Driving Project & Portfolio Improvements Across Manulife Asia

1 DRIVING PROJECT & PORTFOLIO IMPROVEMENTS ACROSS MANULIFE ASIA MANULIFE ASIA - TRANSFORMATION OFFICE - STRATEGIC PMO
DRIVING PROJECT &
PORTFOLIO IMPROVEMENTS
ACROSS MANULIFE ASIA
SUCCESS STORY

If you have any questions or feedback on this case study or Manulife Asia’s implementation of Planview, please contact:
https://www.linkedin.com/in/leytonbrownlie/
LEYTON BROWNLIE ASST VICE PRESIDENT - STRATEGIC PMO (AND PPM PRODUCT OWNER)
INTRODUCTION
To improve execution excellence and enable scalability in delivery across Asia, Manulife Financial Asia embarked on a
Portfolio & Project Management (PPM) solution implementation for project planning, project execution and resource
capacity planning beginning in November 2016 with the approval of the business case to a full go live in March 2017.
The rapid timeline of implementation was a testament to Manulife’s project delivery approach, relationships with
our strategic partners, strong leadership support and stakeholder engagement and our change and communication
management. Not to mention the effort and collaboration of the core project team and our Asia PMO’s.
This case study provides a brief insight into what we were able to achieve, the key challenges we were looking to
address, the solution we implemented and our key drivers of success. This will provide a reference to the PMO industry
of how to deliver a PPM platform.
“
“

BIANCA ILIBASIC HEAD OF STRATEGIC PMO (AND PROJECT SPONSOR)
Implementing a portfolio management platform is no easy feat, especially in 10 countries at the same time.
We were not successful because we were lucky, but regardless of where we came from (vendor, regional office, country) we
stayed relentlessly focused on a vision, and we communicated with each other. A lot.
We stayed obsessed with our customers – our users and management teams really needed this to make us more effective and
enable us to manage to better outcomes. We focused on what they wanted and used our most executive leaders as champions.
We painted a future that people are now seeing manifest; one in which reports take minutes not days, are accessible and look
beautiful, data is real time, business cases are automated, strategic alignment is tighter, people’s time is better managed, and
priorities are clearer.
This is the story of a team that achieved a great outcome working closely in short space of time over large distances and in many
languages, and while there were challenges along the way we came together to smash them.
I couldn’t be prouder of the people that made this happen, true collaborators.
“
“
https://www.linkedin.com/in/biancailibasic/

ABOUT MANULIFE ASIA
Operating across 12 markets in Asia, managing assets of over US$100bn, and with operations stretching
130 years, Manulife is one of Asia’s largest life insurance companies. Today, we are working to become
the most customer-centric business in our industry, focused on helping customers achieve their dreams
and aspirations.
Manulife Financial Corporation is a leading international financial services group that helps people
achieve their dreams and aspirations by putting customers’ needs first and providing the right advice
and solutions. We provide financial advice, insurance, as well as wealth and asset management solutions
for individuals, groups and institutions. Manulife Asia serves its customers across the Asia-Pacific region
with operations in China, Hong Kong, Japan, Indonesia, Malaysia, the Philippines, Singapore, Thailand,
Vietnam, and Cambodia. At any one time, Manulife Asia manages well over 150 technology and product
development projects with a combined spend of +US$200m involving 1100+ delivery resources across Asia.

CONTENTS
15
WHAT WERE OUR KEY DRIVERS
FOR PROJECT ONBOARDING
AND USER ADOPTION?
How did we communicate and teach our
user community?
17 WHAT WERE OUR LESSONS LEARNED?
What were our top 10 key learnings?
18 WHAT DID WE DELIVER
NEXT ON OUR ROADMAP?
What did release 2 look like?
12
WHAT DID WE ACHIEVE?
What was our scope?
What were our key metrics of success?
WHAT WAS OUR PROJECT
DELIVERY APPROACH?
What was our implementation timeline?
WHAT DID THE BUSINESS CASE LOOK LIKE?
What was the background?
What were the proposed benefits and strategic rationale?
What were the consequences for us of not investing?
10
06
08
WHAT WAS THE SOLUTION?
What were the anticipated benefits of Planview?
What was our solution design and scope?

