Carl Souchereau, SNC Lavalin T&D: Both Sides of the Fence
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The document outlines the challenges faced by an EPMO (Enterprise Project Management Office) and project managers at SNC Lavalin T&D in planning, prioritizing, and managing a portfolio of projects. It discusses the need for consistency, common processes and tools, trusted data, and simplicity. The solution implemented was a phased multi-year implementation of a project portfolio management tool to provide one place for planning, prioritization, optimization, and project management and insight. Benefits included improved decision making, consistency, reduced planning time, and better management of costs and at-risk projects.
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Solution Architecture and Solution Estimation.pdf
Solution architects and the solution architecture function are ideally placed to create solution delivery estimates
Solution architects have the knowledge and understanding of the solution constituent component and structure that is needed to create solution estimate:
• Knowledge of solution options
• Knowledge of solution component structure to define a solution breakdown structure
• Knowledge of available components and the options for reuse
• Knowledge of specific solution delivery constraints and standards that both control and restrain solution options
Accurate solution delivery estimates are need to understand the likely cost/resources/time/options needed to implement a new solution within the context of a range of solutions and solution options. These estimates are a key input to investment management and making effective decisions on the portfolio of solutions to implement. They enable informed decision-making as part of IT investment management.
An estimate is not a single value. It is a range of values depending on a number of conditional factors such level of knowledge, certainty, complexity and risk. The range will narrow as the level of knowledge and uncertainty decreases
There is no easy or magic way to create solution estimates. You have to engage with the complexity of the solution and its components. The more effort that is expended the more accurate the results of the estimation process will be. But there is always a need to create estimates (reasonably) quickly so a balance is needed between effort and quality of results.
The notes describe a structured solution estimation process and an associated template. They also describe the wider context of solution estimates in terms of IT investment and value management and control.
Agile 101
This document provides an overview of agile methodology for software development. It discusses how agile practices arose in response to the limitations of traditional waterfall approaches. The core principles of agile include valuing individuals and interactions, working software, customer collaboration, and responding to change. Agile methods embrace changing requirements, frequent delivery of working software, collaboration between business and technical teams, self-organizing teams, and continuous improvement.
Unified Resource Capacity Planning - Unite the Top Work Management Platforms
In today's diverse project management landscape, organizations often find themselves juggling multiple work management tools like Planner, Microsoft Project, Project for the web, Azure DevOps, Jira, Smartsheets, Monday.com and more. This fragmentation can lead to inefficiencies, especially when it comes to holistic enterprise resource capacity planning. Enter OnePlan: the solution designed to seamlessly bridge these platforms for a consolidated view of your resources at an enterprise level.
Project Controls Expo, 18th Nov 2014 - "The 6 Key Elements for Improving Proj...
Project Controls Expo, 18th Nov 2014 - "The 6 Key Elements for Improving Proj...Project Controls Expo
Do you know where your project or portfolio stands on cost, schedule and value? If you needed that information right now, would you be able to find it? The ability to answer these questions is a mark of project maturity and visibility. Project-based businesses need visibility in six key areas to proactively manage their business and avoid schedule surprises, enable predictability and better manage profit margins.
Highlights include -
• Six guidelines for improving project visibility
• Methods for gaining actionable insight during planning and statusing
• A framework to determine and improve project maturitySEAMS: Should I manage the assets or the projects?
Jon Greensill recently presented at the Asset Management Ecosystem inaugural conference in Las Vegas. He looked at how asset level planning and project portfolio planning differ, and described the relative benefits of each approach. He explored how the latest asset analytics is making more detailed planning achievable and how a new approach has delivered excellent results for some of the largest utility companies in the world.
INAAU Project Management for Telecommunications Professionals
International Avaya User Conference 2010
Project Management for telecommunications projects. Using the PMI PMBok framework to manage telecom projects.
CRMready Webinar Series - Part 3 - How to Make Your Nonprofit’s CRM Implement...
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, the project roles needed for a successful CRM implementation, and project management. In part 3 Heller Consulting talks about managing expectations with change management, evaluating risks with a CRM implementation and what roles are needed to ensure the project is a success for your nonprofit organization.
Delivering Aha Moments through Procurement Performance Analytics (part II)
2016 NAEP Annual Meeting presentation by Dan Traub of FinVantage Solutions LLC and Sandy Hicks of the University of Colorado. Delivered in San Antonio, TX.
In this update to the 2015 presentation, we explore the rollout and impact of the departmental scorecard program as it was introduced to over 215 financial managers across the University of Colorado System.
