1. REMINDER
Check in on the
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If You Don’t Know Where You’re
Going, Any Road Will Do
Prepared by:
Robert C Monks, PMP
President & CEO
Monks Project Solutions
Visioning for Implementation Success
Session ID#: 15418

2. Abstract
■ Many EPPM software implementations fail to achieve
the success and return on investment originally
envisioned because they try to do too much and have
poorly defined requirements. This presentation provides
real, useful information around initial project visioning
and requirements definition that can be put into practice.
It also explores how well crafted vision and requirements
documents will facilitate a phased approach to the
implementation, reducing scope creep and failed
implementations.

3. Presenting Today
■ Robert Monks
▪ Project Management Institute, Project Management Professional
▪ Oracle University Certified P6 and PCM Instructor
▪ Oracle Certified P6 Implementation Consultant
▪ Oracle Certified PCM Implementation Consultant
▪ FAA Certificated Commercial Pilot, Instrument Airplane
▪ FAA Certificated Instrument Flight Instructor
▪ Father of two amazing daughters (Mary, 24 and Emily, 22)
▪ Husband of an amazing wife of 25 years (Cate)
▪ President & CEO of Monks Project Solutions

4. Monks Project Solutions
■ Oracle Gold Partner
■ Established in 1985
■ Primavera Partner since 1987
■ Located in Denver, Colorado
■ Providing value driven, sustainable organizational change
▪ Aligning people, process and technology

5. There’s a Little Alice in All of Us
“Would you tell me, please,
which way I ought to go from
here?“
"That depends a good deal on
where you want to get to.“
"I don't much care where –“
"Then it doesn't matter which
way you go.”
― Lewis Carroll, Alice in
Wonderland

6. So Why Are We Even Talking About This?
■ Organizations are expected to do more with less
■ Software capability has grown rapidly in recent years
▪ Exceeds most organizations’ process maturity
▪ Not quickly or easily implemented
▪ Installation and configuration is complex and technical
▪ Often integrated with other enterprise systems
■ Many organizations implement EPPM software as if it were
PM software
▪ Want to have all features installed and available
▪ Fail to appreciate the risks from this approach
▪ Insufficient budget
▪ Poorly conceived implementation team

7. Because Many EPPM Implementations…
■ Are delivered late and over
budget
■ Fail to achieve the
anticipated ROI
■ Fail to gain widespread
buy-in
■ Require constant rework

8. What Elements Contribute to EPPM
Implementation Failure?
1. Lack of Executive Sponsorship
2. Minimal User Involvement (No dedicated resources)
3. Inexperienced Management & Facilitation
4. No Clearly Defined Business Goals & Objectives
5. Maximized Scope (Not a Phased Approach)
6. Informal, Non-standardized Processes and Procedures
7. Lack of Firm, Defined Functional Requirements
8. Non-Existent EPM Implementation Methodology
9. Unreliable Time and Cost Estimates
10.No Ownership or Buy-in Plan

9. Monks Implementation Methodology Matrix
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Critical
Success
Factors
•KPI’s
•Pilot Program
•On-Going
Support
•Data
Conversion
•System
Deployment
•Go Live
•Manage
Expectations
•Vision
•Objectives
•Goals
•Objectives
•Goals
•Requirements
•Architectural
Modeling
•Enterprise
•Format
•Style Guide
•Version
Control
•Phases
•Systems
•Critical
Success
Factors
•KPI’s
•Role
Breakdown
•Curriculum
Development
•Functionality
Breakdown
•RACI
•Supporting
Documents
•Deliverables
•Performance
Measures
•Training
Execution
•Navigational
& Functional
Narrative
•Input
Configuration
•Proof of
Concept
•Operational
Steps
•Activities
•Format
•Style Guide
•Version
Control
1
Strategic
Level
2
Functional
Level(s)
3
Tactical
Level(s)
A
Business
Modeling
F
Training
E
Software
Procedures
D
Tool
Modeling
C
Operating
Procedures
B
Process
Modeling
G
Implementa-
tion
A3
A2
B3
B1A1 C1
B2 C2
D1
E2
C3 D3
F2
F3
E1 F1
E3
•Output
Configuration
D2

10. So Where Do We Begin?
■ Think strategic
▪ Then functional
▪ Then tactical
■ Executive Input
▪ Steering Committee
■ Requirements must be
▪ Qualified,
▪ Quantified
▪ Prioritized

11. What Are Good Requirements?
■ Address Function
▪ Inputs
▪ Outputs
■ Start with a Vision statement
▪ Objectives,
— Goals,
– Critical Success Factors,
» Key Performance indicators

12. Begin with a Vision
■ Why are we doing this?
■ Why now?
■ What do we hope to accomplish?
■ What will be different when we finish?
■ How is this related to our strategic goals?
■ Must involve executive sponsor and team

13. The Vision Statement
■ Elevator speech
■ What capabilities will it address
■ What organizational maturity issues will it support

14. A Simple Vision Statement
■ ABC Energy will enhance its project management capabilities
and process maturity, and implement an Enterprise Project
Management (EPM) system.
■ The purpose of this initiative is to develop and demonstrate
effective schedule and resource management capabilities to
support a growing number of larger, more complex capital
projects, and major maintenance projects.

