Gaurav hazra pmi india 2010

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  • Align strategy, execution and performance
  • Respond quickly to changing project and market conditions Deal effectively with the increasing complexity of projects and IT environments Deliver the promised ROI, without unnecessary rework or waste Course correct or cancel failing projects in a timely manner Replicate successful projects Work productively and collaboratively Fully automate cross-functional business processes
  • Challenges Today: Lack of alignment Lack of predictability Reactionary mode of operation Lack of PPM governance
  • Which projects are consuming actual hours, costs and resources
  • Oracle’s vision for Enterprise Performance Management is to help our customers focus on today’s business performance while planning for tomorrow’s challenges and opportunities. Our vision is to help you link your strategic goals (e.g. increase market share, expand into new markets, deliver new innovations) and link those to your operational plans and decisions. Integrating reporting and analysis is necessary but not sufficient, we aim to help you integrate all facets of your management processes from your goal setting to your planning processes across the organization…not just automating the annual budget or financial closing processes. Our vision is to provide you with a highly scalable foundation that can drive consistent insights across all lines of business lowering your costs and system complexity Through all this, our approach is to provide you with one single version of the truth where all managers across the company can depend on – Put simply – putting confidence in the numbers!
  • improved decision making, coordination, and collaboration accurate, up-to-date view of project, people and financial performance
  • Use KPIs to Evaluate how well each investment supports objectives in consideration of funding available and resource capacities from the accounting, human resources, and supplier management systems. There must be a process for identifying the “waterline” (based on metrics such as funding limits or headcount available) and evaluating the many alternate scenarios against the waterline. The system may even analyze all the organization’s constraints and key performance indicators (KPI) to propose multiple viable scenarios for consideration. The system also provides a metric and KPI-driven means of comparing, contrasting and deciding which projects to approve, which ones to postpone, and which ones to drop. comparison of multiple portfolio scenarios, in consideration of funding available and resource capacities from the accounting, human resources, and supplier management systems. There must be a process for identifying the “waterline” (based on metrics such as funding limits or headcount available) and evaluating the many alternate scenarios against the waterline. The system may even analyze all the organization’s constraints and key performance indicators (KPI) to propose multiple viable scenarios for consideration. The system also provides a metric and KPI-driven means of comparing, contrasting and deciding which projects to approve, which ones to postpone, and which ones to drop.
  • Establish acceptable thresholds for variances
  • Collaborate cross-functionally to effectively manage the business for profitability and success
  • Another critical component of the BI Foundation is Oracle Essbase - the leading OLAP Server for building forward-looking analytic applications.
  • Another critical component of the BI Foundation is Oracle Essbase - the leading OLAP Server for building forward-looking analytic applications.
  • Enterprises must manage project delivery with competing priorities and limited resources Customers and project sponsors expect faster project delivery without sacrificing quality Increasing project complexity requires tighter collaboration across the enterprise Standardization and consolidation on a single platform improves business processes for cost control, risk management, and governance
  • Gaurav hazra pmi india 2010

    1. 1. Enterprise Project Portfolio Management A Must for Project-Based Success Gaurav Hazra “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only