Learn how the University of Colorado Procurement Service Center launched an innovative program to gain valuable insights into its performance using the latest data visualization tools. Utilizing and analyzing data from multiple sources, CU has built a 360-degree platform to explore outcomes from procurement, payables, travel management, payment card, customer outreach, and other functions. The transition to a data-driven mindset will be examined, including a few surprises they learned along the way. The team will demonstrate how these metrics are driving new levels of collaboration with campus stakeholders, thanks to the popular departmental scorecards and executive dashboards.
Core P3M Data Club
The document proposes creating a common data model to support portfolio, program, and project (P3M) governance. It will include examples of key stakeholders, a governance model, management information examples, and a core data model. This aims to provide organizations a starting point for basic P3M reporting and governance that is not dependent on specific tools. Taking a top-down and bottom-up approach, it will identify stakeholders, define a governance framework, imply necessary data, and map this to good practices. The resulting model and examples could then be used by consultants, vendors, and service providers to support clients' P3M governance needs.
Major Pitfalls of ERP Implementation in Big Companies
This presentation lists the major pitfalls of ERP implementation in big companies from the perspective of Project Management and from the perspective of implementation methodology
Proj Mgmt.ppt
This document discusses project management principles and processes. It covers topics such as the importance of project management, knowledge areas, project identification and planning, risk management, and project execution. The document provides examples of projects and defines characteristics that distinguish projects from routine tasks. It also discusses project life cycles, activities involved in project execution like requirements analysis and testing, and potential problems in software projects.
2. PAE AcFn621 Ch-2 Principle ppt.pptx
This document discusses concepts and principles of project management. It defines project management and describes the key phases of project management - initiation, planning, execution, and closeout. It also discusses important project management techniques including developing a work breakdown structure, creating a network diagram, scheduling, budgeting, and identifying and managing risks. The document is intended as a chapter in a textbook on project analysis and evaluation.
Resume_ Prabhu Kannan_PM
Prabhu Kannan is a Project Manager based in Singapore with over 15 years of experience managing IT infrastructure and application projects. He holds certifications in Project Management (PMP), ITIL, and has experience across industries including financial services, healthcare, and IT services. He has successfully delivered multiple regional projects on time and within budget. Prabhu seeks new opportunities to manage projects and programs, drive change, and inspire teams through the use of best practices.
PEEM 4.pptx
The document discusses various aspects of project initiation and feasibility studies. It describes the types of feasibility studies conducted including technical, economic, environmental and marketing feasibility. It also outlines the project selection criteria and techniques used such as net present value, internal rate of return and payback period. The stages of engineering design from conceptual to detailed engineering are defined.
Code Yellow: Helping Operations Top-Heavy Teams the Smart Way
All engineering teams run into trouble from time to time. Alert fatigue, caused by technical debt or a failure to plan for growth, can quickly burn out SREs, overloading both development and operations with reactive work. Layer in the potential for communication problems between teams, and we can find ourselves in a place so troublesome we cannot easily see a path out. At times like this, our natural instinct as reliability engineers is to double down and fight through the issues. Often, however, we need to step back, assess the situation, and ask for help to put the team back on the road to success.
We will look at the process for Code Yellow, the term we use for this process of “righting the ship”, and discuss how to identify teams that are struggling. Through a look at three separate experiences, we will examine some of the root causes, what steps were taken, and how the engineering organization as a whole supports the process.
Fundamentals of Project Management
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Benefits of EPM
Benefits of Microsoft Enterprise Project Managment Server (EPM) for any Organisation
Demand Management
Resource Management
Schedule Management
Capacity Management
Workflow Management
Security Management
Going Global - Expanding PeopleSoft Internationally
Learn about the functional considerations, implementation approaches and best practices of expanding PeopleSoft internationally, as well as hearing a case study.
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...
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Introduction
• Financial background
– Chartered accountant
– CFO for a number of transport businesses incl. Heathrow Airport
• Involved with Project Controls for 11 years commencing with start of T5 construction
• MD of LogiKal Projects for the last 4.5 yearsGeek Sync I Agile Data Management vs. Agile Data Modeling
You can watch the replay for this Geek Sync webcast in the IDERA Resource Center: http://ow.ly/Er0q50A5o7q
Join IDERA and Joseph Maggi while he discusses some of the more heated debates in the data modeling world centered around the concept of agile data modeling. Much of this debate has its roots in a misunderstanding or at least conflicting views on what Agile is in the first place. Some view agile data modeling as a haphazard approach to database “design” while others view it as a way to get applications developed more quickly and efficiently. This session will explore the merits of both sides of the argument and will discuss the technical manifestations of Agile (namely Scrum and Kanban) and where data modeling fits within these agile methodologies.
