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Styr på ressourcer og projekter Inspirationsseminar 31. oktober 2006. Introduktion. Vi er en del af Novo Nordisk-koncernen. Formål med præsentationen. Introduktion til NNIT’s Project Management og Portfolio Management metoder. - PowerPoint PPT Presentation
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Styr på ressourcer og projekterInspirationsseminar 31. oktober 2006
Introduktion
Vi er en del af Novo Nordisk-koncernen
Formål med præsentationen
► Introduktion til NNIT’s Project Management og Portfolio Management metoder
► Illustrere hvordan disse metoder kan understøttes af Microsoft’s Project Portfolio Server (PPS) og Enterprise Project Management (EPM) løsninger
Project Governance Model
Sub Strategies(Product strategy, customer strategy, marketing strategy, HR strategy, I T strategy, R&D strategy etc.)
Operationalized corporate business strategies
Str
ate
gic
Alig
nm
en
t
Opera
tion
al
Effi
cien
cy
Program/ Project execution
Qualification Execution
Products, Business processes, Applications, Technologies, Concepts, ….
Solution lifecycle management
Prioritisation Prioritisation
Governance setup
Portfolio management- Management of Quality, Cost, Time, Benefit, and Risk
Transforming the strategy into actionsInput / Constraints
Result / Benefit
Reso
urc
es
(Manag
em
ent
of
financi
als
, re
sourc
es,
com
pete
nci
es,
capaci
ty e
tc.
Corp
ora
te B
usi
ness
Str
ate
gie
s
Completion
Copyright. NNIT, 2006
Sub Strategies(Product strategy, customer strategy, marketing strategy, HR strategy, I T strategy, R&D strategy etc.)
Operationalized corporate business strategies
Str
ate
gic
Alig
nm
en
t
Opera
tion
al
Effi
cien
cy
Program/ Project execution
Qualification Execution
Products, Business processes, Applications, Technologies, Concepts, ….
Solution lifecycle management
Prioritisation Prioritisation
Governance setup
Portfolio management- Management of Quality, Cost, Time, Benefit, and Risk
Transforming the strategy into actionsInput / Constraints
Result / Benefit
Reso
urc
es
(Manag
em
ent
of
financi
als
, re
sourc
es,
com
pete
nci
es,
capaci
ty e
tc.
Corp
ora
te B
usi
ness
Str
ate
gie
s
Completion
Copyright. NNIT, 2006
Udvalgte fordele ved Portfolio Management
► Proaktiv rapportering til top ledelsen – hvilke informationer kan rapporteres hvornår
► Overblik over både individuelle projekters og proteføljens gennemførelse i relation til økonomi, plan, risiko osv.
► Forbedret grundlag for beslutninger
► Supporterende metode til implementering af projektstandarder
► Supporterer vidensdeling relateret til projekter
► Minimerer risici for data fejl
► Mere struktureret indsamling af projekt data fra start til slut
► Mere automatiske og effektive processer for rapportering og monitorering af projekt porteføljen
► Mindske tidsforbrug og reaktionstid for ad hoc forespørgsler
Fordele ved etablering af Portfolio Management
Fordele ved implementing af et Portfolio Management system
Project Model (process )
Quotation ProposalProject
ExecutionProject
Evaluation
Gate(prioritisation)
Gate(prioritisation)
Gate(approval of deliverable)
Lead
Gate(approval of project)
Activities
Fill Proposal fact sheet
Evaluate chance of winning the order
Etc.
Activities
Prepare proposal incl. execution plan
Check availability with delivery organisation
Check dependency with other projects
Prepare contract
Etc.
Gate Criteria
Strategically important or 20% profitability
80% match in competencies
Resources available
Gate Criteria
Strategically important or 20% profitability
80% match in competencies
Resources available
Activities
Close contract
Deliver Project
Maintain customer – continuously check satisfaction with progress
Have sign off from customer when delivery is completed
Etc.
Gate Criteria
Requirements in contract are fulfilled
Customer has signed off
Etc.
Activities
Do customer satisfaction survey
Proactive follow-up on solution functionality
Internal evaluation of project
Etc.
Gate Criteria
There is a clear overview of profitability and customer satisfaction with delivery
Quotation ProposalProject
ExecutionProject
Evaluation
Gate(prioritisation)
Gate(prioritisation)
Gate(approval of deliverable)
Lead
Gate(approval of project)
Activities
Fill Proposal fact sheet
Evaluate chance of winning the order
Etc.
Activities
Prepare proposal incl. execution plan
Check availability with delivery organisation
Check dependency with other projects
Prepare contract
Etc.