    2. 2. Evolution from PM to Enterprise Project Portfolio Management Planners Project Managers Project Controls Planners Project Managers Project Controls Resource Managers Program Managers Planners Project Managers Project Controls Resource Managers Program Managers Team Members Executives Complex Projects Planning / scheduling Program Management Resource Management Risk Management Change Management Complex Projects Planning / Scheduling Strategic Alignment Talent Management Cashflow Projections Performance and Control Program Management Resource Management Risk Management Change Management Complex Projects Planning / Scheduling Strategic Focus Value Impact Project Management Project Portfolio Management Enterprise Project Portfolio Management Roles involved
    3. 3. Undeniable Principle Motivations of all Enterprises Accelerate Growth Enhance Competitiveness Manage Risk Amplify Talent - People Improve Efficiency - Operational Excellence
    4. 4. What Every Enterprise Wants <ul><li>Respond quickly to changing conditions </li></ul><ul><li>Deal effectively with the increasing complexity </li></ul><ul><li>Deliver the promised ROI </li></ul><ul><li>Timely course correction or cancellation of failing projects </li></ul><ul><li>Replicate successful projects </li></ul><ul><li>Work productively and collaboratively </li></ul><ul><li>Fully automate cross-functional business processes </li></ul>
    5. 5. Increasingly Rapid Rate of Change Technology Adoption <ul><li>Telephone: 45 years to reach 50% adoption, 75 years to reach 90% </li></ul><ul><li>Color TV: 13 years to reach 50% adoption, 25 years to reach 90% </li></ul><ul><li>VCR: 5 years to reach 50% adoption, 25 years to reach 90% </li></ul><ul><li>Cell phone: 13 years to reach 50% adoption, 18 years to reach 90% </li></ul>Source: New York Times, 12 Feb. 2008
    6. 6. How Will Project Management Respond to Rate of Change and Explosion of Information? Top Down Corporate Baseline Plans Enterprise Control Progress Measurement & Reporting
    7. 7. Today’s PPM Reality: Management Processes Are Fragmented <ul><li>Lack of business alignment </li></ul><ul><li>Low predictability in execution and performance </li></ul><ul><li>Reactionary mode of operation </li></ul><ul><li>Inconsistency in business decisions </li></ul>FINANCIAL MODELING ANALYZE PERFORMANCE GOAL SETTING SCORECARDS FINANCIAL REPORTING VARIANCE ANALYSIS SECURING TALENT OPERATIONAL PLANNING MONITOR RESULTS Programs & Projects $ € £ ¥
    8. 8. Lack of Alignment <ul><li>Unclear reasons for approving / cancelling projects </li></ul><ul><li>Projects have unrealistic estimates and unachievable promises </li></ul><ul><li>Mismatched budgets and actual costs </li></ul><ul><li>Low or no visibility into all projects </li></ul>
    9. 9. Lack of Predictability <ul><li>No visibility into skills or qualifications needed </li></ul><ul><li>Project baseline does not resemble real work </li></ul><ul><li>Project risks are not acknowledged / recorded </li></ul><ul><li>No warning when project deviates from plan </li></ul>
    10. 10. Reactionary Mode of Operation <ul><li>When organizations operate in reactionary mode </li></ul><ul><ul><li>No early acknowledgement and analysis of risks </li></ul></ul><ul><ul><li>Assumptions not shared between functional groups </li></ul></ul><ul><ul><li>Surprises when risk events are triggered </li></ul></ul><ul><ul><li>No mitigation plans in place </li></ul></ul>
    11. 11. Lack of PPM Governance <ul><ul><li>Ad-hoc selection and approval of projects </li></ul></ul><ul><ul><li>Lack of alignment with strategic objectives </li></ul></ul><ul><ul><li>Mismanaged processes for securing funds and resources </li></ul></ul><ul><ul><li>Duplicate initiatives and applications throughout organization </li></ul></ul><ul><ul><li>Inconsistent communication of goals, progress, and ROI </li></ul></ul><ul><ul><li>Lack of timely updates causes payment issues </li></ul></ul>
