1215 graham watt

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MONDAY 8 OCTOBER, 2007Project Management - Setting the Standard

Australian Institute of Project Management National Conference 2007Hobart Tasmania October 7 ² 10, 2007

CS1.4.3Implementation of a Project

Management System:

Practical Lessons from aSuccessful Implementation

Graham Watt



OPWS Management System

Implementing a PM tool in a PM organization



What we wanted « a new PM System

OPWS needed a basic, integrated, reliable & easy-to-use system that assists PM¶s to makekey decisions on core disciplines such as time, cost, quality, risk & scope

PMS SAP- ERP

Business PlanningManagement Reporting

DW / BI

Internal / Collaborative Project Teams

Internal / External Mgt.

Works Mgt.

Contracts Mgt.

Methodology Mgt.

Knowledge Mgt.

Finances

HR

Internal Network / Internet

Common User Interface / Portal



Key Benefits for OPWS

Provide users a single (one) integrated system while dealing withmultiple data sources and processes

Provides OPWS Project Manager¶s with streamlined data processing,

ie. information entered in one process step is simultaneously

available for other relevant processes

Facilitates the standardisation of project creation and other business

processes

Improved resource and project planning



Program Schematic

Sept Oct Dec

S T AKE H OL DE

R

Y -I N

d G OV E RNAN

E

INFORMATION MGT STRATEGY

ERP STRATEGY d OPERATIONS

I NT E GRAT I ON

d

ON S I T E N

Y

RE V I E W

BUSINESS

DELIVER Y

PLANS

R

ol l o u t P l

i

g

- Fi ¡

ci¡

l /¢

£ ¤ ¥

l£

- Oper ¡

ti¤ ¡

l

- Consoli¦

¡

tion

§ OMMERCE ERP BACKBONE

FINANCIAL

-F inance - AP / AR

-Contr olling - Budget

-Pr ocur ement - A sset ̈ anagement

Nov

HUMAN RESOURCES

-HR - Payr oll

-Time and Attendance

-ESS

SMARTBU Y

- e-Pr ocur ement

SERVICE DELIVER Y ± BUS INESS UNITS

PROGRAM OFFICE

-Pr oject Office - Gover nance - Change ©

gmt

- P r actices - Funding - Risk © anagement

- OF T - CFO- O IR - CS&R- NSWP - ODG- OPWS-

W ± HAB -

W ± t

t fl t -

W ± CC U

- ERP Str

t

gy - Vendor

upport

- Ope r

tiona l Gover nance - Solution Manager

- Di

aster Recovery

- Pr oduction Support

2005Sept Oct DecSept Oct Dec

S T AKE H OL DE

RB UY -I N an d G OV E RNAN

C E

INFORMATION MGT STRATEGY

ERP STRATEGY and OPERATIONS

I NT E GRAT I ON

an d C ON S I T E N C Y

RE V I E W

BUSINESS

DELIVER Y

PLANS

R

ol l o u t P l anni n g

- Financial / People

- Oper ational

- Consolidation

COMMERCE ERP BACKBONE

FINANCIAL

-F inance - AP / AR

-Contr olling - Budget

-Pr ocur ement - A sset anagement

Nov

HUMAN RESOURCES

-HR - Payr oll

-Time and Attendance

-ESS

SMARTBU Y

- e-Pr ocur ement

SERVICE DELIVER Y ± BUS INESS UNITS

PROGRAM OFFICE

-Pr oject Office - Gover nance - Change

gmt

- P r actices - Funding - Risk anagement

- OF T - CFO- O IR - CS&R- NSWP - ODG- OPWS-

!

W " ± HAB " -

!

W " ± " t #

t $ fl $ $ t -

!

W " ± CC " U

- ERP Str ategy - Vendor support

- Ope r ationa l Gover nance - Solution Manager

- Disaster Recovery

- Pr oduction Support

2005



Overall Program

Pr oject ID Pr oject Name Pr oject Sponsor

ERP00 ERP Pr ogr am Elizabeth Zealand

ERP01 ERP Program Office Esta % lishment Eliza % eth Zealand

ERP02 ERP Integration and Consistency Revie&

Eliza % eth Zealand

ERP03 ERP Change'

anagement Program Eliza% eth Zealand

ERP04 ERP Training Program Eliza % eth Zealand

ERP05 ERP Integration Stream - Reporting, Testing, ' igration, Cutover Eliza % eth Zealand

ERP10 Finalise HR / Payroll Implementation Eliza % eth Zealand

ERP21 ERP Strategy Eliza % eth Zealand

ERP22 Operational Gover nance'

odel Eliza% eth Zealand

ERP23 ERP Production Support Plan Geoff Tye

ERP24 ERP Service Provider Selection Geoff TyeERP25 ERP Disaster Recover y Plan Geoff Tye

