Title Guaranty of Hawaii’s Road to Enterprise Project Management (EPM) – A Case Study

Title Guaranty of Hawaii’s Title Guaranty of Hawaii’s

Road to Enterprise Project Road to Enterprise Project Management (EPM) – Management (EPM) – A Case StudyA Case Study

Deb PyrekDeb Pyrek

IntroductionIntroduction

Title Guaranty (TG) is Title Guaranty (TG) is Hawaii’s largest Title Hawaii’s largest Title and Escrow company.and Escrow company.

TG provides real TG provides real estate settlement estate settlement services and title services and title insurance to the local insurance to the local community and community and international international customers. customers.

IntroductionIntroduction

Business requires innovation to Business requires innovation to stay ahead of the competition, and stay ahead of the competition, and innovation requires new projects innovation requires new projects and initiatives. and initiatives.

With many ideas and limited With many ideas and limited resources, Title Guaranty needed resources, Title Guaranty needed to improve their project to improve their project management processes. management processes.

Title Guaranty decided to adopt a Title Guaranty decided to adopt a more formal project management more formal project management process and implement Enterprise process and implement Enterprise Project Management (EPM).Project Management (EPM).

OutlineOutline

TG’s project management historyTG’s project management history Need for changeNeed for change Is Enterprise Project Management the Is Enterprise Project Management the

solution?solution? EPM Proof of Concept, Pilot, EPM Proof of Concept, Pilot,

ImplementationImplementation Challenges and OpportunitiesChallenges and Opportunities TG’s EPM TimelineTG’s EPM Timeline Project Management at TG todayProject Management at TG today Plans for the future Plans for the future

Project StatisticsProject Statistics

The following statistics from Gartner Group and The following statistics from Gartner Group and other analysts highlight the importance of other analysts highlight the importance of managing projects effectively.managing projects effectively.

70% of all technology-related projects are likely 70% of all technology-related projects are likely to be challenged or impaired to be challenged or impaired

20%-30% of these will fail outright20%-30% of these will fail outright


Non-canceled project will Non-canceled project will experience:experience:

– Cost overruns in excess of Cost overruns in excess of 150% (on average)150% (on average)

– Schedule overruns of 175% Schedule overruns of 175% (on average)(on average)

– Deviation from original Deviation from original specifications of at least specifications of at least 30%30%


The larger the project, the more likely it The larger the project, the more likely it is to slip schedule or fail outrightis to slip schedule or fail outright– Large software projects have a 65% Large software projects have a 65%

cancellation ratecancellation rate

Similar statistics are provided by Meta Similar statistics are provided by Meta Group. On average, projects at Group. On average, projects at completion: completion: – Are 189% over budgetAre 189% over budget– Are 222% lateAre 222% late– Contain only 60% of their original Contain only 60% of their original

features.features.

TG Project TG Project Management HistoryManagement History

““Old” project management Old” project management methodsmethods

– Challenges we facedChallenges we faced

– Limited successLimited success

““Old” Project Old” Project ManagementManagement

DocumentationDocumentation– Standard format existed but not always usedStandard format existed but not always used– Specifications at a very high level, much Specifications at a very high level, much

room for interpretationroom for interpretation– Often completed after-the-factOften completed after-the-fact– Not always updated to reflect changesNot always updated to reflect changes

ProcessProcess– Loosely followed Microsoft Solutions Loosely followed Microsoft Solutions

Framework (MSF) processFramework (MSF) process


Project TeamProject Team– No trained Project ManagersNo trained Project Managers– The Project Manager is the person who The Project Manager is the person who

had the idea had the idea Or the IT person who talked with the person Or the IT person who talked with the person

who had the ideawho had the idea

– Teams followed MSF roles, but most Teams followed MSF roles, but most roles were filled by IT staffroles were filled by IT staff

– Not all team members understood their Not all team members understood their rolesroles


Resources and ScheduleResources and Schedule– Lacked structured resource planningLacked structured resource planning

Resource planning meant asking the Resource planning meant asking the question “when can you get that done”question “when can you get that done”

– Low commitment from some staff to Low commitment from some staff to participate on projectparticipate on project

– No easy way to know about delays, No easy way to know about delays, changes in priority, etc. changes in priority, etc.

– Projects were just late.Projects were just late.


Scope CreepScope Creep– Weak specifications led to many Weak specifications led to many

changes in scope.changes in scope.– Many last minute “can you just Many last minute “can you just

add this feature?” requestsadd this feature?” requests

ReworkRework– More often than not, new More often than not, new

requirements were discovered at requirements were discovered at rollout.rollout.

