Getting Started with Resource Management in CA Clarity PPM

Service & Portfolio Management

PP100SN

Getting Started with Resource Management in CA Clarity PPM

Faye Horwitz, Financial Services Company Marvin Shaw, Regence

abstract
Faye Horwitz PMP, IT Program/Business Partner Manager- Financial Services Company Marvin Shaw, Change and Release Manager- Regence

Do you have questions or concerns about how to effectively set-up and utilize resource management functionality within CA Clarity PPM? Join a discussion with two CA Clarity PPM users as they share tips and some lessons learned on how they gained optimal results from their implementation of Resource Management in CA Clarity PPM.

Faye Horwitz, Financial Services Company

agenda

Background Personal and Corporate Overview For Our End to End Implementation Why Resource Capacity Planning First? What Did We Configure and Deploy? Deployment To Our Organization Lessons Learned

Background Personal/Corporate

personal background

Over 15 years working in the area of project management and project portfolio management Background ranges from advertising, direct marketing, publishing and most recently financial services, over 4 years at my current company. Second implementation of CA Clarity PPM My Role
IT Program Manager for Technology Stream for our PPM Initiative IT Business Partner Manager for IT Project Portfolio Management and IT Business Management Reporting

corporate background

Global Financial Services Company Over 70,000 resources and 20,000 in Information Technology Differences exist in functional and regional IT processes, however organizationally, IT exists as a shared service across our organization with some processes globally aligned. Maturity in Project Portfolio Management and Project Management varies across regions and functional areas. Organization had two previous attempts, within three years, at implementing and deploying a Enterprise Project Portfolio Management Application. (1st Competitor to CA Clarity PPM; 2nd Internally developed application)
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Why Resource Capacity Planning First?

high level objective / purpose of implementation

Support the IT organization with one tool to be used globally to manage our Portfolios, Programs and Projects. Replace existing legacy tools Two major legacy PPM tools (plus a few smaller ones), Two IT Time Tracking systems and many, many more Eliminate differences between regional and divisional processes (where possible and not limited by legal or regulatory constraints)

PPM initiative approach

Phase 1*
May -2011 Aug -2011 Q2 -2012 2013

Phase 2
2011 - 2013

Tranche 1: Resource Capacity Planning

Tranche 2: Annual Budgeting Process Support

Tranche 3: Budget and Actuals Management

Tranche 4: Time Tracking Time entry against portfolio items to level of granularity needed to support financial processes, such as IDS Improved time submission workflow to increase data quality

Tranche 5: Project Management Phase 2 of the tool deployment will support Project and Program Management and is dependent on a separate program to implement a process realignment. Elements of Project Management functionality will be deployed within planned Tranches and Continuous Improvement releases.

Headcount Demand management Management of all forecasting against the progressively portfolio items entire portfolio elaborated through including master data the planning process and budget Support for both with both financial information named resource and and FTE planning supported with role based forecasting budget release Portfolio what-if and workflow scenario based planning with support Online comparison to for prioritization. actuals as recorded in the GL Workflow for requisition and commitment of named resources

Mostly New Capabilities

Replace Legacy Tool Usage and Improve Existing Processes and Quality

Dependency on PM Process Realignment

* Tranche dates for Phase 1 represent functional deployment, and will be followed by phased rollout and training.

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our organizational / governance approach

Solution Delivery Process Harmonization and IT Project Portfolio Management STC Strategic direction, oversee progress, ensure organizational support, resolve major issues. Initiative Mgmt Accountable for overall success. Coordination, change control, issue resolution across all programs. Meets weekly with program leads.

