Motorola Advaced Project Portfolio Management
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Motorola Advaced Project Portfolio Management

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Motorola Advaced Project Portfolio Management Motorola Advaced Project Portfolio Management Presentation Transcript

  • Advanced ProjectPortfolio Management
  • PAGE 2AGENDAHISTORYPM PROCESS 1.0 – 2.0+PROJECT MANAGEMENTPROGRAM MANAGEMENTRESOURCE MANAGEMENTRISK MANAGEMENT
  • PAGE 3It’s all me – I love data …Bachelor of Business in Quantitative and InformationalSystems• It was NOT …- Computer Science- Computer Programming- Information Technology• Beginning of a focus on information- Early ‘Relational’ Databases (ISAM VSAM)- Integrated Storage Devices- Personal ComputersMasters of Information Systems (MIS)
  • PAGE 4… and Project Management!Certified Project Management Professional (PMP)• Project Management Institute founded in 1969- Project Management as a Core Competency- Provided a basic process- Created a minimum standard of practice• Based on the Project Management Book of Knowledge(PMBOK) – ANSI standard – 5th edition- 5 Process Groups– Initiate, Plan, Execute, Monitor/Control, Close- 8 (now 9) Knowledge Areas– Integration, Scope, Time, Cost, Quality, Resources,Communication, Risk, Procurement- Matrixed with 42 processes
  • PAGE 5PMBOK MatrixINITIATING PLANNING EXECUTINGMONITORING &CONTROLLINGCLOSINGIntegration Management Develop Project Charter Develop Project Mgt PlanDirect & Manage ProjectExecutionMonitor & Control Project Work Close Project or PhasePerform Integrated ChangeControlScope Management Collect Requirements Verify ScopeDefine Scope Control ScopeCreate Work BreakdownStructureTime Management Define Activities Control ScheduleSequence ActivitiesEstimate Activity ResourcesEstimate Activity DurationsDevelop ScheduleCost Management Estimate Costs Control CostsDetermine BudgetQuality Management Plan Quality Perform Quality Assurance Perform Quality ControlHuman ResourceManagementDevelop Human Resource Plan Acquire Project TeamDevelop Project TeamManage Project TeamCommunicationsManagementIdentify Stakeholders Plan Communications Distribute Information Report PerformanceManage Stakeholder ExpectationsRisk Management Plan Risk Management Monitor & Control RisksIdentify RisksPerform Qualitative Risk AnalysisPerform Quantitative RiskAnalysisPlan Risk ResponsesProcurement Management Plan Procurements Conduct Procurements Administer Procurements Close Procurements
  • PAGE 6What is a project?According to the PMBOK• A project is a temporary endeavor with a definedbeginning and end undertaken to meet unique goals andobjectives (usually with limited resources).• Project management is the application of knowledge,skills, and techniques to execute projects effectively andefficiently.• Program management is the ability to coordinatemultiple projects-AND-• provides strategic competency for enabling anorganization to tie project results to business goals.
  • PAGE 7And ….It is also the source of lots of data!• Incorporates many of the business goals of the company• Identifies critical or constrained resources• Provides our main source of revenue• Tells us where we have been• Shows us where we are going (at least in the near future)
  • PAGE 8In the beginning, ProjectManagement was ‘easy’How much have we spent? (Cost)• Financial informationWhen is it going to be done? (Schedule)• Scheduling informationWhat still needs to be done? (Estimate-to-Complete)• Staffing• Material‘Only ‘ 3 pieces of information
  • PAGE 9All you needed was a PM ‘tool’PM Tools were good and continue to improve• Fairly complex scheduling algorithms• Can schedule multiple types of resources• Can create a baseline• Can do some limited forecasting of resourcesLimitations• Difficult to combine or compare projects• No ‘true’ cost information• Require constant manipulation to maintain ‘reality’• They don’t act independently 
