Deltek Overview For NDIA V3.01 Ckb

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Overview of Deltek and top challenges facing Earned Value Focal Points.

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  • Issue hits a program manager, checks in with Program Controls, they put pressure on CAMs This slide will be the “Before Shot”Use the same graphic with a swoop coming in the other way by giving the program manager visibility into the program and early warning indicators.
  • Issue hits a program manager, checks in with Program Controls, they put pressure on CAMs This slide will be the “Before Shot”Use the same graphic with a swoop coming in the other way by giving the program manager visibility into the program and early warning indicators.
  • The overall problems impact everyone in the organization. Control Account Manager – The CAM role is a subject mater expert in an area of a program and is required to status activities. They will be pushed to be more timely and accurate in updating and identifying issues early. The have little visibility into the schedule and will be required to document more frequently. The Earned Value Focal Point – The will be pressured to provide visibility to the program and insure the accuracy of the data. Audits will take on greater importance to insure that data accuracy. Integrating cost and schedule will be high on the list of priorities.Program Manager – The need visibility to the program status and don’t want to be surprised. Accountability will be key to the success of the program.
  • The ideal solution will integrate cost, schedule and Earned Value. The system will provide visibility to the status of all programs, projects and activities in an easy to read system. The system would span the organization and provide a easy and standardized way of producing government specific reporting.
  • The Deltek solution incorporates all aspect needed to manage Earned Value. From the ERP and cost account to Earned Value management and scheduling. The information rolls to analytic reporting and dashboards for easy viewing.
  • And delivery information in familiar formats – information can be exported or published to Excel in SharePoint…
  • The overall problems impact everyone in the organization. Control Account Manager – The CAM role is a subject mater expert in an area of a program and is required to status activities. They will be pushed to be more timely and accurate in updating and identifying issues early. The have little visibility into the schedule and will be required to document more frequently. The Earned Value Focal Point – The will be pressured to provide visibility to the program and insure the accuracy of the data. Audits will take on greater importance to insure that data accuracy. Integrating cost and schedule will be high on the list of priorities.Program Manager – The need visibility to the program status and don’t want to be surprised. Accountability will be key to the success of the program.
  • Deltek Overview For NDIA V3.01 Ckb

    1. 1. Thank You For Letting Us Host The NDIA Conference Rick Lowrey Executive Vice President 4/30/2008
    2. 2. Deltek 2008 Uniquely focused on software solutions for project-focused businesses  25th anniversary year  Over 12,000 customers worldwide  $278 million total revenue in 2007  1,200+ employees  14 offices around the globe  NASDAQ: PROJ 2008 Deltek, Inc. • All Rights Reserved 2
    3. 3. The Deltek Difference  Deep Domain Expertise – Focusing exclusively on project-based businesses since founding – Specialized applications meeting customer’s demanding requirements  Superior Value Proposition – Faster to Deploy / Lower TCO / Higher ROI – Significantly less customization required – General purpose applications fall short for project-based businesses  Respected Experts – Thought leaders with market leadership position  Built-In Governance – “The most audited software in the world” – Built-in process controls 2008 Deltek, Inc. • All Rights Reserved 3
    4. 4. “Project World” – Who We Serve Project-Focused Organizations  Drive new business by winning new projects  Align their resources and plan their work around projects  Forecast revenue and profitability by project  Analyze profitability and performance across the entire enterprise by project  Manage key performance metrics by project 2008 Deltek, Inc. • CONFIDENTIAL • All Rights Reserved 4
