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Aggregating application, service, and portfolio demand using HP Project and Portfolio Management Center


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NBC Universal and Acquity Group presentation from HP Software Universe 2010.

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Aggregating application, service, and portfolio demand using HP Project and Portfolio Management Center

  1. 1. Aggregating application, service, and portfolio demand using HP Project and Portfolio Management Center Chris Baker VP of IT EPMO, NBC Universal Brandon Kniffen Manager BTE, Acquity Group ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
  2. 2. Agenda Outline Introductions – About NBC Universal – About Acquity Group Project Vision and Business Drivers Leveraging HP PPM Center: The Recipe for Success – The Results Current State and Next Steps Questions 2 16 June 2010
  3. 3. Introductions Chris Baker • VP of IT Program Management at NBC Universal • Enterprise Program Management Office (ePMO) leader since 2006 • Project Sponsor and Application Owner of PPMC Brandon Kniffen • Acquity Group, Manager Business and Technology Enablement (BTE) • West Coast BTO Solution Specialist & Business Development Lead • Over 6 years of experience with „hands-on‟ HP PPMC experience. Led several large and complex implementations with clients across the U.S. • Solution Architect and Design Lead for entire PPMC Program 3 16 June 2010
  4. 4. ABOUT NBC UNIVERSAL 4 16 June 2010
  5. 5. NBCU Overview 30,000+ employees worldwide World class media and entertainment companies Premier motion picture company Significant television production operations Leading TV stations group World-renowned theme parks Media Works IT 1000 1400 global 200 Project 2200 PPMC production FTEs Managers users applications 5 16 June 2010
  6. 6. Company Landscape NBC Universal Media Works –Technology & Operations Film Digital Products & Services TV Broadcast Operations Information Technology Media Engineering Enterprise Program Management Office TV Production Digital Film & Parks Corporate Technology Technology Technology Content SAP CoE TV Systems IT Systems BUILD RUN GOVERN Solutions Media Distribution Parks Studio Operations 6 16 June 2010
  7. 7. ABOUT ACQUITY GROUP 7 16 June 2010
  8. 8. The Facts Providing comprehensive solutions for our customers since 2001. • End-to-end provider of strategy, technology and design solutions • Headquartered in Chicago with regional offices in Irvine, Boise, Scottsdale, Overland Park, Dallas, and Los Angeles • Seasoned professionals with an average 10 years of experience • More than 400 customers • Gold level partner of HP • Winner of HP Universe - PPMC Strategic Implementation of the Year in 2007 and 2008 8 16 June 2010
  9. 9. How Business & Technology Enablement Helps We help our clients design and execute on their strategic business transformation initiatives. We do this through convergence of strategy, process, and technology expertise in fully integrated end-to-end solutions. BTE applies our expertise to support a broad range of solution offerings all related to maintaining a flexible organization while providing consistency in execution 9 16 June 2010 9
  11. 11. LEAN IT Problem Statement Problem Goal Inefficient Processes One Team Fragmented IT business ...a united IT across the processes inhibit delivery of enterprise with Applications and excellent, timely, and cost- Infrastructure as one effective solutions and services. One Vision Growing Cost Structure LEAN IT ...clearly and concisely Benefits Realization and Support communicated view of how we cost structure containment is deliver excellence unmanageable due to fragmented ways of working. One Process ...minimal, effective, Business Partner & IT transparent and efficient Employee Delivery mechanisms ensuring we do the Dissatisfaction right things the right way together  Reduce Cycle Time  Eliminate Waste 11 16 June 2010  Lower Total Cost of Ownership  Increase Quality
  12. 12. Process First…LEAN Before You Digitize Example: Application / Infrastructure Deployment Idea Proposal Project Asset Current State • 31 Steps • Total Lead Time + Total Process Time = 8,400 hours • 12 Steps Future State • Total Lead Time + Total Process Time = 3,900 hours TARGET: Reduce by 53% App/Infr. Deployment Cycle Times (From 8,400 hours to 12 3,900) 16 June 2010