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Unified Resource Capacity Planning - Unite the Top Work Management Platforms
Unified Resource Capacity Planning - Unite the Top Work Management Platforms
Project Controls Expo, 18th Nov 2014 - "The 6 Key Elements for Improving Proj...
Project Controls Expo, 18th Nov 2014 - "The 6 Key Elements for Improving Proj...
SEAMS: Should I manage the assets or the projects?
SEAMS: Should I manage the assets or the projects?
INAAU Project Management for Telecommunications Professionals
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Delivering Aha Moments through Procurement Performance Analytics (part II)
Major Pitfalls of ERP Implementation in Big Companies
Major Pitfalls of ERP Implementation in Big Companies
Code Yellow: Helping Operations Top-Heavy Teams the Smart Way
Code Yellow: Helping Operations Top-Heavy Teams the Smart Way
Going Global - Expanding PeopleSoft Internationally
Going Global - Expanding PeopleSoft Internationally
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...
Project Controls Expo, 13th Nov 2013 - "CREATING CONFIDENCE THROUGH PROJECT C...
Geek Sync I Agile Data Management vs. Agile Data Modeling
Geek Sync I Agile Data Management vs. Agile Data Modeling
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A vast majority of U.S multinational firms – 93% in fact, according to a recent survey – are at some stage
of undergoing or preparing for business transformation initiatives. This is being driven by an unprecedented
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key triggers. It’s constantly “transform or wither” in today’s volatile global business, and
agility is the executive imperative of the day, albeit an elusive one. An organization’s long term success or failure
depends on its capacity to consistently identify opportunities and risks and renew itself faster than rivals do.
Business leaders need to be more efficient and effective at updating and implementing strategies than ever
before. If wielded correctly, an important weapon in their agility war chest is a new style of enterprise program
management office (PMO) that is more comprehensive than in the past.
Global Pharma CIO transforms IT into accountable, low risk business partner
A global pharmaceutical company hired a new CIO to restructure their IT organization after falling to seventh place. The CIO was tasked with aligning IT to the new strategy, restructuring divisions, reducing spend by 15%, and instilling a culture of accountability. UMT Consulting designed and implemented an enterprise portfolio management framework using Microsoft Project Portfolio Server to provide visibility, governance, and budget planning across the divisions. This allowed projects to be tracked and budgets to be managed more dynamically, providing executives greater confidence in budget numbers and identifying risks.
Ben Chamberlain, UMT360: PPM + Financial Intelligence = Greater ROI
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Agile businesses stay competitive by quickly realigning IT investment, capital projects, and R&D pipeline portfolios to a constantly shifting environment. Learn about the importance of accelerating knowledge and experience (the kind Captain Sully used to land on the Hudson) in making the right portfolio decisions at the right time. Sy Aslan, a 30-year veteran of consulting management and PPM, discusses:
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UMT Webinar: Effective Portfolio Management
The document describes a webinar presented by Sy Aslan on effective portfolio management. UMT, the company hosting the webinar, provides portfolio management consulting services and products. The webinar discusses challenges managing a portfolio of projects and investments and advocates an integrated portfolio management approach using governance, insight, and analytics to optimize value. It emphasizes assessing interrelated business, application, and infrastructure portfolios and using business intelligence to identify transformation opportunities.
UMT Federal Webinar Series Part 4: Communicating Investment Status
Develop a clearer picture of your investments by using data on commodity IT investments, duplicated efforts that could be consolidated, and misaligned functionality to ultimately maximize the return on investment. Review how an efficient communication model, along with the use of the IT Dashboard and PortfolioStat, can help to maximize the value of your IT investments.
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"This is the first part of the IT financial management series. In this webinar, Charlie Curcio, IT CFO shares his experience in defining what it means to Run the Business of IT.
On average companies spend 5% of the total operating budget on IT, increasing pressure on executives to reduce costs, communicate value and align IT investments with business priorities to drive a competitive advantage.
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Planning with Competencies
The quest to define IT’s relationship with the business has gained new momentum over the last few years, primarily due to a more difficult economic climate driving the need for transparency in spending decisions. The momentum is manifested in a fundamental awareness, developed since the technology hype of the late 90’s, that IT organizations must be integrated more closely with the businesses they support. Management teams in many organizations are focused on defining a better Business-Technology partnership, which is shining the spotlight on a new discipline -- Project Portfolio Management (PPM).
