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Deriving Performance Metrics From Project Plans to Provide KPIs for Management Information

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  1. Deriving Performance Metrics From Project Plans to Provide KPIs for Management Information Project Challenge October 2013

  2. Overview • Amey has defined metrics for improved management information • New innovative approach which allows early warning of issues • Senior managers can manage by exception and not get buried in detail • Use of web based dashboards within Primavera P6

  3. Introductions Bryan Lambe – Amey Andy Robinson - RPCuk

  4. Agenda • Amey company overview • Amey – Project landscape • Challenges in planning and managing projects • “Don’t get bogged down in detail” - Managing by exception • Agreeing sensible metrics • Defining data requirements • Developing the dashboards • Future enhancements planned • Question and Answers

  5. Amey Company Overview Amey works with public and private sector clients, supporting them to deliver services to the public more effectively. We operate across three principal sectors:- Transport, Social and Environmental Infrastructure. Amey delivers a comprehensive highways infrastructure service to clients across the UK including local authorities, the Highways Agency, Transport for London and Transport Scotland. Our Rail team is made up of diverse and highly skilled engineers, inspectors, examiners and project managers. We deliver expert consultancy on a range of rail projects from specialist tasks to major multidisciplinary programmes, in accordance with the Network Rail GRIP process. • Amey supports public and private sector clients in the delivery of effective service • Three principal sectors: Transport, Social and Environmental Infrastructure • Comprehensive highways infrastructure service to clients across the UK including the Highways Agency, Transport for London, Transport Scotland and local authorities • Our Rail team is made up of diverse and highly skilled engineers, inspectors, examiners and project managers • We deliver expert consultancy on a range of rail projects from specialist tasks to major multidisciplinary programmes, in accordance with the Network Rail GRIP process

  6. What did we need to do? • Review Project Planning and Control • Use industry-recognised Project Planning software: • Microsoft Project (MSP) • Asta Power Project • Oracle Primavera. • Previous versions of Primavera use standalone programming tools • Oracle Primavera P6 8.2 Enterprise Project Portfolio Management (EPPM ) allows multiple user access to a database through a WEB based Cloud Environment.

  7. What drives our Project Management? • Client based funding model doesn’t directly tie to project level activity • Need to match project delivery schedule to financial allocation schedule • Projects can be very large – 80,000 activities • Need to improve project budgeting process • Better tracking of project costs – budget versus actual • Portfolio analysis by project phase to improve future effectiveness

  8. Why Oracle Primavera Landscape? • Amey chose Oracle Primavera because: • It is easily configurable to our business needs • It provides a standard approach to using the software for new and existing users • It uses templates to allow standardised project creation, with automated project financial integration • It uses dashboard tracking and reporting at portfolio and project level • It allows us to see where are we and what will happen • It helps with further project planning and control for today’s needs and tomorrow’s requirements

  9. Standard approach to using Primavera:new and existing users • Benefits are: • Ease of use • Project data readily available to all users, at all levels • Improved reporting accuracy • Ability to develop through future enhancements • Standard application and user processes

  10. Standard approach to using Primavera:ease of use – standard application views

  11. Standardised project creation:using templates • Benefits are: • Standardised reporting • Easy to update activity via data export / import • Enable standardised performance measurements • Removal of data entry duplication • Standard project level data (e.g. Project Manager allocation by project)

  12. Template Milestones

  13. Template Summary Bar View to WBS

  14. Automated project financial integration • Benefits are: • Forecast directly connected to the schedule • SAP data feed automatically produces financial metrics • Additional Metrics produce forecasted earned value style data • Ease of integration with applications as SAP and P6 are standard off the shelf products • Reduction in user effort to ensure financial and schedule data are aligned

  15. Automated project financial integration • Forecast directly connected to the schedule Forecast cell made non-editable as dates driven from schedule.

  16. Standardised project reporting • Benefits are: • All project performance and tracking data are reported are within the same tool • No additional user effort is required to produce these reports • Reporting via dashboards • Project positive and negative variances are quickly identified which provides more time to implement corrective actions

  17. Defining Key Metrics • Need to be user definable – no programming • Consistent across all projects • Based upon project details – no manual intervention Accessed via the web • Weighted to take account of project phase

  18. Management Information Dashboards:the process • Process: • Identify key users, stakeholders • Define metrics • Develop user based weighting rules for indicators • Develop filters to segment data • Produce dashboards

  19. Avoid Too Much Detail Create high level portfolio views to filter project information

  20. Customise Views to Suit Audience

  21. Role Based Dashboard Views Final output is the dashboard, which is shared or user specific

  22. Dashboards: track and report performance Standardised performance measurements

  23. Dashboards: track and report performance • Simple performance dashboards = Early or as Planned. = Within planned date and plus 1 week. = Within planned date plus 1 week and plus 2 weeks. = Within planned date plus 2 weeks and plus 3 weeks. = Later or equal to planned date plus 4 weeks.

  24. Dashboards: track and report performance • Project positive and negative variances quickly identified Allocation cost % Variance-PAF value. Completion Cost % Variance-Allocation. Completion Cost % Variance-Target Price. Target Price % Variance-Allocation. = Allocation cost is equal to or less than PAF value. = Allocation cost is greater than PAF value and less than PAF value plus 10%. = Allocation cost is greater than PAF value plus 10% . = Current forecast is equal to or less than Allocation. = Current forecast is greater than Allocation and less than Allocation plus 20%. = Current forecast is greater than Allocation plus 20%. = Current forecast is equal to or less than Target Price. = Current forecast is greater than Allocation and less than Target Price plus 20%. = Current forecast is greater than Target price plus 20%. = Target Price is equal to or less than Allocation. = Target Price is greater than Allocation and less than Allocation plus 20%. = Target Price is greater than Allocation plus 20%.

  25. Where are we now – and what are the next steps? • Dashboards in use and live across all projects • Refining metrics for phase sensitive reporting • Reporting being used by senior business managers • Incorporate SAP data feed to automatically produce financial metrics • Additional metrics to produce forecasted earned value style data

  26. Summary • Key facts: • Dashboard summaries based upon project detail • User defined metrics and weighting algorithms • Can be used to compare performance across projects • Web access for ease of deployment • Key benefits: • Dashboards give up to date picture • Accurate financial reporting • Benchmarking of projects and milestone attainment • Early warning for projects requiring attention

  27. THANK YOU COME AND SEE US ON STAND 100