Gate Criteria
Strategically important or 20% profitability
80% match in competencies
Resources available
Gate Criteria
Strategically important or 20% profitability
80% match in competencies
Resources available
Activities
Close contract
Deliver Project
Maintain customer – continuously check satisfaction with progress
Have sign off from customer when delivery is completed
Etc.
Gate Criteria
Requirements in contract are fulfilled
Customer has signed off
Etc.
Activities
Do customer satisfaction survey
Proactive follow-up on solution functionality
Internal evaluation of project
Etc.
Gate Criteria
There is a clear overview of profitability and customer satisfaction with delivery
Project Model (governance)Gate
(approval of project)
Quotation ProposalProject
ExecutionProject
Evaluation
Gate(prioritisation)
Gate(prioritisation)
Gate(approval of deliverable)
Lead
Bid Board
XXX
XXX
Bid Board
XXX
XXX
Sales Responsible
YYY
YYY
Bid Board
XXX
XXX
Board
XXX
XXX
Delivery Respon.
QQQ
QQQ
Delivery Respon
QQQ
QQQ
Delivery Respon.
QQQ
QQQ
Delivery Respon.
QQQ
QQQ
Resource Respon.
ZZZ
ZZZ
Resource Respon.
ZZZ
ZZZ
Resource Respon.
ZZZ
ZZZ
Resource Respon.
ZZZ
ZZZ
Sales Responsible
YYY
YYY
Sales Responsible
YYY
YYY
Sales Responsible
YYY
YYY
Gate(approval of project)
Quotation ProposalProject
ExecutionProject
Evaluation
Gate(prioritisation)
Gate(prioritisation)
Gate(approval of deliverable)
Lead
Bid Board
XXX
XXX
Bid Board
XXX
XXX
Sales Responsible
YYY
YYY
Bid Board
XXX
XXX
Board
XXX
XXX
Delivery Respon.
QQQ
QQQ
Delivery Respon
QQQ
QQQ
Delivery Respon.
QQQ
QQQ
Delivery Respon.
QQQ
QQQ
Resource Respon.
ZZZ
ZZZ
Resource Respon.
ZZZ
ZZZ
Resource Respon.
ZZZ
ZZZ
Resource Respon.
ZZZ
ZZZ
Sales Responsible
YYY
YYY
Sales Responsible
YYY
YYY
Sales Responsible
YYY
YYY
Opsætning af arbejdsgangen i Microsoft Project
Portfolio Server 2006
Definer dine egne forretningsfaser og regler for faseskift (Gate criteria)
Til hver forretningsfase kan du knytte relevante trin til
ideen/projektets livscyklus
Og for hvert enkelt trin kan du styre hvilke oplysninger der skal tilvejebringes før der
kan fortsættes til næste trin
Project Portfolio Model
Quotation ProposalProject
ExecutionProject
Evaluation
Project Process Model
Pro
ject
Port
folio
Mod
el
Prioritisation of Leads
Final Approval of
Projects
Monthly Monitoring of
projects
Biannual review of the
project portfolio
Evaluation of
completed projects
Lead
Prioritisation of
Proposals
Eksempler på Portfolio Management rapportering
► Overblik generelt: Af projekternes gennemførelse – portefølje status.
► KPI opfølgning: Møder porteføljen de etablerede mål indenfor profit, plan, kvalitet, kundetilfredshed m.v.
► Fremskridt: Porteføljens samlede fremskridt baseret på milepæle.
► Finansielt overblik: Realiserede omkostninger, estimerede omkostninger, realiseret profit, estimeret profit m.v.
► Plan: Evne til at overholde planer og leverancefrister.
► Timesforbrug: Faktisk tid i forhold til planlagt tid.
► Scope: Antal af projekter med scope- / kontraktændringer.
► Kvalitet: Evne til at anvende kvalitetsstandarder.
► Risko: Porteføljens samlede risiko eksponering.
► Osv – Der kan rapporteres på alt forudsat at data er tilgængeligt.
Ledelsesinformation fraMicrosoft Project
Portfolio Server 2006
Hurtig og enkel status oversigt for alle igangværende initiativer
Rapporter kan enkelt printes…
…og redigeres efter behov
Direkte adgang til månedlige
statusrapporter
Hvordan kommer man igang?
1½
Project Portfolio ReviewAnalyse the performance of the portfolio and set a baseline for future portfolio management.
Pre-analysisEstablish project scope, define design criteria and establish Governance roadmap and implementation of overall plan
I mplementationEstablish change management model and train organization in Governance and portfolio management. Establish project office. Evaluate results and refine model.
1 2 3
Step 1 Step 2 Step 3
Maturity Assessment Defining I nitiativesPrepare
Business Case
Step 4
Approval of Business Case
Development of Project Portfolio Management incl. toolsEstablish processes and tools for project portfolio management . Define decision mandates and roles. Conduct pilots and revise governance model.
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