WHAT DID THE
BUSINESS CASE
LOOK LIKE?
WHAT WAS THE BACKGROUND?
01
Building the business case for improvement of portfolio and
project management and the implementation of a platform
was a very important first step. The context of the project
was defined and it covered the following:
Manulife Asia was not using a PPM platform to manage projects,
programs and portfolios, and due to the low maturity of project
management practices throughout Asia there was no consistent
process in place providing the foundations for project management.
With spend of +US$200m annually, the lack of a quality platform to
support project management activities manifested issues such as poor/
low quality deliverables, time slippage, overruns/ underspends in costs,
knowledge loss, resource unproductivity, and unsatisfied stakeholders.
Management was constantly reacting rather than being able to
actively manage projects.

WHAT WERE THE
PROPOSED BENEFITS AND
STRATEGIC RATIONALE?
WHAT WERE THE
CONSEQUENCES FOR
US OF NOT INVESTING?02 03There are multiple benefits for implementing
a PPM platform, which would strengthen our
ability to reach our strategic objectives:
Manulife Asia were impacted due to the
inability of Asia projects to mobilise, deliver
on time and to budget – given the growth and
investment aspirations of the region, without
a PPM tool this issue would be compounded
significantly with the level of change activity
planned for 2017 and beyond. The indirect
impacts of not having a PPM tool were:
Inability to take anticipatory action or manage
proactively, instead reacting to issues as they occur.
Lack of transparency regarding overall investments, and
performance of individual projects.
Continued lack of benefits management,
hindering future investment decisions.
Ongoing capacity planning continues to be
difficult, the choked pipeline of approvals
impairing our ability to implement.
Ongoing slippage in mobilisation leads to lost benefits.
Significant manual effort on obtaining and
aggregating management reporting.
Projects and program failures due to cost overruns,
delays, unsatisfactory deliverables that could have
been foreseen with better data.
ability to balance between costs, benefits
and people; ensure we have the right mix
of projects to maximise benefit realisation
against our strategy; and get the pacing
right, to mitigate risks of delay.
Strategic alignment
define practice baseline for project
management in Asia; provide one place for
project managers to track schedules and
tasks, risks and financials; ensuring consistent
practice and processes in place across Asia.
Project management competencies
a project management source of truth across
all aspects; providing an accurate view of
the total cost to execute; to remove manual
aggregation and allow on demand access to
project information.
Management information

WHAT WAS THE SOLUTION?
The solution was the implementation of Planview Enterprise, a platform to support our drive for execution excellence and for better management decisions.
Our Strategic PMO team in Asia with a number of key stakeholders, undertook an RFP to confirm the best provider for a PPM platform to monitor and control
delivery of Manulife Asia projects and selected Planview as the preferred provider for Asia, resulting from their ability to provide an end to end platform that
would not just act as a system of record for projects, but also streamline approvals, provide strong forward planning and enable sophisticated analytics and visuals.
Also, they were great people and built a productive working partnership.
PLANVIEW ENTERPRISE
Ideas
Strategic
Planning
Resource
Management
Projects
and Work
Programs
and Initiatives
Scenario
Analysis
Status Applications
Financials Cost and Actuals TechnologyRoadmapping
Capacity
Planning
Products
Prioritization Services
Business
Capabilities
Projects
Demand
Analytics and Reporting
Strategy Capacity Execution Outcomes
Requests
Features

WHAT WERE THE
ANTICIPATED BENEFITS
OF PLANVIEW?
WHAT WAS OUR SOLUTION
DESIGN AND SCOPE?
01 02 Release 1 of the solution consisted of design, configuration and
implementation of the below 4 keys areas of portfolio and project
management through Planview’s cloud-based enterprise platform for our
core user base (project managers, PMO’s, resource managers, functional
reviewers and project team members).
enables key project information to be captured at the intake phase
provides active management of portfolios and programs to manage
budgeted and actual costs and benefits.
controls the progression of a project through the execution/delivery
process as well as changes, risks, issue, timesheets and gate approvals.
monitors resource utilisation across project and non-project work (i.e.
BAU) so that delivery capacity can be better planned and managed.
Demand Management
Planning
Project Management
Resource Management
Improved effectiveness
of project, program, and
portfolio by offering a
management platform
to manage baselined
goals and benefits;
Enhanced transparency
and accessibility of
project information;
Enhanced quality
and reliability of
deliverables, reports
and analysis in a timely
manner, and
Established minimum
standard for project
operations in Asia;
Improved team
collaboration across Asia;
Enable earlier benefits
realisation of projects.
PLANNING
RESOURCE
MANAGEMENT
PROJECT MANAGEMENT
Financial Planning
Rank & Prioritize
Analyze & Balance
Scenario Planning
Resource Information
Rates
Resource Demand
Availability Mgmt
Assignments
Other Planned
Planning & Scheduling
Financial Management
Project Execution
Risk Management
Issue Management
Change Management
Collaboration
Closure
Timesheets & Status
DEMAND
MANAGEMENT
Requests
Project Information
PROJECTS
ENHANCEMENTS
SUPPORT AND
MAINTENANCE

