The document discusses implementing an enterprise project controls system across an entire organization. It defines enterprise project controls as focusing on project scheduling and controls across all divisions of an organization. It emphasizes that implementation requires not just installing new software, but changing company culture, policies, and procedures to fully utilize the new system. The document recommends an incremental implementation, starting with individual projects and schedulers, then expanding to include all projects and personnel.

2. Enterprise Project Controls Implementation Mohamed El-Mehalawi, Ph.D, PMP Senior Project Controls Manager Faithful+Gould

3. The Presentation is not available on the Conference DVD.If you like a copy send me an email I will send you a link to it.Mohamed.el-mehalawi@fgould.comor pick my card up

4. About Me KISS Devil in Detail

5. Enterprise Project Controls It is the system that focuses on project scheduling and controls http://www.arabianoilandgas.com

6. Enterprise Project Controls Covers the whole organization Serves the needs all divisions in the organization http://www.solsearcher.com

7. Enterprise Project Controls Gets input from all divisions in the organization http://www.processflowinc.com/

8. Enterprise Project Controls Answers the needs of all groups such as: Project management Accounting Design and engineering Production Procurement, …

9. Definition of Design One of the best definitions of “Design” is Form From Failure (FFF) The reason of presenting this topic is showing another way to FFF

11. Dedicating a server for a centralized database

12. Hiring a database administrator

14. Example of a Failed Implementation Despite all of this, the implementation failed The organization wasted time effort money Two simple and easily avoidable mistakes: No culture change No change to the rules and methodologies.

15. Example of a Failed Implementation The company did not change the rules: They applied the old rules of project scheduling and controls Forced the new generation of SMEs & schedulers to follow the same procedures. The system ended up as a desktop application with the exception of storing the data in an added central database

16. Lessons Learned from Failure Change policies and procedures Implement a cultural change

17. Installation versus Implementation Some companies confuse the installation of the enterprise system with the implementation Installation and configuring the database is required but not enough

18. Implementation Implementation includes: Configuring the database according to the company requirements Writing and implementingnew procedures Educating users (not training) Making sure that the system works correctly.

19. EPC Implementation Defined We see implementation of the enterprise project controls system as a: Business process improvement project

20. Implementation as a Process Reengineering Analyze the current state Specify the goals Determine the gap Develop a plan to fill the gap. The plan should be step by step and provide incremental implementation

21. The Current State For the example organization: Unrelated desktop applications Each planner/scheduler worked on his own projects P3 was used to schedule projects Master scheduler to get a weekly import from each planner/scheduler for all active projects Master scheduler to manage combined resource requirements in MS-Project.

22. The Goals The enterprise project controls system is needed for: Integrating all project phases (engineering-procurement-manufacturing-construction (EPC)) Planning resource requirements for all active projects Managing resources from one pool Specifying departmental responsibility for all active projects Reporting global performance measures Managing portfolios

23. The Gap

24. The Gap

25. Implementation PlanProcess Improvement Plan

26. Implementation PlanProcess Improvement Plan The biggest challenge is the Cultural Change. Users need to be trained to think on a more global level of the project than they are used to. For example, a few schedulers get angry and frustrated when anyone, even the project manager, opens their schedules.

27. Cultural Change Training is a very small part in Culture Change

28. Cultural Change What’s in it for me?? Education Weekly letters Conferences Mentoring Coaching Chatting Training

29. Cultural Change Some people suggest culture change by management force or by connecting the change to performance appraisal. Results are not guaranteed

30. Cultural Change Project schedule is the ownership of the project team Functional managers need to use enterprise system to report project progress Information is visible to all project team PMs need to create dashboard for their projects Executives need to have dashboard for their portfolios.

31. The Incremental Implementation One step up from the desktop system: Multiple-Projects One-Individual

32. The Incremental Implementation Act enterprise but on one project: One-Project Multiple-Individuals Full implementation: Multiple-Projects Multiple-Individuals

33. Multiple-Projects One-Individual

34. One-Project Multiple-Individuals

35. One-Project Multiple-Individuals

36. Multiple-Projects Multiple-Individuals Combining the two procedures: Multiple-Projects One-Individual And One-Project Multiple-Individuals We get the Multiple-Projects Multiple-Individuals which is the enterprise project controls system

37. FFF to Implementation of EPC Multiple-Real-Projects One-Individual in a test DB gave us the chance to coach schedulers and project managers One-Real-Project Multiple-Individuals in a test DB gave us the chance to coach functional managers

38. What’s in it for us Accountants resisted: The proposed system is not aligned with the ERP system. We are not playing… If we give you access to a weekly cash-flow for every project, is that good enough? , we’ll align projects using CBS instead of WBS

39. What’s in it for us Manufacturing resisted: We have our own system. We are not playing… If we generate a weekly process flow diagram, is that good enough? , we’ll update project progress

40. Is Everybody is Ready for the New System? NO, Let’s try again YES, Move the test DB into a production DB Start writing new policies and procedures

41. Some Benefits from Implementing the Enterprise System Real-time project reports Project data integration from multiple locations Resource/role requirements analysis Bottleneck identification Portfolio analysis

42. Example Reports:Role Use Analysis

43. Example Reports:Resource Use Analysis

44. Example Reports:Resource Use Analysis

45. Example Reports:Multiple-Projects and WBS

46. Example Reports: Tasks Assigned from Multiple-Projects to a Responsible Manager

47. Example Reports: Tasks Assigned from Multiple-Projects to a Resource

48. Conclusions Implement a cultural change Change policies and procedures Configure the system to suite the organization Make sure that the system serves any group that is required to provide input.

49. Thank You For Attending!

50. The Presentation is not available on the Conference DVD.If you like a copy send me an email I will send you a link to it.Mohamed.el-mehalawi@fgould.comor pick my card up