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Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
The Seven Habits of Highly Effective Portfolio Management Implementations
Originally published in 2003, this white paper on portfolio management has stood the test of time and is still relevant in all 7 best practice areas. Although the 7 best practices remain the same, the field of portfolio management has evolved substantially. To follow are some key questions that have been answered in the last few years:
Where should I start: Process or Tools?
For IT portfolios, what is more important: APM or PPM?
Which is the right level to start: Project or Portfolio?
Has portfolio management become more widely accepted as a practice in the last three years?
Are there financial benefits to implementing portfolio management?
Optimizing Organizational Performance by Managing Project Benefits
Too many organizations today still measure the success of a project based only on the traditional project management standards of delivering On Time, On Budget and On Scope. While these criteria are valid measures of successful project management, they are less suitable when assessing a project’s true success: its contribution to the overall organization's performance. Indeed, the ulti-mate success of a project – whether cost savings, revenue increases or customer satisfaction improvements – may not be known until years after it has been successfully delivered.
Enterprise Project and Portfolio Management: Managing the Revolution
This document discusses strategies for successfully implementing enterprise project and portfolio management (EPPM) frameworks in large, global organizations. It identifies common challenges such as scale, incomplete solutions, political governance issues, and lack of standardized metrics. The document recommends 12 principles for EPPM implementation, including securing senior management sponsorship, identifying clear objectives, employing a phased approach, leveraging pilots, implementing change management, including financial analysis, consolidating systems, and conducting ongoing analysis. Case studies and examples are provided for each principle to illustrate proven strategies. The overall goal is to provide guidance for organizations navigating the complexities of implementing comprehensive EPPM on an enterprise-wide scale.
Measure What Matters - New Perspectives on Portfolio Selection
The document discusses new frameworks for IT portfolio selection that consider both financial and strategic metrics. It summarizes that traditional portfolio selection focused solely on financial metrics, but recent research shows this led to underinvestment in strategic areas. The new framework evaluates investments from four perspectives: demand, supply, governance, and alternatives. This allows executives to consider financial returns, strategic alignment, risk exposure, architectural fit, options, costs, deadlines, and skills. Successful companies now use multiple financial and strategic metrics to optimize resource allocation and maximize investment value and benefits.
Project and Portfolio Management in a Federated Governance Model
This document describes an approach for managing project portfolios across multiple business units using proportional and binary optimization. It discusses how corporate and business unit CIOs can use these techniques to prioritize projects, optimize spending, and align investments with corporate strategies. Binary optimization allows business units to select optimal project portfolios, while proportional optimization gives corporate CIOs a way to adjust program funding levels without eliminating them entirely. The methodology provides a framework for effective portfolio management in complex, federated organizations.
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一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challenges
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Best practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Carl Souchereau, SNC Lavalin T&D: Both Sides of the Fence
- 2. A Project Portfolio Management Journey Carl Souchereau, Project Director – SNC Lavalin T&D
- 4. Both Sides of the Fence??
- 5. EPMO Challenges and Needs Strategic & Operational Level Planning • A wide variety of investment decisions to be made - need ‘apples to apples’ comparison when making project selections • High $ demand - Need to gain agreement on priorities • Annual planning very time consuming – Need to reduce • Confidence low about the $ return from projects – Need Consistent measurements • Data for decision-making not trusted – Need for right information • Many different and disconnected process and tools – Need for interfaces • Used by many, inputs by few – need for simplicity and training
- 6. Project Manager Challenges and Needs Operational/Tactical Planning & Execution • Different approaches to project management makes it tough to focus on projects at risk – Need for consistency and commonality • Improve estimating and managing cost – We all need this • Execution over-runs – Need for realism in estimates • Lack of trust in key project data impairs decisions – Need consistent • Many different and disconnected process and tools – Need for Interfaces and doing what is needed • Same Data...different systems – Need to input data once and use the info by many • One Stop Shopping – Need for one place to do it all
- 7. The Solution that Worked
- 8. Crawl, walk, run: multi year plan 2014 2013 CompanyWide Capability 2014 2012 2013 2011 2012 2011 Baseline: 2010 Baseline: 2010
- 9. Create & Select: from prioritization to optimization
- 10. Plan and Manage insight
- 11. Challenges Along the Way