Total Work Management using

Microsoft EPMMarch 14, 2006

Agenda

• Basis for Presentation• Project Management vs. Total Work

Management• Why Total Work Management?• Process Requirements and

Approaches• Tool Approaches• Lessons Learned

PDS Houston

Basis for Presentation

• Experience with three companies>Major waste disposal company>Major oil & gas company>Major food distribution company

• Research>IT Governance >Vendors of Add-On Modules for Project

2003

Project Management vs. Total Work Management

What is a Project?

• A temporary endeavor undertaken to create a unique product, service, or result.> Quoted from PMBOK, 3rd edition

• It is not ongoing operational activities.• Rather, it

> is managed.> has a beginning and an end.> has a defined budget.> has a defined plan and a timeline.> has a process for managing change, risks and

issues.

PDS Houston

What is Project Management?

• The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.

> quoted from PMBOK, 3rd edition

• Nine knowledge areas of Project Management:1. Project Integration Management2. Project Scope Management3. Project Communications Management4. Project Cost Management5. Project Human Resources Management6. Project Quality Management7. Project Time Management8. Project Risk Management9. Project Procurement Management

PDS Houston

PM Applies to Projects of Any Size

• Large>Build a new office building>Implement new ERP application>Drill a new oil well

• Small>Redesign your family website>Hold a quarterly department meeting>Get married

Why Total Work Management?

Resource Management

• Same resources work on project and non-project work

• Resource pool beyond project resources (e.g., use EPM for enterprise timekeeping)

• Visibility into full resource utilization

• Full resource planning and forecasting

• Full skills tracking and forecasting

EPM Interfaces to LOB* Systems

• Timekeeping interface to Payroll systems (bonus work, overtime, etc.)

• Tracking of planned and non-planned time off (interface to HR systems)

• Chargebacks based on hours worked on support (interface to financial systems)

• Budgeting for non-project work

* LOB = Line of Business system

Process Requirements and Approaches

Waste Disposal Company - Overview

• IT only• Project Definitions

>Tier 1 – new application or large new release

>Tier 2 – small new application or minor release

>Tier 3 – bug fixes to production systems

• Classification Worksheet

Waste Disposal Company – Classification Worksheet

Y Answer Weight Weighted Value

Is this a major release* to an existing production application?   0.1 15.00% 0.015

Is this a minor release* to an existing production application?   0.1 3.00% 0.003

Is this a deployment wave with no solution enhancements?   0.1 2.00% 0.002

Does the application drastically impact more than 500 users and/ or interface to more than 3 applications?

  0.1 12.00% 0.012

Will estimated costs exceed $500K and/ or resource count (including shared services) peaks at more than 30 from planning to deployment phases for this project?

  0.1 10.00% 0.01

Is a Tier 1 project critically dependent on this project?   0.1 10.00% 0.01

Are there significant risks associated with this project?   0.1 10.00% 0.01

Is there regular involvement/ visibility from multiple VPs, a SVP or above?   0.1 12.00% 0.012

Are any key strategic relationships likely to be significantly affected by this project (ie, customers and suppliers, software vendors)?

  0.1 8.00% 0.008

Is there a significant impact on business (either positive or negative) as a result of this project?   0.1 18.00% 0.018

*- Major/ minor/ maintenance release characteristics defined at [URL] 100.00% 0.1

Waste Disposal Company – Non-Project Definitions (Work Types)

• Service Request – a specific requirement submitted for resolution by a stakeholder or team member (e.g., remedy ticket – defect or enhancement request, phone/email support request, new application request). Service requests may be bundled together to create a Project/ Activity Request (PAR).

• Release – the solution for a one or more service requests and/or requirements packaged together for deployment in the Production (or Pilot) environment.

