pp100sn getting started with resource planning.pdf

7/31/2019 PP100SN Getting Started With Resource Planning.pdf

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Getting Started with ResourceManagement in CA Clarity PPM

PP100SN

Service & Portfolio Management

Faye Horwitz, Financial Services CompanyMarvin Shaw, Regence


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abstract

Faye Horwitz PMP, IT Program/Business Partner Manager - Financial Services CompanyMarvin Shaw, Change and Release Manager - Regence

Do you have questions or concerns about how to effectively set-up

and utilize resource management functionality within CA ClarityPPM? Join a discussion with two CA Clarity PPM users as they sharetips and some lessons learned on how they gained optimal resultsfrom their implementation of Resource Management in CA Clarity

PPM.

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Faye Horwitz, Financial Services Company

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Background Personal and Corporate

Overview For Our End to End Implementation

Why Resource Capacity Planning First?

What Did We Configure and Deploy?

Deployment To Our Organization

Lessons Learned

agenda


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Background Personal/Corporate

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Over 15 years working in the area of project management andproject portfolio management

Background ranges from advertising, direct marketing,publishing and most recently financial services, over 4 years atmy current company.

Second implementation of CA Clarity PPM

My Role IT Program Manager for Technology Stream for our PPM Initiative IT Business Partner Manager for IT Project Portfolio Management and IT

Business Management Reporting

personal background


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Global Financial Services CompanyOver 70,000 resources and 20,000 in Information Technology

Differences exist in functional and regional IT processes,however organizationally, IT exists as a shared service acrossour organization with some processes globally aligned.

Maturity in Project Portfolio Management and ProjectManagement varies across regions and functional areas.

Organization had two previous attempts, within three years, atimplementing and deploying a Enterprise Project PortfolioManagement Application. (1st Competitor to CA Clarity PPM;2nd Internally developed application)

corporate background


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Why Resource Capacity Planning First?

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Support the IT organization with one tool to be used globallyto manage our Portfolios, Programs and Projects.

Replace existing legacy tools Two major legacy PPM tools(plus a few smaller ones), Two IT Time Tracking systems andmany, many more

Eliminate differences between regional and divisionalprocesses (where possible and not limited by legal or

regulatory constraints)

high level objective / purpose of implementation


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Tranche 1:ResourceCapacityPlanning

Headcountforecasting against the

entire portfolio Support for bothnamed resource androle based forecasting

Tranche 2:Annual

BudgetingProcess Support

Demand managementprogressively

elaborated throughthe planning processwith both financialand FTE planning

Portfolio what-if andscenario basedplanning with supportfor prioritization.

Tranche 3:Budget and

ActualsManagement

Management of allportfolio items

including master dataand budgetinformationsupported withbudget releaseworkflow

Online comparison toactuals as recorded inthe GL

Workflow forrequisition andcommitment of named resources

Tranche 4: TimeTracking

Time entry againstportfolio items to level

of granularity neededto support financialprocesses, such as IDS

Improved timesubmission workflowto increase dataquality

Tranche 5: ProjectManagement

Phase 2 of the tool deployment willsupport Project and Program

Management and is dependent ona separate program to implement aprocess realignment.

Elements of Project Managementfunctionality will be deployedwithin planned Tranches andContinuous Improvement releases.

PPM initiative approach

Phase 1*May -2011 Aug -2011 Q2 -2012 2013

Phase 2

Dependency on PM Process RealignmentMostly New Capabilities Replace Legacy Tool Usage and ImproveExisting Processes and Quality

2011 - 2013

* Tranche dates for Phase 1 represent functional deployment, and will be followed by phased rollout and training.


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our organizational / governance approach

FADeployment

TBD, B Mgr

FADeployment

TBD, B Mgr

IT SD PH & PPMSTC

Corporate CIO, Chair

TechnologyFaye Horwitz,IT Technology

Program Manager

DesignIT Business

Program Manager

PPM Transformation InitiativeIT Business Initative Leader and

IT Technology Provider

IT COO MCInitiative Mgmt Accountable for overall success.