– Required reprogramming, Required reprogramming, retesting, redocumenting, etc.retesting, redocumenting, etc.

““Old” Project Old” Project ManagementManagement Limited SuccessLimited Success

– Some projects were successful, but typically Some projects were successful, but typically delivered latedelivered late

– Some projects required several unplanned Some projects required several unplanned iterations before meeting requirementsiterations before meeting requirements

– Some projects rolled out but were never usedSome projects rolled out but were never used– Some projects rolled out and were used, but Some projects rolled out and were used, but

with low user satisfactionwith low user satisfaction– Some projects rolled out but resulted in Some projects rolled out but resulted in

operational chaos or had a huge support operational chaos or had a huge support impactimpact

Confirmed Challenges Confirmed Challenges with Managementwith Management

Lack of visible leadership Lack of visible leadership behind new ideas/projectsbehind new ideas/projects– Do we need more clarity about Do we need more clarity about

who is supporting this effort?who is supporting this effort?– Do we need better support from Do we need better support from

managers, executives, owners?managers, executives, owners?


Sometimes the idea is not well Sometimes the idea is not well thought out, specifications are not thought out, specifications are not clearclear– Do we need to do a better job Do we need to do a better job

validating the ideas and confirming we validating the ideas and confirming we have all the necessary information?have all the necessary information?

– How do we minimize surprises after we How do we minimize surprises after we are far into the project?are far into the project?

– How can we better measure where we How can we better measure where we are on a project?are on a project?

– How should we revisit the plan How should we revisit the plan throughout the life of the project to throughout the life of the project to make sure we are on track?make sure we are on track?


The plan is not always communicated The plan is not always communicated effectivelyeffectively– How should we share information about How should we share information about

project status, priorities?project status, priorities?


Often, there is no Often, there is no timeline or we timeline or we exceed the exceed the planned scheduleplanned schedule

– Why do we see this Why do we see this happen so often?happen so often?


We struggle to get people working on our We struggle to get people working on our project teamsproject teams

– Perhaps we are not sure who is on the team or how Perhaps we are not sure who is on the team or how to get resources allocated to the teamto get resources allocated to the team

– Do we have the right Do we have the right people in the right people in the right role on the right role on the right team?team?


Often the same people are on many Often the same people are on many projects – over-allocated resources!projects – over-allocated resources!– Do we need to do a better job Do we need to do a better job

managing resources?managing resources?– How do we find out who is doing what How do we find out who is doing what

so that we don’t assign too many so that we don’t assign too many things to the same person?things to the same person?

– How does a project manager get things How does a project manager get things done when the people on his/her team done when the people on his/her team report to a different manager?report to a different manager?


Often difficult to Often difficult to get accurate get accurate status status information information about the projectabout the project

– Are there too Are there too many concurrent many concurrent projects?projects?


Implementing a new idea, Implementing a new idea, process, system, etc. is difficultprocess, system, etc. is difficult– Why are our rollouts so challenging?Why are our rollouts so challenging?– How can we do a better job rolling How can we do a better job rolling

things out?things out?


Conflicting priorities, resourcesConflicting priorities, resources

– Do we have different opinions about Do we have different opinions about priorities?priorities?

What do we need?What do we need?

We needed to prioritize and report on We needed to prioritize and report on all the projects across the organizationall the projects across the organization

We needed to manage resources We needed to manage resources across the organizationacross the organization

We needed more diverse and We needed more diverse and committed project teamscommitted project teams

We needed better methods to manage We needed better methods to manage projectsprojects

We needed tools to make all of this We needed tools to make all of this easiereasier

Solution – EPMSolution – EPM

Researched Enterprise Project Researched Enterprise Project Management (EPM)Management (EPM)

““Sold” EPM to Senior ManagementSold” EPM to Senior Management

EPM Proof of ConceptEPM Proof of Concept

EPM PilotEPM Pilot

ResearchResearchFeedback from those who have gone before Feedback from those who have gone before us…us…

Approximately 20 Approximately 20 companies were companies were contacted about their contacted about their EPM implementations. EPM implementations. All have successfully All have successfully implemented an EPM implemented an EPM solution.solution.

Not one company Not one company was able to do this was able to do this without dedicated without dedicated staff.staff.


All companies had some form of a PMO All companies had some form of a PMO (Project Management Organization) with (Project Management Organization) with multiple dedicated staff members.multiple dedicated staff members.

Most companies of our size (500 – 600 Most companies of our size (500 – 600 employees with less than our number of employees with less than our number of projects) had 5 or more dedicated project projects) had 5 or more dedicated project management staff working in their PMO management staff working in their PMO department.department.