  13. 13. Project Vision Implement standard Demand and Project Execution processes with a single enterprise-wide solution enabling consistent delivery and measurement of Media Works IT services. Project Goals: • Clear consistent visibility to all incoming IT Operational & Strategic Demand • Enable effective and timely planning and scheduling of projects and resources • Enable successful execution of operational and project work • Enable consistent fulfillment and measurement of IT Operational Demand and Project Execution • Enable achievement of LEAN IT cycle time reduction targets One Process…One Language…One Tool...One Set of Metrics 13 16 June 2010
  14. 14. Program Scope Phase Key Pain Points Goals Phase 1 – Operational Demand • Multiple complex processes/legacy request • All Support work (App & Infr.) requested & Re-Design types to engage Development or managed through PPMC Infrastructure resources • All teams use consistent terms to describe their work • No clear visibility of support demands • All teams use one process for each across the org functionally unique Demand Mgmt request • Business and IT users have one tool to • Multiple tools to submit, fulfill, and track use for all Support requests support requests • PPM Center to replace use of: ClearQuest, SupportCentral forms, BugZilla and other tools. • Centralized external facing entry point for capturing end user support requests Phase 2 – Focus on Strategic • Inconsistent visibility of strategic demand • All projects executed in PPM Center Demand across org • All teams use one process for each project • No single process to manage projects type • Multiple tools used to track projects • All teams use one tool to track their time • Difficult to track tasks to resource • All teams measured against the same assignments metrics • Difficult to track time spent on tasks • PPM Center to replace use of MS Project, TGLP, TimeSolutions, PPM 2.5SC Phase 3 – Resource Management • No ability to plan or commit shared • Manage resource/group utilization, resource’s time forecast needs • Same resources engaged on multiple • Confirm and allocate resources based on projects availability • No ability to manage team utilization • Shift from reactive prioritizing (Demand List, Top 40) to proactive resource planning and scheduling 14 16 June 2010
  15. 15. Organizational Change Management Strategy • Top down mandate…bottom-up demand • “The light bulb wanted to change” • Leadership and stakeholder commitment from each IT function • Hands-on Steering Committee • Stakeholder participation from every IT function on Design Team • Develop customized training courseware and phased training rollout by function • Effective and efficient training 15 16 June 2010
  17. 17. Where Do We Start? Develop a „Recipe for Success‟ • Guiding principles Efficiency • Current state assessment and analysis • Define the scope….as OOTB as possible • What to tackle first and how to get it Risk Controllership done? Mitigation • Who needs to be involved, who‟s impacted, and to what extent? • What‟s a realistic timeline to get this done? Transparency • Finalize a Roadmap for execution, focus on People, Process, Technology and OCM 17 16 June 2010
  18. 18. Who Needs To Be Involved? •Communicate commitment from the top down Executive Sponsorship •Provide Executive direction •Act as the Steering Committee, make key decisions, and resolve critical challenges Program and Project •Plan the work and work the plan •Manage and track the progress across all tracks of work Management •Deliver a successful, on time and on budget program •Gather and define requirements Key Process Owners •Own the process, identify key participants, and speak on behalf of the organization •Provide final design and testing approval •Provide clear requirements Point Leads •Identify application and process impacts •Validate the final design, alignment to requirements, and participate in testing Technical / Offshore •Configure and own all development •Meet the “First Time Right‟ commitments Development Team •Align with process owners and design lead to ensure correct solution •Provide industry best practices and thought leadership PPMC Design Lead •Keep it simple, focus on configuration and eliminate customization •Seamless handoff to the offshore team •Communication plans and ongoing messaging OCM Lead •Focus on successful user adoption •Own and define and actionable training strategy and plan for the entire organization 18 16 June 2010