  • PAGE 10First, we had to focus on ‘us’(ATD PM Process 1.0)Defined our Project Lifecycle• Created a project plan template- Phases based on Control Gates- WBS (tasks) based on functional groups- Could be tailored for specific projects• Identified our resources- Determined main functional areas• Documented our Project Management ‘Methodology’• Started upgrading our PM tools• Every project had to have a project planInformation cycle was based on Weekly/Monthly Input
  • ATD PM System OverviewPROPOSALBUDGET toACTUALSTAFFING24 monthsROLLUPREPORTDirect ExpenseCONTRACTPERProposal EstimateRationaleBaselineMICROSOFTPROJECTFILEAutomaticMicrosoft AccessManualFINANCETIME CHARGESSTAFFINGCirca 2001
  • PAGE 12ATD PM Process 1.0 (cont)Definite focus was still on a single project• Wrote macros to reduce many manual processes• Identified major functional user groups- Inclusion of other process initiatives into the project template• Included proposal generation in our lifecycleBut things change … as they should• All companies must grow• Products have a given lifecycle• Business environments change• Customer needs change
  • PAGE 13ATD PM Process 1.5ishNew questions at the ‘program’ level• What should we be working on or NOT working on?Create department priorities• Need some way to define or measureResource Slider (capacity planning)• Focused on staffing (headcount/function)- Utilized our current resource information- Added some ‘what-if’ functionalityCould answer most questions – but took awhile …
  • PAGE 14ATD PM Process 2.0New PM tool (Innovator!)• More easily integrated into the information flow• ‘Share the wealth’ approach for updating plans• Ability to grow/expand with a common interface (i.e. –inclusion of work flows, Helpdesk tickets)The Innovator ‘story’• ‘Live’ in January 2008• Imported 80+ active project• October 2012 created our 500th project• January 2013 added Contracts• March 2013 – first major upgrade – 9.3 SP1
  • ATD PM System OverviewTodayQueryPROPOSALSTAFFING24 monthsNew ProjectsDirect ExpenseWeekly Project ChargesCONTRACTROMTemplateBaselineMICROSOFTPROJECTFILEAutomaticMicrosoft AccessManualINNOVATORTIME REPORTSTAFFINGFINANCEActualCostsETCsRESOURCESLIDERQueryOn-Time Delivery?Project FinishDateAnalysisProject copies
  • PAGE 16At the Project Level …Still a question of Cost, Schedule, Resources• More timely view (nightly sync or ad hoc updates)• Access to subordinate details in other systems
  • How am I doing on Cost?• Nightly syncPAGE 17At the Project Level …BudgetFundingBurn RateCostVariance
  • PAGE 18At the Project Level …How am I doing on Cost? Statistically speaking …
  • PAGE 19At the Project Level …How am I doing on Cost? Spend Rate
  • PAGE 20At the Project Level …How am I doing on Cost? Procurement activity
  • PAGE 21At the Project Level …How am I doing on Cost? A/P Activity…
  • PAGE 22At the Project Level …How am I doing on Cost? Labor Reportingmm/dd/yy 258000 AA 258001 A Someone SomeRate x.x xxx.xx xxx.xx xxx.xx
  • PAGE 23At the Project Level …How am I doing on Schedule?• Daily – based on updates to the ETCs by resources• Weekly – Schedule Forward philosophy
  • PAGE 24At the Project Level …What do I need to finish?• Resources – updated by Project Lead or Team Member• Material – ‘set and forget’ with periodic review
  • PAGE 25At the Project Level …Who is scheduled? (Estimate-to-Complete)
  • Plan SDassigned charge_num suffix activity_nameApr-13May-13Jun-13Sep-13GrandTotalAndy 258002 AFELHW A_F Electrical, FPGA, RF 2.0 2.0DFELHW DF Electrical, FPGA, RF 2.0 2.0IHELHW I_H Electrical, FPGA, RF 2.0 2.0RRELHW R Electrical, FPGA, RF 2.0 2.0Andy Total 8.0 8.0ASMBLR1-PA- 258002 AFBLDHW A_F Build 1.0 1.0DFBLDHW DF Build 16.0 24.0 40.0IHBLDHW I_H Build 0.2 1.6 0.2 2.0RRBLDHW R Build 1.0 1.0ASMBLR1-PA-Total 18.2 25.6 0.2 44.0Chris 258002 AFELHW A_F Electrical, FPGA, RF 2.0 2.0DFELHW DF Electrical, FPGA, RF 2.0 2.0PAGE 26At the Project Level …How are they scheduled? (Estimate-to-Complete)Tony 258000 BLDBK Build Book 1.6 2.4 4.0258001 AFSUPSW A_F Support 1.0 1.0IHSUPSW I_H Support 0.5 4.8 0.7 6.0258002 AFBLDHW A_F Build 1.0 1.0IHBLDHW I_H Build 0.2 1.6 0.2 2.0RRBLDHW R Build 1.0 1.0SPRKT Sp Sl Build 5.7 14.3 20.0Tony Total 11.0 23.1 1.0 35.0Grand Total 75.1 162.9 30.0 4.0 272.0
