Jesper Platz Helles - Portefølje, Program og Projektledelse

Portefølje, Program og ProjektledelseOnsdag den 25. november 2015

Fra 0 til porteføljestyring på et årJesper Platz Helles, Director, Head of PMO & IT Development, Rambøll

DANSK IT CONFERENCE“FROM ZERO TO PPM IN A YEAR”NOVEMBER 25, 2015

2

AGENDA

• Ramboll A Sustainable Society Consultant

• Context Organisation and portfolio impacts

• Projects! Initial project portfolio challenges

• PPM Aspiration - where we are heading

• Process A step-by-step implementation

• Status Current portfolio status + direction

• Future? Ramboll is all about development

13.000 EMPLOYEES // 300 OFFICES // 35 COUNTRIES

MEGATRENDS DRIVE THE NEED FOR OUR SERVICES -ENGINEERING AND CONSULTANCY…

Demographic changes

Urbanisation

Climate change & environmental problems

Natural resource shortages

Globalisation

Digitisation

5

AN EXAMPLE FROM COPENHAGEN - HOW WE CAN HELP TRANSFORM CITIES INTO “BLUE-GREEN CITIES”

AGENDA








RAMBOLL HAS VERY STRONG COMPANY VALUES THAT LINK BACK TO THE FOUNDERS, HANNEMANN AND RAMBØLL

WE HAVE DEVELOPED THROUGH BOTH STEADY ORGANIC GROWTH AND ACQUISITIONS

1945 1980 2000 2010 2016

GIF

FO

RD

, U

K

WH

ITBYBIR

D, U

K

IMI

SO

FT,

IND

IA

SCAN

DIA

CO

NSU

LT, SE

EN

VIR

ON

, U

S

Employees

12,000

6,000

2,000

4,000

8,000

AND WE WORK VERY CLOSE WITH MANY OF OUR AMBITIOUS AND SUCCESSFUL CUSTOMERS…

WE ARE ORGANISED IN A MATRIX ORGANISATION – WHICH IS RELEVANT IN A PROJECT PORTFOLIO CONTEXT

GLOBAL IT WAS ESTABLISHED IN 2013 ON BASIS OF FORMER NATIONAL AND EVEN REGIONAL IT DEPARTMENTS

February 2013: Update

management and reporting

structures

March 2013: New global

IT Leadership team in place

May 2013: New Global

IT function in place…

2014: 2 new Directors in

IT Management.

Many projects

2015: Integrate ENVIRON. Even more projects

2016: Consolidate

and improve. Fewer

projects?

IT HAS BEEN – AND REMAINS – AN INTERESTING JOURNEY WITH A FEW BUMPS ALONG THE WAY

• First easy step: Getting the org charts in place

• Starting to collaborate – especially in projects

• Agree and align in new management teams

• Maintain strong commitment and support from business management – despite drawbacks

• Meet physically and share successes

• We have capabilities now that we didn’t have before – especially ability to integrate large M&As.

PMO OWNS PORTFOLIO, PROJECT MANAGEMENT, ENTERPRISE ARCHITECTURE AND IT DEVELOPMENT

CFO

Finance, HR etc. “Shadow IT” … Global IT

Infrastructure & Operations

Customer Service PMO

PMOEnterprise

Architecture

Project Management IT Development

Security etc.Business Relationship

Management

Located in DK, SE, NO, FI, UK and DE

WE ADAPT OUR METHODS TO THE COMPANY PROJECT MODELS, WHICH IS USED ACROSS ALL BUSINESS UNITS

MANY ORGANISATIONAL IMPACTS ON OUR PROJECT PORTFOLIO MANAGEMENT PROCESS

• One company – but shaped through many M&As

• Multi-matrix organisation model –complex portfolio governance

• Insight – highly skilled employees have opinions

• Empowerment – highly empowered employees

• Fairly young Global IT organisation – not very mature yet

• Tight budget-management – decentral vs. central funding

AGENDA








INITIAL ASSESSMENT AFTER ABOUT A MONTH

Situation

• 6 Project Managers (2 new to role), 1 PMO Cons.