IT SD PH & PPM STC

Corporate CIO, Chair

IT COO MC

IT COO MC Sounding board and resolution point prior to the IT SD PH & PPM STC. PPMO STC Sign-off specification/design Resolve cross functional escalations Technology STC Align technology landscape and architecture with IT Business Mgmt Strategy

PPM Transformation Initiative

IT Business Initative Leader and IT Technology Provider

Technology STC

PPMO STC

Technology
Faye Horwitz, IT Technology Program Manager

Design
IT Business Program Manager

Deployment Readiness
IT Business Program Manager

FA FA FA Deployment Deployment Deployment TBD, B Mgr

TBD, B Mgr

Tech Reqs / Architecture Configuration Integration

Bus Reqs, Functional Specs Data Arch Process Arch UAT Coordination Subject Matter Experts

Maturity Assessments Training Usage Guides Regional Liaisons UAT Participation Subject Matter Experts

Internal Process Adjustment Deployment Planning Embedded Coaches UAT Participation Governance Body

Functional Area Deployment Programs Accountable for successful deployment within each Functional Area.

Sounding Board, Working Group

Execution

why resource capacity planning first?

The planned roadmap was developed in light of key lessons learned.
Mitigate risk involved in a big bang of all functionality. Our approach was global deployment of one component of the functionality. Resource Capacity Management was chosen for our first release:
Minimize technology risk
Some changes to Out of the Box configuration Major focus on foundational interfaces and establishing platform

Provide high value and minimize disruption

Very few tools deployed within the organization which support this functionality No regional / global processes around resource management so this was one area which was a green field.

Demonstrate the soonest possible delivery by keeping scope manageable.

What Did We Configure and Deploy?

functional (examples of differences from OOTB)

Repurposing of Booking Manager Role
Utilized role as a deputy to Resource Manager Resource Manager determine by organizational structure and assigned upon import of resource into CA Clarity PPM Booking Manager can be selected by Resource Manager and assigned appropriate rights to allocate resources on behalf of Resource Manager.

Allocation Exception Portlet

Allows view to over-allocated and unallocated (0%) full time employees and contractors

Newsflash Portlet
On Home page to communicate messages to user community. Content can be edited without requiring Studio access.

Booking Manager Exception Portlet

Ensures correct access rights are associated with booking managers.

technical

7 Interfaces
5 inbound data feeds from external systems: Resource Information, Financial (Departments) Structure (OBS), Locations (OBS), Project Master Data (from Legacy PPM Application), HR Organizational Structure (OBS) 1 inbound Excel Template Portfolio Hierarchy (OBS) 1 outbound data feed to a key reporting application

Process to lock Project and Resource information as this master data is maintained external to Clarity and imported nightly via XOG. Process to streamline/automate allocation of Resource Manager rights to designated Booking Manager. Administrative Portlets
Interface Exception General, Interface Exception Detail, Interface Exception Job Status, Login Statistics

out of scope for initial deployment

Resource Requisitioning
Project Managers were not on board with initial Tranche deployment as no other functionality was being deployed which would be applicable to them. Resource managers book resources directly on projects based upon external discussions.

Skills Hierarchy
No clear process for identification of skills to be listed nor process for maintaining. Additional legal concerns also exist.

Resource Creation
Resources are fed into CA Clarity PPM via an interface

Financial Enablement of Resources

Not included into scope to reduce complexity of initial deployment

Deployment To Our Organization

Deployment Process / Scope

Go Live for Resource Capacity Planning (Tranche 1) occurred in May 2011. Deployment scope is approximately 1,300 individuals in IT who are in the role of a resource manager/booking manager or designated as Executive Stakeholders. Hands-On Training/workshops occurred after Go Live by having resource and booking managers execute their allocations in the production environment during class. Video walkthroughs and user manuals were also provided via the corporate intranet. The deployment cycle for this release has recently completed.

Lessons Learned

lessons learned
A slice of functionality delivered globally had a significant impact in validated legitimacy of initiative. A big bang approach would not have been successful in our organization.
It is impossible to make all your stakeholders happy. Choose an approach and move forward. Most things can be addressed or revised in future releases. However, it is key to identify the foundational elements of your implementation and put those in place first regardless of which functionality will be deployed initially.

