Brantley.wayne
- 1. Identifying the Value of Project Management Presented by Wayne Brantley. MS Ed PMP, CPLP, CRP Senior Director of Professional Education Villanova University 1
- 2. Agenda • Identify why you need to measure the value of project management • Introduction to the ROI Methodology • Explain the benefits of implementing the ROI Methodology in your organization 2
- 3. Why Do We Need Project Management? • Approximately 70% of projects are: – Over budget – Behind schedule • 52% of all projects finish at 189% of their initial budget 3
- 4. Resistance to Implementing Project Management • It takes to long • Just do it attitude • Costs to much in resources • We already manage projects • We don’t want to know how bad 4
- 5. What is ROI? Net Monetary Benefits ROI = X 100 Program Costs 5
- 6. WRONG! • Okay, right if you’re an MBA • It is a story of how you collected the data • Identifies where the data comes from • Shows all the numbers • Shows who deserves what credit • Reports intangibles!!! • It is a methodology 6
- 7. ROI Uses Project Management Organization Development Consulting Change Initiatives Technology Implementation Quality / Six Sigma Training and Learning Coaching 7
- 8. The ROI Process Takes A Balanced View by Measuring and Reporting: • Reaction to program • Learning and attitudes • Application on the job • Impact in work unit Customer e Customer e loye loye Emp Processes Emp Processes • Impact on the customer Financial Intangible • The financial results • Intangible benefits • Nature and source of problems and opportunities 8
- 9. What You Can Do With an ROI Evaluation • Show contributions of project management • Earn respect of senior management • Gain the confidence of clients • Improve support for project management initiatives • Enhance project management processes • Identify inefficient processes that need to be redesigned 9
- 10. Why Use an ROI Analysis? Reactive • Justify/defend budgets • Identify inefficient processes that need to be redesigned or eliminated • Show contributions of project management 10
- 11. Why Use an ROI Analysis? Proactive • Aligns project management strategically to business needs • Earn respect of senior management/administrators • Improve support for project management • Enhance initiation and planning processes • Identify successful processes that can be implemented in other areas 11
- 12. ROI Methodology Basic Elements • Evaluation Framework – 5 levels of evaluation – 6 types of data • A process model – 10 step process • Operating standards and philosophy – 12 guiding principles • Case application – Document and tell your story • Implementation – Teach it – Internalize it 12
- 13. Level Measurement Focus 1. Reaction & Planned Measures participant satisfaction with project Action management processes and captures planned actions, if appropriate. 2. Learning Measures changes in knowledge, skills, and attitudes related to project management. 3. Application Measures changes in on-the-job behavior or actions as project management is applied, implemented, or utilized. 4. Business Impact Measures changes in business impact variables. 5. Return on Investment Compares project management benefits to the costs. 13
- 14. THE ROI PROCESS Evaluation Data Collection Planning Level 1: Reaction, Level 3: Satisfaction, and Application/ Planned Actions Implementation Develop Develop Collect Collect Collect Collect Develop Develop Evaluation Evaluation Data During Data During Data After Data After Objectives of Objectives of Plans and Plans and Solution Solution Solution Solution Solution (s) Solution (s) Baseline Data Baseline Data Implementation Implementation Implementation Implementation Level 2: Level 4: Learning Business Impact 14
- 15. Tabulate Costs Tabulate Costs Data Analysis of Solution Reporting of Solution Convert Data Convert Data Calculate the Calculate the Generate Generate Isolate the Isolate the to Monetary to Monetary Return on Return on Impact Impact Effects Effects Value Value Investment Investment Study Study Level 5: ROI Identify Identify Intangible Intangible Measures Measures 15
- 16. Evaluation Planning 16
