matching percentage per criterion
 A delegate can be appointed for
timesheet approval per part of the
organisation
CRM
100%
VWC
BDM
60%
CAM
PDM
40%
20%
KDM
Points for Improvement:
 Limited number of project priorities
 The project manager cannot
determine the level for time
capturing (project, phase, task)
 A document has to be saved
multiple times in database to link it
to more than one object.
80%
HRM
0%
FAM
RAM
PIM
PEM
PCM
Solution score
Average score
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USP and PoI for Mercury ITG
Mercury
Unique Selling Points:
 A matching percentage per criterion
 100% score on (fixed) asset
management
 Graphical GUI for creating
workflows
CRM
100%
VWC
80%
BDM
60%
CAM
PDM
40%
20%
KDM
Points for Improvement:
 No effective date for a rate change.
 It is not possible to request a certain
level of expertise.
HRM
0%
FAM
RAM
PIM
PEM
PCM
Solution score
Average score
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USP and PoI for Microsoft EPM
Unique Selling Points:
Microsoft EPM
 Document can be added by drag &
drop.
CRM
100%
Points for Improvement:






VWC
No rate per client, no billing rate
No programme level
No ideas
No support for Adapt Portfolio
No end date for a resource
Project ID’s cannot be generated
automatically
 A project cannot be set to the state
closed.
 It is not possible to drag and drop a
project in a general (overall)
planning.
80%
BDM
60%
CAM
PDM
40%
20%
KDM
HRM
0%
FAM
RAM
PIM
PEM
PCM
Solution score
Average score
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USP and PoI for Tenrox
Unique Selling Points:
Tenrox
 Adjust portfolio planning by drag &
drop
 Rate of a resource can be used as a
matching criterion
 Document can be added by drag &
drop.
 Graphical GUI for creating
workflows
CRM
100%
VWC
80%
BDM
60%
CAM
PDM
40%
20%
KDM
HRM
0%
Points for Improvement:
FAM
 FAM
RAM
PIM
PEM
PCM
Tenrox answered the questionnaire combined
with the possibilities Microsoft EPM offers.
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Solution score
Average score
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At 50% of your customers the system is implemented by:
- yourself (the supplier or reseller of the system)
- the client themselves
- an implementation partner
- an independent service provider
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Who implements?
73,5%
17,6%
50,0%
2,9%
Luckily most of our partners work for 50% or more of their
implementations with an implementation partner.
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Purpose of the survey and the book
 Collect and update data about the functional coverage of PSA solutions.
Useful for acquisition and selection projects.
 Propagate our thought leadership
To be used in maintaining relations and create new opportunities.
Erwin Dunnink
Project Performance Improvement
Capgemini Nederland B.V.
P.O. Box 2575
3500 GN Utrecht
Mobile + 31 6 1503 0434
[email protected]
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