MPUG NL chapter session at Océ 11 May 2011

MPUG NL chapter session at Océ11 May 2011

Wouter Jansen, René Bongers, Tino Willems, Felix Arons, Rob van den Kroonenberg.

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General Notifications

Welcome at Océ

Approach of this session

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Agenda

13:00 - 13:30  Introduction1. General notifications 2. Start of MPUG NL Chapter

13:30 - 15:00 Use of MS Project and EPM at Océ1. In what way is Océ using MS project and EPM now2. Group Discussion: Case about capacity planning, resource management and project management

15:00 - 15:15 Break15:15 - 16:00 Define topics for next MPUG meetings16:00 - 17:00 Getting to know Océ in the Event Centre 

including drinks and finger food

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Start of MPUG NL Chapter – Wouter Janssen

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Who am I?

September 2007: Working at the Corporate Program Office of the Global ICT organization

Main Focus areas are Delivery Support:

Involved in PPM selection Involved in project mgt improvements Planning by project mgrs and resource mgrs Time registration

Decision enabling: Financial portfolio reporting Inflow and outflow external resources Reporting on Key Performance Indicators

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Early 2008: PPM selection

Investigate whether a PPM tool Océ has added value Implementation project management method 2006,

based on Prince2 After 2 years, need better support, greater efficiency Reference visits to different companies Several tools viewed

Late 2008, PPM outcome selection EPM 2007

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Business IT Program OneOcé ± 300 persons in total

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3

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Best practice from the industry

Roadmap scenario Integral Planning

Amount and Complexity of Processes

Impact on Organization

•Project planning by project mgr•No resource allocations•Project tracking in project planning by project mgr•Reporting

•Project planning by project mgr•Resource planning by project mgr•Project tracking in project planning by project mgr•Reporting

•Project planning by project mgr•Resource allocation by project mgr•Project tracking in project planning by project mgr•Reporting

•Project planning by project mgr•Resource allocation by resource mgr •Project tracking in project planning by project member through Project Web Access Timesheet•Reporting

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Early 2009: Start implementing EPM 2007

Objective is to address resource issues Best practice

1st step " provide planning insight into projects “ 2nd step "insight into resources assignments"

Our assignment: step 3 and 4.

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EPM 2007 implementation

Objective: address resource issues in the ICT portfolio

Focus on Program - and Resource Managers

Startup with very limited resources

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Mid 2009: EPM 2007 implementation "No Success"

Wrong focus

1st use of tooling difficult

No solution of resource issues

Resistance from the organization

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Part-time unemployment

Schedule training for 400 people Every Friday:

10 training sessions morning and afternoon, ½ year period 10 to 20 participants per training Right locations No double appointment for trainees

5x, No. Organization impressed

Learned how to plan

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Change of approach

Focus on 1 large project (SAP)

Small steps

Resource manager in control for allocation resource capacity

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Focus on resource managers

Focus on resource managers as end users

4 times per year: Plan operational activities with outlook of 3 months

Reserve resource capacity for project activities

Small group (4 to 6 people) intensive support

Resource mgt became responsible for proper capacity allocations (90%)

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Focus on project managers

In starting up projects: facilitate creation of project plan

Aligned with Resource Management Which resources to use Remove the Reserved resource capacity for project

activities in operational plans

Only resource mgrs can add named resources in project plans

Only resource mgrs can switch proposed resources to committedProject mgrs cannot do this!

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Lessons Learned

You will need help from outside Start simple: take small steps, one at the time Guide beginning users:

Do it for them, do it together, do it them selves Explain Task types Only use limited views (demo Rob) Assign only one resource per activity Don’t use dependencies Project activities: Duration > 1 day and < than 2

weeks

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Where do we stand today

Roadmap scenario Integral Planning

Amount and Complexity of Processes

Impact on Organization

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3

4

•Project planning by project mgr•No resource allocations•Project tracking in project planning by project mgr•Reporting

•Project planning by project mgr•Resource planning by project mgr•Project tracking in project planning by project mgr•Reporting

•Project planning by project mgr•Resource allocation by project mgr•Reporting •Project tracking in project planning by project mgr

•Project planning by project mgr•Resource allocation by resource mgr •Reporting•Project tracking in project planning by project member through Project Web Access Timesheet

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Questions or remarks?

