Source: http://www.intel.com/pressroom/archive/speeches/ag080998.htm We’re sensing a change in PPM after 30 years in the business we have our pulse on the market. What we’re sensing – really in the last 5-7 years – is a profound shift in the perception of PPM and it’s impact on business. In fact we’d go so far as to say we’re reaching an inflection point where the value of PPM is through enterprise deployment, hence the term EPPM. And, in reality it’s taking on a strategic importance which rivals ERP.
变革的催化剂？
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The wake up call came during – and subsequent to – the GFC. Up until that point things appeared to be operating smoothly. But as markets around the world collapsed, and continue today to suffer there’s a far greater appreciation for, among other things, transparency and visibility across the commercial and public sectors.
驱动因素
财务责任
公司治理及立法改革
股东/公民积极主义
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Born out of this cataclysm of high-risk, over leveraged and morally grey investments are 3 drivers compelling companies to manage their operations more effectively. Certainly there are more but we’re seeing 3 broad drivers at the global level. Fiscal responsibility – with the trillions lost around the world, austerity and restraint became the new mantra Corporate governance & legislative reform – was driven by the financial waste and need to curtail spending in the public sector while instituting greater oversight in companies Shareholder/Citizen activism – jumping on the bandwagon – rightfully so – shareholders and citizens alike wanted to simple have better visibility into how money was being spend. The opaque processes of the past would not suffice This is all leading towards a sea change in the way companies, and even countries, are evaluating their investment strategies.
Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013 So let’s look at a practical example. Take infrastructure. Like any other major market the investments on a global scale are monstrous. And, so is the waste. But there’s hope, and it’s incredibly rewarding if achieved.
从中发现机会
每年可节约1万亿美元
生产力提升 60%
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Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013 I think you’d all agree that a savings of $1T/year presents a great opportunity to squeeze out waste and align more fiscally with shareholders and key stakeholders. And it’s not that hard. Incremental changes here and there to the way in which we do business adds up to huge cost savings. It’s really just a matter of changing the way we’ve done business. And if there was ever a time to make the change it’s now. BTW, the research from which this very compelling data comes from is McKinseys January 2013 study. It’s descriptively entitled “Infrastructure productivity: How to save $1 trillihttp://www.google.com/url?sa=i&rct=j&q=&source=images&cd=&cad=rja&docid=Cn3Tc5W2f3YyzM&tbnid=-JRVb9U-uubDIM:&ved=0CAUQjRw&url=http%3A%2F%2F99118.com%2FDesk%2F424%2F1366768_3.htm&ei=i4MJUYGVIaTW2gWn_YGoCw&bvm=bv.41642243,d.aWc&psig=AFQjCNFSRVm33t3v277AU-LmqsEbR-VEzQ&ust=1359664381185088on a year”
听起来似乎不可能，直到…
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Source: McKinsey Infrastructure Practice, Infrastructure productivity: How to save $1 trillion a year, January 2013 Note: the .6 in “Infrastructure need” represents telecom investment which isn’t part of this research Hard to believe, but entirely possible. As I mentioned earlier this is infrastructure focused but the same ideas and concepts apply to just about any other major investments. Sure the numbers will change but the idea is to determine what investments make sense and then execute them effectively.
我们要做的是？
财务规范
运营卓越
缓解风险
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there's change in the weather, PPM has been moving towards ERP in value and mission criticality; Financial Discipline, Op Ex and Risk Mitigation -- why it applies to your world; EPPM is here and we're committed to it
从管钱开始
做什么？ 提高财务严谨性和效果
怎么做？ 优化项目组合及项目选择
为什么？ 降低7%的成本
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7% reduction in costs for infrastructure
其次，卓越运营
做什么？ 提高效率、降低成本
怎么做？ 精简交付
为什么？ 降低14%的成本
演示者
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7% reduction in costs for infrastructure
以及，风险规划
做什么？ 管理与应对不确定性事件
怎么做？ 沟通与协作
为什么？ 减少失误
演示者
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7% reduction in costs for infrastructure
如何实现？
1. 从企业层面
2. 多方位部署
3. 涵盖所有利益相关者
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what we mean by this and the multi-initiative strategy; broad team members and specialists; solutions to support core process areas across key industries
从企业层面
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The extent of each function varies by vertical. Product-driven verticals (IM, High tech, A&D) focus primarily R&D, Manufacturing & Services. Asset-driven verticals (O&G, Utilities, Nat Res, Public Sector, Transport) focus more on Capital Projects & Maintenance. Service-driven verticals (Fin, Ins, healthcare, media & ent, pro serv, Retail) focus more on IT and PSA.
