Are we Ready for a PPM Tool

1. Are we Ready for a PPM Tool Presentation to Project Challenge Jay Chaudhuri

2. Current Market position Mainstream suppliers with PMO practice Suppliers specialising in PMO services

3. My Experience Context for Today • As a Programme Director of a large scale Transformation Programme where I needed to use a tool to manage the portfolio of programmes and had to introduce PMO discipline across the enterprise • As Head of Systems and Processes I needed a tool for managing my portfolio of programmes

4. We took a very standard approach • Identifying requirements • Choosing a tool • Selecting a supplier to support us in implementation • Fixed price contract • Pilot first • Incremental rollout

5. Identifying requirements Choosing a tool Selecting a supplier to support us in implementation Fixed price contract Pilot first Incremental rollout Was the level adequate to highlight the fundamental issues? Many others could have satisfied the requirements It is crucial that they are supportive but are competent to question you on your approach Can your organisation handle this? Targeted to highlight the complexities Only when you know the answers to the fundamental issues We took a very standard approach

6. Problems I Encountered • Increased complexities and effort during transition • Decision on customisation or not • Unsupportive supplier • Company politics, indiscipline vs good practice • Interfaces to existing systems eg. timesheets, finance systems

7. Increased complexities and effort during transition • The administrative work outsourced and even off-shored where possible • Getting the complete PMO service from the supplier is highly recommended • Keep the PMs focussed on projects and real issues and not hindered by the transition

8. Decision on customisation or not • Keep customisation to the minimum • Question suppliers who are ready to customise • Let the organisation understand that customisation is not the default position • Do not sign-off specification if customisation is being recommended

9. Unsupportive Supplier • Replaced supplier who was keen to customise and worked only to fulfil contractual agreement • Found small niche consultancy to be more proactive, open with their advice and managed the interface with the supplier of the product • A supportive supplier acknowledged the organisational issues and were flexible

10. Company politics, indiscipline vs Good Practice • Major hindrance to the project • In hindsight, would not have started this with other critical transformation programmes • Sort politics and establish governance before setting up a contract • Agree on processes and agree to adopt industry best practices before tool implementation • Manage expectations that there will be key changes to handle • Set sponsorship at the right level • Get buy in from stakeholders

11. Interfaces to existing systems eg. timesheets, finance systems • These have to be done • May create additional work, double entry, etc • Be mindful that the chosen approach does not turn users against the tool • Hired extra resources so as not to deflect the PMs from their focus areas

12. Summary • Establishing processes and the data at the right level is key to success • Understand which components need to be fixed before you start your implementation, else changes can cause havoc • Transition is not necessarily smooth • Project Management cost can be reduced by 37%, project failure rate cut by 59% • Make sure that your organisation is matured enough to adopt a tool