Project tracking and metrics on share point

Project Tracking & Metrics on SharePoint

Liz Gardipee & Kathleen Ruggeri
May 2012

Copyright © 2012 Rockwell Automation, Inc. All rights reserved.

Rockwell Automation at a Glance
 Fiscal 2011 sales:
approximately $6 billion

 Employees: about 21,000

 Serving customers in Leading global provider of
80+ countries industrial power, control,
and information solutions
 World headquarters:
Milwaukee, Wisconsin, USA

 Trading symbol: ROK

Copyright © 2011 Rockwell Automation, Inc. All rights reserved. Copyright © 2012 Rockwell Automation, Inc. All rights reserved.

Tech Comm at Rockwell Automation

Information Development & Publishing

 Shared service in the U.S. • Staff
• 30 employees
 Primary locations • 4 contractors
 Cleveland, Ohio • Roles
 Milwaukee and Mequon, Wisconsin – Information Architect
– Information Developer
 Other locations – Editor
 Chelmsford, MA
– Manager
 Eden Prairie, MN
 Shirley, NY
 Singapore
Copyright © 2012 Rockwell Automation, Inc. All rights reserved. 3

Agenda

Where We Started

Our Project List and Time Tracking Tool

What You Can Do with the Data

Challenges & Tips for Getting Started

Where We Are Now/Results


Where We Started - 2008

We needed a single place for accurate, up-to-date project information
that multiple people could access at the same time.

 We struggled with
 Multiple spreadsheets from different groups and locations
 Frantic assembling of non-standard information into a group-wide
report to management
 Repeating this process each time workload or finance information
was needed
 Metrics that had to be calculated by hand
 Not having metrics for all groups
 Too many methods for individual status tracking
 No central location to keep data


Our Project List and Time Tracking Tool

 SharePoint – created using WSS2 (Windows SharePoint Services)

 Formed a team and undertook a project with these goals
 Provide a central location for all planning and reporting data
 Allow for flexibility in reporting for business units/finance
 Enable simultaneous access to multiple users
 Ensure data consistency (pull-down menus, radio buttons)
 Track work for all roles (Architect, Developer, Editor)
 Use only standard SharePoint functionality, no customization


First Step: Principles of Project Tracking
 Project data is not polished
 Simply recording facts

 Project data is used as neutral data
 Not for rating people on productivity

 Project data belongs to everyone at Rockwell Automation
 Reflects work being done for the company


How It Works
 Manager typically creates the record
 Planned/unplanned work
 Typically enter projects with completions at least 18 mo to 3 yrs out

 Each person has own record for their portion of a project
 Architect record shows up-front planning/research time
 Developer record tracks content development
 Editor records show level of edit and editing hours
 Post-production tasks also can be represented

 Manager reviews records often
 Status info on current projects; workload balancing/new assignments
 Data integrity/cleansing

 Quarterly reports to business unit finance department

Creating/Editing a Record

 Can be done by the manager or the contributor
 User-friendly data entry screen with pull-down menus, radio buttons,
pop-up calendars, and instructions on what to enter in each field
 Work on one record at a time


What Our Tool Looks Like

 The Project List and Time Tracking Tool is a customized SharePoint list
 SharePoint lists behave much like Excel spreadsheets
Columns

Headings

Rows

Cells


Tracking Types of Work - Roles

 Architect, Developer, Editor
 Project Leader, Team Member
 Production, Translation Support

Multiple roles
for a
publication.


How We Manage over 40 Pieces of
Metadata in Each Record

 SharePoint lets you create multiple views of the same list
 Views enable filtering, grouping, and sorting of a subset of metadata
 Only display the columns you want to see (or want others to see)
 Views can be personal or public

Use the Launch View
menu to choose the
view you want.


Example View –
Metadata for Language Translations

 Records are filtered to show Role = Translation Support

 Only the 10 fields we are interested in are displayed


Quarterly Report of Actuals

 Submitted to business units and finance department
Sample Data
Business Structure Cost of Work Completed Trans. PO Amount (USD)
Business Segment A $41,193 $226,804
Business Group A1 $34,155 $176,161
Controllers $15,801 $89,667
• Reporting structure is
1427.2.4 $2,001 $29,274
coded for our finance 2102.1.4 $12,213 $55,000
department. 2163.1.4 $1,587 $5,392
Process $414 $18,333
• Costs are reported 2144.1.4 $414 $18,333
by Project Number Touchscreens $17,940 $68,161
each quarter. 2029.1.4 $4,485 $7,768
2124.1.4 $13,455 $60,393
• Business units pay Business Group A2 $7,038 $50,643
back to our cost Motion Control $7,038 $50,643
center. 2017.2.4 $6,383 $41,463
2078.2.4 $518 $3,531
• Allows variable 998.2.4 $138 $5,650
staffing to meet their Business Segment B $2,208 $45,197
demand. Business Group B1 $2,208 $45,197
Drives $2,208 $45,197
705.2.4 $2,208 $45,197
Grand Total $43,401 $272,001


What You Can Do with the Data: Reports
 Metrics–baseline numbers for estimating future work
 Tables showing hours/publication type, average durations, etc.
 Metrics for Architects, Developers, and Editors
 Future Workload–managing workload
 Snapshot of a contributor’s project list and graph of future workload
 Good tool for employee-manager meetings
 Future Costs
 Labor
 Translations
 Trends–year-to-year changes to use in making a business case
 Graphs showing amount of work for different business areas
 Identify growth areas–where we need to build expertise
 Identify areas in decline–where people should move to new things


Metrics Reports

 Metrics based on past projects are used to estimate future projects
Average of Actual Hours to Date New or Revision
Business Unit Deliverable Type New Revision
Controllers UM 275 103
Drives UM 114 58
Industrial Components UM 75 32
Motion Control UM 395 117
Touchscreens UM 203 60

 You can pick a single number to estimate a publication—no calculating
based on page count!


