3. PAGE 3
It’s all me – I love data …
Bachelor of Business in Quantitative and Informational
Systems
• It was NOT …
- Computer Science
- Computer Programming
- Information Technology
• Beginning of a focus on information
- Early ‘Relational’ Databases (ISAM VSAM)
- Integrated Storage Devices
- Personal Computers
Masters of Information Systems (MIS)
4. PAGE 4
… and Project Management!
Certified Project Management Professional (PMP)
• Project Management Institute founded in 1969
- Project Management as a Core Competency
- Provided a basic process
- Created a minimum standard of practice
• Based on the Project Management Book of Knowledge
(PMBOK) – ANSI standard – 5th edition
- 5 Process Groups
– Initiate, Plan, Execute, Monitor/Control, Close
- 8 (now 9) Knowledge Areas
– Integration, Scope, Time, Cost, Quality, Resources,
Communication, Risk, Procurement
- Matrixed with 42 processes
5. PAGE 5
PMBOK Matrix
INITIATING PLANNING EXECUTING
MONITORING &
CONTROLLING
CLOSING
Integration Management Develop Project Charter Develop Project Mgt Plan
Direct & Manage Project
Execution
Monitor & Control Project Work Close Project or Phase
Perform Integrated Change
Control
Scope Management Collect Requirements Verify Scope
Define Scope Control Scope
Create Work Breakdown
Structure
Time Management Define Activities Control Schedule
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Cost Management Estimate Costs Control Costs
Determine Budget
Quality Management Plan Quality Perform Quality Assurance Perform Quality Control
Human Resource
Management
Develop Human Resource Plan Acquire Project Team
Develop Project Team
Manage Project Team
Communications
Management
Identify Stakeholders Plan Communications Distribute Information Report Performance
Manage Stakeholder Expectations
Risk Management Plan Risk Management Monitor & Control Risks
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk
Analysis
Plan Risk Responses
Procurement Management Plan Procurements Conduct Procurements Administer Procurements Close Procurements
6. PAGE 6
What is a project?
According to the PMBOK
• A project is a temporary endeavor with a defined
beginning and end undertaken to meet unique goals and
objectives (usually with limited resources).
• Project management is the application of knowledge,
skills, and techniques to execute projects effectively and
efficiently.
• Program management is the ability to coordinate
multiple projects
-AND-
• provides strategic competency for enabling an
organization to tie project results to business goals.
7. PAGE 7
And ….
It is also the source of lots of data!
• Incorporates many of the business goals of the company
• Identifies critical or constrained resources
• Provides our main source of revenue
• Tells us where we have been
• Shows us where we are going (at least in the near future)
8. PAGE 8
In the beginning, Project
Management was ‘easy’
How much have we spent? (Cost)
• Financial information
When is it going to be done? (Schedule)
• Scheduling information
What still needs to be done? (Estimate-to-Complete)
• Staffing
• Material
‘Only ‘ 3 pieces of information
9. PAGE 9
All you needed was a PM ‘tool’
PM Tools were good and continue to improve
• Fairly complex scheduling algorithms
• Can schedule multiple types of resources
• Can create a baseline
• Can do some limited forecasting of resources
Limitations
• Difficult to combine or compare projects
• No ‘true’ cost information
• Require constant manipulation to maintain ‘reality’
• They don’t act independently
10. PAGE 10
First, we had to focus on ‘us’
(ATD PM Process 1.0)
Defined our Project Lifecycle
• Created a project plan template
- Phases based on Control Gates
- WBS (tasks) based on functional groups
- Could be tailored for specific projects
• Identified our resources
- Determined main functional areas
• Documented our Project Management ‘Methodology’
• Started upgrading our PM tools
• Every project had to have a project plan
Information cycle was based on Weekly/Monthly Input
11. ATD PM System Overview
PROPOSAL
BUDGET to
ACTUAL
STAFFING
24 months
ROLLUP
REPORT
Direct Expense
CONTRACT
PER
Proposal Estimate
Rationale
Baseline
MICROSOFT
PROJECTFILE
Automatic
Microsoft Access
Manual
FINANCE
TIME CHARGES
STAFFING
Circa 2001
12. PAGE 12
ATD PM Process 1.0 (cont)
Definite focus was still on a single project
• Wrote macros to reduce many manual processes
• Identified major functional user groups
- Inclusion of other process initiatives into the project template
• Included proposal generation in our lifecycle
But things change … as they should
• All companies must grow
• Products have a given lifecycle
• Business environments change
• Customer needs change
13. PAGE 13
ATD PM Process 1.5ish
New questions at the ‘program’ level
• What should we be working on or NOT working on?
