Are you taking full advantage of the financial management capabilities in CA PPM? Learn from two CA PPM customers—TD Bank Group and Olympus—to increase the value of your PPM investment by utilizing Financial Management. From executive financial reporting to defining cost plans, learn the value of adding financials to your projects and how to take advantage of Financial Management in your implementation. For more information on Management Cloud solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz

1. Increasing the Value of PPM with
Financial Management
Marilou Conklin, Olympus
ICT05P #CAWorld
Ilana Sprongl, TD Bank Group
ca Intellicenter

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Panel Session
IlanaSprongl
TD Bank Group
AVP, Tools and Methodology | Enterprise Office of Project Management and Enabling Services (EPMO & EES)
MarilouConklin
Olympus Corporation of the Americas
Sr. Mgr., Program Management
Medical Systems Group

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Abstract
Are you taking full advantage of the financial management capabilities in CA PPM?
This session is an opportunity to learn from two CA PPM customers, TD Bank Group and Olympus, to increase the value of your PPM investment by utilizing Financial Management. From executive financial reporting to defining cost plans, you'll learn the value of adding financials to your projects and how to take advantage of Financial Management in your implementation.
MarilouConklin
Olympus
IlanaSprongl
TD Bank Group

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Exceeds $7 Billion in annual global revenue
Is publicly traded on the Tokyo Stock Exchange
Employs more than 36,000 people worldwide

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Challenges: You want what?
Manually tracked
resource time
project costs
project budget, actualsand estimate to complete
Lack of reporting and global visibility

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CA PPM: Implementation
Out of the box functionality
Project Management
Resource Management
Time Sheets
Project Financial Management
CA Project & Portfolio Management SaaS

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CA PPM: Project Financial Visibility
Costs by Phase
Costs by Resource
Costs by Task
Financial Reports

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CA PPM: Project Financial Setup
Source: Olympus Pricing and Economic Analysis
Group
Resource class
Blended salaryhourly rate
(A)
Hourly benefit factor
(B)
Hourly overhead factor
(C)
Hourly Transfer pricing (TP) markup
(D)
Fully loaded hourly rate
(intercompany)
Fully loaded hourly rate
without TP
(intracompany)
Directors and Group Managers
Mgmt
Average Salary / Net Hours
Blended Rate* Benefit Factor %
Blended Rate* Overhead Factor %
(Blended Rate + Hourly Benefit+ Hourly Overhead) * TP %
A + B + C+ D
A + B + C
Developers, TestEngineers, System Engineers
Non-Mgmt
Average Salary / Net Hours
Blended Rate* Benefit Factor %
Blended Rate* Overhead Factor %
(Blended Rate + Hourly Benefit+ Hourly Overhead) * TP %
A + B + C+ D
A + B + C

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CA PPM: Financial Setup
Investment classes
Input type codes of billable, non billable
Rate matrix
INTERNAL LABOR per Finance
EXTERNAL LABOR per legal agreements
Non labor of hardware, software and travel

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Olympus Key Benefits and Lessons Learned
Reduced administrator assistant time; 12 days to 4 hours per month
Consistent and accurate project costs
Streamlined intercompany invoice creation and quarterly R&D reporting
Standardized project templates
Uncomplicated rate matrix
High-level project cost estimation with team roles
Detailed project cost est. using project tasks and team resources

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TD Bank Group –Company Overview
Headquartered in Toronto, Canada, with more than 85,000 employees in offices around the world
TD offers a full range of financial products and services to approximately 22 million customers worldwide
As ofJuly 31, 2014, TD had $922 billion (CAD) in assets
TD also ranks among the world’s leading online financial services firms, withmore than8.8 million online and mobile customers
Federated business environment

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Business Challenge
Growth in demand for projects with regulatory requirements, acquisitions and technology initiatives as significant drivers
0
100
200
300
400
500
600
700
800
1
2
3
4
Number of Projects

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Project Investment Lifecycle in CA PPM
Costs over the entire project investment lifecycle from fiscal plan through ongoing tail
Project Management Lifecycle
On-goingCosts
Tail
Fiscal Planning
Annual planning exercise to identify projects in line with budget
Maintenance costs, license fees, etc.
Capitalization, amortization, depreciation
Seed funding approval
Business case approval
PIR

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Understanding Project Financials
Project financials are categorized to allow costs to be analyzed in different ways
The cost categories are consistent across project accounting processes and between CA PPM and the other systems and tools
Project Financials Classified into Cost Categories
Costs vs. Benefits
One-Time vs. Ongoing
Technology vs. Business
Resource vs. Non-Resource
Cost Category Area
# of Cost Categories
One-Time Cash Costs
21
Capitalization and Amortization/Depreciation
16
Ongoing Costs
21
Benefits
7
Metrics and Summary Measures
7

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Monthly EAC Update Cycle
Actual costs updated via automated feeds and manual transaction entry
1
2
3
Legacy Timesheet Systems
Fixed Assets
Accounts Payable
Manual Transactions
Project Managers update cash view forecast
Segment Finance updates P&L forecast
4
In-year spend tracked to fiscal plan
Total project spend tracked to approved funding
CA PPM

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Change Management
Aligning to common standards and definitions
What is a "project"?
What costs should be included as part of the project?
Roles and responsibilities
EPMO, PMOs, PMs, Segment Finance, Corporate Finance
Standardizing processes across business segments
Aligning segments and PMOs to a common reporting cycle and cutoff dates

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Key Benefits
Consistent definitions, standards and reporting cycles
Single, authoritative source with a comprehensive view of all project costs across the enterprise
Improved decision making
Elimination of problems arising from inconsistent project financials being reported from different sources
Elimination of "surprises" from projects exceeding approved funding

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Future Plans
Migrate legacy timesheet systems to CA PPM
Track non-project costs (for technology groups)
Chargeback to sponsoring segments
Data rationalization
Resource demand/capacity planning
Portfolio Management

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Takeaways and Lessons Learned
Strong executive support is critical
Use a progressive approach to implementation
Ability to stand-up the capability in CA PPM does not mean adoption
Must align with the organization's capacity to change
Use out-of-the-box capabilities first
Learn how CA PPM works and adapt processes to fit
Use customized additions where needed but don't alter built-in functionality

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For More Information
To learn more about Management Cloud, please visit:
http://bit.ly/1wEnPhz
Insert appropriate screenshot and textoverlayfrom following“More Info Graphics” slide here; ensure it links to correct page
Management Cloud

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