ERP26 SAP Solution ' anager Geoff Tye

OPWS Pro ject ' anagement System - P ' , GAO, SPS, SWS

OPWS ' I ' S to SAP ' igration - P ' , GAO, SPS, SWS

ERP32 NSW Procurement ' I ' S to SAP ' igration Paul Hopkins

ERP34 OPWS ' I ' S to SAP ' igration - Statefleet ' ichael Wright

ERP Backbone: Eliza % eth Zealand

Alastair Hunter

ERP Back % one - Scoping

ERP Back % one - Workflo&

/ Delegations

ERP Back % one - Finance / Asset ' anagement

ERP Back % one - Procurement

smart % uy® Integration (ERP50)

ERP Back % one - HR, Payroll, ESS, ' SS

ERP Back % one -Timesheets / Fle(

time / La % our Costing

ERP Back % one Roll-out - OFT ' ichael Silk

ERP Back % one Roll-out - OIR Don Jones

ERP Back % one Roll-out - Cor porate Eliza % eth Zealand

ERP78 SAP Technical Architecture and Infrastr ucture Geoff Tye

ERP79 SAP Upgrade Eliza % eth Zealand

ERP75

ERP70

Alan ' arshERP31



Program Governance

Pro ject Steerin ) Committees

Director - 0 eneral

ERP Pro ) ram Steerin ) Committee

Members 1 unctions Elizabeth

2

ealand (chair) Program direction Alan Marsh, Brian Baker Integrated schedule Paul Hopkins Change management integration OFT / OIR Representatives Program decisions

Alastair Hunter Program risks and issues Geoff Tye Funding approvals Internal Auditor Elaine Silver (Program Director)

Pro ject Steerin 3 Committees Pro ject Steerin

4

Committees Members 5

unctions Project Sponsor Business fit Business Owner Business benefits realization Process Owners Change management Project Manager Project risks & issues

ERP Program Director Scope, budget, schedule (as delegated)

Pro ject Steerin 6 Committees

Director - 7 eneral

ERP Pro 6 ram Steerin 6 Committee

8 unctions Program direction Integrated schedule Change management integration Program decisions Program risks and issues Funding approvals

Commerce

IM&T Boar 9

Pro ject Steerin @ Committees Pro ject Steerin

A

Committees Members B



Divisional

IM&T Committees

CC an D e Mana D ement E orum

ElizabethF

ealand (chair) Penny Hume

Brian Baker Chantelle Adams Michael Silk Don Jones Brian Koks Bill Vanooi Kathleen Kenna Kirsten Watson Wicky Wigneswaran Michael Doherty Genevieve Auld Elaine Silver

Pro ject Steerin G Committees

Director - H eneral

ERP Pro G ram Steerin G Committee

I unctions Program direction Integrated schedule Change management integration Program decisions Program risks and issues Funding approvals

Pro ject Steerin P Committees Pro ject Steerin

Q

Committees Members R



Pro ject Steerin S Committees

Director - T eneral

ERP Pro S ram Steerin S Committee Members

U unctions ElizabethV

ealand (chair)

Gordon Hay Alan Marsh, Brian Baker Paul Hopkins, Chantelle Adams

Michael SilkDon Jones Alastair Hunter

Geoff TyeCharlie SherlockRichard Gibbs

JohnW

abou (ERP Manager)Greg Grebert (Secretariat)

Program direction Integrated schedule Change management integration Program decisions Program risks and issues Funding approvals

Commerce

IM&T Boar X

Pro ject Steerin Y Committees Pro ject Steerin

̀

Committees Members a



Divisional

IM&T Committees

Cb an c e Mana c ement d orum

Elizabethe

ealand (chair) Penny Hume

Brian Baker Chantelle Adams Michael Silk Don Jones Brian Koks Bill Vanooi Kathleen Kenna Kirsten Watson Wicky Wigneswaran Michael DohertyGenevieve AuldGordon HayElaine Silver

ERP Cf an g eAh visor i

Boar h



Project Team

Business

Project

Manager

Vendor

Project

Manager

TrainingTeam p ead

Integration/

Test Manager

Functional /

Technical

Consu

ltants

Review

Business

Team

ERP ProjectManager

Business

Project

Manager

Vendor

Project

Manager/s

TechnicalTeam p ead

Integration/

Test Manager

Functional /

Technical

Consultants

Consultants

ProgramCoordinator

Business

Team

ChangeManager

Internal Auditor

BusinessProject

Manager

Business Test /Data Migration

p ead



Change Management Road Map

Pro ject activitq

Development

Deliver q

All projects/

Chg Mgt &

Training

Project

Mgrs

Project

Mgrs

All projects

B A¶s/ Functional

teams (Vendor &

Business)

Change Mgt

Change Mgt/

B A¶s

Change Mgt

Business Owner

Business & HR

Training

Training

Training &

Business (?)