  19. 19. What Was Implemented? Phase 1 – Operational Demand Re-Design Timelines • Original Dates – All Phase 1 in PROD by 7/1/2009 Release Release • Release Dates 1.1 1.2 – Release 1.1 in PROD by 7/15/2009 Operational – Release 1.2 in PROD by 9/15/2009 Operational Demand: Demand: • Actual Dates ASR, APD, APR, ISR, ESR, AMS 2 – Phase 1 Release 1.1 in PROD by 8/1/2009 RFC, OUT, AMS 1 – Phase 1 Release 1.2 in PROD by 11/1/2009 Results IT Services Portal, Integrated IT Demand Time Services Portal, • Streamlined operational demand processes, providing Tracking, Time Tracking, better data and improved tool experience Training Training • Replaced existing customizations with configuration (keep it simple) • Visibility to actual time spent on all operational Demand • Integrated demand ticket relationships • Fully integrated application metadata management • Improved external IT services portal for “one stop shop” demand entry 19 16 June 2010
  20. 20. Phase 1 - Application Metadata System (AMS) ASR • Replacement of custom build application (Application Support metadata system (System Registration) Request) • Leveraging PPM Center Asset entity to Proposals and OUT Projects capture and manage application metadata (Outage) • Simple workflow to manage and track the life of an application. “check in / check out” AMS (Application • Robust scoring model to evaluate Business Management Relevance, Controllership/Compliance, ISR (Infrastructure System) RFC Application Fitness, and Technical Support Request) (Request for Change) Health....portfolio tier stratification (platinum, gold, silver, and bronze • Real time reporting and fully integrated use APD APR of AMS throughout other request types (Application (Application Defect) Release) 20 16 June 2010
  21. 21. Phase 2 – Strategic Demand Release Schedule - The „Original‟ Plan Project Workflow Program Controls Portfolio Time Resource Financials Release Risks, Issues, Disabled Disabled Disabled Disabled 2.1 Project Workflow Program and Scope October Change Time Tracked in Project-Level Week 3 Schedule Resource Allocation Release 2.2 Portfolio Disabled Limited Limited November For High-Level Resource For High-Level Resource Week 4 Time Tracked in Planning & Estimated Planning & Estimated Schedule Costs Costs Release 2.3 Time Resource Financials December Week 2 Process Owners: Jim Childress Mark Tabasco Tammy Smith Tammy Smith Tammy Smith Kellie Strubinski Dionne Aarsen Tammy Smith 21 16 June 2010
  22. 22. Phase 2 – Strategic Demand The „Actual‟ Plan Timelines Release Release • Original Dates – Phase 2 start 8/1/2009 complete by 12/1/2009 2.1 2.2 Portfolio – Release 2.1, Mid October Project Process Management – Release 2.2, Late November Resource – Release 2.3, Mid December Management Project Controls Financial • Actual Dates Management – Phase 2 Release 2.1 in PROD by 10/15/2009 Program Time Tracking – Phase 2 Release 2.2 in PROD by 12/31/2009 Management Integrated Project Results Management • Consolidated entry point for all Strategic Demand (Proposals) Facilitated Pilot Training • Proactive resource demand planning • Fully integrated cost model of labor, non labor, planned and actual costs • Direct link from proposal to project(s) • Standardized Project Management process for all project types (Tollgates) • Visibility to actual time spent on all demand (project and non-project) • Increased visibility of labor costs for the Finance team and improved cost tracking for SAP 22 16 June 2010
  23. 23. Phase 2 - Proposal Process (NBCU – Proposal) • Replacement of custom built PPM 2.5 tool • Ability to submit and track Annual, Mid-Year, and external proposal requests • Robust and dynamic scoring mechanism based on type of proposal, providing Business Case scores and recommendation • Integrated resource and financial management • Standardized process for resource demand forecasting and labor cost estimation • Visibility to requested versus financially approved costs • Automatic link to project and the ability to spawn multiple projects from one proposal 23 16 June 2010
