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Are Your Projects Making the Dean’s List?Presented by: Linda Sabatelli, PMP10/17/13

PowerSteering combines the robust project and portfolio management (PPM) functionality demanded by global organizations with the cost & speed-to-value benefits of cloud delivery and an unmatched level of flexibility. Easy to use and administer, it enables top-down program & portfolio management without requiring granular task & resource tracking, and provides class-leading analytic and financial tracking capabilities. Leading global organizations, including Merck, Staples, the US Department of Defense, and the UK National Health Service, rely on PowerSteering to accelerate results in IT, New Product Development, Process Excellence and Business PMOs. PowerSteering is part of the Upland family of cloud-based project, portfolio, and work management software products. Visit www.powersteeringsoftware.com for more information.

Located in Oxford, Ohio

Established 1809

Oxford Campus

▪ 15,081 Undergraduates

▪ 2,476 graduate students

Hamilton Campus

▪ 3,615 undergraduates

Middletown Campus

▪ 2,092 undergraduates

Voice of America Learning Center

▪ 126 graduate students

• >200 hours

• New Service or Application

• Small Projects

• <200 hours

• Daily ongoing work

Grow/

Transform

Partner

Requests

Operations

Intake Process• Partner Requests entered by users

• Scored for Impact, Urgency and Effort

• Prioritized based on score

• Business Case developed if applicable

Committees• Three review committees oversee intake and active projects:

• Academic IT Planning Committee

• Administrative IT Planning Committee

• Core IT Planning Committee

Liaisons 2 positions – one for Academic and one for Administrative

Portfolio Administrator Oversees Portfolio scoring, prioritization and reporting

Project Managers 4 Project Managers to lead large, cross functional and high risk

projects

Resource Managers Resource Managers lead small projects

Often have only one or two resources

7

Key Performance Indicators: are quantifiable measurements, agreed to beforehand, that

reflect the critical success factors of an organization.

Relatively Simple

Easy to Understand

Informative

Focused

Quantitative Calculated based on data readily available

Practical Easily be measured and understood

Shows Progress Toward a Goal Aligns with Departmental Goals and Strategy

Directional Polarity of values - either good or bad

Actionable Indicates something needs to change

Financial Measures financial performance

Provide "Just Enough" Information• For every data element in the dashboard, ask three

basic questions about it:

• Why are you requesting this particular data element?

• What will you do with the data?

• What have you done to make the data collection and

reporting as easy and practical as possible for those

affected?

Best Practices for Project and PMO Reporting: Creating Effective Executive Dashboards

Analyst(s): Audrey L. Apfel Published: 21 December 2011 ID:G00219141

http://my.gartner.com/portal/server.pt?open=512&objID=260&mode=2&PageID=3460702&resId=1881215&ref=QuickSearch&sthkw=project

+dashboard

What are we trying to change or impact? Success project execution and completion.

What data already exists? Planned start and finish dates

Planned effort

Actual effort

How often do you want to review? Weekly

Monthly

Objective

Successful execution and completion of

projects.

Goal #1: Complete projects on time.

KPI: Extension

= Current Duration – Baseline Duration / Baseline Duration

Example: 100 days – 80 days / 80 days = 25%

Goal #2: Set project duration and plan

resources based on the scope, complexity and

nature of the project.

KPI: Schedule Compression

Total Planned Labor Cost Last Week

Example: Project is a total of 24 hours at $50/hr = $1200

0

100

200

300

400

500

600

700

1 2 3 4 5 6

Planned Cost

Week

Spread Thin

Appropriate

Goal #3: Actual costs are in line with

planned costs.

KPI: Resource Utilization

▪ Formula: (Planned – Actual Labor Cost)

Planned Labor Cost

▪ Example: ( $1800 -1200)/$1800 = 33%

Goal #1 Goal #2 Goal #3

Issues Need to mentally interpret the data

Difficult to determine which projects are in trouble

Can’t tell which projects are likely to miss their

delivery date

• Construct the dashboard from the point of view of the user, not the

creator.

• Report what executives need to see to enable the changes they want to

make. Visibility, even into incomplete or imprecise data, will be

valuable, as long as the gaps are clearly described in the context of the

report.

• Make it easy for executives to figure out what to do quickly. They will

consume just enough data to make a decision or take an action. If they

can't find data that will serve one of those two purposes, they will just

ignore all of it.

• Do the analysis to guide executives to well-informed and timely

decisions and actions. If you are generating data for executives, you

have the right (and the responsibility) to be the first one to try to digest it.

Best Practices for Project and PMO Reporting: Creating Effective Executive Dashboards

Analyst(s): Audrey L. Apfel Published: 21 December 2011 ID:G00219141

http://my.gartner.com/portal/server.pt?open=512&objID=260&mode=2&PageID=3460702&resId=1881215&ref=QuickSearch&sthk

w=project+dashboard

• Convert each KPI into an Indicator

• For example, the indicators for Schedule

Compression are:Rating Indicator Range ($/week)

Excessive

Lag

-3 0-100

Curious Lag -2 100-400

On Target 1 400-700

Curious

Compression

2 700-1000

Excessive

Compression

3 >1000

• Removes the mental math and calculations

• Can focus on areas for improvement and take action

• Overall indicator allows management to prioritize where attention is needed

Benefits of Indicators

20

• Objective -> Goals -> KPIs -> Indicators

• Start simple

• Track Indicators before sharing publicly

• 5 or less = “Key” – the rest are just

“Performance Indicators”

This webcast session entitles you to obtain 1 PDU towards your PMP as per the PMI Organization.

This session appears on www.pmi.org web site page. Continuing Certification Requirements System: https://ccrs.pmi.org/search

Course information: Rep #: 2750

Provider Name: LMR Solutions

Course ID: 10172013

Program Name: Are Your Projects Making the Dean’s List?

Contact Linda Sabatelli at:

linda.sabatelli@miamioh.edu

Contact Blake Bisson at:www.powersteeringsoftware.com

bbisson@powersteeringsoftware.com

PowerSteering’s Business-Driven PPM Blog

http://www.powersteeringsoftware.com/blog/

Questions and Discussion