15. Jefferson County Public Schools
Lakewood, Colorado
■ The department of Planning & Construction (P&C) will
implement an integrated project management system for
capital projects to improve the efficiency and effectiveness of
budget management, schedule management, vendor
management, and stakeholder communications.
■ The system will utilize Oracle Primavera Contract and Project
Management software as a central platform to consolidate
and automate capital project management processes and
data; and to integrate with other P&C management processes
and information systems.
■ The project management system will improve the overall
value delivered on capital funded projects consistent with
District policies.

16. REMINDER
Check in on the
COLLABORATE mobile app
School District gets an A+ in
Primavera-PeopleSoft Integration
Prepared by:
Bill Claveau
Senior Consultant
Monks Project Solutions
Friday - 9:45 AM-10:45 AM
Room: Level 3, Murano - 3303
Session ID#: 15471

17. Objectives and Goals
■ Derived from vision
statement
■ Qualitative statements
▪ Support the vision
▪ Further define
■ Must relate to vision
statement; if not
▪ Revise vision statement
▪ Revise objective
▪ Drop objective

18. ABC Energy’s Vision Statement
■ ABC Energy will enhance its project management capabilities
and process maturity, and implement an Enterprise Project
Management (EPM) system.
■ The purpose of this initiative is to develop and demonstrate
effective schedule and resource management capabilities to
support a growing number of larger, more complex capital
projects, and major maintenance projects.

19. Objectives Derived from ABC Energy’s
Vision Statement
■ Centralize and share project
information, providing ready-
access to the entire
organization without requiring
EPM subject matter expertise.
■ Implement clearly and
consistently defined,
repeatable project
management processes
across the organization.
■ Effectively predict key project
milestones and deliverables,
and track actual progress.

20. Goals
■ Quantitative statements
that support an objective
■ Define what we hope to
attain
■ Should be measurable
■ May contain numbers or
percentages
■ Create 3 or more per
Objective

21. Goals Derived from ABC’s Objective
■ Effectively predict key
project milestones and
deliverables, and track
actual progress.
■ Project templates will be
maintained in the EPM
system that establish the
minimum content and format
requirements to enable
standardized processes and
reliable analysis.
■ Projects will be initialized in
P6 promptly after project
authorization to ensure the
EPM system provides a
reliable “master list” of
projects.

22. Goals Derived from ABC’s Objective
(cont.)
■ Effectively predict key
project milestones and
deliverables, and track
actual progress.
■ When initialized, all projects
will have a Project ID, Project
Name, SAP ID, Pipeline
and/or Facility designation,
Planned Start Date, and a
brief Purpose Statement.
■ All projects will have a
schedule with activity,
milestone, and deliverable
dates that reflect realistic
durations and dependencies.
■ Project schedules will be
updated and reviewed on a
regular basis.

23. Critical Success Factors
■ Defined for each strategic goal
■ Answered by the functional team
■ Qualitative in nature
■ How long should it take?
■ Who is accountable for attaining?
■ What data tracks our success?
■ What must the system do or track?

24. Key Performance Indicators
■ Defined for each CSF
■ Answered by the functional team
■ Quantitative in nature
■ What formulae will we measure?
■ What thresholds do we establish?

25. Performance Measures
■ Created for each KPI
■ Answered by the tactical team
■ What quantifiable data are required to attain KPI?
■ Where is it entered, managed, changed?
■ Who is responsible?

26. Business Modeling—the Results
■ Ensure all Performance Measures tie back to the original
Vision.
■ This process is iterative
▪ If some KPI’s don’t “fit” with any CSF’s.
▪ Go all the way back to the Objectives
▪ Possibly even change your initial Vision Statement.
■ The final document acts as your requirements for the Process
Model and implementation
■ The Business Modeling should reference standard roles
within your organization
■ Once the document is complete, it should be issued to the
entire team for review and approval.

27. Adopting a Phased Approach to
Implementation

28. Adopting a Phased Approach
■ Prioritize your objectives
and goals
■ Look for easy wins
■ Look for high value goals
■ Avoid Big Pain with long-
term gain

29. Shallow and Wide
■ Implement shallow
functionality
■ Broadly across the
enterprise
■ Recognize that even small
changes can be difficult to
learn
■ No one likes their cheese
moved—even if it’s better
cheese

30. Adding Additional Functionality
■ Keep raising the bar in
subsequent phases
■ Implement additional
functionality
■ Broadly across the
enterprise
■ Reinforce what you’re
doing right

31. Constantly Improving the Process
■ Fine tune what’s not
working
■ Invite feedback form your
user community
■ Listen to the feedback
■ Challenge your
organization to do more
■ Defer automated
integrations until processes
stabilize

32. All Things Are Possible
■ “Alice laughed. 'There's no
use trying,' she said. 'One
can't believe impossible
things.' ‘I daresay you
haven't had much practice,'
said the Queen. 'When I
was your age, I always did
it for half-an-hour a day.
Why, sometimes I've
believed as many as six
impossible things before
breakfast. There goes the
shawl again!”
■ ― Lewis Carroll

33. Questions?
■ Robert Monks
■ Rmonks@monks.com
■ 303-860-8870
Contact Information

34. Please complete the session
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Session ID#: 15418
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