    5. 5. Primary Industries Served by Deltek Government Contracting Architecture & Engineering – Aerospace & Defense – Commercial / Industrial Architectural firms – Government consulting – Engineering firms – Government agencies – Environmental consulting – Grant-based not-for-profit firms – Geotechnical consulting of ENR Top 500 A&E Design of Top 100 Federal IT 90% Contractors Washington Technology, May 2007 76% Firms Engineering News-Record April 2007 Consulting – Management consulting – Custom programming services – IT and computer – Outsourced IT services consulting services 2008 Deltek, Inc. • All Rights Reserved 5
    6. 6. Delivering Complete Project-Focused Solutions Target Market: Architecture & Engineering, IT and Target Market: Medium and large-scale federal management consulting firms of all sizes contractors, non-profit and IT services Value: Value: • Providing comprehensive financial management with • Delivering real-time visibility into key business functions built-in government and corporate compliance • Enabling insight into project and firm profitability • Automating complex business processes across the • Improving resource utilization and optimization enterprise • Streamlining the selection and capture of new business • Meeting rigorous IT demands of large enterprises Target Market: Small to mid-size U.S. government Target Market: Government contractors and agencies contractors Value: Value: • Managing entire project lifecycle from planning to • Meeting the financial management needs of small reporting government contractors • Enabling projects to be delivered on time, on budget • Ensuring compliance with federal cost accounting and within scope regulations • Meeting stringent government reporting requirements • Easily deployed without customization for earned value 2008 Deltek, Inc. • CONFIDENTIAL • All Rights Reserved 6
    7. 7. Strong Financial Story Total Revenue  We enable our customers to monitor critical business processes, optimize resources, streamline operations and win new business ($ Millions)  Proven software solutions to meet the complex demands of project-based businesses  Large, under-penetrated and growing market  Highly profitable, strong growth 12,000+ 30% 25% 37% customers worldwide license revenue CAGR total revenue CAGR EBITDA CAGR spanning numerous 2002 - 2007 2002 - 2007 2002 - 2007 project-focused industries 2008 Deltek, Inc. • CONFIDENTIAL • All Rights Reserved 7
    8. 8. Affinity Mapping Results Top 5 Challenges Of Earned Value Practitioners Integrated Program Management Conference (November, 2007) Chris Bell Senior Director, Product Marketing 4/30/2008
    9. 9. Integrated Program Management Conference November 5 – 7, 2007 2008 Deltek, Inc. 9
    10. 10. Hosted Affinity Mapping Session  Objective: – Identify Top 5 Challenges Of Earned Value Focal Points  Process: – Assemble a cross section of government agencies, contractors, & consultants (US and International) – Break into smaller groups – Work independently and then in groups – Prioritize top 5 challenges – Discuss best practices to solve problems with expert panel 2008 Deltek, Inc. 10
    11. 11. Sample Attendees Government Agencies Contractors 2008 Deltek, Inc. 11
    12. 12. Top 5 Challenges of EV Focal Points Lack Mgmt Buy-In Inconsistent Do More Processes With Less Hard To Integrate Manual Cost & Reporting Schedule 2008 Deltek, Inc. 12
    13. 13. Lack Management Buy In “I find it challenging “I have challenges with convincing customers of senior level buy-in.” the true benefits of EV.” “I find it difficult to overcome the perception of high cost of implementing EV.” 2008 Deltek, Inc. 13
    14. 14. More Demands, Tighter Timelines and Fewer Qualified Resources “I have a challenge of “I can't get to consistent not enough time to training & application.” cover areas of training, program support.” “Challenged by increasing workloads & shrinking staff.” 2008 Deltek, Inc. 14