IT
挣值
ETO制造
日常维护
宕机转换停电
业主资本项目
EPC承包商
改进流程 NPD
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HIGH TCO MULTIPLE SYSTEMS DISPARATE LACK OF VISBILITY
Microsoft Excel
Salesforce
Clarizen
Project.net
ProjectPlace
Evernote
Basecamp
Zoho Projects
Asana
Mavenlink
Powersteering
Sopheon Accolade
Planview
Planisware
GenSight
Daptiv
AtTask
Sciforma
LiquidPlanner
Siemens Teamcenter
CA Clarity
Planview
HP
Compuware
Innotas
Serena
BMC
IBM Rational
Version One
Rally
SAP
Deltek
Artemis
Dekker Tracker
Acumen Fuse
One point
Sciforma PSNext
PDware
Planta
Planisware
SAP
Artemis
IBM Maximo
Prometheus
Click Software
Viziya
ABB Ventyx
Pasta
Logica ARM Suite
Knowledge Relay
Trimble Meridian
CMiC
PMWeb
PowerPlant
eBuilder
Asta
Accruent
Ares Prism
US Cost
IBM Tririga
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HIGH TCO MULTIPLE SYSTEMS DISPARATE LACK OF VISBILITY
1. 优先级冲突
2. 缺乏业务调整
3. 无企业可视性
4. 冗余项目
5. 没有问责
6. 反应时间过慢
7. 资源浪费
8. 成本上升
对各行业的影响
从企业层面
• 轻松配置和自动化业务流程
• 强制执行预算编制、任务分配和资金管理等业务规则
• 减少企业内的审批和变更时间
多方位部署
IT
NPD
制造ETO
业主资本项目FM/RE
EPC承包商
日常维护
改进流程 / LSS
挣值项目管理
宕机 / 转换/ 停电
安装服务
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what we mean by this and the multi-initiative strategy; broad team members and specialists; solutions to support core process areas across key industries P6/Unifier is to be positioned for…. EPC contractors managing engineering and/or construction Owners/operators managing their portfolio of Capital Projects (NOTE: for small/mid market, its possible that this could be overkill, and Instantis as a ‘Multi-Initiative solution’ could suffice for CapEx projects) Owners/operators managing offline maintenance such as Shutdowns, Turnarounds and Outages (STO) Owner/operations managing online Routine Plant maintenance. Also MRO for shipping, aviation, etc. Manufacturer’s managing Engineer-to-Order projects (aka Project Manufacturing) Manufacturer’s managing the Installation Services of their products (aka PDSC play) Any ANSI Earned Value and Integrated Program Mgmt (A&D manufacturers) Instantis is always the solution for… Lean Six Sigma (aka Process Improvement) type of corporate projects. Instantis is the lead solution for IT PPM, unless… …the IT organization is ready for advanced end of the Project Management Maturity spectrum, such as Level 4 or 5. (NOTE: Important to qualify “maturity” for PM, since Instantis is the right solution for high maturity based on Resource Management or Portfolio Management). For high maturity PM requirements in IT, P6 may be the better fit. Exception examples would include P6 clients like Suntrust, AFLAC, Principal, ITC Infotech, FAA, FedEx(?). Instantis is the lead solution for New Product Development unless… …the R&D organization is ready for advanced end of the Project Management Maturity spectrum, such as Level 4 or 5. (NOTE: Important to qualify “maturity” for PM, since Instantis is the right solution for high maturity based on Resource Management or Portfolio Management). For high maturity PM requirements in IT, P6 may be the better fit. Exception examples would include P6 clients like GE Energy, Motorola, Freescale, FMC Technologies.