• 20 current projects + 15-20 initiated projects

• (IT) resources in general are stretched

• No resource overview (neither demand nor

supply)

• No/few full-time/near full-time resources

• Project / execution maturity

• Basic governance (who decides what) uncertain

• 100+ project ideas captured for 2015 portfolio

• Portfolio management not in place

• Project vs. line roles (who reports to who)?

• Budget for PMO / project maturity initiatives?

Complication• Rambøll is acquiring new companies in- and

outside geographic footstep, demanding professional project execution capabilities

• Global IT transition still ongoing• Global IT is developing– but project maturity is

not very high• PMO appears "too small to fly“• Currently “everything” is a project

18

Recommendation Define and initiate a focused 3-step plan to deliver:

1. "Quick-wins“ (SC template, portfolio overview etc.)

2. Focused process- and governance improvements

3. Focused competence development, anchor better practices with effective tools, and mature project culture based on transparency, honesty and feedback

OUR INITIAL PROJECT MATURITY LEAVES ROOM FOR IMPROVEMENT

• We are – of course – executing our PPM improvement initiative as a project

• We assessed our initial PPM maturity to level 2 – with some elements at level 3

• We have deliberately not set a specific maturity target, but we have committed to continuous maturity improvement

• This allows us to adapt to the most relevant needs of the rest of the organisation

WE DID ACTUALLY HAVE A PORTFOLIO OVERVIEW…

AGENDA








OUR TO-BE PROJECT PORTFOLIO MANAGEMENT PROCESS COVERS THE ENTIRE PORTFOLIO LIFECYCLE

Identify

•Input from strategy current projects and new project ideas

•Draft Strategic Road Map

•Describe each project idea (one-pagers)