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Who am I?

Tino Willems Application Engineer Information and Collaboration Solutions,

with MS .NET MS SharePoint Server Functional and technical consultant MS Project Server MS SQL Server

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In the beginning there was…

Nothing Project Server 2007

Single server installation No connection to existing

SharePoint 2007 environment

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Installation Project Server 2007

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Installation Project Server 2007

Help from Océ Infrastructure dept. External consultants

Result: Fully operational Project Server environment Installation manual

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Why Project Server 2010?

Integration of project mgt. processes and collaboration

Need for additional functionality Improved portfolio support Improved resource management Improved project planning Reporting enhancements

Masterdata integration

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Why Project Server 2010?

External factors Existing SharePoint environment moves to 2010 R&D requested EPM 2010 for new product

development Growing amount of users

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Lessons learned

Initial installation of EPM requires Consultancy EPM Support from infrastructure dept.

It is neccessary to configure your EPM server according to your needs

Technology is not the bottleneck Out-of-the-box works just fine

Maturity of people and processes are critical success factors

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Portfolio mgt by Felix Arons

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Who am I?

Felix Arons

Release mgr and Portfolio analyst

Global ICT, Corporate Program office

Decision enabling of the OneOcé Portfolio board

Managing release planning of IT systems

User of MS Project 2007 and TOPdesk

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OneOcé applies OGC Guidances

MS Project and MS SharePoint

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Managing the Portfolio of OneOcé activities(demo)

Structure of the OneOcé portfolio dashboard

Resource mgt dashboards Data Analysis for allocation levels Resource center for scenario analysis Project plans for standing activities

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EPM and the future of Océ

Built up of best practices within OneOcé program. Global ICT systems delivering the blueprint model for an Opco, processes and supporting ICT systems

Introduction of best practices in planning and resource mgt in Reaching Our Potential Program Managed Print Services Program New Product Development at R&D

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Part 2: interactive session

Group DiscussionCase about capacity planning, resource management

and project management

Our main challenge is to bring all elements together, tuning every individual aspect, resulting in a well oiled machine that runs like

clock work

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Run the Business

Business as Usual

Capacity planning

Change the Business

Portfolio mgt

Step 1: Allocate capacity to projects and operations

Resource mgt function

Line mgt

Capacity planning

Allocate capacity

Allocate capacity

Project 1

Project 2

Standing activities

within team

Team Leads& Resource

mgrs

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Run the Business

Business as Usual

Capacity planning

Change the Business

Portfolio mgt

Step 2: Organize work with allocated capacity

Resource mgt function

Line mgtCapacity planning

Allocate capacity

Allocate capacity

Project 1

Project 2

Standing activities

within team

Activity planning

Project 1

1. Deliverable 11.1 Activity 1 Activity planning

Operations

1. Deliverable 11.1 Activity 1

Activity planning

Project 2

1. Deliverable 11.1 Activity 1

Organize work

Ensure Delivery

Team Leads

Projectmgrs

Organizework

Organizework

Team Leads& Resource

mgrs

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Capacity planningfor

Standing activities

The world is a heavenly place

Resource mgt function

Line mgt

Capacity planningfor Projects

Allocate Resource 1

Allocate Resource 1

Resource 1: 40%

Jan Mar

Project 1

Resource 1: 40%

Jan Mar

Project 2

Resource 1: 20%

Jan Mar

Operations

ID Resource Name Work

1 Resource 1 512 hrsProject 1 204,8 hrsProject 2 204,8 hrsOperations 102,4 hrs

Details

WorkWorkWorkWork

03 10 17 24 31 07 14 21 28 07 14 21 28 04 11Jan '11 Feb '11 Mar '11 Apr '11

40h 40h 40h 40h 40h 40h 40h 40h 40h 40h 40h 40h 32h16h 16h 16h 16h 16h 16h 16h 16h 16h 16h 16h 16h 12,8h16h 16h 16h 16h 16h 16h 16h 16h 16h 16h 16h 16h 12,8h8h 8h 8h 8h 8h 8h 8h 8h 8h 8h 8h 8h 6,4h

