This document summarizes Thomas Røygaard's presentation on the rapid implementation of a project and portfolio management (PPM) tool at Maersk Oil. It discusses the company's need for a consolidated overview and transparency across its portfolio of projects. It then describes how the company shortlisted vendors, ran workshops to evaluate solutions, and selected a vendor in under 3 months. The implementation involved configuring the tool over iterative rounds and launching pilots in Copenhagen, Doha, and Aberdeen within 5 weeks to have the portfolio maintained and tracked from January 2015 onward.

1. Projektværktøjsdagen, Peak Consulting Group
20. November 2014, Rapid Implementation of a PPM Tool, Thomas Røygaard

2. Thomas Røygaard
• Maersk Oil, IT PMO since 2013
• Portfolio Management in Region Hovedstaden &
Post Nord
• Product Management & IT Management, TDC
• Head of PMO, Krak A/S
• Project Director, Devoteam
• Change Management, 2014
• PRINCE2 , 2012
• Scrum Master, 2012
• IPMA B, 2005
• Cand Merc, 1991

3. OPERATED
PRODUCTION
557,000
boepd
MAERSK OIL
GROSS ACREAGE
52,000
km2
OPERATED
FIELDS
27
PROFIT IN
2013
1.0
billion USD
WORKFORCE
IN 11 COUNTRIES
4,300
employees

4. Maersk Oil – a global player
Greenland
Algeria
Brazil
The value chain
Norway
Denmark
Qatar
UK
USA
Kazakhstan
Angola
Kurdistan
Abu-Dhabi
Exploration Appraisal Development Primary production Mature field EOR Abandonment
page 4

5. Background
• Introduction of a Project
Management Framework 3 years
ago – adoption is improving
• Until recently – lack of a common
understanding of processes
• Bottom-up desire for tool support
– a place to store data and
reference models

6. Driving Forces for a new
Portfolio Tool
• Federated IS organisation, with
need for consolidated overview /
reporting
• Transparency & Visibility
• Processes before Tools

7. When go was given – we
needed the tool yesterday
• Tough deadlines, narrow scope,
demand for “process adherence”
• No time for mistakes or time
consuming RFP process, yet RFP
was mandatory
• Aim for 80 / 20 implementation
at time of go live

8. Getting organised
• Assistance to avoid pitfalls
• Tried it before
• Know the market
• Got the abstraction level, when
required –
• Respect my desire to lead and
dare to challenge
• Vendor Identification
• Cloud vs. On Premise

9. Approach
Project Execution
page 9
Basic Principles Time Boxes
Time box approach to avoid delay accumulation
Shortlist 6 vendors for RFP. Evaluate and reduce to 2-3
vendors for workshops.
An 80% solution match being executed is better than a 100%
match not reaching target in 2014.
Support from experienced consultants in formulating
requirements, defining evaluation criteria, conducting
evaluation workshops and planning / executing
implementation.
High Level Milestones Due Date
Box 1: Design Processes, identify Solution
Shortlist Vendors
Run “RFP” + Workshops
Vendor Selection approved by StC
Ultimo Q2
Ultimo Apr.
Week 25 (Jun.)
Week 28 (Jul.)
Box 2: Implement Solution
Finalise Contract
Implementation Analysis
Solution Online
Ultimo Q3
Ultimo Aug.
Ultimo Sept.
Ultimo Sept.
Box 3: Run Solution & Process
Load CPH data + run process
Load BU data + run process
Ultimo Q4
Ultimo Oct.
Ultimo Nov.

10. page 10
Fast tracking the RFP Process…
1. Inspired by cross referencing Gartner
Group and Forrester Research
material.
2. High Level Requirement Spec.
3. Demo 4 scenarios in a workshop
RFP
for
PPM Solution
PPM
# Category Vendor 1 Vendor 2 Vendor 3 Vendor 4 Weight Vendor 1 Vendor 2 Vendor 3 Vendor 4
1 Application Functionality & Capability
1,1
Did the product demons trate the requi red project, portfolio and work
management functional ity?
4 4 4 5 10 40 40 40 50
1,2 Does the product have the required Reporting Capabil ities 4 4 5 5 10 40 40 50 50
1,3
Are the reporting options flexible enough to be done without IT
support
2 5 3 4 10 20 50 30 40
1,4 Does the Product have the des ired workflow Capabi li ties 3 2 3 5 10 30 20 30 50
1,5 Are workflow eas y to create and configure - without programming 2 3 2 4 10 20 30 20 40
1,6 Is the product generally eas y to use and navigate? 2 4 3 5 10 20 40 30 50
0 0 0 0
2 Ease of Configuration & Maintenance
2,1
Is the product easy to implement and configure, as the project,
portfol io and work management needs change and grow
1 4 4 5 15 15 60 60 75
2,2 Is the product easy to upgrade? 2 5 4 5 5 10 25 20 25
3 Implementation Approach
3,1
Does the product enable the team to be up and running very quickly?
– Phase 1 = les s than 4 month
2 5 4 5 2 4 10 8 10
3,2 Is there an option to s tart smal l and grow? 4 5 5 5 2 8 10 10 10
3,3 Is there comprehens ive product training readily available 3 5 5 5 3 9 15 15 15
3,4 Implementation Partner capabi li ty 4 3 3 3 3 12 9 9 9
4 Completeness of Vision & Product roadmap
4,1
Does the product have a pas t track record and a future plan that
indicates that the product is a future proofed inves tment
2 4 4 5 10 20 40 40 50
Totals 500 248 389 362 474
100% 50% 78% 72% 95%
oneIS PPM Solution - Vendor Assessment

11. page 11

12. Maintaining the MasterPlan page 12
Masterplan
Request for Gate Passage
Monthly Status Reporting Portfolio Overview
Every project in the Masterplan must submit a monthly status report
in order to track portfolio performance.
Monthly Stage Gate Meetings
Projects going through a gate: Status change; approvals,
documentation, etc.
Quarterly Portfolio Review
Revaluating the portfolio quarterly – measure “pipeline
candidates” against existing projects.
Annual Masterplan creation
Once a year the Masterplan for the coming year is
established. It will partly consist of projects from
current year’s plan, and partly from new candidates.

13. Preferred vendor identified –
closing the deal ?
• Using a Maersk Contract
Template – not the vendor’s
• Country of Law, Liabilities, SLA,
Service Credits
• Price

14. Implementing in 5 weeks
• First Workshop on 24-25. Sept.
• Three iterative rounds @ one week each
• Configure / Test / Comment
• Copenhagen Pilot launched 5. November
• Doha Pilot launched 13. Nov.
• Aberdeen Pilot will launch 26. Nov.
• From Pilot to Operations mid December
• Portfolio Maintained Tracked from 1. Jan.
2015

15. Key Learnings
• Know your processes before
investing in tools
• Pick a tool which is good enough
instead of searching forever for
the best.
• Focus on key requirements and
evaluate on scenario
performance
• Time box your schedule

16. Thomas Røygaard
Corporate IS PMO Manager
Maersk Oil
thomas.roygaard@maerskoil.com