Managing projects with HP Project and Portfolio Management Center: lessons learned

©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

Managing projects with HP Project and Portfolio Management Center:lessons learned

Brian BreitServices Quality Leader, Deloitte Craig DodgenServices Quality Manager, Deloitte

© 2010 Deloitte Touche Tohmatsu3 Managing projects with HP Project and Portfolio Management Center

Contents

Background

HP PPM Center

HP PPM implementation and learnings

Questions

Background


Overview of Deloitte

Deloitte is the largest integrated business services provider, serving its customers through

four service lines in 140 countries by more than169,000 business professionals.

Global presence

Americas

• Total: 70,663

• Consulting: 35,854

Asia Pacific

• Total: 34,151

• Consulting: 10,684 Source: 2009 DTT Annual Review

EMEA

• Total: 63,834

• Consulting: 26,109


Overview of Deloitte, cont.

Global Delivery Centers (GDC) and resources:

• GDCs comprise 15 centers around the world delivering all components of our business

• Represents a shift from the centralized framework to a distributed, process-centric,

low-cost delivery model

Breadth of services

• Deloitte is the world’s only fully-integrated professional services organization, providing

financial, audit, risk, tax, and consulting advisory services.

• We bring the right combination of experience, scale, and capabilities to help clients

address their most complex business problems.


Changing marketplace dynamics have driven the need for

more structured, automated project management approaches

7 Managing projects with HP Project and Portfolio Management Center

Complexities and risks are mitigated with efficient and

effective project management.

Primary factors

• Increasing project scale and

scope

• Heightened risks and

rewards

• Resourcing and geographic

complexity

Contributing factors

• Maturation of PPM tools

• Cost and rate pressures

• Internal quality initiatives

© 2010 Deloitte Touche Tohmatsu8

Leading management firms are augmenting experience

with automation and reuse

• Experience-based

management

• Informal best practices

• Offline (i.e., laptop)

computing

• Extensive use of

productivity tools

• Variability between

projects

• Continuous, fact-based

improvements

• Integrated management

solutions

• Service-specific pre-

configured solutions

• Extensive asset and

intellectual property reuse

• Experience augments

fact-based management

• Formal standard

practices

• Online (i.e., Internet) or

centralized computing

• Balance of productivity

and standalone

management tools

• Service-specific reuse of

assets

Stage 1:

Project management

as an art

Stage 2:

Augmenting art with

science

Stage 3:

Driving efficiencies

Managing projects with HP Project and Portfolio Management Center

© 2010 Deloitte Touche Tohmatsu9

A standard PPM tool was a keystone in Deloitte’s

management support model

Deloitte’s Project Management Support Model

Estimation

SDLC Management

Productivity

Project & Program Management

Document and Configuration Management

Actuals

Archival

Knowledge

Management

Collaboration

Coaches, who provide on-site project support related to the adoption and usage of methods, tools, and quality

processes.

Methods and quality processes that facilitate repeatability and promote Deloitte’s recommended practices and

standards.

Project DeliveryProposal Project ClosureProject Planning

Quality reviewers, leading delivery principals and directors who assist projects with experience-based insights

and recommendations.

Tools and automation designed and preconfigured to structure and accelerate the planning, delivery, and

support of Deloitte solutions.

How to facilitate visibility and control in large projects

HP Project and Portfolio

Management (PPM) Center


In a competitive landscape, Deloitte selected HP’s PPM

Center as its standard platform

Functional scope

• Program management

• Project management

• Time management

• Workflow driven control

processes (i.e., Issues)

• Reporting

Key decision criteria

• Functional fit

• Experience with HP PPM

Center

• Extensibility

• Scalability

• Market perception

• Vision / trajectory

Project Management Center (PMC) is the Deloitte

configured version of HP PPM Center

12

• Targeted for large

and/or distributed

engagements

• Internet-based

• Centrally hosted

• Accessible to clients

and staff

• Provided at no cost to

projects

• Designed around three

standard usage

models

• Complementary to MS

Project

HP PPM Center implementation

and learnings


0

3,000

6,000

9,000

12,000

15,000

14

Deloitte took a progressive PPM implementation approach

to layer in appropriate support, training and expectations

# of

Users

Future usersUsers to date

Institutionalize

Global release

US release

Launch Adopt

Standards

Soft launch

Governance model

Application support

model

Project/user support

model

Project and practice-

wide training prep

Awareness and

training

Refined usage

models

Super user

community

Global project / user

support model

Extended governance

model

Formal usage

expectations

Prepare

Managing projects with HP Project and Portfolio Management Center


Many benefits have been realized; others are expected in

near future

Realized benefits

• Rapid project launch

• Geographic independence

• Progress transparency

• Performance analysis

automation

• Best practice promotion

Expected future benefits

• Information harvesting

• Ease of staff onboarding

• Solution integration and

information consistency


Top refinements

Product

• Automated administrative

processes

• Project level flexibility

• Standard dashboards

• Project level data security

• Reporting

Process

• Standard work plan

management models

• Method and tool coaching

• Super user community

• Project management

training

• PMP certification


Departing thoughts (a.k.a. lessons learned)

1. PPM Center improves management efficiencies while exposing

poor project management

2. PPM Center is an enterprise application, not a productivity tool

3. Prescriptive usage models are more valuable than flexibility

4. Benefits and adoption are support and standards enabled

5. Training builds proficiency; support builds expertise

Questions


As used in this document, ‘Deloitte’ means Deloitte Touche Tohmatsu and its member firms.

This publication contains general information only, and none of Deloitte Touche Tohmatsu, its member firms, or its and their

affiliates are, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other

professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be

used as a basis for any decision or action that may affect your finances or your business. Before making any decision or

taking any action that may affect your finances or your business, you should consult a qualified professional adviser.

None of Deloitte Touche Tohmatsu, its member firms, or its and their respective affiliates shall be responsible for any loss

whatsoever sustained by any person who relies on this publication.

Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which

is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal

structure of Deloitte Touche Tohmatsu and its member firms. © 2010 Deloitte Touche Tohmatsu

http://www.deloitte.com/about

20 ©2010 Hewlett-Packard Development Company, L.P.

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Managing projects with HP Project and Portfolio Management Center: lessons learned

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