1. Towards a Better Project
Management @ STIB-MIVB
November 2013
Corporate PMO - Stefano Vicenzi
« If you want to travel fast, walk alone;
If you want to travel far, walk together »
African saying
2. Structure of Presentation
Where are we coming from ?
October 2013 situation
Work in progress …
Perspectives
3. Where is the STIB coming from ? : A weak
Project Management (Source: ComEx Pres. – Oct. 2010)
Project Methodology
• No internal visibility on Projects (Scope, Planning, …)
• Lack of Project Management competencies
Technical experts are promoted as « chef de projet »
• No unified Methodology in PM
• No Structured approach in Project Organisation nor in
Project Governance;
Project Costs
• Total cost of a Project is unknown (FTE - CapEx - OpEx)
• Poor effeciency in Resources allocation i.e. Project VS
Operations
Project Planning
• Delays in Project deliveries
• Operational Urgencies in conflicts with Projects
Management
• Lack of priority between Projects
Gestion de Projets
1
2
3
4
5
Q. 8
Q. 9
Q. 10
Q. 11
Q. 12Q. 13
Q. 14
Q. 15
Q. 16
Average answ ers
Enquiry on STIB maturity (source : P3M3) performed between March and May 2011
Level 1 (centre of the ‘radar’)
identifies Organisations :
• without Projects Management
structure,
• without Methodology,
• with poor or without resource (FTE
or €) control,
• without Risk Management,
• without ROI evaluation.
Le niveau 5 (border of the ‘radar’)
identifies Mature Organisations in
terms of Project/Program
Management Gestion de Projets
4. Jan 2011: launch of LIGHT Project
Increase Maturity in Project Management
Change Plan 2011 - 2013 :
Value
Creation
Program
Management
Processes
Enablers
Organization
Change
Management
Organize and supervise transformation program
to implement a PMO Organisation
Measure and report business impact based on KPI which reflect success of
the implementation of the PMO
Develop “To Be” processes. Align existing processes
Tools which support PMO processes (Templates, IT tools, reporting)
Roles and responsibilities linked to PMO;
Populating new organization
Facilitate the change in the organization, the processes and the people
(communication, leadership alignment, training, culture)
5. LIGHT Project : Achievements and Perspectives
Change Plan 2010
Mid
Term Livrables 2012
PMO Organisation PMO Corporate (Tour de contôle)
PMO Départementaux
Processes Project Life Cycle (processus)
Project Charter (documentation)
Governance Project / Program Board: Sponsor & mbrs
Project Leads (PM, BO, PA)
Project Reporting Project Status Report (Statut des Projets)
Monthly ExCom Flash (Reporting)
Portfolio Management Project / Program Dashboard
Reporting (Fin.) Lien OI / Projet (Cash Out),
Business Case
Priorisation Prioritié Business, Famille Stratégique
Project Team Capacity
Management
Capacity planning
Time Registration
Flying Doctors -
P3M3 Maturity Assessment will be the indicator of the successful Light Project
implementation. New evaluation planned end of 2013
Q3
2013 Developpement axes 2014-2017
Enrichment of the existing Light Methodology
(focus on the operationality)
Follow-up and deployment of coaching
Fine-tuning of current tools (alerts, workflow, …)
Reinforcement within the STIB Org.
Fine-tuning of Governance
Focus sur le Data Quality
Deployment of a tool to perform Project
Financials follow-up
Industrialisation of the prioritisation process
Follow-up and deployment of Project n°142
Livrables Q3 2013
Project Typology on going (based on
Prince2) & M_o_R launched in TE Projects
Pilots on PIVO, MCH, … Projects
Financial elements in Project Dashboard
Finalised Organisation
Board & Project Teams Members of Top-
ExCom (TE) Projects identified and agreed
95% of Top-ExCom Projects with a Project
Status Report (PSR)
Integration within CG and PE Processes
Project n°142 launched and on-going
Roll-out link ‘OI ‘(SAP internal orders) /
PMO Projects
Q4
6. LIGHT Project @ STIB-MIVB: Lessons Learned
What Most
People Think
What we have
Learned
7. LIGHT Project : PMO Organisation
Nov. 2013 Corporate PMO : B. R.
R. K.
Stefano Vicenzi
PMO Départementaux :
o SM & N S. L.
o Finance & Services Z. H.
o Human Resources L. Z.
o Operations D. D. (Business Development Dir.)
BUM M. T.
BUT V. L.
BUB C. V., G. D.
Field Support J.-L. V.
o Transport System D. V. (Business Development Dir.)
IS-IT S. D.
IS-Infotech O. V.
Infrastructure Q. M.
8. LIGHT Project : First Methodological model
adopted (Project Life-Cycle - WF ) (1/3)
New Project Life Cycle Typologies integrating local
needs i.e. :
IT : Scrum, Agile, RAAD, …
HR : Reorganisation Projects, …
Infra : Studies and Pre-Studies, …
Transversal Domains : Process Studies,
Re-engineering, ‘Plans Directeurs’, …
…
Processes : 2013 - 2017 Perspectives (2/3)(3/3)
9. LIGHT Project : Project Governance (1/2)
Final Authority on Projects
Accoutable of the Project
Collective Decisions about
Manage the Project
Responsible to Define
the Project (‘What’ & ‘How’)
Project Deliverers (int./ext.)
Support the Project Management at
each stage of a Projects
ExCom
10. LIGHT Project : Program Governance (2/2)
CMMI Project Management Maturity Model used to measure our performance
ExCom
A Program has the same
characteristics as a Project; except
that Program is divided into more
managed elements.