Coordination, change control, issueresolution across all programs. Meets weekly

with program leads.

IT COO MC Sounding board and resolution point

prior to the IT SD PH & PPM STC.

Solution Delivery Process Harmonizationand IT Project Portfolio Management STC

Strategic direction, oversee progress, ensureorganizational support, resolve major issues.

Functional AreaDeployment Programs

Accountable forsuccessful deploymentwithin each Functional Area .

DeploymentReadiness

IT BusinessProgram Manager

PPMO STC

Bus Reqs,Functional SpecsData ArchProcess ArchUATCoordination

Subject MatterExperts

Subject MatterExperts

MaturityAssessmentsTrainingUsage GuidesRegional LiaisonsUAT Participation

PPMO STC Sign-off specification/design

Resolve cross functional escalations

FADeployment

Tech Reqs /ArchitectureConfigurationIntegration

Technology STC

Technology STC Align technology landscape and architecture

with IT Business Mgmt Strategy

Internal ProcessAdjustmentDeploymentPlanningEmbeddedCoachesUAT Participation

Governance Body Sounding Board,Working Group

Execution


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The planned roadmap was developed in light of key lessons learned.

Mitigate risk involved in a big bang of all functionality.

Our approach was global deployment of one component of thefunctionality.

Resource Capacity Management was chosen for our first release: Minimize technology risk

Some changes to Out of the Box configuration Major focus on foundational interfaces and establishing platform

Provide high value and minimize disruption Very few tools deployed within the organization which support this functionality No regional / global processes around resource management so this was one area

which was a green field. Demonstrate the soonest possible delivery by keeping scope manageable.

why resource capacity planning first?


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What Did We Configure and Deploy?


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Repurposing of Booking Manager Role Utilized role as a deputy to Resource Manager Resource Manager determine by organizational structure and assigned upon

import of resource into CA Clarity PPM Booking Manager can be selected by Resource Manager and assigned

appropriate rights to allocate resources on behalf of Resource Manager.Allocation Exception Portlet

Allows view to over-allocated and unallocated (0%) full time employees andcontractors

Newsflash Portlet On Home page to communicate messages to user community. Content

can be edited without requiring Studio access.

Booking Manager Exception Portlet Ensures correct access rights are associated with booking managers.

functional (examples of differences from OOTB)


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7 Interfaces 5 inbound data feeds from external systems: Resource Information, Financial

(Departments) Structure (OBS), Locations (OBS), Project Master Data (fromLegacy PPM Application), HR Organizational Structure (OBS)

1 inbound Excel Template Portfolio Hierarchy (OBS) 1 outbound data feed to a key reporting application

Process to lock Project and Resource information as this master datais maintained external to Clarity and imported nightly via XOG.

Process to streamline/automate allocation of Resource Managerrights to designated Booking Manager.Administrative Portlets

Interface Exception General, Interface Exception Detail, Interface ExceptionJob Status, Login Statistics

technical


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Resource Requisitioning Project Managers were not on board with initial Tranche deployment as

no other functionality was being deployed which would be applicable tothem. Resource managers book resources directly on projects basedupon external discussions.

Skills Hierarchy No clear process for identification of skills to be listed nor process for

maintaining. Additional legal concerns also exist.

Resource Creation Resources are fed into CA Clarity PPM via an interface

Financial Enablement of Resources Not included into scope to reduce complexity of initial deployment

out of scope for initial deployment


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Deployment To Our Organization


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Go Live for Resource Capacity Planning (Tranche 1) occurred inMay 2011.

Deployment scope is approximately 1,300 individuals in IT whoare in the role of a resource manager/booking manager or

designated as Executive Stakeholders.Hands-On Training/workshops occurred after Go Live by havingresource and booking managers execute their allocations inthe production environment during class. Video walkthroughsand user manuals were also provided via the corporateintranet.

The deployment cycle for this release has recently completed.