- 17. Step 1 – Develop Objectives • Level 1 and 2 objectives provide – Reaction on initiative – Feedback on implementation – Information on knowledge and skills obtained • Level 3 and 4 objectives provide – Expectations on initiative – Satisfaction for program sponsors – Ties project management to strategic goals 17
- 18. Criteria for Selecting Programs for Levels 4 & 5 (ROI) Evaluation • Expected life cycle of projects • The importance of the project in meeting the organization’s goals • Cost of the project • Visibility of the project • The size of the target audience • Extent of management interest 18
- 19. ROI Target Options 1. Set the value as with other investments, e.g. 15% 2. Set slightly above other investments, e.g. 25% ROI 3. Set at break even - 0% 4. Set at client expectations 19
- 20. Evaluation Planning • Initial Kick-off Meeting – Who should be involved? – What would increase success? – What do we cover? 20
- 21. Step 2 – Develop Evaluation Plans and Baseline Data • Data Collection Plan – Broad program objectives for each level of evaluation – Measures – Data Collection Method/Instruments – Data Sources – Timing – Responsibilities 21
- 22. Evaluation Planning • ROI Analysis Plan – Data Items (from level 4 objectives) – Methods for Isolating the effects of the Program/Process – Methods of converting data to monetary values – Cost categories – Intangible benefits – Communication targets for final report – Other Influences/Issues during implementation – Comments 22
- 23. Evaluation Planning • Project Plan – Major Milestones – Deliverables – Timelines – Flow 23
- 24. Data Collection 24
- 25. THE ROI PROCESS Evaluation Planning Data Collection Level 1: Reaction, Level 3: Satisfaction, and Application/ Planned Actions Implementation Develop Develop Collect Collect Collect Collect Develop Develop Evaluation Evaluation Data During Data During Data After Data After Objectives of Objectives of Plans and Plans and Solution Solution Solution Solution Solution (s) Solution (s) Baseline Data Baseline Data Implementation Implementation Implementation Implementation Level 2: Level 4: Learning Business Impact 25
- 26. Data Collection – Step 3 - During Program Method Level 1 Level 2 Surveys Questionnaires Observation Interviews Focus Groups Tests 26
- 27. Survey/Questionnaire Design • Determine the specific information needed • Review with stakeholders • Select type(s) of questions • Keep simple • Develop the questions • Design for easy scoring • Develop administrative procedures • Address anonymity issue 27
- 28. Survey/Questionnaire Design • Common mistakes – Vague statements/questions – Too many questions – Improperly worded questions – Confusing instructions – Too difficult to analyze 28
- 29. Data Collection Step 4 - Post Program Method Level 3 Level 4 • Surveys • Questionnaires • Observations on the job • Interviews • Focus Groups • Action planning/improvement plans • Performance contracting • Performance monitoring 29
- 30. Action Plan Part I Name: (optional) _______________________________________ Company/Organization: (optional) __________________________ Job Title (optional): _____________________________________ Course Date: ___________________________________________ Specific Steps: I will do this End Result: So that 1. Action 1 2. Action 2 3. Action etc….. Expected Intangible Benefits: 30
- 31. Action Plan Part II Name: (optional) _______________________________________ Company/Organization: (optional) __________________________ Job Title (optional): _____________________________________ Course Date: ___________________________________________ Analysis A. What is the unit of measure? Does this measure reflect your performance alone? B. What is the value? $________ C. How did you arrive at this value? D. How did this measure change during the last month of the evaluation period compared to the average before the program? E. What percent of the change was actually caused by the application of the course? F. What level of confidence do you place on the above information? 100%=certainty and 0%=No Confidence Actual Intangible Benefits: 31
- 32. Data Analysis 32
- 33. Tabulate Costs Tabulate Costs Data Analysis of Solution Reporting of Solution Convert Data Convert Data Calculate the Calculate the Generate Generate Isolate the Isolate the to Monetary to Monetary Return on Return on Impact Impact Effects Effects Value Value Investment Investment Study Study Level 5: ROI Identify Identify Intangible Intangible Measures Measures 33