多方位部署
• 启用所有类型的工作，不论大小、难易
• 透过项目、方案、项目组合的可视性，优化资源
• 面向包括监管机构在内的关键利益相关者，提供有效的报告进度
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RFIs, Transmittals, Submittals, Meeting Minutes, Action Items, Communication, Daily Reports, etc.. Issue Management with full traceability of all related documents Automated Project Phase Gate controls. Schedule Management that integrates with P6 and Microsoft Project.
涵盖所有利益相关者
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Role specific, Culturally Acceptable, Right level of maturity, business problem specific.
涵盖所有利益相关者
• 为团队成员提供快速简便方式标注工作状态
• 促进团队成员与项目控制组之间的沟通交流
• 审查和批准更新,以确保项目整体性和可控性
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Quick, convenient and easy access for team members to status their work View only the work you are assigned Facilities communication between team members and project controls group Controls to determine which fields are available for update Review and approval of updates to ensure project integrity
商业价值
项目管理(PM)
成 果规划和调度复杂项目
团队/小组 资源规划师
项目经理项目控制人
成 果方案资源管理风险管理变更管理规划和调度复杂项目
事业部/LOB 资源资源经理方案经理规划师项目经理项目控制人
成 果战略一致性项目财务管理项目分析绩效、治理和控制单一业务系统
方案资源管理风险管理变更管理规划和调度所有项目
企 业 资 源团队成员COO/CIO/PMO公司财务业务部门主管
规划师项目经理项目控制人资源经理方案经理
Strategy
项目组合管理(PPM)
企业项目组合管理(EPPM)
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Enterprise PPM is really an evolution. The project management discipline has undergone significant shifts over the past decade or so. Most organizations grew up with traditional project management as represented in the first column. They had a project plan, and assigned some resources, and hopefully completed the project This evolved to project portfolio management. Here we expanded the use of projects and ensured that they were linked at least at a resource level so we could have a better understanding of who was involved, and also added concepts including risk and change management. Well, enterprise PPM takes this to the next level. Enterprise PPM is an acknowledgement that the way we did things, at a departmental or IT level, with respect to managing projects, is not enough. Today, we need our project information to be coupled with our organizational information. In order to complete our projects, we need multiple layers of the organization involved in the communication, reporting, progress, and flexibility of our efforts. We no longer operate in a silo’ed organization. We are now all project-driven businesses, and as such, we need to think about our projects at an enterprise, and inter-connected level.
9个月内将工作台由20%减少为10%
提前5年准确地预测资源需求
将产能计划时间从几周缩短到几天
通过取消手工数据录入，节省130万美元
低于预算1400万美元完成项目
通过节约成本和资产，在不到1年的时间里，实现了超过100％的投资回报率
预算审批、成本计算、趋势分析和信息发布的时间减少75%
减少约75%项目监测时间
通过提高合规性，改善商务智能、分析和跟踪，进行风险和曝光管理
减少50万美元的成本
通过减少项目延误，每年节省5000万美元
减少50%造船规划时间
通过自动化，降低30% IT运营成本
18个月内，在订单变更和电子文档方面，节省超过2200万美元
建设时间减少约40%，节省数百万美元
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Udot: and decreasing vehicular pollution by thousands of tons per year LA County Metro: “Measure R” is a US$40 billion program to improve mobility in Los Angeles through rail, highway, and street improvements
100% Cloud Top-down focus “Just enough” execution Cultural Acceptance Quick deployments Simple administration Easy reporting Dynamics include…EPPM vision….Cloud/Saas…appetite for traditional PPM solutions not strong in these Lefthand functions. Gartner has high praise for Instantis… Oracle Primavera is redefining PPM….with EPPM. If we want to fulfill these, we need to round out solution set to better meet needs of these other Use Cases. Instantis not only shares our vision of EPPM…. …they also are strongest in the areas where we’ve been weak. So it’s a great complimentary solution to our vision of EPPM for global enterprises.