    12. 12. Overcoming the Challenges <ul><ul><li>Organizations need alignment to successfully manage projects and portfolios </li></ul></ul><ul><ul><li>Fund the right projects </li></ul></ul><ul><ul><li>Mitigate risks </li></ul></ul><ul><ul><li>Correct under-performing projects </li></ul></ul><ul><ul><li>Ensure compliance with governance </li></ul></ul><ul><ul><li>Attract, retain and motivate the best talent </li></ul></ul><ul><ul><li>Manage costs to improve profit margins </li></ul></ul><ul><ul><li>Manage by exception </li></ul></ul>
    13. 13. Overcoming the Challenges <ul><li>A single integrated business management solution </li></ul><ul><li>Alignment with strategy </li></ul><ul><li>Balance of risk and rewards </li></ul><ul><li>Monitor execution and compliance </li></ul><ul><li>Actionable business intelligence </li></ul><ul><li>Ensure trace-ability </li></ul><ul><li>Capture lessons learned </li></ul>
    14. 14. “ Integrated Project Delivery (IPD) is a project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively harnesses the talents and insights of all participants to reduce waste and optimize efficiency through all phases of design, fabrication and construction.” The American Institute of Architects, California Council & McGraw Hill Construction Integrated Project Delivery
    15. 15. A Single Management System is a Necessity <ul><li>Absolute alignment between strategy, execution, and results </li></ul><ul><li>Manage the program lifecycle from idea to execution </li></ul><ul><li>Project cost control and financial management </li></ul><ul><li>Transparency, visibility and control into business decisions </li></ul><ul><li>Internal and external resource management </li></ul>Align Plan Monitor Execute Analyze Report
    16. 16. Project Management Lifecycle Plan, Execute, and Control Projects
    17. 17. Enterprise Project Portfolio Management A Single Management System <ul><li>Creates coherent and complete solution </li></ul><ul><ul><li>ERP, PPM, and BI analytics </li></ul></ul><ul><li>Brings together PPM processes </li></ul><ul><ul><li>project financial management </li></ul></ul><ul><ul><li>skills and inventory management </li></ul></ul><ul><ul><li>supply chain, etc. </li></ul></ul><ul><li>Provides end-to-end visibility and control </li></ul><ul><li>Provides consolidated view of enterprise portfolios </li></ul>
    18. 18. Alignment with Strategy <ul><li>Clearly identify strategic objectives </li></ul><ul><li>Use Key Performance Indicators (KPIs) </li></ul><ul><li>Perform waterline analysis of project portfolios </li></ul><ul><li>Adequately fund selected projects and portfolios </li></ul><ul><li>Correct, suspend or cancel non-performing projects </li></ul>
    19. 19. Balance Risk and Rewards <ul><li>Clearly document project risks and rewards </li></ul><ul><li>Create mitigation plans </li></ul><ul><li>Base decision making on risk and reward KPIs </li></ul><ul><li>Capture basis of estimates and decisions </li></ul>
    20. 20. Monitor Execution and Compliance <ul><li>Monitor projects’ status and progress regularly </li></ul><ul><li>Ensure processes are followed as designed </li></ul><ul><li>Manage by exception </li></ul><ul><li>Alert and notify when thresholds exceeded </li></ul><ul><li>Proactively resolve issues </li></ul>
    21. 21. Actionable Business Intelligence <ul><li>Role-specific dashboards that provide insight </li></ul><ul><ul><li>Project manager’s KPIs </li></ul></ul><ul><ul><li>Resource managers’ KPIs </li></ul></ul><ul><ul><li>Team members’ KPIs </li></ul></ul><ul><ul><li>Accountants’ KPIs </li></ul></ul><ul><li>Secure access to view and take action </li></ul><ul><li>Collaborate cross-functionally for success </li></ul>
    22. 22. Ensure Trace-ability <ul><li>Preserve relative connections between previously disconnected business systems </li></ul><ul><li>Record changes in information </li></ul><ul><ul><li>“ who”, “what” and “when” </li></ul></ul><ul><ul><li>processes and systems facilitated the changes </li></ul></ul><ul><ul><li>rationale for changes </li></ul></ul>
    23. 23. Capture Lessons Learned <ul><li>Capture historical data and lessons learned </li></ul><ul><ul><li>Mitigate future risks </li></ul></ul><ul><ul><li>Improve the organization’s ability to execute </li></ul></ul><ul><ul><li>Make project success repeatable </li></ul></ul>