- 34. Step 5 - Isolating Methods • Isolation shows your contribution • Techniques used • Control groups • Trend line analysis • Forecasting methods • End user/performer’s, supervisor’s, and/or management’s estimate of impact (percent) • Use of experts/previous studies • Subordinate’s input of program impact • Calculate/Estimate the impact of other factors • Customer input 34
- 35. Schedule Delays 100% Percent of Project on Schedule PM Implementation Actual Average 94.4% 95% 90% Pre Program Average Average of Trend Projected 92.3% 87.3% on 85% Pr o jecti d Tren J F M A M J J A S O N D J Months 35
- 36. Example of a Participant’s Estimation Adjusted Factor that Percent of Confidence Percent of Influenced Improvement Expressed as a Improvement Improvement Caused By Percent Caused By Project 60% 80% 48% Management System Changes 15% 70% 10.5% Market Changes 5% 60% 3% Process Changes 20% 80% 16% Total 100% 36
- 37. Step 6 – Converting Data to Monetary Value • Challenging • Use data bases • Look at past project performance • Look at profits / savings from output • Historical costs / savings • Experts input • End user input • Staff estimation 37
- 38. Example of Converting Data Using External Database Cost of PMP Certified Consultant* Non –certified PM $120/hr = $240k annually Certified PM $180/hr = $360k annually Cost for PMP 150% increase in billable rate * External data - value obtained from industry professionals 38
- 39. Example of Converting Data Using Historical Records & Expert Input The Cost of a Schedule delay Actual Costs Reworks, Penalties, from Records Loss Revenue 35 $852,000 Days Estimated Project Staff Time, Additional from Staff Management Time 39
- 40. Example of Converting Data Using Historical Records & Expert Input The Cost of a schedule delay $852,000 Per Day / 35 Days = $24k per day 40
- 41. Co Step 7 - Intangible Benefits mp lai nt s Teamwork Con f li c t s Commitment Stress act ion e nt tisf ag em Sa E ng Job Customer Service 41
- 42. Step 8 - Tabulating Costs • Consider all costs • Analysis costs • Planning costs • PM costs • Monitoring and control costs • Operating/maintenance costs • Evaluation costs 42
- 43. Tabulating Costs • Recommended items • Needs assessment •Travel/lodging/meals • Development costs •Participants’ time • Program materials •Project Management costs • Training costs •Operations overhead • Consulting costs •Evaluation costs 43
- 44. Tabulating Program Costs Direct Indirect • Program Materials • Needs Assessment • Methodology • Program Development • Training Costs • Participant Time • Facilities • Administrative Overhead • Travel • Evaluation 44
- 45. Step 9 - Calculating ROI Benefits/Cost Monetary Benefits Ratio = Program Costs Net Monetary Benefits X 100 ROI = Program Costs 45
- 46. ROI Example Costs for project $80,000 Benefits from project $240,000 $240,000 = 3.0 BCR = $80,000 $160,000 ROI = x 100 = 200 % $80,000 46
- 47. Reporting 47
- 48. Tabulate Costs Tabulate Costs Data Analysis of Solution Reporting of Solution Convert Data Convert Data Calculate the Calculate the Generate Generate Isolate the Isolate the to Monetary to Monetary Return on Return on Impact Impact Effects Effects Value Value Investment Investment Study Study Level 5: ROI Identify Identify Intangible Intangible Measures Measures 48
- 49. Step 10 - ROI Impact Study • Complete report • General information • Methodology • Data analysis • Costs • Results • Barriers and enablers • Summary of findings • Conclusions and recommendations • Exhibits - attachments 49
- 50. How do you get started with ROI? • Develop an evaluation strategy • Build capability – Training – Publications – ROI Certification • Conduct an ROI Study • Revise policies and procedures 50
- 51. Summary • Identified why you need to measure the value of project management • Introduced the ROI Methodology • Explained the benefits of implementing the ROI Methodology in your organization 51
- 52. Contact Information • Wayne Brantley – Villanova University • 1-800-874-7877, ext. 509 • Wayne.Brantley@VillanovaU.com 52