Deployment Process / Scope


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Lessons Learned


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A slice of functionality delivered globally had a significant impact in validated

legitimacy of initiative. A big bang approach would not have beensuccessful in our organization.

It is impossible to make all your stakeholders happy. Choose an approach andmove forward. Most things can be addressed or revised in future releases.

However, it is key to identify the foundational elements of yourimplementation and put those in place first regardless of which functionalitywill be deployed initially.

Leverage OOTB functionality as much as possible and build custom objectsonly when necessary. Limit or disallow customization of source code.

Do not underestimate the organizational change management required.Ensure there are strong champions within the end user organizations and donot assume or structure the initiative so the deployment or developmentteam bears that burden.

lessons learned


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Q&A


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Marvin Shaw, Regence


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Background Personal and CorporateHow we got to where we are

Where we are going

Lessons learned

agenda


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personal background

Marvin ShawRegence, Change and Release Manager

Marvin has been with Regence for 11 years, he was the Resource Manager for7 years. He has also overseen Change and Release Processes for 3 years.

Marvin served as President of the Pacific Northwest User Group from 2006-2007 and President of the Global User Group from 2007-2009.

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corporate background

Regence is a nonprofit health care company that has been working for members

over 90 years, and is licensed under the Blue Cross and Blue Shield Association.Our headquarters are in Portland, Oregon and serve nearly 2.3 million members inOregon, Washington, Idaho & Utah. Regence promotes health and helps peoplemake informed decisions about health care.

Regence provides health insurance plans independently licensed as Regence Blue

Shield of Idaho, Regence Blue Cross Blue Shield of Oregon, Regence Blue Cross BlueShield of Utah, and Regence Blue Shield in Washington. We offer individual andgroup medical, dental, vision, and life insurance, Medicare and other governmentprograms, and pharmacy benefit management.

6,526 total employees

$8.9 billion in member premiums annually, and maintains

Regence has used Clarity since 2002

Total Licenses 3,535- Creator 1,365 Participant 2,160 Studio Developer 10

567 projects (currently active)

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How we got to where we are


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resource management hierarchy

Timekeeping AdministrationTime tracking

Workplan maintenanceProject Buckets

Resource ReportingDivisional reporting

Actuals by teamCompliance reporting

Resource AssignmentsWorkplan developmentAllocation assignment

New resource requestsProject demand

Resource PlanningRole assignments to project

Team capacityIndividual capacityResource analyst

Capacity PlanningCapacity by role

Divisional capacityResource staging

ResourceConsultants

Portfolio ManagementProject prioritization

Value realizationAlign with corporate goals

ResourceAnalysts

Whats

Next


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resource reporting











ResourceConsultants



ResourceAnalysts

Whats

Next


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resource reporting


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resource planning











ResourceConsultants



ResourceAnalysts

Whats

Next


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resource allocations

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division capacity

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team capacity

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resource reporting











ResourceConsultants



ResourceAnalysts

Whats

Next


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Where we are going

t t tf li t


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next steps portfolio management

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Know where the money is going and whatwe are getting for it

Technology investment management startsat the top

Integrate strategy, planning and execution

Visualize complexity

Embrace diversity of systems and process


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Lessons Learned

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Determine the right amount of information needed dont gettoo detailed

Driving compliance only gives compliant data not real data

Know your customers different customers have differentneeds

It is important to capture the total demand for all work efforts

CIO/executives can change their mind on what they want, newCIOs always want something different expect change

lessons learned


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Q&A


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thank you


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Recommended Sessions

SESSION # TITLE Date / Time

PP102SN Leveraging CA Clarity PPM to improve ITResource Demand & CapacityManagement

11/14, 4:00 pmSouth Pacific J

PP104SN CA Technologies' PPM Strategy andRoadmap

11/15, 11:00 amSouth Pacific F

PP200SS Repeated Session: Whats New with CA

Clarity PPM v13

11/16, 2:45 pm

South Pacific J


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