    24. 24. Addressing Critical Role-Based Needs CIO PMO/ Project Manager CFO Talent Manager <ul><li>Drive organizational design via skills measurement, pre-defined skills requirements, recruitment and retention </li></ul><ul><li>Workforce planning and deployment via training and development </li></ul><ul><li>Maintain resource repository by updating information about resources </li></ul><ul><li>Nominate available resources as candidates against requirements </li></ul><ul><li>Track utilization totals for the organization and its resources </li></ul><ul><li>Manage, improve, and accelerate employee skills and performance </li></ul><ul><li>Compliance to established standards and processes across organization </li></ul><ul><li>Rapid information broadcasting to project stakeholders </li></ul><ul><li>Ease of project budget consolidation and reconciliation </li></ul><ul><li>Simplify the planning, tracking, and reporting processes that are manually intensive and paper-driven </li></ul><ul><li>Improve time intensive data collection, reconciliation and reporting </li></ul><ul><li>Implement standard methodologies for Project Managers and automated analytics for Leadership </li></ul>
    25. 25. Addressing Critical Role-Based Needs CIO CFO <ul><li>Portfolio return on investment </li></ul><ul><li>Visibility and management of expenditures </li></ul><ul><li>Course correction maneuverability as business conditions warrant </li></ul><ul><li>Make sure the Portfolio Management system reflects existing processes and tools </li></ul><ul><li>Prevent inability to consistently define & or measure / evaluate success </li></ul><ul><li>Avoid redundancies in the inventory of Initiatives/Projects </li></ul><ul><li>Greater portfolio return by identifying and reallocating excess budget </li></ul><ul><li>Alignment and optimization within governance processes </li></ul><ul><li>Demonstrate effectiveness of technology spend </li></ul><ul><li>Improve alignment between strategy planning and business/IT </li></ul><ul><li>Avoid potentially sub-optimal investment decisions and potentially sub-optimal Resource allocation & utilization </li></ul><ul><li>Promote Standardization </li></ul><ul><li>Gain more visibility – Executive Dashboard with accurate data </li></ul>
    26. 26. Enterprise Project Portfolio Management A Visible Difference Before <ul><li>Point systems for ERP, PPM, HCM, BI </li></ul><ul><li>Squandered resources </li></ul><ul><li>Lack of cost transparency </li></ul><ul><li>Inconsistent delivery and project quality </li></ul><ul><li>Slow reaction time </li></ul><ul><li>No accountability </li></ul>After <ul><li>Accurate and enterprise-wide visibility </li></ul><ul><li>Locate and capitalize on talent </li></ul><ul><li>Financial governance and compliance </li></ul><ul><li>Real-time program and project management </li></ul><ul><li>Full life-cycle, risk analytics </li></ul><ul><li>True single source of record </li></ul>
    27. 27. Closing Thoughts <ul><li>PPM is increasingly an enterprise-wide discipline </li></ul><ul><ul><li>Manage with competing priorities and limited resources </li></ul></ul><ul><ul><li>Deliver projects faster without sacrificing quality </li></ul></ul><ul><ul><li>Collaborate cross-functionally to manage complexity </li></ul></ul><ul><ul><li>Automate business processes to support governance </li></ul></ul>
    28. 28. Enterprise PPM is the Answer <ul><li>Business Process ADAPTIVITY </li></ul><ul><ul><li>Leverage ability to address existing and new challenges across the board </li></ul></ul><ul><li>Information Worker PRODUCTIVITY </li></ul><ul><ul><li>Unmatched visibility into worker productivity, project efficiency, and corporate performance </li></ul></ul><ul><li>Business INSIGHT </li></ul><ul><ul><li>Single integrated solution spanning all critical areas of the business with information integrity regardless of system of origin </li></ul></ul>
    29. 29. Questions
    30. 30. Presentation Title “ PMI” is a registered trade and service mark of the Project Management Institute, Inc. ©2010 Permission is granted to PMI for PMI® Marketplace use only Contact Information <ul><li>Gaurav Hazra , Oracle Corporation (India) </li></ul><ul><li>[email_address] </li></ul><ul><ul><li>+ 91 9810528718 </li></ul></ul>

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