WHAT WAS OUR
IMPLEMENTATION
TIMELINE?
Along with the consulting services team of Planview for the design
and configuration of the tool, Manulife Asia selected Practicus as our
partner to provide project management and change/communications
management for the project. Manulife Asia’s Strategic PMO led and
managed the core team and was supported by each PMO we have in
country. The Manulife Global Program Office (GPO) also supported
the roll out and training to countries; and our Global Services Delivery
(GSD) team provided the ongoing operating model for Planview.
The delivery approach consisted of 4 phases (1/ Plan & Design, 2/ Build
& Test, 3/ Soft Launch and 4/ Hard Launch) that were integrated with
Manulife’s Project Management Framework (PMF), Practicus’ best
practice project/change management and Planview’s Rapid Portfolio
Management (RPM) methodology.
A key feature of the Build & Test phase was the configuration and testing of Planview capabilities
in 8 one-week sprints, allowing us to deliver our release 1 minimum viable product to Manulife
Asia within 5 months with a soft launch that represented the technical release of the system.
The hard launch and support (over the subsequent 3 months) represented the full onboarding of
all countries, projects and resources that was monitored by regularly compliance reporting and
supported by ongoing community learning sessions to track and increase usage and adoption.
Phase
Function
PLAN EXECUTE CLOSE
Create
(New Business Idea)
Refine
(Assess Business Case)
Evaluate
(Approve)
Deliver Sustain
Purpose Develop an idea for consideration Refine the business case, assess
feasibility, and engage stakeholders
Evaluate the project based on merits of
the business case and integrated project
plan
Execution of the project plan and
monitoring & control of the project
Complete transition to operations,
evaluate project results, and close the
project
Decision Gates Idea Approved Approval to Proceed to Next Phase Project Delivery Funding Approval Benefits Assessment & Execution Close and Sustain Benefits
Project Approval • Summary Business Case
• Financial Appendix (High-level
Financial Assessment)
• Summary Business Case
• Financial Appendix (Detailed Financial
Assessment)
• Summary Business Case
• Financial Appendix (Finalize Financial
Assessment)
Project Management • Inherent Risk Rating Questionnaire • Inherent Risk Rating Questionnaire
• Project Risk Register
• Project Charter and Management Plan
• Business Requirements
• Project Schedule
• Monthly Project Status Report (Risks,
Financials, Issues)
• Inherent Risk Rating Questionnaire
• Project Charter and Management Plan
• Business Requirements
• Milestone & Impact Plan (MAP)
• Project Issues Log
• Monthly Project Status Report
(Risks, Financials, Issues)
• Project Issues Log
• Implementation Plan
• Monthly Project
• Status Report (MAP, Risks,
Financials, Changes, Issues)
• Business Benefits Sustainment Plan
• Post Implementation Review (PIR)
Information Systems 1 • Technical Solution Architecture (TSA)
• Technical Building Permit
• Information Risk Assessment
• Technical Solution Architecture (TSA)
• Architecture Review Board (ARB)
Approval
• Technical Solution Architecture (TSA)
Procurement 2 • Request for Information (RFI)
• Procurement Policy Exemption Form
• Vendor Evaluation Matrix
• Non-Disclosure Agreement
• Request for Proposal / Quote
(RFP/RFQ)
• Vendor Evaluation Matrix
• Negotiation Strategy
• Best And Final Offer
• Final Vendor Contract
• Outsourcing Materiality Assessment*
• Due Diligence Checklist*
• Signed Vendor Contract
• Amended Vendor Contract
• Outsourcing Contract Governance
Reviews*
• Termination Letter
Organizational
Change Management
• Stakeholder Impact Assessment • Stakeholder Impact Assessment
• Change Management Summary
• Change Action Plan • Change Action Plan
Global Resourcing
Transitions3
• Transition Plan
• Data Gathering Checklist
• Transition Tracking Sheet
• GRC Supplement to Financial
Appendix
• Training Plan
• GRC Compliance Checklist
• GRC Supplement to Financial
Appendix
• Service Level Agreement (SLA)
• Transition Post Implementation Review
1 For projects with Information Systems spend, completion of IS deliverables is mandatory
2 For projects with Vendor spend, completion of procurement deliverables is mandatory * For outsourcing arrangements
3 For projects with Global Resourcing Transitions, completion of the Global Resourcing Transitions deliverables is mandatory
1 2 3 4 5
Project Management Framework
Global Project & Program
Centre of Expertise