Team leads and Resource mgrs are responsible for correct allocation levels

This picture shows an ideal worldhowever…

Team Leads& Resource

mgrs

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Ensuring delivery: meeting the devil’s square

Organize work

Ensure Delivery

Team Leads

Projectmgrs

Organizework

Organizework

Activity planning

Project 1

1. Deliverable 11.1 Activity 1

Jan Feb Mar

Resource 1: 40%

Activity planning

Project 2

1. Deliverable 11.1 Activity 1

Jan Feb Mar

Resource 1: 40%

Activity planning

Operations

1. Deliverable 11.1 Activity 1

Jan Feb Mar

Resource 1: 20%

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The Issue: How to ensure delivery with limited resource capacity?

Jan Feb Mar

Project 1: ensured by Project mgr 1

Project 2: ensured by Project mgr 2

Operations: ensured by Team lead 1

D1

D2

D3

D1’

D2’

D3’

D1 = Deliverable 1, D2 =…

0%

Maximal availability: 100%

200%

Assignments for Resource 1

Standard = 90%

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How can you help us?

We want to manage the portfolio of activities as a whole: Issues from starting up projects Issues from running projects Issues from standing activities

Do you recognize the Océ issue in you own practice?

How do you cope with this?

What can you recommend to Océ?

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Our current issues

Conflicting interests between resource mgr and project mgr?

Resource mgr is responsible for right allocation levels Expertise, capacity amount, utilization, dedication Standing activities

Project mgr is responsible for delivering project result Project capacity Project delivery through activity planning

Deliverable->activities->resource assignments

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Our main challenge…

Optimal balancing capacity allocations Proposed vs. committed resources

Project mgrs want to plan with roles and skills, not named resources

Main focus of the Resource mgr is capacity planning Project mgr is the activity planning

Project plans should be the consolidation or evidence for the agreements made between project and resource mgr

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10 – 15 minutes break

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Proposed approach MPUG NL chapter

Platform for and by end users focusing on needs / challenges with MS Project as central element

Focus is on interaction – doing things with each other. Attendees are actively involved in MPUG sessions.

Supported by Microsoft and professional consultancy

Values are Informal, Openness Honesty Trust Independent

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Define topics for next MPUG meetings

MPUG is a platform for end users

What are your needs?

What would your organization like to achieve?

Which topics would you like to be addressed in upcoming MPUG NL chapters

Are you willing to present a case from your own practice or organization?

Do you have learned lessons or best practices that you would like to share in a MPUG meeting?

Make a choice of the three most important topics

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Announcement MPUG NL session 12 July

“Forecast Scheduling with Microsoft Project 2010”

Speaker is Eric Uyttewaal.

Formal announcement will be done by MPUG.COM

We hope to see you at Eric’s presentation on 12 July Take a flyer with you

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Getting to know Océ Drinks and finger food afterwards

We all go to the Océ Event Centre This at the central reception

A tour of 20 minutes has been organized that will explain the Océ organization

Hereafter informal closure with drinks and finger food

We hope you to see at a next MPUG session!

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OneOcé: Our main issues

Our main challenge is to bring all elements together, tuning every individual aspect, resulting in a well oiled machine that runs like clock work

Finding the right balance between pampering and enforcement by organizational rules Accountability and rules of

engagement

Shift from steering on content (products) to process