Leverage OOTB functionality as much as possible and build custom objects only when necessary. Limit or disallow customization of source code.
Do not underestimate the organizational change management required. Ensure there are strong champions within the end user organizations and do not assume or structure the initiative so the deployment or development team bears that burden.
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Q&A

Marvin Shaw, Regence

agenda

Background Personal and Corporate How we got to where we are Where we are going Lessons learned

24

personal background

Marvin Shaw
Regence, Change and Release Manager Marvin has been with Regence for 11 years, he was the Resource Manager for 7 years. He has also overseen Change and Release Processes for 3 years. Marvin served as President of the Pacific Northwest User Group from 20062007 and President of the Global User Group from 2007-2009.

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corporate background
Regence is a nonprofit health care company that has been working for members over 90 years, and is licensed under the Blue Cross and Blue Shield Association. Our headquarters are in Portland, Oregon and serve nearly 2.3 million members in Oregon, Washington, Idaho & Utah. Regence promotes health and helps people make informed decisions about health care.
Regence provides health insurance plans independently licensed as Regence Blue Shield of Idaho, Regence Blue Cross Blue Shield of Oregon, Regence Blue Cross Blue Shield of Utah, and Regence Blue Shield in Washington. We offer individual and group medical, dental, vision, and life insurance, Medicare and other government programs, and pharmacy benefit management. 6,526 total employees $8.9 billion in member premiums annually, and maintains Regence has used Clarity since 2002 Total Licenses 3,535-Creator 1,365 Participant 2,160 Studio Developer 10 567 projects (currently active)
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How we got to where we are

resource management hierarchy

Portfolio Management
Project prioritization Value realization Align with corporate goals
Whats Next

Capacity Planning
Capacity by role Divisional capacity Resource staging

Resource Planning
Role assignments to project Team capacity Individual capacity Resource analyst

Resource Assignments
Workplan development Allocation assignment New resource requests Project demand

Resource Consultants

Resource Reporting
Divisional reporting Actuals by team Compliance reporting

Timekeeping Administration
Time tracking Workplan maintenance Project Buckets

Resource Analysts

Page: 28

resource reporting
Portfolio Management
Project prioritization Value realization Align with corporate goals
Whats Next

Capacity Planning
Capacity by role Divisional capacity Resource staging

Resource Planning
Role assignments to project Team capacity Individual capacity Resource analyst

Resource Assignments
Workplan development Allocation assignment New resource requests Project demand

Resource Consultants

Resource Reporting
Divisional reporting Actuals by team Compliance reporting

Timekeeping Administration
Time tracking Workplan maintenance Project Buckets

Resource Analysts

Page: 29

resource reporting

30

resource planning
Portfolio Management
Project prioritization Value realization Align with corporate goals
Whats Next

Capacity Planning
Capacity by role Divisional capacity Resource staging

Resource Planning
Role assignments to project Team capacity Individual capacity Resource analyst

Resource Assignments
Workplan development Allocation assignment New resource requests Project demand

Resource Consultants

Resource Reporting
Divisional reporting Actuals by team Compliance reporting

Timekeeping Administration
Time tracking Workplan maintenance Project Buckets

Resource Analysts

Page: 31

resource allocations

32

division capacity

Page: 33

team capacity

Page: 34

resource reporting
Portfolio Management
Project prioritization Value realization Align with corporate goals
Whats Next

Capacity Planning
Capacity by role Divisional capacity Resource staging

Resource Planning
Role assignments to project Team capacity Individual capacity Resource analyst

Resource Assignments
Workplan development Allocation assignment New resource requests Project demand

Resource Consultants

Resource Reporting
Divisional reporting Actuals by team Compliance reporting

Timekeeping Administration
Time tracking Workplan maintenance Project Buckets

Resource Analysts

Page: 35

Where we are going

next steps portfolio management

Know where the money is going and what we are getting for it Technology investment management starts at the top Integrate strategy, planning and execution Visualize complexity Embrace diversity of systems and process

Page: 37

Lessons Learned

lessons learned

Determine the right amount of information needed dont get too detailed Driving compliance only gives compliant data not real data Know your customers different customers have different needs It is important to capture the total demand for all work efforts CIO/executives can change their mind on what they want, new CIOs always want something different expect change

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Q&A

thank you

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