Real Time Project Management Information
A Project Example Based on the IPMA Framework
Nachdem wir unser Ziel endgültig aus den Augen verloren hatten,
verdoppelten wir unsere Anstrengungen (Mark Twain)
Real Time Project Management Information Agenda
Wozu Nutz ?
Quality Gates and the Project-Prozesshaus (DIN 69 901)
Cockpit Report - real time per Project
The concentration and qualification of Data
Every Time – VIP and Technology Impact. Response (24 h)
Agile/SCRUM – a Project Example
Methods/Tools – SCRUM Success leads to acceptance
Summary and Conclusions
Wozu Nutz ? /1/
Information along the value chain for Customer, Management, Sales, Production and Project Team
Orientation on the Process Model DIN 69901
VIP or interested and involved Parties – Promoters
Information at the right time and focused on right Content
Real Time Project Management Information Influence
Interest Customer
Product Development
Service IT&Field Quality Regulator
Steering Committee
ERP & Billing Service
Sales Key Account
Project Application Wozu Nutz ? /2/
The Character of the Project with Impact on the VIP configuration.
VIP with specific information needs and response time objectives.
Orientation to Prozessmodell DIN 69901 with additional PM-Processes
PM - Prozesse
Unterstützungs - Prozesse Wertschöpfungs - Prozesse
Abschluss
Acceptance Systemtest
Specification
RollOut Development
Risk Order Sales Project Target Agreement
Specification
Planung Definition
Purchase Order Customer Start-up
PM – Methods with Process Steps
Kunde Kunde
Führungs - Prozesse
Steuerung
Prozessmodell der DIN 69901 :2009 Friendly User
Ende
Star t
Initialisierung
PM TS LBU Landeseinheit
TS LBU * Delivery
TS LBU Implementation
TS LBU Customer Support
PM SI SI
Implementation
SI Support
SI Delivery PM
New Business Unit
Portfolio Product
Solution Design
Rollout Delivery PM
Overall Project
Line Management SI
Steering Board Overall Project
Product Service Delivery
Line Management Service LBU
Sales Delivery IT Services
Line Management Business Development
Business
Strategy Portfolio Delivery
Customer SI TS LBU KGF E
Solution
Design Controlling
Wozu Nutz ? /3/
VIP or involved and interested Parties – Promoters
Simplified Mapping with the Value Chain and Organization
* TS LBU technical service Local Business Unit
PM Process PM Process Value Chain
Value Chain - - Process Process
Supporting Process
Supporting Process
Management Process
Management Process
Real Time Project Management Information
Leitmotiv – der rote Faden
9 PM – methods like IPMA generating Project information
9 Milestones trigger information to project events (6-8 per project) 9 Quality Gate information secure resulting project objectives
9 Cockpit Report real time enables Consensus Reality Top Down 9 Business BI and Project Cube a real time consulting database
9 Agile development train for decision maker Bottom up – Consensus
9 The Agile Framework part of the company strategy commitment
9 ADT with 24 -48 h response time
Suporting Process > Sales/PM Office > BI Cube > PM Cube Wertschöpfungs - Prozesse
Acceptance Systemtest
RollOut Development
Specification Start-up
Friendly User PTA
C1 C2
C3
C4
C5
C6
C7 Information
Test Book
Corrections
Performance
Integration-Spec
Milestone C4 Gate
User Manual
Management Attachment
real time Information
Impact
Re planning
Information related to Level
Consensus
Approvals
Report
Solution Concept
24-48 h Response to mitigate
Problems, Conflict
People
PM Customer (C)
PM Vendor (V)
PM Development (V)
PM Integration (V)
PM Service (C,V)
Wozu Nutz ? Top7 Information flow
Information at right time focused on right Content
Information Performance 24-48 h
People
Customer Top management
Customer Marketing
Service Partner
Sales, Key Account
CEO Business Strategy
PM designated to project
Top7 Information
Solution
Technology
Critical Requirements
Quality
SLA, Warranty
PO price
End Date
PTA
PM - Prozesse
Unterstützungs - Prozesse Wertschöpfungs - Prozesse
Abschluss
Acceptance Systemtest
Specification
RollOut Development
Risk Order Sales Project Target Agreement
Specification
Planung Definition
Purchase Order Customer Start-up
PM – Phasen mit Prozessen
Kunde Kunde
Führungs - Prozesse
Steuerung
Prozessmodell der DIN 69901 :2009 Friendly User
Ende
Star t
Initialisierung
Real time Project Information:
9 Controlling per Process Step (Phase) -> IPMA PM3-ICB 1.00
9 Quality of Information from BI + PM Cube -> supporting Process IPMA PM3-ICB 3.07 9 Decision Maker Report - Relevant and focused - > IPMA PM3-ICB 1.18
9 VIP decision maker mandate with every time impact -> IPMA PM3-ICB 1.02 9 Project Marketing, Strategy/Business Consulting -> IPMA PM3-ICB 3.00
9 Mitigate Conflicts with Consensus Reality, Information Reliability -> IPMA -ICB 2.13 9 Mitigate conflicts and avoid Crises with 24 -48 h response time
Information from BI Cube Qualification Approval
Wozu Nutz ? /4/
Summary
Real Time Project Management Information
Leitmotiv – der rote Faden
9 PM – methods like IPMA generating Project information
9 Milestones trigger information to project events (6-8 per project) 9 Quality Gate information secure resulting project objectives
9 Cockpit Report real time enables Consensus Reality Top Down 9 Business BI and Project Cube a real time consulting database
9 Agile development train for decision maker Bottom up – Consensus
9 The Agile Framework part of the company strategy commitment
9 ADT with 24 -48 h response time
Real Time Project Management Information
Quality Gates und das Prozesshaus (DIN 69 901) /1/
Milestone Checklist creating Bindingness to Quality (Gate)
Systemic Quality Controlling of Action- and Resulting Objectives
QS Milestones of the Automotive Industry PeP *) and IT Industrie (VDE) Condition and AI with Timeline and Responsibility
NO GO!