    15. 15. Takes Too Long to Manually Produce Reports We Can Trust “I spend too much time “I have a problem generating monthly getting timely, reliable program metric reports.” cost information.” “I'm challenged to streamline processes (reporting) and standardizing formats while satisfying PMOs.” 2008 Deltek, Inc. 15
    16. 16. It's Virtually Impossible to Integrate Cost, Schedule and Resource Data “I have challenges developing cost “I have a hard time estimating using product integrating schedules oriented WBS vs. with cost.” agency mandated WBS.” “Challenges of poor process implementing on cost estimating, how to migrate to EV baseline.” 2008 Deltek, Inc. 16
    17. 17. Everyone Manages Programs Differently “I have a hard time “I have a challenge getting all organizations taking program success to agree to pursue in to the enterprise level.” one direction.” “I have trouble implementing quot;best practices” because upper mgmt doesn't push it.” 2008 Deltek, Inc. 17
    18. 18. What Happens In Real Life? Change Or Delay Program Program Control Account Managers Controls Managers Estimates Program Integrated WADs Change Schedule Variance At Completion Performance Master Schedule Control Status Reporting Estimates To Work Package EVM Reports Complete Budget 2008 Deltek, Inc. 18
    19. 19. What Happens In Real Life? Change Or Delay Program Program Control Account Managers Controls Managers Confusion – Rework – Time Loss Estimates Program Integrated WADs Change Schedule Variance At Completion Performance Master Schedule Control Status Reporting Estimates To Work Package EVM Reports Complete Budget 2008 Deltek, Inc. 19
    20. 20. The Impacts Affect Everyone On The Team Change Or Delay Program Program Control Account Managers Controls Managers • Poor Visibility • No Management • Hard To Forecast • Surprises Buy-In Risk & Delay • Unclear • Tighter Deadlines, • Increased Reporting Accountability Fewer Resources Frequency • Manual Reports • Less Time For “Real Work” 2008 Deltek, Inc. 20
    21. 21. The Ideal Solution Would… Control Account Program Program Managers Controls Managers Delivers • Early Warning Indicators • Automated Reporting • Anywhere Access • Process Control 2008 Deltek, Inc. 21
    22. 22. Deltek Is Listening To You! Deltek provides the most project proven Earned Value Management (EVM) and Enterprise Project Management (EPM) software solutions to organizations worldwide. We combine more than 20 years of industry knowledge, innovative technology such as (Cobra™, wInsight™ and Open Plan™) and global experience to create software solutions that improve the control of your programs.
    23. 23. Deltek Solution Dashboard & Business Analytics (wInsight & WelcomHome) Earned Value Schedule Risk Management Management Management (Cobra) (Open Plan) (WelcomRisk) Materials Management Accounting Time Collection (Costpoint) (Costpoint) (TEESS) Accounting System
    24. 24. Earned Value Metrics Easy To Read KPIs Help Avoid Surprises
    25. 25. New Tripwire Metrics  The new tripwire metrics are designed to provide wInsight users with another means of proactively identifying potential performance problems early in the project lifecycle.  The metrics cause color-coded status “warnings” to display on related reports and charts when user- defined thresholds are exceeded. 2007 Deltek Systems, Inc. 25
    26. 26. Baseline Execution Index (BEI)  Baseline Execution Index (BEI): – The Baseline Execution Index (BEI) metric is used to indicate the efficiency with which actual work has been accomplished when measured against the baseline  Example: – Through January 2004 the supplier network schedule shows 1,955 total tasks/activities to have been completed from contract start through the current reporting period; 1,516 total tasks/activities have actually been completed – Cumulative BEI = 1,516 Actual / 1,955 Baseline = 0.78 efficiency through the current reporting period – In this example, the BEI of 0.78 falls well below 1.00 indicating a considerable portion of the program schedule is not being completed as originally planned. Through the current reporting period, the actual rate of completing 1,516 tasks/activities or 78% of all work planned indicates 22% of work planned to be completed has been deferred to future periods. 2007 Deltek Systems, Inc. 26