IMPLEMENTATION TIMELINE Plan and Align
Build and Test
Roll out - Soft Launch
Roll out - Hard Launch
NOV FEBDEC MAR MAYJAN APR
Customer
Preparation
High Level
Solution and
Process Alignment
Solution
Alignment -
Sprint 1-5
Solution
Alignment -
Sprint 6-8
To-Be
Process Design
Business Process
Verification
Data
Migration
Onboarding
and Support
Compliance
Reporting
Change
Management,
Training,
Communications
Change
Management and
Communications
User Acceptance
Testing - Sprint 1-5
User Acceptance
Testing - Sprint 6-8
Project
Onboarding and
Timesheeting
Community
Learnings
Soft
Launch
Hard
Launch

WHAT DID WE
ACHIEVE?
WHAT WAS
OUR SCOPE?01
11
countries/office implemented across Asia including Regional
Office, China, Hong Kong, Indonesia, Japan, Philippines,
Malaysia, Singapore, Cambodia, Thailand and Vietnam.
6
different work types with workflow approval including over 100
gated projects, enhancements, support & maintenance as well as
non-gated projects.
5
months to design, configure, train and implemented with an
additional 3 months to fully onboard and support all countries
and projects to complete onboarding of Asia.
1100+ users trained and supported including Project Managers, PMOs,
Portfolio Directors, Functional Reviewers and Time Reporters
100+ gated projects onboard that represent the strategic
and enabling projects across Asia.
20+ programs defined that cover customer experience,
market-leading digital engagement,
technology foundation.

WHAT WERE OUR KEY
METRICS OF SUCCESS?
PROJECT
02 -2%cost variance of the
approved project budget
versus actual spend at
project closure.
0%schedule variance in
planned and actual at
project closure.
100%of gated projects were
on boarded into Planview
with approx. 90% with a
work schedule and project
financials at hard launch.
USER FEEDBACK
After the go live we obtained feedback from
our Project Managers, PMO Managers, Resource
Managers, Portfolio Directors, Functional
Reviewers and Team Members across all countries
to identify areas of enhancement across Asia on
the implementation and adoption of Planview.
Overall, we obtained a user satisfaction of 73%.
Highlights include:
83%of our users had a good
understanding of the objectives
and benefits of Planview and
how it will help us to achieve our
strategic goals.
80%of our users received an
appropriate level of support
from my PMO, change
champions and/or super users
in the use of Planview.
79%of our users had a good
understanding of their user role in
Planview and ongoing actions to
keep Planview up to date.

PROJECT TEAM & KEY
STAKEHOLDER FEEDBACK
As part of conducting the post implementation review
of the project we were able both to assess the project
implementation as well as to identify some key learnings.
Our review incorporated inputs from both the core project
delivery team as well as the project steering committee,
and focused on the key areas of 1/ project management
(and adherence to our standards and methodology),
2/ project structure, governance and roles, 3/ project
deliverables and approvals, 4/ monitoring and control,
5/ risks and issues, 6/ budget and scheduling, 7/ scope,
8/ change management and 9/ the effectiveness of our
steering committee.
Overall, we obtained a post implementation result of 74%.
Importantly, the assessment which evaluates the project
in terms of successes and shortcomings, team synergy,
collaboration of cross-functional teams was 85%.
Other highlights include:
96%
83%
90%
82%
of our stakeholders agreed that the project achieved its
objectives and were satisfied with the project outcomes.
of our stakeholders agreed that the steering committee
effectively supported the project.
of our stakeholders agreed the project was well
defined and communicated.
of our stakeholders agreed that the project and change manager
were effective, and that the change was well managed
and communicated.