These elements must be organised
and managed in a coordinated way
in order to achieve defined
objectives & consolidated
advantages .
11. LIGHT Project : Project Reporting (1/2)
CMMI Project Management Maturity Model used to measure our performance
3 levels of Project Reporting
Project Status Report
Project
Dashboard
Reporting
12. Top-ExCom Project Portfolio
# of RED indicators per family (Scope, Budget, …) in Project Status
Report (PSR) (Trend on last 12 monthis)
Today’s reporting : Situation … (2/2)
13. LIGHT Project : Portfolio Management (1/2)
CMMI Project Management Maturity Model used to measure our performance
(2/2)
14. Project Fin. Reporting - Current situation (1/2)
CMMI Project Management Maturity Model used to measure our performance
Current Reporting based on the association of ‘PMO Project nr’
(from the Project Dashboard) & ‘Internal Ordres’ (SAP-OI)
15. Objectives : a Project Portfolio Reporting …
Project Financial Reporting - Needs (2/2)
Size related to the Project Budget (Business Case)
Underspent
On budget
Overspent
No info
No infoTo plan LateEarly
1
3
2
4
Respect of
Timing
Respect of
Budget
5
6
… to do so, a new Project was launched in Q3-13
(Sponsor : Corporate PMO - Supplier : Fin Services)
16. May 2012
Inventory and creation of the STIB Initiatives Portfolio (including Programs, Projects,
corrective & evolutive maintenance, …).
• Projects with Priority # 1 confirmed by the ExCom (e.g. PULSAR,
MoBIB²…)
• Projects to Prioritise
• Departemental Projects (managed locally) Details
The 74 STIB Project Managers were coached and challenged by Corporate PMO &
Roland Berger in order to create Project Charters & Business Cases. Details
Based on the STIB Business Model, definition of 3 Strategical Families:
Efficiency Net Present Value (NPV)
Mobility Impact on # of Travels (voyages)
Customer Satisfaction Impact on Satisfaction
& Safety
31
43
306
Prioritisation - First Steps (1/3)
Source : ExCom Presentation - 8 October 2012
Outcomes :
17. A Improvement of Efficiency B Improvement of Mobility C
Improvement of Safety
and Quality of Services
MOBIB² 2015 Q2
MOBIB² (Short term evolution) 2014 Q4
Sésame 2015 Q4
MCH - Infrastructure 2017 Q1
Optimalisation du portefeuille d’achat 2012 Q4
Flow 2013 Q2
Automatisation planchette des agents 2013 Q2
Koyakimi (production kilométrique) 2014 Q4
COLIBRI Matériel Roulant 2013 Q4
COLIBRI (GMAO) 2014 Q4
CoVo (Comptage Voyageur) 2014 Q1
Automatisation attribution des congés 2013 Q1
TEMPORIS 2013 Q4
BI Transport 2013 Q4
Pré étude OCC Intégré 2013 Q2
Re-engineering INFRA 2013 Q1
PULSAR 2019 Q4
AMSTER (Sureté du trafic en réseau) 2014 Q2
Métro Nord - CBTC 2022
Construction & Accès - Dépôt Marconi 2016 Q4
Achat BUS Diesel 2014 Q1
OBC (On Board Conputer) 2014 Q1
Achat BUS Gaz 2016 Q1
Véhicules de service Rail / Route 2014 Q1
Phoenix (Nouveau SAE) 2013 Q1
SYREM (Phase 2) 2013 Q2
NESTOR (Nouveaux Mini BUS) 2014 Q2
Extension - TRAM Gare Centrale 2016 Q4
Extension - TRAM Woluwe Roodebeek 2016 Q4
Extension - TRAM L9 Simonis Jette 2018 Q4
ALTERNO (Gestion des incidents) 2013 Q4
Système de gestion SAFETY 2016 Q4
Business Continuity Mangement 2014 Q4
Enterprise Risk Management 2016 Q4
SPIDER 2014 Q3
PIVO (information voyageur) 2014 Q4
CBS (communication boarded systems) 2014 Q2
Re-engineering Sûreté & Contrôle 2013 Q4
Adaptations infrastructures TRAM 2024
Gestion des correspondances 2013 Q4
Interfaces Infrastructure de TP et Voirie 2014 Q4
Prioritisation - Outcomes (2/3)
Source : ExCom Presentation - 8 October 2012
18. Today: Portfolio Management (3/3)
Integration of the Portfolio Management Process (Project Portfolio
creation & Budgetary exercise) within the ‘Plan d’Entreprise’ Process
including the ‘Annuals’ et ‘Multi-Annuals’ Depts Plans
Contrat de
Gestion
Plan
d’Entreprise
Plans
Pluriannuels Plans
Annuels
Budgets
Annuels
Exercice de
Priorisation
Portfolio Management
19. Project Charters & Business Cases
Business Cases using the Net Present Value (NPV) as
Financial evaluation criteria
(taking into account Prince2 Principles & Theme)
Impact on Quality of Services measured via the
‘baromètre de la Satisfaction Client’
33 types of critical technical competencies were
identified and tracked in Business Cases
Project Charters (mix of PID & PDD) ensure a
standardised documentation ensuring information on :
Context and Objectives
Scope and Perimeter (in & out)
Impact and dependencies
Risk inventory (1st iteration)
Planning (1st iteration)
Organisation
21. Today: ‘Flying Doctors’ Activity
CMMI Project Management Maturity Model used to measure our performance
Based on 2013 Pilots (MCH, PIVO, ‘Achat Bus’, …), implementation of a Coaching
function triggered by Business Requests or by malfunctioning Projects.
Today’s log :