Create department priorities
• Need some way to define or measure
Resource Slider (capacity planning)
• Focused on staffing (headcount/function)
- Utilized our current resource information
- Added some ‘what-if’ functionality
Could answer most questions – but took awhile …
14. PAGE 14
ATD PM Process 2.0
New PM tool (Innovator!)
• More easily integrated into the information flow
• ‘Share the wealth’ approach for updating plans
• Ability to grow/expand with a common interface (i.e. –
inclusion of work flows, Helpdesk tickets)
The Innovator ‘story’
• ‘Live’ in January 2008
• Imported 80+ active project
• October 2012 created our 500th project
• January 2013 added Contracts
• March 2013 – first major upgrade – 9.3 SP1
15. ATD PM System Overview
Today
Query
PROPOSAL
STAFFING
24 months
New Projects
Direct Expense
Weekly Project Charges
CONTRACT
ROM
Template
Baseline
MICROSOFT
PROJECTFILE
Automatic
Microsoft Access
Manual
INNOVATOR
TIME REPORT
STAFFING
FINANCE
ActualCosts
ETCs
RESOURCE
SLIDER
Query
On-Time Delivery?
Project Finish
DateAnalysis
Project copies
16. PAGE 16
At the Project Level …
Still a question of Cost, Schedule, Resources
• More timely view (nightly sync or ad hoc updates)
• Access to subordinate details in other systems
17. How am I doing on Cost?
• Nightly sync
PAGE 17
At the Project Level …
Budget
Funding
Burn Rate
Cost
Variance
18. PAGE 18
At the Project Level …
How am I doing on Cost? Statistically speaking …
19. PAGE 19
At the Project Level …
How am I doing on Cost? Spend Rate
20. PAGE 20
At the Project Level …
How am I doing on Cost? Procurement activity
21. PAGE 21
At the Project Level …
How am I doing on Cost? A/P Activity…
22. PAGE 22
At the Project Level …
How am I doing on Cost? Labor Reporting
mm/dd/yy 258000 AA 258001 A Someone SomeRate x.x xxx.xx xxx.xx xxx.xx
23. PAGE 23
At the Project Level …
How am I doing on Schedule?
• Daily – based on updates to the ETCs by resources
• Weekly – Schedule Forward philosophy
24. PAGE 24
At the Project Level …
What do I need to finish?
• Resources – updated by Project Lead or Team Member
• Material – ‘set and forget’ with periodic review
25. PAGE 25
At the Project Level …
Who is scheduled? (Estimate-to-Complete)
26. Plan SD
assigned charge_num suffix activity_name
Apr-
13
May-
13
Jun-
13
Sep-
13
Grand
Total
Andy 258002 AFELHW A_F Electrical, FPGA, RF 2.0 2.0
DFELHW DF Electrical, FPGA, RF 2.0 2.0
IHELHW I_H Electrical, FPGA, RF 2.0 2.0
RRELHW R Electrical, FPGA, RF 2.0 2.0
Andy Total 8.0 8.0
ASMBLR1-PA- 258002 AFBLDHW A_F Build 1.0 1.0
DFBLDHW DF Build 16.0 24.0 40.0
IHBLDHW I_H Build 0.2 1.6 0.2 2.0
RRBLDHW R Build 1.0 1.0
ASMBLR1-PA-
Total 18.2 25.6 0.2 44.0
Chris 258002 AFELHW A_F Electrical, FPGA, RF 2.0 2.0
DFELHW DF Electrical, FPGA, RF 2.0 2.0
PAGE 26
At the Project Level …
How are they scheduled? (Estimate-to-Complete)
Tony 258000 BLDBK Build Book 1.6 2.4 4.0
258001 AFSUPSW A_F Support 1.0 1.0
IHSUPSW I_H Support 0.5 4.8 0.7 6.0
258002 AFBLDHW A_F Build 1.0 1.0
IHBLDHW I_H Build 0.2 1.6 0.2 2.0
RRBLDHW R Build 1.0 1.0
SPRKT Sp Sl Build 5.7 14.3 20.0
Tony Total 11.0 23.1 1.0 35.0
Grand Total 75.1 162.9 30.0 4.0 272.0
27. PAGE 27