*) PeP – Produktentwicklungs Prozess Automotive Industry
M/G –C4 M/G –C3
M/G –C2 M/G –C1
Supporting Process > Sales/PM Office > BI Cube > PM Cube Systemtest
Development Specification
Start-up
PTA
C1 C2
C3
C4
Resulting Objectives Agile Development Train
provides information on daily basis IT or technological Results
Quality Gates und das Prozesshaus (DIN 69 901) /2/
Milestone –Trigger of value Chain Process Steps
Quality Gate – Trigger of resulting Objectives
Earned Value - Process M/G -
PTA
Information Top7
Solution
Technology
Critical Requirements
Quality
SLA, Warranty
PO price
End Date
Information C4 Gate
Test Book
Corrections
Performance
Integration-Spec
Test Progress/Quality
User Manual
Information C4 Milestone
Cost Trend
Earned Value
Milestone Trend
Integrated Project Control of Action Objectives
Condition and AI Sign Off
Key Player
(Leistungsträger)
Real Time Information Generation
Real Time Project Management Information
Leitmotiv – der rote Faden
9 PM – methods like IPMA generating Project information
9 Milestones trigger information to project events (6-8 per project) 9 Quality Gate information secure resulting project objectives
9 Cockpit Report real time enables Consensus Reality Top Down 9 Business BI and Project Cube a real time consulting database
9 Agile development train for decision maker Bottom up – Consensus
9 The Agile Framework part of the company strategy commitment
9 ADT with 24 -48 h response time
Real Time Project Management Information
Der Cockpit Report - real time per Project /2/
structured and real time information from the BI Cube
Integrated Project Controlling
Project Status: ongoingope Vodafone Global BA Topics
Platform: none 2137 VF Ultracard SAP Projects Planned SAP Current Used Hours Forecast
Process: Standard Released: 2008-04-13 SUM (TOTAL)
Scope of Project: Project Category: A
SUM (SAP with additional) 11.000 h 4764.0 h
SUM (SAP without additional )
39FA1D-1-VFDxxx 10000 4764 h
New Multi Ringing service called VFD2 Ultracard initially offered to business customers (ie. Wireless office users and postpaid subscribers). The latest plattform Version @V8.0 is planned to be used.
SUM Export Part Sales: 2,50 Mio EUR Sales margin: 0,20 Mio EUR DP:
Additional Projects SUM Additional Projects
Comments/Last Activities
*** General Comment ***
*** Financial Comment ***
The PO includes additional to the volume above Core & @comm parts.
Based on the framecontract delays on RfS the customer could pull penalties.
Financial data concern projects: <2137>
***Forecast (SAP)***
PGM: Sebastian Meier - ProgM CP APAC SDE PMC: Hans Huber - FC BSS Cust.Program Mgmt SDE SDA:
SAM: Florian Fischer - ProgM CP WSE SDE
late clarification of core requirements with impact on core and IN requirements. Changes in prefix structure and handling caused an regression of 90 INT and 137 VER testcases until C600 can be declared.
Customer has accepted the new dates for the C600 and RfA milestone. Replanning is possible without commercial effects.
TSC: Purchase Order: Sub-offer others
PO Associated POF-
Ids
Order Intake Sales Ordered Booked
Risks (Technical + Commercial): Problems: Claims:
Claim title and status: Potential value: Claimed value: Agreed value:
1. Displacement of the Core team in Berlin to Poland before C600 - Core is reached.
2. Start with the V8.0 in M580 Quality. Support for critical faults to start the ST test and related correction intime are required. Bottle neck due to product milestone.
