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Zone A 10.00 Paul Major Program Framework

Zone A 10.00 Paul Major Program Framework






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  • To develop a global system Assemble the team (Global) Collate lessons learnt from other enterprise deployments Accept the consensus 4 planners in a room , will not build the same schedule, and the dominant individual is not always right
  • People say its too complex to build a single global system, People say they are harder to maintain People say are slower The Advantages, out weigh the disadvantages
  • Explain the scope and scale of the project To build an effective system you must clearly understand the magnitude of the scope DON’T UNDER ESTIMATE THE COMPLEXITIES / OR OVER ESTIMATE YOUR CAPABILITIES It is easier to par a system back than increase it
  • How do you maintain a global database, when the company never sleeps work on two windows, One is a Sunday to Friday Window (Saturday appears to be a global day off) The other is a Single Weekend Window for Key maintenance and large data transfers Each company needs to find an optimum Time for Key Maintenance ours is 8pm Friday Night Chicago Time until 8pm Saturday Night . It means the system is ready when the middle east starts Sunday Morning.
  • Evaluate the global network for performance inc load testing You must remember your peek loads will not be realised until the system has been operational for at least a year Test the system in every part of the world Carry out CBA on cold spots is it worth the investment for the order books in that part of the work Remember the 80/20 rule , Satisfy min 80% of the global business,
  • Select the key component applications to suit your business Develop a storage capacity Most PPM software can calculate cost or Revenue (Not both) Evaluate the software on the market and choose the the package Once we have all the data we need to be able to analyse it , there are several analysis packages but the two market leaders are Oracle BI and Business Objects. The final part of the Jigsaw is a global viewing tool , this will take the data from all sources and project the information to as many individuals as you consider necessary
  • Its no use having a state of the art system without having any one to fly it So you need to evaluate where you want to be at the end of the process and what level of personnel you will need, You must take into consideration the size of the company around the world and each areas growth prospects
  • To recruit this number of people to manage a global system you need to have a defined strategy The logistics of the labour market are different in each country so set out specific country plans Have a development plan for individuals and ensure the company maintains the intellectual property by having a high staff core (Pay the Salaries needed to attract the right individuals) Grow your own team, in your methodologies and techniques
  • Develop an effective support network Develop a regional training plan with either internal trainers or set up framework contracts with training organisations in the regions If you choose internal ,don’t assume you can develop training organically, Questions could be needed Look at ways to peek lop or have emergency cover due to localised shortfalls, one of the ways could be to create one or two offshore centres. These also help to reduce strains by overheating resource markets Use share screen technologies, web cams, and conferencing facilities, If your Project Controller is 5 mile away , they could then be 5000 miles away .
  • Project Control Utilisation 86% British Resources transferred to US British Resources transferred to AP 90% staff and 5% churn on labour
  • Highlight the company benefits This is now just a bigger team Remember Consistency brings Predictability Agreed focus areas tying strategy and operational tactics Transferring techniques to global core On a global basis, When a person has a good idea in New Zealand you need to know that in Edinburgh. This works like the planning planet forum, share the knowledge around your system Global savings and improvements due to interactive shared platforms
  • It is imperative that individuals learn to work in a constrained and controlled environment The old adage” MY PROJECT IS DIFFERENT” is just an excuse , be ruthless in the implementation of the constrained environment.
  • The interfaces between the Primary systems are critical Try to ensure you data is held or updated at one source (The Donor) Transfer your data to the other source (The recipient)
  • Resources and Currencies are critical in global systems In the past, some of the larger companies worked in a single currency (Dollars), with complex hedging processes The current thought is to work the currency in the country of origin , i.e. you could have multiple currencies so the system has to accommodate this There are a few flaws around PPM software and currencies, Data warehouses correct these problems but mean to look at the cost data globally you must not view it through the PPM but a portal
  • Don’t Rush To bring the globe up to the same standard will not be a quick process The team has to reach a level of maturity before it can adopt complex tools globally Agree the success criteria before you start, and manage the expectations of the stakeholders effectively or you ideas will finish upon the too hard box The rewards for a single global system are enormous, For Global Clients to see there capital programmes around the world For the Consultant / Contractor , it gives the capability to work globally with larger clients
  • Slide Objectives: Graphically depicts that the more structure a deployment then the better chance of success and less risk. Example if just the tool is installed pretty slim chance of have the desired result. But by developing processes, having an iterative approach, and with follow on support, chances of success are high.