WHAT WERE OUR KEY
DRIVERS FOR PROJECT
ONBOARDING AND
USER ADOPTION?
Onboarding 1100+ users, 100+ gated projects, enhancements, support & maintenance within 3 months of
hard launch was an achievement not only about systems and processes, it was about people – ensuring that
individuals and groups would be ready and willing to take ownership of the new changes.
UserAdoption/Project
OnboardingRate
Time
Pre-Launch Soft Launch Hard Launch Ongoing
Empowering change champions to localize the change
Monitoring and Actioning Compliance
Community Learning
Multi-channel communications to inform and update

Building awareness through multi-channel communications
Tailored to each of our stakeholders and user roles, we shared key messages using
a range of online and offline media. For example, roadshow briefings were used
to engage executives and directors, whilst Yammer, Sharepoint, posters and emails
were used to engage project users
Creating excitement to support Planview launch
Launch kits that included quick reference guides and small gifts were distributed
to users in all countries to increase the “buzz” around the Planview go-live
Leveraging Change Champions & Super Users
influential change champions and super users were involved in the project early
on and helped ocalise the changes for each country by providing training, support
and communications to local users, in local language when needed.
Establishing a program of continuous learning
We identified key topics for learning based on what we were hearing and seeing
in production to educate our users in a series of short and informal sessions
Monitoring Compliance and Taking Action
To drive consistent usage, fast project onboarding and user adoption of Planview,
we defined and monitored key metrics, which allowed the SPMO team to identify
specific areas for improvement and action.
HOW DID WE
COMMUNICATE AND TEACH
OUR USER COMMUNITY?
It was important to establish a Planview user community
centered around PMO and project management practices
so that knowledge and expertise could be shared
amongst different parts of the business. We engaged our
users early in the project, using a variety of channels and
techniques to communicate and facilitate learning.
Roy Gori
President & CEO, Manulife

WHAT WERE OUR
LESSONS LEARNED?
Our top 10 key learning that either worked effectively in our Planview
implementation or that we would do differently are:
Strong sponsor support and buy in is vital to
successful project implementation, and it’s
imperative to keep them constantly informed
ensure your Business and Executive sponsors are
fully supportive and are strong advocates for
your project/program. Make the best use of your
sponsors; ask them to send communications and
interview them so you are able to sell the vision
of your project. Ensure management support
the release of key team members from their day
jobs, supports flexibility and reduces overhead
on certain people.
Use metrics and statistics to drive
onboarding effectiveness and user uptake
ensure you have a clear idea of what
success means for your project and
then how to measure the uptake and
onboarding of your project. Examples
include project information onboarding
metrics, user log metrics at technical and
business launch, timesheeting compliance
metrics, etc.
Plan your project roll out approach across
the region
plan for a targeted roll out strategy to suit
the change capacity and learning ability of
the different countries, however sometimes
business and stakeholder drivers have to be
met. Try to find a middle ground. Would
a phased implementation rather than a
big bang approach work better for your
project? Ensure there is time for analysis
and in some cases running a pilot in several
countries can be useful to learn from.
Change and communication planning and
following through on execution
ensure you have a plan for change and
communication that is endorsed by
senior stakeholders and identify business
representatives in each country to act as change
agents, communicate regularly and via the most
effective channel.
Execute in sprints, keep the pace rapid to
see fast results and keep experience fresh
think about executing smaller pieces
of functionality more often,
Manulife is moving towards agile
delivery methodology.
Have a clear understanding, make time
and have the right resource for data
migration activities
don’t discount the value and effort
required for data migration, ensure you
plan well and invest in quality resources.
Conduct role based scenario driven training
via Community Learnings or similar
as part of your change plan think about
ways to supplement initial roll out of
training, for this project running smaller
one hour targeted sessions on specific
topics worked well.
Plan for effective training delivery
omni channel approach may be more
suitable; eLearning modules, online, small
classroom training in bite size chunks, think
about. Conduct role based scenario driven
training via Community Learnings or similar
Involve customers in the journey; make
sure you have representatives from all
countries in the region
ensure you have the right people engaged
in country to obtain buy in and more
critically get them involved in solution
design and ongoing project roll out; this is
key to system adoption.
Manage your vendors as part of the team
ensure everyone is communicating and
working as one united team
having many vendors delivering different
functions and roles is always going to be
the case on large implementations, where
possible try to have your vendors co-located,
or at least use a follow the sun approach.
Ensure time for team forming and team
building with vendors to ensure alignment
and working toward the same goal.

