® Making the right things happen, at the right time

Brussel, 15 October 2015 Peter Overgoor

Curriculum vitae

Peter Overgoor University, Business Management Information Science 1987 ABP Automation of pension fund processing 1988 Coopers & Lybrand Audit practice 1993 Coopers & Lybrand MCS practice »  FMBA (FCM) »  Interim- and Project management (PBM) 1998 Consultant to the firm Accomplishments ─ 

Fully responsible for completed large (inter)national projects in the area of :information systems (RWS, AAI,Y2K) energy (ENW, EPON) retail banking (Rabo, AAI) telecommunication (KPN, Telfort)

─ 

Lecturer Hogeschool Brabant Project management

─ 

Lecturer Hogeschool Brabant Master of Project management (Methods and Techniques)

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Case: Hoog water beschermingsprogramma AGENDA 15 October 2015 1.  Assignment 2.  Scope assignment 3.  Organisation HWBP 4.  Results interviews 5.  Recommendations

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1. Assignment(1/2)

• Prepare a scan/audit on the project tooling as is • Reason: after two years no workable project tooling available

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1.

Assignment (2/2)

Monthly reporting, Q-reporting and ad-hoc reporting board are still a problem and are cost consuming Result an audit report explaining improvement area’s on the short time and long time with a proposed time to get the project tooling operational

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2.

SCOPE (1/2)

Agreed with the board to interview 30 program employees on different The audit issues are noted based on the interviews and available reports and not available reports

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2.

SCOPE (2/2)

Set-up PS/SharePoint is discussed with the application manager Planning of the implementation of the approved recommendations

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3.

Organisation HWBP (1/2) Programmamanagement Programmamanager

Manager Program control

Markermeerdijken

Zwakke Schakels Kust

Environment manager Program

Wijd (Waddenzee en IJsselmeer)

Praktijkproef dijken op veen

Projectmanager Markermeerdijken

Projectmanager Zwakke Schakels Kust

Projectmanager Wijd

Projectmanager Praktijkproef

Project controller Technical manager Environment manager: Contract manager

Project controller Technical manager Environment manager: Contract manager

Project controller Technical manager Environment manager: Contract manager

Project controller Technical manager Environment manager: Contract manager

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3.

Organisation HWBP (2/2) Mgr. Progr. Control

Program control

Program Control management

Program controller

PT-manager

PS/SharePoint

Functioneel manager (PS/ SP)

Program planners

Program risk

SharePoint

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Information analist

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4.

RESULTS INTERVIEWS (1/8)

Program require ments

Implementati on PS/ SharePoint

Processes, procedures and guidelines

Reporting

Program control Project leads ‘IPM-rolhouders’

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4. Program require ments

RESULTS INTERVIEWS (2/8) •  Program requirements not finalised nor approved

•  No functional design nor system

architecture with interrelationships

•  Lack of communication concerning the program requirements

•  Lack of framework and guidelines and process not taken into account

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4.

RESULTS INTERVIEWS (3/8) •  PS did not contain the basic Implementation PS/ SharePoint

information:   Time/Planning to many details for the responsible managers   Money (not integrated)   Capacity (not taken into account)   Risk (not usable)   Quality (not taken into account)   Scope (not clear)

•  No one way of working •  Nobody is using the project tools! GDPM NEXT30 Brussel, 15 October 2015

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4.

RESULTS INTERVIEWS (4/8) •  Not the right people on the project Implementation PS/ SharePoint

  No knowledge available for project control within the project tooling team   No knowledge available over the business functionality within project tooling team   Device not built on the customers requirements!   Lack of project management   Lack of business knowledge

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4.

RESULTS INTERVIEWS (5/8) Process, procedures and guidelines

•  Lack of Process, procedures and

guidelines. When available they were not used

•  Programme organogram not up-to-

date. Not clear who is responsible for updates

•  Resources not up-to-date!

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4.

RESULTS INTERVIEWS (6/8) •  Project tooling should take care off:Reporting

  Monthly reporting not operational. No input from the managers project controlling. They have never been asked for their input   Q-reports after 7 Quarters still not available   Risks not up-to-date (PS less up-todate than the Excel sheets)   No analyses possibilities   Planning not up-to-date (validation phase)

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4.

RESULTS INTERVIEWS (7/8) Program control Project leads ‘IPM-rolhouders’

•  Tasks, responsibilities and authority

not clear… •  External resources with knowledge and experienced do not cooperate to implement a standard way of working •  External consulting agencies did not make use of ‘ shadow’ management

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4.

RESULTS INTERVIEWS (8/8) Program control Project leads ‘IPM-rolhouders

•  No HR policy for the program (knock out criteria is

an university degree instead of knowledge and skills (the right person on the job) •  Contract hours are not respected (e.g. 36 hours per week per contract to ca. 50 Hour in real without approval). •  External resources are approving the hour of other external resources (no segregation of duties) •  Not the right balance between internal-/external resources at the moment 30/70) GDPM NEXT30 Brussel, 15 October 2015

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5.