  24. 24. Phase 2 - Project Process (NBCU – Project) • Replacement of custom built tollgate tool • Automatic spawn and link of original proposal to Project • Choice of three (WPO, 2, 4) tollgate-based project types depending on project complexity • Dynamic tracking and management of project deliverables based on tollgate • Integrated resource (task assignment and shared services labor), financial (capex / opex) and time management • Introduction of standard phases and work plan templates 24 16 June 2010
  25. 25. Phase 2 - Resource, Financial, and Time Management Resource • Replace ad hoc reporting and manual spreadsheets • Standardized set of roles across the organization Management • Ability to forecast detailed resource demand by FTE • Increased visibility to strategic resource demand • Early visibility of labor and costs in Proposal process Financial • Standardization of planning rates & cost rules for FTE‟s • Increased level of financial detail for Finance Team Management • Tracking of both capital and expense in a single project • Integration with time tracking for FTE labor cost liquidation • Replacement of custom built time tracking tool • Ability to track time against all demand in one system Time Management • Tracking of both capital and expense costs in same project • Finance reporting for month, quarter and year end close 25 16 June 2010
  26. 26. How Long Did It Take? Phase 1 - Operational Demand Re-Design Release 1.1 Release 1.2 5/1/2009 ASR, APD, ISR, ESR, AMS Phase 1 APR, RFC, 2, Time Kickoff Original R 1.1 Original R 1.2 OUT,AMS1 Tracking,TSP I Date Date 7/1/2009 9/15/2009 Recipe for Success April May June July August September October November December January February March Q2 - 2009 Q3 - 2009 Q4 - 2009 Q1 - 2010 Initial Communications Phase 2 – Release 2.1 and 2.2 LEAN IT Phase 1 – Release 1.1 Training Phase 1 – Release 1.2 Training “Changes are coming” Training “Right Start” Original R 2.1 Date Original R 2.2 10/15/2009 Date Kickoff Phase 2 Release 2.1 11/20/2009 Original R 2.3 DateRelease 2.2 Project, 12/18/2009 Enhanced Phase 2 - Strategic Demand Program, Controls Project , Portfolio, Resource, Time, and Financial 26 16 June 2010
  27. 27. CURRENT STATE 27 16 June 2010
  28. 28. Implementation Summary 28 16 June 2010
  29. 29. NBCU-PPM Maturity Model – Before & After •Disparate legacy tools in each horizontal •Rudimentary process maturity •No process integration •Integrated tools across each horizontal •Managed & measured process maturity •Full process integration 29 16 June 2010
  30. 30. Immediate Benefits and Challenges Proposal Project Resource Finance Time Benefits Benefit Benefit: Benefit Benefit Single source Immediate use of visibility into all Advanced Employee cost the centralized projects and visibility of shared rates for Consolidated proposal process reference to services resource planning and view by resource original proposal demand actuals is more of time spent on accurate and operational and Upfront visibility aligned from strategic work to shared Challenges proposal into services Challenge project resources during Transition from planning Microsoft Project Challenge Challenge to PPMC work plan Challenge Difficult to NBCU's unique navigate labor Honing project resource pool Activity code capitalization Need for exception landscape based assignment on reporting lightweight thresholds for on NBCU project tasks to requirements proposal process more accurate organizational drive capital could not be to capture minor representation of layout costs satisfied with out projects project health of the box reporting 30 16 June 2010
  31. 31. Consolidated Demand Dashboards Operational Demand Strategic Demand 31 16 June 2010
  32. 32. Next Steps Ongoing Training and Education – Project Execution Support Deferred Scope and Small to Medium Enhancements • Lightweight Proposal Process • VOC Customer Feedback Resolution Workflow • Operations Problem Management Workflow Additional Data Warehouse Reporting from Business Objects • Consolidated Application Reporting across all demand • Project Trending • Financial and Time Reporting uCMDB Integration with Request for Change and Application Metadata System Quality Center and PPM Center Integration • Defect Management during Project Execution Mobility on Operational Demand 32 16 June 2010
  33. 33. Q&A 33 16 June 2010
  34. 34. Contact Us Chris Baker 818-777-7975 Brandon Kniffen 480-361-0870 34 16 June 2010
  35. 35. To learn more on this topic, and to connect with your peers after the conference, visit the HP Software Solutions Community: 35 ©2010 Hewlett-Packard Development Company, L.P.