Providing Estimates
Labor metrics and translation estimates are used to create the estimate summary
for the project.
 One-page summary

 Includes notes and assumptions
related to the project

 Items on this estimate
summary are added to our
project list for scheduling

 Engineering uses this estimate
for their project budget


Future Workload Report

 Tool to evaluate resource loading Projects by Month for John Smith
2012-04
Remaining Hours
106

 Target 130 hrs/mo Servo Drives User Manual
2012-05
106
200
 75% loading Toolkit Quick Start
2012-06
200
100
Motion Control Selection Guide 100

 Enables meaningful
2012-09 157
Cost Reduction Project 157

workload conversations
Grand Total 694

 Some of the May work
John Smith’s Future Workload
can be started in April 250
 Might need to negotiate 200
a later release date
Assigned Work

for the item due in May
150

 Can add additional work
100

for July and August 50

0
2012-04 2012-05 2012-06 2012-09
Total 106 200 100 157


Forecasting for Future Work

 Costs are used for annual budget review

 Hours are used to identify need for contract resources
Sample Data

Reporting Structure Est. Hours Est. Labor Cost Est. Translation Cost
• Filter to show data for Business Segment A 8231 $567,922 $1,966,238
2013.
Business Group A1 8231 $567,922 $1,966,238
• Reporting structure is
Controllers 7900 $545,100 $1,874,728
coded for our finance
department. Process 300 $20,700 $88,275

Touchscreens 31 $2,122 $3,235
• Cost calculations are
built into the list. We can Business Segment B 87 $6,003 $18,361
change the plan, then
Business Group B1 87 $6,003 $18,361
simply refresh the report.
Industrial
Components 87 $6,003 $18,361

Grand Total 8318 $573,925 $1,984,600


Trend Reports
 Shows where we need to develop competencies and/or adjust staffing
8000
6000
4000
2000
0
 Consistent need for
FY07 FY08 FY09 FY10 FY11 multiple resources
Catalogs

2000
1500
1000
500
0  Growth Trend–need to
FY07 FY08 FY09 FY10 FY11
develop more expertise
Motor Control

15000
10000
5000
0  Declining Trend–develop
FY07 FY08 FY09 FY10 FY11
skills in other areas
Controllers


Challenges
 What we still struggle with
 Data accuracy
 Project names for grouping multiple deliverables
 Dates in the past–people not keeping up with dates moving out
 End-of-year cleanup so that metrics can be generated smoothly
 Corporate IT issues
 Company needs to provide and maintain a SharePoint server
 Complying with IT governance
• Version
• Features
• Site migration to new server

 Redundant to other company time-tracking systems
 Timeliness of each person in tracking their data


Tips for Getting Started

 Define business needs
 What does management want/need?
 What do contributors want/need?
 Decide what you want to know
 Scope what you want to include
 Define fields that will give you what you want out of the system
 Some of the things that we are tracking

Tracked Item Based on Data Fields
Project duration Actual start date, Actual completion date
Hours/pub type Pub type, Actual hours worked
Annual business unit support Business unit name, Actual hours worked, Fiscal year


Once It’s Up and Running

 Expect an ongoing commitment

 Create a standard set of reports for your metrics

 Experiment with year-to-year data to identify trends
 For example, Development time is greater for new publications and
varies by product line, but Editor time is not impacted

 Identify improvement areas
 For the tool
 For data entry
 For reports


Where We Are Now

 Using SharePoint WSS3, our company-wide environment

 Using our Project List and Time Tracking Tool since June 2008
 Over 1300 active projects
 More than 6500 completed records from 2006-2011*
*Records for 2006-2007 were loaded from spreadsheets to get our legacy data into the tool

 Using our metrics 45000
40000 Annual Totals
provides estimates 35000

that are over 80% 30000
25000

accurate 20000
15000
Actual Hours
10000
5000 Estimated Hours
0
FY09 FY10 FY11 FY12


Results

 Our Project List and Time Tracking Tool allows us to
 Manage data for multiple teams in different locations
 Solve business need for consolidated/consistent view of our workload
 Enable simultaneous access to multiple users
 Improve ease-of-use for time entry
 Achieve data consistency (pull-down menus, radio buttons, pop-up
calendars)
 Track work for all roles (Architect, Developer, Editor)
 Quickly generate a variety of reports
 Enable accurate labor-hour reporting, as well as annual planning and
budgeting to business units
 Change the list design whenever we need to without shutting down
our tracking system


Questions?
 Liz Gardipee - lkgardipee@ra.rockwell.com
 Kathleen Ruggeri - keruggeri@ra.rockwell.com

Follow ROKAutomation on Facebook & Twitter.
Connect with us on LinkedIn.

www.rockwellautomation.com

Copyright © 2012 Rockwell Automation, Inc. All rights reserved.

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