Zone A 10.00 Paul Major Program Framework Zone A 10.00 Paul Major Program Framework Presentation Transcript

  • Zone A
    • 10.00 Paul Major Program Framework
    • 11.15 Christopher Worsley CITI Group
    • 12.15 Adrian Dooley The Projects Group Ltd
    • 1.30 Steve Tanner CA
    • 2.30 Paul Taylor MWH
  • Paul Taylor Manager Of Project Controls EMEA Europe, Middle East, Africa. GLOBAL PROJECT MANAGEMENT “THE WAY AHEAD” By using a Proven Approach. MWH will Demonstrate Global Project Management, Is Achievable with the right People and Processes and Systems
  • Globalisation – The Way Forward United Kingdom Sydney Los Angeles Hong Kong Venezuela Houston The wealth of experience globally in the use of enterprise environments is allowing companies to channel techniques and lessons learnt to allow a new generation of global project management and control .
  • Globalisation – Business requirements
  • Globalisation – Systems
    • Why a single system ?
    • What size of system do you need ?
    • How do you construct the network ?
    • What software should you use?
    • How are you going to deploy the systems ?
    • How are you going to
    • support the systems?
  • One Point of Configuration Management One Citrix Environment To Maintain One Failover environment to maintain Built In centralised Reporting Globalisation – Why a Single Global System Single Global System One Integration Point with Financial System One Source Of Truth
  • Globalisation – Systems (Scale Of Requirements) Programme and Project Management Companies have built large scale Integrated Programmes around the world All companies have similar requirements, the scale is the only differentiator The key issue facing many of us is now how we can build Global Integrated Systems One Source Of Truth MWH Example $1.5 Billion Workload 7,000 Employees 10,000 Projects 1,200 Clients 35 Countries 170 Offices 1,100 Users
  • Globalisation – Systems (Capacity Planning) Global systems work 24/7
  • Globalisation – Systems (Hardware) New Zealand Brisbane Pune United Kingdom Global system failover location Global Primavera & Citrix Servers NETWORK IMPROVEMENT AREAS PILOT TEST LOCATIONS São Pãolo Santiago Lima Panama Sydney Manila Melbourne Dubai Buenos Aires United States Taiwan China Singapore Milan Mumbai Select locations globally to pilot Identify network cold spots and rectify
  • Globalisation – Systems (Software Build Sequence) Ensure success at each stage Revenue Tool Selection Eg Ecosys Financials Business Analysis Tool . Eg Oracle™Business Intelligence User Interface. E.g. Oracle™Application Express Data Warehouse Component Applications. E.g . Schedule Cost & Resource Global Dashboards 1) Select the Input applications 2) Build Data storage Revenue 3)Revenue Calculation tool 4) Select Data Analysis tool Analysis and Reporting 5) Build Global Viewing Capability
  • Globalisation – Systems (Typical Software Configuration) Release 1 Release 2 Release 3 P6 Web Application Project Managers P6 Full Client Project Control Specialists Primavera FINANCE SYSTEM HR & Financial Data TIMESHEET SYSTEM Deltek Web Interface e.g. SharePoint, Oracle App Express Citrix Web Web Access Only Line Managers, Team Members Data Warehouse Report Writer
  • Globalisation – People
    • How many people do you need ?
    • How are you going to locate the individuals ?
    • How are you going to train the individuals ?
    • How are you going to support new areas ?
    • How does it benefit the staff ?
  • Globalisation – People (Requirements) Year2 Year 0 Global Growth Requirements To deploy manage and maintain a global project control system, global staff requirements have to be evaluated Work out growth requirements demographically This includes Global Recruitment External Support & Global Development & Training
  • Globalisation – People (Recruitment) Agency Framework Agreements Technician Recruitment & Development Programme Commercial Graduate Programme inc PM and PC Offshore Facility and Remote Systems Set Up Develop Alliance Contracts Senior Core Recruitment Seniors 50% Alliances 10% Off Shore 10% Graduates 5% Technicians 10% Agency 15% Develop a core resource strategy to suit regional capabilities
  • Globalisation – People (Training And Support) Manila China [7 offices] Surabaya Singapore Pune Sydney New Zealand [26 offices] Brisbane Melbourne Ankara Brussels Dubai Milan United Kingdom [10 offices] Bucharest Cairo Amman Mumbai Sofia United States [70 offices] Santiago Lima Panama Santo Domingo Curitiba São Pãolo Guyana Buenos Aires Amsterdam Toronto Taiwan Regional Training Operation in Asia Pacific Regional Training Operation in EMEA Consider possible purchase of companies to ensure success Consider enhancing capacity using remote facilities Regional Training Operation in Americas
  • Increased Global Opportunities for Staff Globalisation – People (Overall Benefits) Standardised Global Training and Working Practices Increasing Profitability through higher Standards Of Management Project Management and Control Increased Staff Utilisation On Projects Improvement Globally of Standard of Project management Overall Reduction In Staff Movement
  • Globalisation – Knowledge Management and Training
    • Why should we develop global techniques and business processes ?
    • Who is responsible for the business processes ?
    • How do we make the business processes available to our staff?