3. C500-1 specific risk.
postponed delivery of core patches leads to an ST test (250TC) in advance based on technical assumtions. (IDP content of the NatSS patch)
1. new Requirements for Prefixes with favourable effect on the C600 and RfA milestones
Proactive Measures: Measures: KPI Metrics: PM QM: Vera Radermacher
#Faults C470-C600 (internal prio 1+2) / #TC(C470-C600) 5,78%(51/883)
#Faults C600-RfS (prio 1+2) / #Faults C470-C600 (prio 1+2) 0,00%(0/51)
#RspecIUS Versions > C130 Reached / #Rspec Doc 1.1. parallel enabling of the core colleagues from poland in Berlin closed to the Vodafone IN
Testsystems
2.1. Communication of the project milestone to ST - product and sensibilisation of the project requirements done. (Email with response from ST product available)
1. Customer communication to show the reason for the delay and lower the claim position. Customer Core team is involved with late review of the required Prefix definitions.
0,67%(2/3)
Scope – BI Sales
Contract – BI Sales
Organization
BI Project Finance – BI Controlling Conflict/Problems
BI Project
Claim-,Changemanagement BI Project & Controlling
Metrics/QS BI Development Problems on Any
BI Production Results on Any
BI Project Risks on Any
BI Dev. & Project Conflict/Measures
BI Project
Costs/Budget BI Controlling
Q-Gate/MTA
BI Dev. & Project
Der Cockpit Report - real time to Project information /1/
Der PMO-Daten Cube as Basis for integrated Project Controlling
BI Cube as supporting Service for Data completion
Real Time Project Management Information
PM Cube
BI Cube
Quality Gate Details
Project Management IPMA Sales
Development
Production (Integration)
RollOut (Service)
Finance (Controlling)
Human Resources
PM Office
Enterprise SAP CRM Siebel
Finance SAP
Human SAP
Case 1: late change request during Rollout phase.
Case 2: Cockpit PM Report
Real Time Project Management Information
Der Cockpit Report - real time per Project /3/
Simplification of Objectives and Correlation( IPMA – ICB 1.13 )
Earned Value and Trends – Indication for multi project management
Project Status: ongoingope Vodafone Global BA Topics
Platform: none 2137 VF Ultracard SAP Projects Planned SAP Current Used Hours Forecast
Process: Standard Released: 2008-04-13 SUM (TOTAL)
Scope of Project: Project Category: A
SUM (SAP with additional) 11.000 h 4764.0 h
SUM (SAP without additional )
39FA1D-1-VFDxxx 10000 4764 h
New Multi Ringing service called VFD2 Ultracard initially offered to business customers (ie. Wireless office users and postpaid subscribers). The latest plattform Version @V8.0 is planned to be used.
SUM Export Part Sales: 2,50 Mio EUR Sales margin: 0,20 Mio EUR DP:
Additional Projects SUM Additional Projects
Comments/Last Activities
*** General Comment ***
*** Financial Comment ***
The PO includes additional to the volume above Core & @comm parts.
Based on the framecontract delays on RfS the customer could pull penalties.
Financial data concern projects: <2137>
***Forecast (SAP)***
PGM: Sebastian Meier - ProgM CP APAC SDE PMC: Hans Huber - FC BSS Cust.Program Mgmt SDE SDA:
SAM: Florian Fischer - ProgM CP WSE SDE
late clarification of core requirements with impact on core and IN requirements. Changes in prefix structure and handling caused an regression of 90 INT and 137 VER testcases until C600 can be declared.
Customer has accepted the new dates for the C600 and RfA milestone. Replanning is possible without commercial effects.
TSC: Purchase Order: Sub-offer others
PO Associated POF-
Ids
Order Intake Sales Ordered Booked
Risks (Technical + Commercial): Problems: Claims:
Claim title and status: Potential value: Claimed value: Agreed value:
1. Displacement of the Core team in Berlin to Poland before C600 - Core is reached.
2. Start with the V8.0 in M580 Quality. Support for critical faults to start the ST test and related correction intime are required. Bottle neck due to product milestone.
3. C500-1 specific risk.
postponed delivery of core patches leads to an ST test (250TC) in advance based on technical assumtions. (IDP content of the NatSS patch)
1. new Requirements for Prefixes with favourable effect on the C600 and RfA milestones
Proactive Measures: Measures: KPI Metrics: PM QM: Vera Radermacher
#Faults C470-C600 (internal prio 1+2) / #TC(C470-C600) 5,78%(51/883)
#Faults C600-RfS (prio 1+2) / #Faults C470-C600 (prio 1+2) 0,00%(0/51)
#RspecIUS Versions > C130 Reached / #Rspec Doc 1.1. parallel enabling of the core colleagues from poland in Berlin closed to the Vodafone IN
Testsystems
2.1. Communication of the project milestone to ST - product and sensibilisation of the project requirements done. (Email with response from ST product available)
1. Customer communication to show the reason for the delay and lower the claim position. Customer Core team is involved with late review of the required Prefix definitions.
0,67%(2/3)