WHAT DID WE
DELIVER NEXT ON
OUR ROADMAP?
With the successful closure of the Planview
implementation project, Planview was transitioned
into a product in the Manulife ecosystem. Our
focus remained on continuously improving the user
adoption of Planview. Following an Agile way of
working, we introduced better reporting & analytics,
implemented in-tool knowledge and support and
enabled new features, all of which was based
on business needs and user feedback.
WHAT DID RELEASE 2 LOOK LIKE?
RELEASE 2
Consolidate existing practices and knowledge, whilst building new capabilities to provide
leadership insights and accommodate business growth
Plan Pipeline Projects
and Roadmaps
Upgrade to Planview 14
Implement WalkMe to
build user knowledge
Provide leaders with portfolio
and resource dashboards
with PowerBI
Track ongoing project and
resource data compliance

What we wanted to achieve?
A single source of project truth for project managers was an
important milestone, however the benefits of Planview came
from the analysis of the project and resource portfolios across
Manulife Asia. We wanted to be proactive in getting insights
and dashboards in front of our most senior leaders to improve
key decision-making.
How did we do it?
Reached out to senior executives to understand
their requirements and also educate them on what
Planview can offer.
Developed prototypes by developing dashboards
in Power BI, which is a business intelligence
platform, that provides visualizations via column
sets after importing data extracts from Planview.
Provided additional analysis and narratives to
further educate leaders on the data and help them
determine data-driven actions.
Insights educated
leaders on the
top-line project
and resource
performance
Power BI accessible via web
browser, making Planview data
available to a larger audience
Project and resource dashboards
provided details across various
dimensions and countries
PROVIDE LEADERS WITH
PORTFOLIO AND RESOURCE
DASHBOARDS WITH POWERBI

Why drive compliance?
One of the key pillars of the Release 1 foundation was project
and resource data integrity, which was and is important to
drive accurate and consistent dashboards and reports for
PMOs, portfolio directors and leadership.
How did we do it?
We developed a monthly dashboard that reported a single
score for each project based on a weighted average of key
project and resource compliance factors in Planview. This
enabled IT heads, project managers and PMOs in all countries
to take correction action. It enabled ownership for leaders to
manage and drive KPIs.
% Timesheets
Approved
Out of Date Project
Status Report?
Overdue
Issues/Risks?
Overdue Target
Gate Date?
Project Compliance Score (%)
by Project, Country, Portfolio
Outdated Projects
Financial (Actuals)?
Overdue
Milestones?TRACK ONGOING PROJECT AND
RESOURCE DATA COMPLIANCE
How is data compliance calculated? What were our data compliance results?
Overall monthly project and resource data
compliance is expected to be maintained at
95% in the next month or so
Project Data
Compliance
Resource Data
Compliance
80%
75%
0 100

Manulife introduced WalkMe, a digital adoption
platform to provide in-product on-screen support for
Planview, to onboard and upskill new and existing
Planview users in a sustainable yet engaging way.
The Manulife Asia Strategic PMO team conducted
a proof of concept to demonstrate the technical
and functional capabilities of WalkMe in Planview.
Once our core team was onboarded, Manulife
built WalkMe content that guided users through
the most frequently requested topics via our
existing production support channels.
IMPLEMENT TO SUPPORT AND BUILD USER KNOWLEDGE
Agile content build
based on demand from
production support
Detailed analytics on
user engagement
User support in
multiple languages
Onscreen guidance for
better user experience

PLAN PIPELINE PROJECTS
AND ROADMAPS
What was the objective?
A key element of realizing the strategic benefits was to
ensure that pipeline and roadmap projects and investments
were reflected in Planview. This supported the forecasting
and budgeting process across Asia by providing consistent and
updated data inputs.
How was it achieved?
Once the process steps were confirmed in Planview, our
PMOs worked with our business teams and sponsors to
understand the financials and resources for both new and
existing projects/investments. A new set of dashboards and
reports were developed in Power BI to visualize the pipeline
for senior management.
NEW
Projects or
Investments
EXISTING
Projects
EXISTING
Enhancements
and Support &
Maintenance
projects
Enter
Pipeline
Project in
Planview
New Work
Type – Asia
Pipeline
Extend
Schedule,
Resources
& Financial
Plan to 2018
Extend
Schedule,
Resources
& Financial
Plan to 2018
Lock FA,
Resources &
Schedule
Lock FA,
Resources &
Schedule
Roadmap
Prioritization
Roadmap
Prioritization
Convert to
Gated or
Non-gated
Project
Continue
Project
Execute
Project
Continue
Project
Roadmap
Prioritization
Extend
Schedule,
Resources
& Financial
Plan to 2018
How it will help next year?
There are a range of potential benefits including:
Resource capacity planning
Accurate budgeting and tracking
Portfolio optimization

