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- 1. Affinion Group: increasing ROI by extending HP Project and Portfolio Management Center across all business units Affinion Group – Patrick Figliola Results Positive – Jon Furner, President 1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice
- 2. Company Background Affinion Group enhances the value of its partners’ customer relationships by developing and marketing loyalty solutions. Leveraging its expertise in customer engagement, product development and targeted marketing, Affinion provides programs in subscription-based lifestyle services, personal protection, insurance and other areas to help generate increased customer loyalty and significant incremental revenue for more its 5,500 marketing partners worldwide. Affinion Group has more than 35 years experience and revenues of more than $1.3 billion. Key accomplishments include: 160 million consumers worldwide Over 800 million direct marketing pieces mailed annually 87,000 marketing campaigns conducted over the last decade 80 million telemarketing contacts annually Multiple industry experience including financial, retail, travel, entertainment, e- commerce and direct response TV 2
- 3. The Opportunity Background The integration of multiple businesses through mergers and integrations left Affinion Group with multiple business units using a variety of different PMO tools and processes Our strategy implemented a standard set of processes and tools in one business unit first, Affinion Loyalty Group Opportunity – Goal & Objective Improve visibility on a global basis by implementing standardized dashboards and reporting tools Centralize and standardize PMO processes and tools across multiple business units Enforcing core set of Project, Resource, and Financial performance metrics and associated dashboards and reports 3
- 4. PMO Cross Business Unit Road Map Phase 1 – Demand Management Activation of project proposal and planning processes within PPM Phase 2 - Resource, Project & Program Management Resource capacity, availability, planning and work assignment processes within solution Project management processes aligned with Systems Delivery Methodology (SDM) within solution Resource time expenditure processes within solution Interface with Lawson – Financial Reporting Solution Phase 3 - Financial Management Activation of standard method of project, program and portfolio budgeting and financial reporting in solution Interfaces/Integrations 4 4
- 5. Phased Implementation Approach Phase 1 Phase 2 Phase 3 PPM: Management, Measurements, Compliance, and Process Automation • CAPEX Proposals • CAPEX Proposals • All Proposals • Automated Process • CAPEX Projects (CAPEX & Expense) • Prioritization • SDM Integration • All Projects ResultsPositive PPM Rapid Start • Role Capture • Resource Mgmt (CAPEX & Expense) Scope • Estimation • Project Financial Mgmt • Program Mgmt • High Level • High Level What-If Analysis • Assets Monitoring • Portfolio Financial Mgmt • Detailed What-If Analysis • Proposal Cycle • Proposal Cycle Timing • SLA Baselining Timing • Project • Program Capture & • Stage Gate Analysis Execution/Delivery Monitoring Analytics • Reporting Needs • Project Costs • Resource Leveling & Metrics • Role Capture • Portfolio Visibility • Asset Costs • ROM/Budgeting (Proposals & Projects) • Multiple Portfolios • Workflow Metrics • Resource Capacity for Detailed What-If • Portfolio Visibility Planning Analysis (Proposals) • Portfolio Level Decision- Making 5
- 6. Phase I - Opportunities Centralize and Standardize PMO / PPM Solutions across BU’s ResultsPositive PPM Rapid Start Implementation Standardize PMO / project proposal lifecycle across all business units Implement PPM across all business units Standardized Proposal prioritization and approval Established standard set of prioritization criteria across business units Consistent and repeatable proposal development and approval process Cross business unit visibility Portfolio visibility of project proposals across business units Usage of initial set of role-based dashboards 6
- 7. Phase I Solution Overview: Portfolio Management Performance Measurement & Reporting Portfolio Management Investment Review Committee Review Approve projects prioritized based on benefits capital and and budget and expense resource proposalsPMO Office availability Present Analyze and rank prioritized project proposals by value proposals and risk ratings 7
- 8. Phase I - Benefits Centralize and Standardize PMO / PPM Solutions across BU’s Improve speed to market delivery of projects and programs Standardization and streamlining of project and portfolio management processes Enhanced alignment of projects and programs with strategic initiatives Increased visibility of all projects across the Enterprise Portfolio, which leads to identification of synergistic opportunities as well as cross project interdependencies Single source of project and portfolio information across the Enterprise associated with the implementation HP PPM across all business units 8
- 9. Phase II – Opportunities 1. Leverage existing configuration settings from Loyalty for Project, Program and Portfolio Management 2. Enterprise resource staffing capability 3. Enterprise project information repository 4. Retirement of E-Time 5. Migration from spreadsheet based controls and processes 6. Self Service Portfolio, Program and/or Project reporting capabilities 7. Leverage existing Loyalty training and reference documentation 9