    27. 27. Baseline Execution Index Chart in wInsight MEG H A ER ELEC & VEN F Z 04695-86-C -0050 FPI R PR D Element: 1000 D M Baseline Ex C A ecution Index Name: M H O -2 2003 2004 Task Hit/Miss P ercentage Number of Tasks APR MAY JUN JU L AUG SEP O T N V D C O EC JAN 1.10 1.00 2,000 0.90 1,800 0.80 0.70 1,600 0.60 1,400 0.50 0.40 1,200 0.30 1,000 0.20 800 0.10 Task H 0.110 0.200 0.670 0.140 0.610 0.610 0.550 0.460 0.640 0.610 it/Miss Planned 1,102 1,122 1,125 1,209 1,356 1,427 1,512 1,581 1,756 1,955 Cum Actual C 882 um 900 910 999 1,077 1,134 1,200 1,271 1,376 1,516 In the chart above, the task hit/miss values are based on current period data as opposed to cumulative data. The green line represents cumulative planned tasks through a given period and the blue line represents cumulative actual tasks through a given period. The Task Hit/Miss percentage which is based on current period data is represented by the red bars. 2007 Deltek Systems, Inc. 27
    28. 28. Critical Path Length Index (CPLI)  Critical Path Length Index (Realism) – Calculates and graphically displays the longest, continuous sequence of tasks/activities through the network from contract start (or the current status date) to contract completion CPLI = Critical Path Length + Total Float Critical Path Length Target efficiency ratio is quot;1.00“ – Greater than 1.00 = favorable; Less than 1.00 = unfavorable  Example: – Through April the supplier network schedule calculates a program critical path length of 720 work days (3 years) with 60 work days (3 months) of negative float from contract award to completion; At present the supplier’s CPLI of less than 1.00 indicates that program will not achieve its baseline completion date without corrective action; CPLI should be tracked to gauge the realism of completing the contract on time – CPLI = (( 720 – 60) / 720) = 0.917 2007 Deltek Systems, Inc. 28
    29. 29. Critical Path Length Index Chart in wInsight M A HERZ ELEC & VEN F EG 04695-86-C-0050 FPI RDPR Element: 1000 DCM Track A ing Critical Path Length Index Name: M H-2 O In d e x 2003 2004 APR MAY JUN JUL AUG SEP OCT NOV DEC JAN 1.000 0.975 0.950 0.925 0.900 CPLI 0.917 0.917 0.930 0.930 0.900 0.900 0.900 0.940 0.950 0.950 Trend Line 0.910 0.913 0.916 0.919 0.922 0.925 0.928 0.931 0.934 0.937 2007 Deltek Systems, Inc. 29
    30. 30. Updated Tripwire Summary Report Cumulative BEI Through Jan 04 2007 Deltek Systems, Inc. 30
    31. 31. Information Delivery Integrated Reporting Scope Schedule Cost Risk Earned Value Solution 31
    32. 32. What It Would Do For You Visibility, Early Warning Indicators, Control Program Program Control Account Managers Controls Managers • Visibility • Consistency • More Time • Reduced Surprises • Accuracy • Less Low Value • Accountability • Automation “Work” 2008 Deltek, Inc. 32
    33. 33. You Can Take It Steps Compliance Complete Solution Solution • wInsight • wInsight • Cobra • Cobra • Open Plan • Open Plan • Costpoint Program Controls Rigor EV Essentials™ The PMO Solution Solution • WelcomHome • wInsight • Open Plan • Preconfigured Cobra • wInsight Volume of Projects 2007 Deltek, Inc. 33
    34. 34. EV Basics EV ANSI/EIA- EV Best Level 2 Level 3 Level 4 Level 5 EV Level 1 Foundation Introduction Acceptance 748 Practice Basic schedule to EVM Build on pilot Compliance EVM system tools, project- processes success, more EVM System acceptance in based and advanced Description in place, EVM is accounting, an procedures, a processes place, mature a standard d time keeping. ble to and use of way of doing No EVM in establish a procedures, EVM, risk business, EV place. performance enhance management M is fully measurement schedule fully integrated baseline, prod capability, integrated, rea into uce CPRs. expand to dy for an EVM management more projects. system processes. Able to pass validation. Self an Integrated surveillance Baseline in place. Review (IBR). The Deltek EVM Blueprint™ 2008 Deltek, Inc. 34
    35. 35. Gaylord Opryland Resort & Convention Center Nashville, TN • May 19-22, 2008 Don’t miss the premier event for project-focused professionals! For more information, visit: www.deltekinsight.com 2007 Deltek, Inc. 35

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