Project Management Webinar
- 1. KeyedIn Solutions Driving Successful Program Management
- 2. Agenda • Quick Intro to KeyedIn • Planning For Success – Model Based Analysis – Beyond Best Practise – Promise What You Can Deliver – Deliverable Based Planning • Managed Execution – The Value Add PMO – Tools and approaches • The Cornerstones Of Success – Transparency, Visibility and Control • In Summary
- 3. Quick Intro • Founded in 2011 – Executive team behind Epicor Software • $600M ERP business with 3,000 clients • Sold to Private Equity for $980M in 2011 – $15M seed capital, 3 key acquisitions – Datacom International, Atlantic Global, Iceberg • Objective – Create a next generation SaaS and Consulting organisation to bridge the gap between social technology and process requirement • Value Proposition – Delivering the tools, methodologies and expertise to drive excellence in project and program execution
- 4. Heritage • Ex CEO, Exec VP Operations and Senior VP Sales at Epicor – Took the business from $35M to $600m – Sold for $980M in 2011 • Ex VP and SVP of Consulting and Sales in EMEA for Epicor – Delivered continual growth across successive quarters – Managed around 800 sales, implementations and client extension projects across the region • UK Based development organisation with 25 years experience delivering resource, project and program management excellence
- 5. The KeyedIn Story: Driving Growth October 2011 December 2011 January 2012 February 2012 April 2012 June 2012 Company Acquired a Acquired Atlantic Office open in founded majority interest Global Newport in in DataCom Intl; with offices in Ilkley Beach, California, US Minneapolis, Minnes Minneapolis, MN, U and A ota, USA SA Cleckheaton, U.K. 15 employees 23 employees 46 employees 57 employees 4 employees 73 employees
- 6. Three Key Business Areas • Program and Project Management – SaaS tools that drive visibility, transparency and control across your project portfolio • Business and Technology Alignment – Aligning IT strategy with business objectives – Aligning technology solutions with key business processes • Business Modeling, Process Engineering and Integration – Restructuring, Business Effectiveness, M&A
- 8. A New Approach To Change • Without context or boundaries jigsaws, like businesses can look complicated • Identify the perimeter and things start to become clearer • But to really make things work…. • You need the top of the jigsaw box
- 9. Beyond Best Practice • Industry Best Practises • What Makes You Different • Regulatory and Governmental Compliance • Harmonised Business Processes • Commoditised Business Functions • Effective and simplified workflow mapping
- 10. Advantages of a Model Led Approach • Defines the top of the jigsaw box • Places boundaries and constraints around scope and approach • Doesn’t waste time engineering non value add processes • Enables change management by agreeing what is really valuable change, what should be harmonised and what is commodity up front • Decreases cost and improves focus
- 11. Planning On Delivery • Product Breakdown Planning – Start with the objectives – Break down into high level deliverables – Continue the breakdown until you have discreet Work Packet Deliverables – Manage the project at this level • Change & Phasing in context – Of your organisational capability – As part of other changes – To be delivered alongside BAU
- 12. Key Planning Points • Plan what you know, manage what is in your control – Resource Assignment • At the Project Planning level – Budget Management • At the Project Planning level – Benefits Management • At the Summary level – Reporting, progress updates and dependencies • At the Work Packet Deliverables level – Task Planning • At the work packet execution level – Actuals Recording • At the Task Planning level • Focus on Time, cost people and benefits…
- 13. Managed Execution - The Value Add PMO
- 14. Program Management Office • Program and Project Initiation – Validate the business case, assumptions, risks and key issues – Get approval and maintain buy in – Assign Project Manager and other key resources • Define the approach – Roles and responsibilities, methodology, phasing • Manages the budget – Monitor / oversee program; manage risk; forecast costs and revenues • Analyzing and Reporting – Exec dashboards, Portfolio Risk, Managed Intervention
- 17. A More Pragmatic Approach Based on over 18 years of experience Probability of Success = 95% Focus: MONEY, PEOPLE, DELIVERY, BENEFITS These TOOLS should be used “AS AND WHEN NEEDED” Summary 1. Focus on the BUSINESS END of executing PROJECT & PROGRAMME DELIVERY. 2. Specify the information you require to manage your business and avoid the practice of managers volunteering adhoc and unstructured information 3. Avoid taking on unnecessary and impossible challenges – the most obvious one is that we need to recognise that different managers have different styles and it is a mistake try to enforce each manager to manage their projects in the same way. This is a people issue and not a tool issue.
- 18. How We Work • Define the key deliverables – Product Breakdown Planning • Assess the business impact of each deliverable – Resource, Cost, Time Benefits – Dependency • Plan, Budget, Resource, Allocate, Track – Against the high level plan • Utilise the tool to manage the detail as appropriate – Allocations, detailed planning, progress reporting – Risks, Issues, Change Control and Benefit Tracking
- 19. Driving Effective Communication • Extensive collaboration • Clear graphical reporting • Organisation wide view of projects and resources • Absolute transparency on progress, costs, chang e and value
- 20. The Cornerstones Of Success
- 21. Cornerstones Of Success • Transparency – Clear and unambiguous view of load, resources, budgets, risks and issues – View at a project, program, initiative or organizational level • Visibility – Plan vs Actual; Actual + Baseline; Actual + Revisions – Baseline to Revisions; Revision to Revision – Audit control at the milestone level • Control – Allocate, de-allocate and reassign – Manage budgets – Monitor Benefits – Mitigate risks and issues
- 22. In Summary • Success doesn't happen by accident… – Plan what can be achieved – Based upon what you know – Phase in line with capability and load – Based on how much change can be delivered – Monitor the key project dynamics – Utilisation, Burn, Delivery, Benefits – Act where you can have most effect – Intelligence led intervention and management by exception • High Performance Programs – People – Tools – Methodologies – in tune with your organisation and your objectives
Editor's Notes
- #6: I spoke a bit about how we’re driving results for our customers and stakeholders.To shift gears, let me share with you how we’re planning to grow our company to a $100M business in 3 year’s time.First, we’re growing through strategic acquisitions – we made 2 in our first four months. As you know, in December 2011, we acquired a majority interest in, and management of Datacom International. They fit our “organic SaaS” profile – an up and coming company providing SaaS-based solutions to a specific vertical market – technology that is user-friendly at all levels and that could benefit from a strong sales and marketing engine. Datacom, as a solution provider to the print and sign manufacturing industry, represented a great fit for us.We quickly followed this transaction with the acquisition of UK-based Atlantic Global in February 2012. Their presence in western Europe aligned with our desire to go global and their portfolio of applications supporting professional services organizations, professional services automation and project portfolio management.In terms of organic growth, we’re growing the portfolio of solutions we have – and bringing them to new markets. For example,* We are working to localize our print and sign software (now KeyedInSign and KeyedInPrint) in order to bring these solutions to the U.K./western Europe. We’ll leverage our strong sales & marketing capabilities within Europe to grow this business. We are also looking to expand our offerings to large format digital printers.Similarly, we are launching our project management software (PSO, PSA, PPM) into the U.S. market, having had great success in western Europe.We are also looking to bring all of our solutions into new, targeted, vertical markets.We see a tremendous opportunity to grow what we have to a $1M/month run rate by Q1, 2014 (don’t know if you want to include this…)Finally, another driver for growth and extending our brand is through strategic partnerships…
- #7: These are the areas of interest to The Big Word