- 10. Phase II PMO Self Service Reporting Solutions Goals & Objectives Establish core Project Performance Measurements & Reporting across BU’s Project Performance Measurement Definitions Design PPM role-based Dashboards, Portlets, & Reports Configure PPM Performance Measurement Reporting Solutions Project Performance Dashboards, Portlets, Reports Resource Mgt Performance Dashboards, Portlets, Reports Finance Mgt Performance Dashboards, Portlets, Reports Time Mgt Performance Dashboards, Portlets, Reports Roll-out Project Performance Reporting Solutions 10
- 11. Phase II Solution Overview: Project & Time Management Performance Measurement Reporting Project Management Business Area / Resource Pool Managers Manage resource Manage project capacity and project escalations as needed allocations Program / Project Mgr Manage project controls Manage project plans (i.e. issues, risks, change and tasks requests) Manage project Manage resource budgets – labor and requests and assigned non labor resources Track and report time on project tasks and requests 11
- 12. Phase II - Benefits 1. Resource availability, capacity and what-if capability provides ‘missing link’ in Annual / Quarterly / Monthly Project planning and Steering Committee prioritization. Alignment of IT organization with business 2. Intrinsic/automated link between Projects, Resources and Time for financial tracking and reporting Strong resource and financial control within Time Management down to the Project task level 3. Real-time access to enterprise wide program and project performance metrics 4. Elimination of manual forms and process steps within the Project Management will: Improve timely submission of required documents Enable Project Managers to focus more of their time collaborating with their business counterparts on programs and strategic planning not administrative updates Meet Project Manager needs for automated Project, Resource and Time Management tools 12
- 13. Phase II – Benefits Continued 5. More rapid identification of poorly performing and under-performing projects Automated calculation of Schedule Performance Index Automated calculation of Cost Performance Index 6. Consistent project portfolio evaluation criteria based on standard, global processes 7. Centralized repository for all project administration will provide a single point of access to all requests, projects and project information. 8. Provides Program Manager visibility to current, proposed and completed projects within one view. 13
- 14. Self Service Performance Measurement Reporting Project1 Project Mgr1 Project2 Project Mgr2 Project 3 Project Mg3 Project4 Project Mgr4 Project5 Project Mgr5 Project6 Project Mgr6 Project7 Project Mgr7 Project1 Project Mgr1 Project2 Project Mgr2 Project 3 Project Mg3 Project4 Project Mgr4 Project5 Project Mgr5 Project6 Project Mgr6 Project7 Project Mgr7 14
- 15. Project Proposal and Lifecycle Process Reporting Proposal1 Project Mg1 Proposal2 Project Mgr2 Proposal3 Project Mgr3 Proposal4 Project Mgr4 Proposal5 Project Mgr5 Proposal6 Project Mgr6 Proposal7 Project Mgr7 Project Mgr 8 15
- 16. Project & Portfolio Management Road Map Phase III Stabilization Enhanced Portfolio & Project Mgt Phase II Period Enhanced Dashboard Reporting Stabilization PPM Integrations Program Management Phase 1 Period Baselines & Issue & Change Mgt Organizational Forms & Workflows Change & Portfolio Management Baselines & Resource Management Adoption Project Management Organization Time Management Proposal, & Project al Change & Forms & Workflows Adoption PPM Interfaces Dashboard Reporting Enhanced Dashboard Reporting Org. Change Initiatives – Methods, Processes, Tools, Metrics, Comm., Training. Initial PPM Roll-out across all PPM Business Units BU PPM Rapid Start Approximately To Be 8 months To Be Determined 6 to 12 weeks 16 months Determined 16
- 17. PPM Implementation Approach • Project & Portfolio Management Rapid Start Approach ResultsPositive • Implementation Toolkit / Questionnaires PPM Rapid Start • Proposal & Project Templates (Form / Workflow) Solutions • End User Training Materials PPM • Simple best practice solutions Implementation • Rapid Start implementation approach Best Practices • Senior leadership involvement and sponsorship • Organizational Change Program Organizational • Process and product training courses and training materials Change • Why change communications, FAQ’s, & Quick Reference Cards 17 17
- 18. Lessons Learned / Best Practices Senior Management directive to keep uniform PPM processes across BU’s. Align the initial Business Unit PPM solution to leverage initial investments and establish common project lifecycle processes Get Project Managers on-board with the processes and solution – which was key for adoption Keep the solution simple Regular communications across business units Ongoing weekly Project Team Led Question and Answer sessions Extensive Project Team Led 8 week Training Program to facilitate adoption of processes and PPM Weekly Resource and Time Management Sessions Semi-Weekly Project Management Sessions 18
- 19. Contact Information Patrick Figliola, PMP, PMO Director, Affinion Group Phone: 203 956 8779 Email: pfigliola@affiniongroup.com Jon Furner, President, ResultsPositive Phone: 480 – 415 – 6419 Email: jfurner@resultspositive.com 19
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- 21. To learn more on this topic, and to connect with your peers after the conference, visit the HP Software Solutions Community: www.hp.com/go/swcommunity 21 ©2010 Hewlett-Packard Development Company, L.P.
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