Some companies had a mix of Some companies had a mix of dedicated PMO staff and dedicated PMO staff and department heads/managers department heads/managers serving as project managers.serving as project managers.


Some companies did not dedicate staff to Some companies did not dedicate staff to the project initially, or did not clearly the project initially, or did not clearly define their procedures up front during define their procedures up front during the planning stage.the planning stage.

– These companies had to run a second pilot or These companies had to run a second pilot or suffered long delays in implementation due to suffered long delays in implementation due to significant amount of rework, redesign, significant amount of rework, redesign, additional consulting hours, etc. additional consulting hours, etc.

– Only after they assigned dedicated staff and Only after they assigned dedicated staff and spent the time to clearly define procedures spent the time to clearly define procedures were they able to move ahead.were they able to move ahead.


Users, management, and project Users, management, and project managers are often reluctant to try EPM managers are often reluctant to try EPM and require help to understand the and require help to understand the benefits of EPM.benefits of EPM.

Training is absolutely critical for all Training is absolutely critical for all project managers who will be involved in project managers who will be involved in an EPM implementation.an EPM implementation.

Strong executive sponsorship is critical Strong executive sponsorship is critical for the success of an EPM for the success of an EPM implementation.implementation.

Find Key Opinion Find Key Opinion LeadersLeaders

Involve Key Opinion Involve Key Opinion LeadersLeaders

Get them using Get them using solution quicklysolution quickly

Solicit and Solicit and incorporate their incorporate their feedbackfeedback

Ask for their Ask for their guidanceguidance

Focus on PMO and Focus on PMO and governance groupsgovernance groups

Manage the Solution Manage the Solution StoryStory

Make it easy for Make it easy for your opinion your opinion leaders to talk leaders to talk about the solutionabout the solution

Give them quick Give them quick facts to usefacts to use

Provide a Web Provide a Web site with links to site with links to more informationmore information

Eliminate Adoption Eliminate Adoption BarriersBarriers

Don’t create Don’t create reasons to say noreasons to say no– Restrictions on Restrictions on

FunctionsFunctions

Any item they Any item they didn’t help create didn’t help create can be viewed as can be viewed as a barriera barrier

““Sell” the ProblemSell” the Problem

Clearly define the problem to be Clearly define the problem to be addressed by the solutionaddressed by the solution

The solution becomes apparent once The solution becomes apparent once everyone agrees on the problemeveryone agrees on the problem

Communicate the problem statement Communicate the problem statement repeatedly and consistentlyrepeatedly and consistently

Use problem statement to control Use problem statement to control scopescope

Build a Community of Build a Community of AdvocatesAdvocates

Has to become Has to become ""ourour"" solution, not solution, not your solutionyour solution

Disbelievers need to hear the Disbelievers need to hear the message from multiple sourcesmessage from multiple sources

People distrust the unfamiliar. Give People distrust the unfamiliar. Give them what they need to understand.them what they need to understand.

Involve users in the solution Involve users in the solution governancegovernance

You Are Your Best You Are Your Best Case StudyCase Study

If you don't use it, why should If you don't use it, why should anyone else?anyone else?

Builds credibilityBuilds credibility Provides opportunity for staff to Provides opportunity for staff to

grow skills ahead of demand for grow skills ahead of demand for those advanced skillsthose advanced skills

Use Project Server to manage Use Project Server to manage deploymentsdeployments

TG’s EPM PilotTG’s EPM Pilot

Establishing success Establishing success criteriacriteria

Technology selectionTechnology selection

Consultant selectionConsultant selection

TG’s EPM Pilot - ScopeTG’s EPM Pilot - Scope

Portfolio ManagementPortfolio Management– Doing the right workDoing the right work

Project ManagementProject Management– Doing the work rightDoing the work right

Resource ManagementResource Management– Getting the work doneGetting the work done

TG’s EPM Pilot - TG’s EPM Pilot - ScheduleSchedule

Proof of ConceptProof of ConceptJanuary 2006 – March 2006January 2006 – March 2006

PilotPilotMay 2006 – November 2006May 2006 – November 2006

TG’s EPM Pilot - TG’s EPM Pilot - ResourcesResources

StaffStaff– Volunteer EPM Pilot teamVolunteer EPM Pilot team– Volunteer PMOVolunteer PMO

CostsCosts– ConsultantsConsultants– Hardware/SoftwareHardware/Software

TG’s EPM Pilot - TG’s EPM Pilot - ValidationValidation

CheckpointsCheckpoints– Go/No Go GatesGo/No Go Gates– Mini-decisionsMini-decisions

