MONDAY 8 OCTOBER, 2007 Project Management - Setting the Standard

1. CS1.4.3 Implementation of a Project Management System: Practical Lessons from a Successful Implementation Graham Watt MONDAY 8 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National Conference 2007 Hobart Tasmania October 7 – 10, 2007

3. OPWS Management System Implementing a PM tool in a PM organization

4. What we wanted … a new PM System Internal / Collaborative Project Teams Internal / External Mgt. Common User Interface / Portal Internal Network / Internet PMS SAP- ERP Works Mgt. Finances Contracts Mgt. HR Methodology Mgt. Knowledge Mgt. DW / BI Business Planning Management Reporting OPWS needed a basic, integrated, reliable & easy-to-use system that assists PM’s to make key decisions on core disciplines such as time, cost, quality, risk & scope

5. Key Benefits for OPWS • Provide users a single (one) integrated system while dealing with multiple data sources and processes • Provides OPWS Project Manager’s with streamlined data processing, ie. information entered in one process step is simultaneously available for other relevant processes • Facilitates the standardisation of project creation and other business processes • Improved resource and project planning

6. Program Schematic

7. Overall Program

8. Program Governance

9. Project Team

10. Business Familiarity & Capability Development Training Communications Communication is the key tool for helping the business to understand what’s happening, when and what this means to them. When used consistently is the most effective tool in helping people to adopt the new process changes. A number of key activities will be common across all business units. In recognition that business units have differing communication requirements, the Change Management Group will be instrumental in developing, managing and delivering business unit specific communication plans. Is a series of communication and learning events that inform and involve end-users and generate understanding & ownership. These activities are common across business units and support individual business unit communication activities. Train and support end users to ensure that on Day 1, they know what to do, how to do it and where to find help if needed This road map shows the integration of communication and training activities

11. Org Alignment Change Mgt Business Owner Business & HR Change Management Program ERP Program Change Management Road Map Business Familiarity & Capability Dev Business Readiness Benefits realisation Stakeholder Engagement Process Redesign 5 9 10 4 8 1 2 3 6 7 11 Post Go- live Support Training Business Impacts Communications Business Ownership (Job alignment Policy & Proc Transition) Deliverables (Comms strategy, integrated plan & tools) (Comms Events, Process Wkshops, Go-live toolkit) (Training Strat, Training Plan) (Bus Read Surveys, Deployment Checklists) PIR Benefits Rel‘n Monitoring Support Plan (Bus Case Program Ex’n Plan) (Blueprint, Benefits realisation) (High level & detailed Impact Assessments) (Chg A’ment Chg Network) All projects/ Chg Mgt & Training All proj/ Chg Mgt & Training Change Mgt Change Mgt Change Mgt & Training Client Ref Group All projects Change Mgt Change Mgt Training Project activity Chg Mgt/ Business Owner & Chg Network BA’s/ Functional teams (Vendor & Business) Change Mgt/ BA’s All projects/Chg Mgt & Training Change Mgt/ Chg Network/ Bus Owner Change Mgt/ Chg Network Project Mgrs Client Ref Group Change Mgt & Training Training Development Project Mgrs BA’s/ Functional teams (Vendor & Business) Change Mgt/ Chg Network/Bus Owners Delivery Change Mgt, Training & Chg Network Bus Owners & Chg Network All projects/Chg Mgt & Training Training & Business (?) Bus Owner & Chg Network Steering Committee Change Program Monitoring Status Tracking Continuous Feedback Readiness Survey #2 Readiness Survey #1 Deployment checklists Communication Activities Program Awareness sessions Process Awareness Breakpoint Sessions Day in the Life of sessions Go Live toolkit presentation Key Change activity responsibilities

12. Deliverable Description End User Training and Documentation Strategy Document that outlines the approach the Training Team will adopt to develop and deliver a quality training solution. Training Material Templates Training course materials templates that demonstrate the look and feel of final course materials. Audience Analysis Identification of the end user audience mapped to training course curriculum. Training Course Schedule Required number of courses scheduled (identified by audience analysis) by location. Course Outlines Design documents that describe, for each course to be developed, the course objectives, business processes supported, the intended audience, and delivery approach – Instructor led, self-paced. Training Materials Design documents that describe, for each course to be developed, the course structure, business processes supported, system transactions, specific demonstrations, walkthroughs and exercises, including relevant timings. Train the Trainer All training course material including user acceptance test and participant guides, self paced learning tools and quick reference materials. Training Database Training in the Commerce Business Processes and training course delivery preparation for those identified to undertake training delivery external to the core training team. User Playpen Environment Establishment of the training environment and the creation of data in the training clients to support hands-on practice using exercises. Training Delivery Provision of a copy of the training master for end users to practice post training. Training Deliverables

13. System LandscapeERP, OMS, ERP Portal…how it all fits together… Access to the system for all staff Commerce ERP Portal Business Warehouse Reports – Commerce/OPWS Reports Knowledge Management Employee Self Service Managers Self Service HR cProjects Contracts Supplier Relationship Management (SRM) Purchasing Pay details, leave, T&A, HDA, personnel information Management reporting Projects, Knowledge, & Document Mgt Contract management Purchasing – requisitioning and approval ERP Human Resources, Finance, Materials Management, Project Systems ‘Backend’ access to the system for some Finance and HR staff

14. System Overview MIMS cProjects Gantt chart WBS Elements/ Cost Collectors • Project Planning • Resourcing • Scheduling • Master Data Project Dates Project Plan Purchasing, Contracts Roadmap Sales Order Registers(Risk, Scope Change, Lesson Learned)

15. Lessons Learned

16. What we did well • Planning • Program/Project Governance • Roles and responsibilities • Delivered to time and budget

17. What we could have done better • Procurement Option • Better trained the business team • Co-located the business and vendor teams • Better planned for the “post go-live” period

18. ORIGINAL Go-Live Requirements & Design Build & Test Change Management Training REVISED Requirements & Design Build & Test Change Management Formal Training Re-training & User Assistance Awareness &Business Process Review Change in Focus

19. Some Specific Lessons - Technical • Understanding the hardware requirements. • Impacts on LAN WAN traffic of an ERP • Understanding your software version.

20. Some Specific Lessons – Project team • The importance of communication. • Provide a dedicated project team. • Understand and resource for testing • Project Management processes.

21. Some Specific Lessons – in the business • Provide adequate Change Management and Training • Plan for training well beyond Go-Live • Understand the essential business practices in sufficient detail to determine fit with software • Detailed assessment of the extent of development required

22. Questions ?

23. Question & Discussion Time MONDAY 8 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National Conference 2007 Hobart Tasmania October 7 – 10, 2007

24. LUNCH In the Trade Exhibition Area Please reconvene at 14:00for Concurrent Session 2 MONDAY 8 OCTOBER, 2007 Project Management - Setting the Standard Australian Institute of Project Management National Conference 2007 Hobart Tasmania October 7 – 10, 2007