UPGRADE TO
PLANVIEW ENTERPRISE 14
What was the reason for the upgrade?
There were several key reasons that Planview Enterprise
needed to be upgraded from Version 12 to 14:
We needed to provide access to the latest features to
improve capabilities and user experience
Also it’s important to keep in line with latest releases to
ensure better technical support
How was it managed?
Our Manulife global service delivery team coordinated the
global technical deployment and our Asia Strategic PMO
performed many key activities such as regression testing,
validation and communications on behalf of the
PMO teams across Asia.
What was the outcome?
The upgrade was a significant milestone for Asia Strategic
PMO as the team gained experience and developed a
repeatable template for further upgrades covering regression
testing, communications and cutover management.
PLANVIEW SYSTEM UPGRADE TEMPLATE
REGRESSION AND
PROGRESSION TESTING
CUTOVER AND CHANGE
MANAGEMENT
General Configuration
Lifecycle configuration,
structures, fields
Reports and Tiles
Standard and
customized reports
Master and
Transaction Data
Project data, financials,
resource assignments,
timesheets, accounts)
Information Sessions
to PMOs
Communications
(Email, Yammer,
Stakeholder Briefings)
Community Learnings
on new features

PRACTICUS
Practicus Capability Statement
Practicus is a non-traditional global consultancy that delivers sustainable business and
technology change. Practicus have been engaged for 9 months leading and supporting
the Planview implementation for Manulife Asia.
Practicus helps organisations to better deliver change.
We translate our clients’ strategy and plans into programmes and projects to deliver their desired outcomes.
We understand what change our clients want to achieve, and why.
And we roll our sleeves up to help them deliver it.
Our approach to major change programmes starts with us aligning our goals with our clients’ own and ends
with us delivering results that we – and they – can be proud of, with results that last.
ABOUT PRACTICUS
KEY METRICS
CORE PRACTICES
year track record in delivery
of projects successfully delivered
approach leveraging international
reach and ways of working
13+
Hundreds
A global
competencies supporting all aspects of
organisation wide change and transformation
permanent consultancy team
consultant network5000+
200+
Core
THE MANULIFE ENGAGEMENT
GLOBAL EXPERTISE
The engagement: Practicus was engaged by Manulife Asia in
November 2016 to implement a Project Portfolio Management
solution across the region. The initial project team consisted of
a Project Manager, Change Manager and Process Architect who
worked in partnership with the Strategic PMO, Country PMOs and
Planview consultants as one “core team”, but with the overall
responsibility for the delivery of the project.
Practicus also provided additional support to bolster the team and
fill some of the capability gaps during the engagement, such as for
the data migration and UAT, demonstrating our “can do” attitude
and going the extra mile for our clients. Obviously working for the
Strategic PMO, and being accountable to senior stakeholders, the
quality of our deliverables had to be exceptional, and our project
was used to show-case the final solution and demonstrate what
good looks like.
A testament to our skills and experience and the success of our
delivery, Practicus has been extended by Manulife to provide
production support and develop new functionality, adding value
by introducing an Agile way of working for Release 2.
The outcome: The PPM solution was implemented on time
2% under budget, with 100% of the project portfolio for Asia
managed in Planview within 8 months of the project kick-off.
30%
11%
15%
23%
21%
Business Analysis & Process
Improvement
Agile-led Transformations
Change management
PMO
Project and program
management (PPPM)

At Planview, we enable organizations to get the most of out of their resources and achieve their goals. We are the global leader in work and resource
management, with the industry’s most comprehensive solutions for strategic planning, portfolio and resource management, product
innovation, enterprise architecture, and collaborative work management. Our solutions span every class of work, resource, and organization to
address the varying needs of diverse and distributed teams, departments, and enterprises.

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Manulife Financial Asia
Successfully Drives Adoption with
With WalkMe, Manulife will enjoy the full value of their
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Driving Project & Portfolio Improvements Across Manulife Asia

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