RECOMMENDATIONS (1/6)

Project plan short term Solutions

Take care of business logica

CHECK

Reimplement ation adjusting current system

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5. Project plan short term solutions

RECOMMENDATIONS (2/6) 1.  Prepare project plan short term solutions 2.  Set TASKFORCE Who is responsible for what and what is needed Which tasks by whom executed Who has which authority! Clear appointments with internal-/external resources which tasks will be executed and what has been realised GDPM NEXT30 Brussel, 15 October 2015

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5. Take care of business logica

RECOMMENDATIONS (3/6)

–  Implementation of processes, procedures and guidelines –  Who is responsible for the follow-up of the implemented processes, procedures and guidelines? –  Segregation of duties: Design implement and control for the managers project control

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5.

RECOMMENDATIONS (4/6) Draft ‘HANDBOOK’ projects

Take care of business logica

Resource applications , availability , check and pay

Planning (capacity, risk, responsibility) Risk and issues Prepare general ledger accounts Obligation administration Regular reporting (internal month, Q-reports, subsidizing, annual accounts, reporting government at project level) Purchase procedure Purchase plan GDPM NEXT30 Brussel, 15 October 2015

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5.

RECOMMENDATIONS (5/6)

Reimplementation

adjusting current system

Develop and implement reporting script

Project plans needs to be rolled up at the right level and need to be reconciled to finance reports

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5.

RECOMMENDATIONS (6/6) ü  Per delivered product is mandatory that the responsible users do the sign off

CHECK

ü  Facilitator roll ü  One way of working ü  Basis (Scope, planning, money, quality, organisation, risk and capacity) operational ü  Process, procedures and guidelines operational ü  Resource request based on capacity needed ü  Tasks, responsibilities and authority assigned ü  Risk/Issues addressed ü  Train employees in project work (PS/SharePoint) GDPM NEXT30 Brussel, 15 October 2015

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GDPM contribution

1.  Introduction 2.  GDPM® 3.  Why GDPM®? 4.  How does GDPM® work? 5.  What are the deliverables?

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1.

Introduction GDPM® Solving control and monitoring issues Transparency and audit trail Multi currency Easy to work with Making use of existing applications

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2.

GDPM® (1/5) Uniform framework for projects Standardisation method

Multi-projects Planning and progress reporting

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2.

Uniform framework

GDPM® (2/5)

Phase 1: Milestone plan

A T i m e

B B1

C B1 Project Charter approved

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Standardisation method

APMIS® (3/5)

2.

Phase 2: Allocation of responsibilities and resources per milestone PROJECT RESPONSIBILITY CHART

10

18/02/2002 Mar

Apr

-

May

Jun

Milestones:

Jul

9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32

No

OR01

Plan van aanpak goedgekeurd

P,X

OR02

Financiele organisatie structuur goedgekeurd

P,X

SY01 OR03 OR04

3

SY02 OR05 SY03 OR06 OR07 SY04

5

SY05 PE01 AO01 AO02 AO03 PE02

1

SY06 SY07

P

Aantal bedrijven (6) aangelegd

P

Management rapportage vastgesteld Maatwerk SAP terug naar standaard Autorisatie matrix opgesteld Herinrichting administratie gerealiseerd Management rapportage geimplementeerd Standaard grootboekschema incl. kostenplaatsen geimplementeerd Acceptatie testplan goedgekeurd Procedure aanleggen stamgegevens afgerond SAP opleiding medewerkers bepaald Proces factuurcontrole gerealiseerd Opleidingsplan incl. AO procedures goedgekeurd ICT herinrichting administratie gerealiseerd Autorisatie matrix geimplementeerd

X

P P

X

5

P P P P

P

P,X

1

P

P

Opleiding medewerkers SAP beschikbaar

P

OR08

Migratieplan goedgekeurd

P

PE03

Werkinstructies opgesteld

P

PE04

Opleidingsplan SAP uitgevoerd

P

PE05

Acceptatie testplan uitgevoerd Communicatie richting finance afgerond Migratieplan uitgevoerd Communicatie richting organisatie afgerond SAP FiCo Operationeel

P

TOTAL RESOURCES:

3

P

AO05

OR10

2 X

P

P

Overdracht project aan de beheerorganisatie afgerond

X

P

Documentatie goedgekeurd

OR09

2 X

P

Stambestanden geschoond

CM02

2 X

P

AO06

SY08

2 X

P

AO04

CM01

19

Pilot testomgeving ingericht Standaard grootboekschema incl. kostenplaatsen goedgekeurd Leveranciers afspraken en spelregels vastgelegd

2 X

Ellen Kalkh oven

Ellen Kalkhoven

8

Peter Huber ts

Peter Huberts

D

Pal Kanta s

Pal Kantas

Period:

Cont. Feb

Approved by: Peter Overgoor Target completion: 04/11/2002 11/08/2002

Peter Habra ken

Peter Habraken

week Work

Companies, Departments, Functions, Types of Resources Peter Overg oor X - executes the work D - takes decisions solely d - takes decisions jointly P - manages progress T - provides training C - must be consulted I - must be informed A - available for advise Q - quality assurance

Peter Overgoor

Project: HSFC (Herinrichting SAP FiCo) Chart issue/date 08/04/2003 Period length

P P P P P

3

2

5

7

2

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2.