Change Mgt

Change Mgt/ Chg

Network/Bus

Owners

Change Mgt/

Chg Network

Change Mgt &

Training

Change Mgt &

Training

Change Mgt,

Training & Chg

Network

B A¶s/ Functional

teams (Vendor &

Business)

Change Mgt

Change Mgt/

Chg Network/

Bus Owner

Bus Owner &

Chg Network

Business

Familiarity

&

Capability

DevProcess

Redesign

Communications

Org AlignmentStakeholder

Engagement

TrainingBusiness Impacts

Busine

ss

Readin

ess

Post

Go-

live

Suppo

rt

Benefi

ts

realisa

tion

Client Ref

Group

1

r

63

4

7

89 1

s

11

Business

Ownership

Change Program Monitoring

Continuous Feedback Readiness Survey #1 Readiness Survey #2 Deployment checklists

Change Mgt

2

Communication Activities

Process Awareness Breakpoint Sessions Day in thet

i fe of sessions Got

ive toolkit presentationProgram Awareness sessions

(J ob alignment Policy & Proc

Transition)

Deliverables

(C hg u

¶ment

C hg Network)

(H igh level & detailed

Impact u

ssessments)

(C omms Events,Process Wkshops,

Go-live toolkit)

(Bus Read Surveys,Deployment C hecklists)

Chg Mgt/

Business

Owner & Chg

Network

Bus Owners &

Chg Network

All proj/ Chg

Mgt &

Training

Client Ref

Group

Steering

Committee

Status Tracking

(C ommsstrategy,

integrated

plan & tools)

PIR Benefits Relµn

Monitoring

All

projects/Chg

Mgt &

Training

All

projects/Chg

Mgt &

Training

(Bus C aseProgram

Ex¶n Plan)

(Blueprint,Benefits

realisation)

( Training Strat, Training

Plan)

Support Plan

Change ManagementProgramERP Program

Ke

Change activity responsibilities



Provision of a copy of the training master for end users to practice post training.Training Delivery

Establishment of the training environment and the creation of data in the training clients to s upport hands-on practice using exercises.v ser Playpen Environment

Training in the Commerce Business Processes and training course delivery preparation for those identified to undertake training delivery external

to the core training team.

Training Database

All training course material including user acceptance test and participant guides, self paced learning tools and quick reference materials.Train the Trainer

Design documents that describe, for each course to be developed, the course str ucture, business processes supported, system transactions,

specific demonstrations, walkthroughs and exercises, including relevant timings.Training Materials

Design documents that describe, for each course to be developed, the course objectives, business processes supported, the intended audience,and delivery approach ± Instr uctor led, self -paced.

Course Outlines

Required number of courses scheduled (identified by audience analysis) by location.Training Course Schedule

Identification of the end user audience mapped to training course curriculum. Audience Analysis

Training course materials templates that demonstrate the look and feel of final course materials.Training Material Templates

Document that outlines the approach the Training Team will adopt to develop and deliver a quality training solution.End v ser Training and Documentation Strategy

DescriptionDeliverable

Training Deliverables



System andscapeERP, OMS, ERP Portal«how it all fits together«

Commerce ERP Portal

Business Warehouse Reports ± Commerce/OPWS Reports

cProjects

ERP

Human Resources, Finance, Materials Management, Project Systems

Employee

Self Service

Managers

Self Service

HR

Supplier

RelationshipManagement

(SRM)

Purchasing

Contracts

Projects, Knowledge, &Document Mgt

Pay details, leave,T&A, HDA, personnel

information

Managementreporting

Purchasing ±requisitioning and

approvalContract management

Access to thesystem for all staff

µBackend¶ accessto the system for

some Finance andHR staff

Knowledge Management



System Overview

Project Planning

Resourcing

Scheduling

Mast er at a

cProject s Gantt chart WBS Element s/ Cost Collect ors

MIMS

Sales rder

Project at es

Purchasing, Cont ract s

Project Plan

Roadmap

Regist ers(Risk, Scope

Change, Lesson Learned)



Lessons Learned



What we did well

Planning

Program/Project Governance

Roles and responsibilities

Delivered to time and budget



What we could have done better

Procurement Option

Better trained the business team

Co-located the business and vendor teams

Better planned for the ³post go-live´ period



ORIGINAL

REVISED

Requirements &Design

Build & Test

Change Management

Formal Training

Re-training & ser Assistance

Awareness &Business Process Review

Training

Change Management

Requirements &Design

Build & TestGo-Live

Change in Focus



Some Specific Lessons - Technical

nderstanding the hardware requirements.

Impacts on L AN WAN traffic of an ERP

nderstanding your software version.



Some Specific Lessons ± Project team

The importance of communication.

Provide a dedicated project team.

nderstand and resource for testing

Project Management processes.



Some Specific Lessons ± in the business

Provide adequate Change Management and Training

Plan for training well beyond Go-Live

nderstand the essential business practices in sufficient detail todetermine fit with software

Detailed assessment of the extent of development required



Questions



Question & Discussion Time


Australian Institute of Project Management National Conference 2007

Hobart Tasmania October 7 ² 10, 2007



LUNCHIn the Trade Exhibition Area

Please reconvene at 14:00for Concurrent Session 2


Australian Institute of Project Management National Conference 2007

Hobart Tasmania October 7 ² 10, 2007

1215 graham watt

Documents