Oil & Gas Company - Overview

• IT only• Definitions

>Projects>Small Work Items>Base Support>Customer Service Request>Support Service Request

Oil & Gas Company – Small Work Item

• A non-baseload work effort that meets all of the following criteria:

> less than 3 workforce months of effort (but > 3 workforce days)> no modification to application architecture> little or no design and engineering (uses standard technology)

• Clarification:> must have some structure for managing work (governance structure at

a minimum)> requests that are less than 3 wfds can be aggregated into larger work

requests and managed as small work items> resource consumption must be actively managed > regulate via the total commitments versus budget, based on initial

estimates at approval time (and verified via periodic actual-cost stewardship)

• Implications:> disciplined process should be followed, but project life cycle gate

process not required> may be executed by a base organization (rather than projects group)> not individually stewarded in the project tracking system

Oil & Gas Company – Base Work

• Consists of “lights-on” operation, “break-fix”, applications and operations support, base service delivery> includes S&C best practices for ongoing operations (eg

access reviews, self assessments, updating risk assessments, S&C stewardship of open items, etc)

> includes support for ongoing operating integrity (eg stewardship of base activities / costs, maintaining/testing disaster recovery plans, access administration, continuous improvement, etc)

> consistent with service level agreements• includes very small work requests (e.g.,

consulting) up to 3 workforce days - requires some oversight/testing by delivery group to regulate total spend - any groups of very small items that can be aggregated into a logical program of work should be

Oil & Gas Company - Requirements

• Entire Projects and Base work effort demand capture must be institutionalized through a central demand repository> Each work request could be generated out of any part of the

world (although through a Globally controlled Process), and be executed anywhere

> Large, small, customer billed, and internal activities, Projects vs Base, Small Work Items

• All resources must be included in the resources / skills inventory> Large number of resources working part time on planned

activities> All activities managed by allocable resources to be included in

overall work effort demand repository.

• The demand repository must be scalable> Different level of granularity as specificity varies according to

many parameters such as Time horizon, Base vs Projects, active vs planned , project stages, etc....

Food Distribution Company

• IT only• Definitions

>Portfolio Projects Major Projects, subject to steering committee approval

>Non-Portfolio Projects Minor Projects, steering committee does not need to approve for work to proceed (keep the lights on)

>Support (break-fix) if minor or major projects are generated as a result of support work, then appropriate work type and approval process must be followed

Tool Approaches

Project Schedule Options

• Projects>Same major phases for all projects

(initiation, planning, execution, controlling & monitoring, closeout)

>WBS depth and detail differs by project size (duration, number of resources, number of deliverables, etc.

>WBS detail differs by life cycle>Templates for both large/major and

small/minor projects by life cycle

Project Schedules

• Support>Options

BucketsTicket by TicketCombination

By DepartmentBy Reporting Need (e.g., chargebacks)

>Interface with source systems, e.g., Problem Management Systems

>Custom enterprise fields in timesheet>Add-on 3rd party timekeeping systems to

provide more detail

Project Schedule Options

• Administrative Time>Options

Microsoft Administrative “Projects”Normal project plans used for administrative

projects

>Interface with front-end systemPlanned Time Off Approval WorkflowAdd-on 3rd party timekeeping systems to

provide more detail

Lessons Learned

Lessons Learned – Process (1 of 2)

• Reach consensus on process approach, document, and obtain signoff between different departments re: how to handle different types of work

• Align process and tool• Develop swimlanes to map process

for each type of work through the system

Lessons Learned – Process (2 of 2)

• Include Managers and Team Members for support and administrative time in design sessions to ensure that their needs are met.

• Consult HR to ensure that their requirements for PR, Benefits tracking, etc., are considered.

Lessons Learned – Tool (1 of 2)

• Views and reports will be different than “out-of-the-box” so include time to develop, create, and gain acceptance.

• Look at front-end systems (e.g., timekeeping) if out-of-the-box is not satisfactory. No need to re-invent wheel with customization.

Lessons Learned – Tool (2 of 2)

• Consider extending OLAP cube to include Custom Enterprise Fields for Tasks for additional reporting.

• Need for additional calendars may increase for support (e.g., 24x7 workers).

• Non-project staff may need to capture data in different fields than project staff.

Lessons Learned - Training

• Train on both process and tool.• Training may need to be more

customized than usual.• Depending on Support/

Development breakdown for your organization, non-project work may be larger part of time entry.

• Administrative staff may need different training focus.

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