At the Project Lead Level …
How well am I doing at … Maintaining a schedule
• All projects are baselined on import
• Project Finish Date Analysis identifies changes
Proj
Num
Priorit
y Proj Name CCC
Tech
Lead PM
Prod
Or
Dev
Contract
Start
Contract
End Baseline End
FEB ME
Finish
MAR ME
Finish
Months
Slipped
from
FEB to
MAR
Months
Scheduled
Past
Baseline
End
Months
Scheduled
Past
Contract
End
Fcstd
Sched to
Baseline
258000 4 WBS AA GW KP DK D 12/19/2012 7/21/2013 7/21/2013 8/19/2013 10/28/2013 2 3 3 46%
258010 4 WBS B GW KP DK D 3/15/2013 6/14/2013 6/14/2013 5/15/13 6/15/13 1 0 0 1%
258020 4 WBS C GW KW DK D 3/11/2013 6/10/2013 6/10/2013 6/15/13 7/5/13 1 1 1 27%
258030 4 WBS AB GW KP DK D 3/15/2013 6/14/2013 6/14/2013 10/15/2013 9/10/2013 -1 3 3 97%
28. PAGE 28
At the Project Lead Level …
How well am I doing at … Planning my resources
• Month-end snapshots of ETCs
29. PAGE 29
What About the Program?
Any of the reports can be run on multiple project plans
• Same Contract
• Same Customer
• Same Product
30. PAGE 30
What About the Program?
For RYG information, we use the Programs directory
31. PAGE 31
What is ‘Project’ data?
Your projects may represent …
• Customer activity
- Trend analysis – resource needs
- Risk analysis – funding (or revenue)
• Product development activity
- Development vs Production
• Staffing levels and/or needs
- Business unit level
- Function level
• ‘Sales’ or revenue activity
- My people ARE my sales – the more they are scheduled …
As a whole they represent much more than a project
32. Query
PROPOSAL
STAFFING
24 months
New Projects
Direct Expense
Weekly Project Charges
CONTRACT
ROM
Template
Baseline
MICROSOFT
PROJECTFILE
Automatic
Microsoft Access
Manual
INNOVATOR
TIME REPORT
STAFFING
FINANCE
ActualCosts
ETCs
RESOURCE
SLIDER
Query
On-Time Delivery?
Project Finish
DateAnalysis
Project copies
PAGE 32
How can I get to it?
There are many ways to get to the data
• ‘Push’ - Stored procedure (Action)
• ‘Pull’ - ODBC connection
- Microsoft Access
33. PAGE 33
How can I get to it?
Don’t forget about Excel …
• Useful for quick reporting/graphing
• Excellent tool for determining requirements
34. Resource Management
‘Resource Slider’
• Excel-based tool developed in 2005
- Allows simple ‘what-if’ flexibility by ‘sliding’ projects
- Presents data by
– Resource function
» Named vs Generic
» Capacity based on 12-month rolling average
– Business Unit
– Customer
– Project state
» Current project work
» Pending contract work
» ‘Future’ Work
35. Resource Slider – example – All Projects View
Resource Management (cont)
‘Future’
Overhead
Customer
‘Slide’
36. Resource Slider – example – Function Rollup view
Resource Management (cont)
37. Resource Slider – example – Function Detail View
Resource Management (cont)
38. Resource Management (cont)
Staffing Reports
• Access Database used for more ‘static’ reporting
- Reports data by
– Resource function
» Named vs Generic
» Capacity based on 12-month rolling average
– Resource ***
– Project
– Project Lead
– Business Unit
39. Resource Management (cont)
Staffing Reports – Examples
Overall Function Need
(in terms of headcount)
Individual Loading (with individual capacity)
Dan PM
.