Multi-projects

GDPM® (4/5)

Phase 3: Project portfolioSummation and clustering over projects Defined projects

2015

2016

2017

2018

Total

• Per period management can decide to stop the project or not • The costs or cost savings are transparent

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Planning and progress

GDPM® (5/5)

2.

Phase 4: Progress reporting Progress report

Project name

Legend: Blank:

not yet started

Issues

Green:

on track

! 

Yellow:

risk that milestone will be delayed

Red:

milestone delayed

Gray:

milestone finished

Reason why the milestone is yellow/red

Risks

!  What are the risks for the project for the yellow/red milestones

Management decisions

!  What must be done for the yellow/red milestone to get it on track again

Note: Every project member must deliver his timesheet every Monday relating to the previous week

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3.

Why GDPM®? Account for projects in the same way for comparison and for summation over projects Monitoring running projects Transparency over running projects in case of:─  Milestone plan and/or costs ─  Resource allocation ─  Budget vs. actual Filtering same projects

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4.

How does GDPM® work? (1/6) Project level (per milestone) ─  People (internal/external) ─  Materials ─  ─ 

Risk analysis Budget in hours and costs

Program Consolidated Programs Reporting ─  Progress ─  ─ 

Time Costs

─ 

resources

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4.

How does GDPM® work? (2/6)

Consolidation Working areas P1

P n

Board 1. Progress reporting

Milestones

Program cons. Working areas C1

C n

Program office: 1.  Defining cons. programs 2.  Resource allocation 3.  Cons. program budget 4.  Cons. program risk 5.  Progress reporting

Milestones

Program -1 Working areas P1

Pn

Milestones

Project-n Working Project-1 areas

Resource resp.

Working areas Resource resp.

Milestone s

Milestones

Program manager: 1.  Defining projects per working area 2.  Resource allocation (persons (int/ext) and materials) 3.  Defining program budget vs. actuals 4.  Defining program risk 5.  Progress reporting at program level Project leader: 1.  Defining milestones per working area 2.  Resource allocation (persons (int/ext) and materials) 3.  Defining project budget vs. actuals 4.  Defining risks per milestone 5.  Progress reporting at milestone level 6.  Time registration

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2.

Introduction GDPM® (3/6) Set-up

Input

Project reports Progress reports

Team effort defining the individual project milestones

Milestone plan

Defining the working area's

Time spent per resource per milestone

Allocation of the resources to the milestones

Material deliveries

Critical path (milestone dependencies)

Issues, actions and decisions

Yellow/red issues Budget vs actual Reports Financial cash planning Forecast

Projectmanager

Risk

Risk per milestone

Resource allocation

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2.  Introduction GDPM® (4/6) Set-up

Input

Program reports Progress reports Milestone plan

Allocation of the projects in a program Key milestones per project Critical path (key project milestone dependencies) Risk per key milestone

Yellow/red issues Progress reports of the individual projects Issues, actions and decisions (at program level)

Budget vs actual Reports Financial cash planning Forecast

Program manager

Risk Resource allocation

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2.

Introduction GDPM® (5/6) Set-up

Input

Consolidated program reports Progress reports

Allocation of the program milestones to consolidated program Key milestones per consolidated program Critical path (key program milestone dependencies) Risk per key milestone

Milestone plan Yellow/red issues Progress reports of the individual projects Issues, actions and decisions (at consolidated program level)

Budget vs actual Reports Financial cash planning

Program office

Forecast Risk Resource allocation

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2.

Introduction GDPM® (6/6) Set-up

Input

Consolidation reports Progress reports

Allocation of the consolidated program milestones to consolidation Key milestones for consolidation Critical path (key consolidated program milestone dependencies) Risk per key milestone

Milestone plan Yellow/red issues Progress reports of the individual projects Issues, actions and decisions (at consolidated program level)

Budget vs actual Reports Financial cash planning

Board

Forecast Risk Resource allocation

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5.

What are the deliverables? Budget vs. actual on milestone level, project and program Time registration for invoice checking Progress reports Resource allocation reports Financial cash planning

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QUESTIONS?

I would like to thank you for your time viewing this presentation I really appreciate if you contact me Peter Overgoor (Mobile: +31 (0) 653 99 58 34)

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