    • Consistency
    • Stakeholder Consensus
    • Standardisation
    • Business Patterns
    • Business Risk
    • Workflow
    • Organisational Learning
    • Quicker delivery (reduced resource)
    • Standardised methodologies
    • Improved Decision-making
    • Acceleration from synergy
    Globalisation – Knowledge Management and Training
  • Local Regional Global Regional Local
    • Innovation occurs at all levels
    • Agreed focus areas tying strategy and operational tactics
    • Transferring techniques to global core
    • Global savings and improvements due to interactive shared platforms
    Globalisation – Knowledge Management and Training
  • Globalisation – Knowledge Management and Training Ensuring individuals can work in the same methodology is critical Global Project Control processes have to be developed and maintained. A key source of help can be obtained from Global Project Management associations and institutions A Global training programme to bring a company’s Project Control community up to the same standard is critical
  • Globalisation – Knowledge Management and Training The business procedures need to be accessible through out the world, The internet /Intranet allows this Delivery processes around the world have to be standardised to develop a consistent approach and methodology. ENFORCEMENT OF PROCESSES IS KEY Templates and Standard Operating Procedures
  • Globalisation – Processes
    • Who How should the structures look?
    • Where is the data stored?
    • How do the interfaces work ?
    • The Enterprise Project Structure (EPS) is aligned with the Corporate hierarchy in the Finance System
    Globalisation – Processes (Enterprise Project Structure) Responsible Manager is usually the BU Leader of the EPS node for the Project. COMPANY OPERATION COUNTRY BUSINESS UNIT PROJECT
  • Typical Global Resource Directory Structure Globalisation – Processes (Resource Structure) COUNTRY DISCIPLINES Specialty Code Career Level Business Unit Staff NAMED RESOURCES NON-LABOUR (material) COMPANY OPERATION Americas, A-P, EMEAI Subcontracts Other Direct Costs Inter-Company Agreements
  • Globalisation – Processes (Project Structures) Project level learning PURSUIT PLANNING IMPLEMENTATION CLOSE OUT Implementation DESIGN CONSTRUCTION COMMISSION Standard methodology in controlling Activity Level Information Activities hold budget and remaining cost and resource WBS Activities hold Actual Cost and Resources Data Date Develop Environment Constraints on how the Projects are set out Fixed Level WBS and Control Gates Variable WBS
  • Globalisation – Processes (Interfaces) WBS Activity Posting Resource Actual Hrs Resource Actual Cost Actual Expense Items Actual Costs Labour Hours Labour Costs Expense Costs DATA WAREHOUSE Activity Codes and UDFs Posting Code UDF Cost Accounts Project Codes Finance Project Codes linked to P6 Secure Codes Resource Pool Posting Discipline Resources Named Individuals PRIMAVERA P6 Cost Accounts Cost Accounts and General Ledger codes Project Codes Financial System Attributes for All Projects Timesheet Database Named Resources and rates for timesheets FINANCIAL SYSTEMS
  • Globalisation - Processes The EPS Structure mirrors the Global Financial Structure Costs and resources are posted to the WBS summary activities , The Finance Cost code and an identifier are added to the activity codes To Control Currencies Effectively , Country Boundaries have to be Built in both the EPS and RBS Structures The Resource Pool is Automatically Populated from the Employee database on a Weekly Basis as Personnel Change Escalation / Inflation is Calculated at the Country Boundary
  • Globalisation – Processes (Analysis and Reporting) Standard reporting ensures all areas are measured on a consistent basis All projects through-out the world to be measured on same criteria Global Standard of Analysis and Reporting, Both internal and External Facing is essential to developing consistency
    • How should we develop and deploy global tools ?
    • What should be in the each deployment stage ?
    • How should the stage be deployed?
    Globalisation – Controlled Development
  • Globalisation – Controlled Development R1 SCHEDULE R2 COST AND RESOURCE R3 REVENUE R4 WORKFLOW MONTH 18 MONTH 12 MONTH 6 MONTH 24 To ensure success it is imperative that a phased deployment is adopted. This is due to the level of global complexity that has to be introduced. This allows the less advanced areas to develop their skill sets.
  • Globalisation – Controlled Development Financial Management Resource-Loaded Schedules Cost loaded Schedules Actuals Interface RELEASE 2 COST AND RESOURCE Revenue Management Portal Reporting RELEASE 3 REVENUE Full PM Portal Automated Workflow Change Management RELEASE 4 WORKFLOW Project Planning / Scheduling Change Tracking RELEASE 1 SCHEDULE
  • Globalisation – Controlled Development Success Achieve Desired Results Risk Structured Approach Develop Processes Configure Tool Train Users Iterative Deployment Support / Improvement
  • By Using a Proven Approach MWH have demonstrated that with the Right People, Processes & Systems. GLOBAL PROJECT MANAGEMENT IS ACHIEVABLE