  • PAGE 27At the Project Lead Level …How well am I doing at … Maintaining a schedule• All projects are baselined on import• Project Finish Date Analysis identifies changesProjNumPriority Proj Name CCCTechLead PMProdOrDevContractStartContractEnd Baseline EndFEB MEFinishMAR MEFinishMonthsSlippedfromFEB toMARMonthsScheduledPastBaselineEndMonthsScheduledPastContractEndFcstdSched toBaseline258000 4 WBS AA GW KP DK D 12/19/2012 7/21/2013 7/21/2013 8/19/2013 10/28/2013 2 3 3 46%258010 4 WBS B GW KP DK D 3/15/2013 6/14/2013 6/14/2013 5/15/13 6/15/13 1 0 0 1%258020 4 WBS C GW KW DK D 3/11/2013 6/10/2013 6/10/2013 6/15/13 7/5/13 1 1 1 27%258030 4 WBS AB GW KP DK D 3/15/2013 6/14/2013 6/14/2013 10/15/2013 9/10/2013 -1 3 3 97%
  • PAGE 28At the Project Lead Level …How well am I doing at … Planning my resources• Month-end snapshots of ETCs
  • PAGE 29What About the Program?Any of the reports can be run on multiple project plans• Same Contract• Same Customer• Same Product
  • PAGE 30What About the Program?For RYG information, we use the Programs directory
  • PAGE 31What is ‘Project’ data?Your projects may represent …• Customer activity- Trend analysis – resource needs- Risk analysis – funding (or revenue)• Product development activity- Development vs Production• Staffing levels and/or needs- Business unit level- Function level• ‘Sales’ or revenue activity- My people ARE my sales – the more they are scheduled …As a whole they represent much more than a project
  • QueryPROPOSALSTAFFING24 monthsNew ProjectsDirect ExpenseWeekly Project ChargesCONTRACTROMTemplateBaselineMICROSOFTPROJECTFILEAutomaticMicrosoft AccessManualINNOVATORTIME REPORTSTAFFINGFINANCEActualCostsETCsRESOURCESLIDERQueryOn-Time Delivery?Project FinishDateAnalysisProject copiesPAGE 32How can I get to it?There are many ways to get to the data• ‘Push’ - Stored procedure (Action)• ‘Pull’ - ODBC connection- Microsoft Access
  • PAGE 33How can I get to it?Don’t forget about Excel …• Useful for quick reporting/graphing• Excellent tool for determining requirements
  • Resource Management‘Resource Slider’• Excel-based tool developed in 2005- Allows simple ‘what-if’ flexibility by ‘sliding’ projects- Presents data by– Resource function» Named vs Generic» Capacity based on 12-month rolling average– Business Unit– Customer– Project state» Current project work» Pending contract work» ‘Future’ Work
  • Resource Slider – example – All Projects ViewResource Management (cont)‘Future’OverheadCustomer‘Slide’
  • Resource Slider – example – Function Rollup viewResource Management (cont)
  • Resource Slider – example – Function Detail ViewResource Management (cont)
  • Resource Management (cont)Staffing Reports• Access Database used for more ‘static’ reporting- Reports data by– Resource function» Named vs Generic» Capacity based on 12-month rolling average– Resource ***– Project– Project Lead– Business Unit
  • Resource Management (cont)Staffing Reports – ExamplesOverall Function Need(in terms of headcount)Individual Loading (with individual capacity)Dan PM.
  • Resource Management (cont)Staffing Reports – ExamplesTotal by Project by MonthTotal Department by Month
  • Risk ManagementShort Funding - example• Using a Program with ‘Smart’ Members
  • Risk ManagementRemaining Funding - example• Using a defined Report within another query tool
  • Risk ManagementSpecial risk assessment – IP, Contract Issues, Etc.• Using a Program with set Project members
  • PAGE 44Where will ProjectManagement Take You?MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLCand are used under license. All other trademarks are the property of their respective owners. © 2010 Motorola, Inc. All rights reserved.
  • THANK YOU…MOTOROLA, MOTO, MOTOROLA SOLUTIONS and the Stylized M Logo are trademarks or registered trademarks of Motorola Trademark Holdings, LLCand are used under license. All other trademarks are the property of their respective owners. © 2010 Motorola, Inc. All rights reserved.