Approval to Proceed to Approval to Proceed to next Checkpointnext Checkpoint

TG’s EPM Pilot – Test TG’s EPM Pilot – Test ProjectProject

Vacation Ownership Vacation Ownership SystemSystem– Tested many aspects of Tested many aspects of

EPM processesEPM processes Project ManagementProject Management Resource ManagementResource Management Team RolesTeam Roles Documentation Documentation

StandardsStandards Software ToolsSoftware Tools

TG’s EPM TG’s EPM ImplementationImplementation

Transition from Pilot to ProductionTransition from Pilot to Production

Establishing a PMOEstablishing a PMO

Establishing a Priority BoardEstablishing a Priority Board

TG’s EPM TG’s EPM ImplementationImplementation

Committing Dedicated ResourcesCommitting Dedicated Resources– PMO ManagerPMO Manager– Project ManagersProject Managers– Systems AnalystsSystems Analysts– Operational ResourcesOperational Resources

Challenges & Challenges & OpportunitiesOpportunities

Culture Change (Culture Shock)Culture Change (Culture Shock)

PMO “overhead” and ROIPMO “overhead” and ROI

Why do we need consultants?Why do we need consultants?• How hard can it be?How hard can it be?• You can get all of this done over the You can get all of this done over the

weekend, right?weekend, right?

Lessons LearnedLessons Learned

Persistence is key, don’t give up!Persistence is key, don’t give up!

Just because you said it doesn’t mean they heard Just because you said it doesn’t mean they heard it.it.

What’s obvious to you is not always obvious to What’s obvious to you is not always obvious to others.others.

If you ignore it, it won’t just go away.If you ignore it, it won’t just go away.

Don’t expect others to join you just because you Don’t expect others to join you just because you say so – you must sell this!say so – you must sell this!

TG’s EPM TimelineTG’s EPM Timeline

09/2004: IT team starts to investigate EPM, takes PMI Training09/2004: IT team starts to investigate EPM, takes PMI Training05/2005: IT Team (w/Consultant) Performs Readiness Assessment05/2005: IT Team (w/Consultant) Performs Readiness Assessment09/2005: IT proposed EPM concept to senior management09/2005: IT proposed EPM concept to senior management12/2005: Approval to hire consultants & start EPM Proof of Concept12/2005: Approval to hire consultants & start EPM Proof of Concept01/2006: Kickoff – Proof of Concept01/2006: Kickoff – Proof of Concept03/2006: Proof of Concept complete03/2006: Proof of Concept complete05/2006: Approval to proceed with EPM Pilot05/2006: Approval to proceed with EPM Pilot06/2006: EPM Pilot 106/2006: EPM Pilot 1stst checkpoint & go/no go decision checkpoint & go/no go decision07/2006: 207/2006: 2ndnd checkpoint & go/no go decision checkpoint & go/no go decision08/2006: 308/2006: 3rdrd checkpoint & go/no go decision checkpoint & go/no go decision09/2006: Priority Board established, PMO established (volunteers)09/2006: Priority Board established, PMO established (volunteers)10/2006: 410/2006: 4thth checkpoint & go/no go decision checkpoint & go/no go decision11/2006: EPM Approved for Implementation11/2006: EPM Approved for Implementation11/2006: Software tools purchased11/2006: Software tools purchased01/2007: Priority Board selects priorities, official PMO members 01/2007: Priority Board selects priorities, official PMO members

confirmedconfirmed03/2007: First post-pilot project complete03/2007: First post-pilot project complete

Project Management Project Management at TG todayat TG today

Successful projectsSuccessful projects Successful teamsSuccessful teams Increased productivityIncreased productivity Effective Effective

communicationcommunication Clarity of goalsClarity of goals Still more work to be Still more work to be

donedone

Plans for the futurePlans for the future

Improving trackingImproving tracking

Improving forecastingImproving forecasting

Improving Resource Improving Resource ManagementManagement

Improving Portfolio ManagementImproving Portfolio Management

Increasing outputIncreasing output

Questions?Questions?

Contact Information:Contact Information:

Deb PyrekDeb Pyrek

VP Information SystemsVP Information Systems

Title Guaranty of Hawaii, Inc.Title Guaranty of Hawaii, Inc.

[email protected]@tghawaii.com

Jerry OpedalJerry Opedal

PMO ManagerPMO Manager

Title Guaranty of Hawaii, Title Guaranty of Hawaii, Inc.Inc.

[email protected]@tghawaii.com

Thank you to our LMR consulting team from San Diego for their support of our EPM efforts and for slide contributions.

Title Guaranty of Hawaii’s Road to Enterprise Project Management (EPM) – A Case Study

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