Select

•Define key criteria

•Evaluate each project against key criteria

•Discuss and place in priority matrix

Plan

•Balance portfolio against

•External milestones

•Dependencies between projects

•Resources / capacity

•Budget

•Define Master Plan for coming years

Manage

•Approve and initiate planned projects

•Monitor portfolio status and progress

•Prioritise new project ideas against current portfolio

•Approve potential changes from projects in the portfolio

Update

•Update monthly portfolio overview and status

•Review project evaluations and close projects

Master Planning

Project K

Project F

Project E

Value creation

Str

ate

gic

fit

A

BC

EF

G H

I

J K

Input

Strategy

New ideas

Current projects

22

MASTERPLAN

GLOBAL IT PROJECTS

PROJECTNAME

INTERNAL,

EXTERNAL

RUN, GROW,

TRANSFORM HOURS

COST

MDK

START

DATE

END

DATE

s-15

o-1

5

n-1

5

d-1

5

j-16

f-16

m-1

6

a-1

6

m-1

6

j-16

j-16

a-1

6

s-16

o-1

6

n-1

6

d-1

6

AD Phase 4 EXTERNAL 4500 5,5 01.10.15 31.09.16

GISP - Global IT Standard PC EXTERNAL 300 1,5 01.01.16 31.12.16

MS Client Upgrade INTERNAL 1500 0,75 > 12 months

Global Support Portal v2 (Self service) INTERNAL 300 1,5 5 months

Service Desk Call Center Phone System INTERNAL 150 0,75 4 months

SLA - project INTERNAL

Customer Service Excellence Program INTERNAL 350 4,5 12 months

LYNC Telephony EXTERNAL 2500 3 01.01.16

Problem Management Implementation INTERNAL 300 0,3 2 months

Change Management INTERNAL 300 0,75 6 months

2nd DataCenter INTERNAL 3500 5,5 01.01.16 31.12.16

Project & Portfolio Mgmt. Bumblebee INTERNAL 1500 4,5 01.10.15 31.09.16

ROG DC Consolidation INTERNAL 1500 3 01.10.15 31.09.16

Global Internet Monitoring Policy INTERNAL 350 0,3 01.01.16 31.05.16

Global Exchange Finalization INTERNAL 300 0,75 01.11.15 31.04.16

Global Exchange Platform Governance INTERNAL 300 0,3 01.05.16 31.12.16

Storage and Backup Strategy INTERNAL 350 0,75 01.04.16 31.01.17

Daily Operations Reporting INTERNAL 150 0,3 2 months

DLM Roll Out Projects INTERNAL 300 0,3 2 months

OneDrive Phase 2 INTERNAL 300 0,3 01.10.15 31.04.16

18750 34,55

20162015

ST

RA

TE

GI

C F

IT

V A L U E C R E A T I O N

Cut-off line

STRATEGISK ROAD MAP 2014 - 20172015 2016 2017 2018Str

ate

gic

focus 2

Str

ate

gic

focus 1

Strategic focus 3 Strategic focus 4

Vision / Strategic objective

Current state

Project 1

Project 2

Project 3

Project 4

Initiative 5

Initiative 6

Initiative A

Initiative CInitiative D

Initiative C

Initiative B

Initiative 7

STRATEGIC ROAD MAP (ILLUSTRATIVE)

AGENDA








SOME IMPORTANT PROJECTS ARE MORE IMPORTANT THAN OTHER IMPORTANT PROJECTS…

26

Before our first portfolio prioritisation, all identified projects were described using overview “project cards” containing:

• Estimated resources• Estimated cost• Category & Geography• Strategic Fit & Business Value Creation

At the portfolio prioritisation session, all projects were prioritised based on Strategic Fit & expected Value Creation

27

Total

37

GLOCAL

2

LOCAL

2

GLOBAL

33

1008

14

79

TotalGLOCALLOCALGLOBAL

1.000 HOURS Million DKK

BASED ON THE PRIORITISATION, WE COULD START BALANCING DEMAND AGAINST SUPPLY / CAPACITY

44 33 49

1611 18

HIGH

LOW

BEST VS. WORST CASE RANGE

28

ESTIMATED HOURS GLOBAL MUST DO’S & PROJECTS PRIO 1, 2 & 3

Office Moves

12

6

4-9

6

4

Mandatory Local &Glocal

To

tal

49

Su

b-to

tal

45

3

3

2

4

3

1

20

Misc. must do’s

M&A

3

GLOBAL PROJECTS PRIORITY

PORTFOLIO MANAGEMENT

1.000 HOURS

29

AND WE COULD ASSESS OUR RESOURCE GAP AND THE NECESSARY MANAGEMENT DECISION

Resource Gap

Mics. Must do’s

-3

Local/ Glocal

-4

Prio 4-9

-6

Prio 3

-3

Prio 2

-4

Prio 1

-20

M&A

-3

Office moves

-6

GIT Project Resources

31

18

13

Exte

rn

al

Backfi

llR

am

bo

llEm

plo

yees

Demand and Supply not aligned

OUR INITIAL PROJECT PORTFOLIO MANAGEMENT PROCESS GAVE US NEW INSIGHTS AND IMPROVED COLLABORATION

• Discussing projects on basis of strategic fit and value creation is very different from talking about technical needs

• Challenging projects against each other gives new insights on what is really important

• While it is possible to prioritise in an online meeting (we tried that later), it is critical to get used to in while in the same room

AGENDA








UTILISING SHAREPOINT, WE PRETTY MUCH CONTROL OUR PROJECT PORTFOLIO EVEN W/O A DEDICATED PPM TOOL

https://projects.rambollgrp.com/sites/GPPP/Lists/Projects/All Projects.aspx#InplviewHash64db754f-b216-4792-aa05-01890413bb1f=

https://projects.rambollgrp.com/sites/GPPP/Lists/Projects/All Projects.aspx#InplviewHash64db754f-b216-4792-aa05-01890413bb1f=

WE STILL HAVE QUITE A WAY TO GO TO IMPROVE AND MATURE OUR PPM PROCESSES

• Continue to improve our tools – get a dedicated PPM tool in place (local / global?)

• Resource management and a suitable tool (local / global?)

• Capacity planning – better budget input

• Streamline / partly automate portfolio reporting

• Regular re-prioritisation in all boards –maintain the portfolios relevant

• Continue focus on certifications (Prince2/MSP

AGENDA








NOW THAT YOU ARE HERE…

• We have great values – and use them actively

• We aim to be perceived as “a friendly company” by employees, customers, partners and competitors

• Ramboll is growing (organic and through acquisitions)

• We rank pretty well in image surveys and have a low employee turnover

• We usually have more than 200 open positions globally http://www.ramboll.com/careers

http://www.ramboll.com/careers

Technology

Jesper Platz Helles - Portefølje, Program og Projektledelse