From Suspicion to Invaluable Transition of Two Project Managers
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1 From Suspicion to Invaluable Transition of Two Project Managers June 2010 Shilpi Kumar & Sunita Raman
2 Agenda Unisys and HOLMES 2 Nature of Projects and Roles Why EVA? How? EVA in Development Projects Transition to Implementation EVA in delivery projects Dashboard Reporting Did EVA answer our questions? Q&A 2008 Unisys Corporation. All rights reserved. Page 2
3 About Unisys Major integrator and outsourcer for IT tasks Over 100 years of solving business challenges for the most demanding governments and business in the world 26,000+ employees Clients in 80+ countries across the globe Serving Fortune 500 corporations, national and local governments around the globe 2008 Unisys Corporation. All rights reserved. Page 3
4 Four Areas of Focus and Strength Security Data Center Transformation and Outsourcing End User Outsourcing and Support Application Modernization and Outsourcing 2008 Unisys Corporation. All rights reserved. Page 4
5 Holmes 2 HOLMES 2 is an investigation management system which assists UK Police Forces in the management of the complex process of investigating serious crimes. The HOLMES 2 system is used by the police service to run major crime enquiries and manage casualty bureaus following major incidents. Under the HOLMES 2 umbrella Unisys delivers a variety of support and delivery services. These are run as two types of projects: Multimillion dollar development/ enhancement projects that have a typical life cycle of 6 to 9 months Several service delivery projects that run in parallel and vary in duration from 3 days to 9 months 2008 Unisys Corporation. All rights reserved. Page 5
6 Why EVA We wanted to answer the questions. How do you know your project is on schedule? Can you tell me if you are on budget? What is the real value of the work you have done to date? Are any of your tasks on schedule but have exceeded the EAC costs? Who are your star performers in the team 2008 Unisys Corporation. All rights reserved. Page 6
7 And How? Maintained accurate Baseline Project Schedule Adapt our time capturing mechanism for a 35 member team to implement EVA at the optimum granularity Implement a mechanism to automate data entry into the EVA analysis sheet. Reviewed EVA on a weekly basis this resulted in the review of the entire project task by task and gave the project manager an accurate picture rather than just a feel of the status Improvised the EVA to flag tasks that had cost/schedule over runs to include reasons for over runs and new EACs 2008 Unisys Corporation. All rights reserved. Page 7
8 Transition to Implementation Multitude of small to medium scale delivery projects Nature of work varies From Hardware installation and configuration To Services involving upgrade, migration, testing Resources used across projects Complex resource management with ever changing demands Client demands fluctuating based on operational need 2008 Unisys Corporation. All rights reserved. Page 8
9 EVA Enhancements project PV vs EV Chart Value PV EV Actuals 06/01/ /02/ /03/ /04/ /05/ /06/ /07/ /08/ /09/ /10/ /11/ /12/2007 Date (Week Ending) 2008 Unisys Corporation. All rights reserved. Page 9
10 Project Delivery EV Chart EV Charts for multiple projects Project A Value in Total Planned expenditure PV EV jan feb mar apr may jun Month jul aug sep oct Actual Cost Project B GBP Total Planned expenditure PV EV Actual Costs Jul - Sep Oct - Dec Jan - Mar Apr - Jun Jul - Sep Oct - Dec Jan - Mar Quarter 2008 Unisys Corporation. All rights reserved. Page 10
11 Consolidated Performance Consolidated Project Performance Amt in GBP Month Jul - Sep 08 Oct - Dec 08 Jan - Mar 09 Apr - Jun 09 Period Jul - Sep 09 Oct - Dec 09 Jan - Mar 10 Planned Expenditure PV EV Actual Costs 2008 Unisys Corporation. All rights reserved. Page 11
12 EVA Inputs to Dashboard Reporting Numbers on projects critical building blocks for quarterly revenue and forecasts Scheduled variances monitored on a weekly basis especially towards last month of quarter and year end Pro-active project management with exception reporting on over-running projects More agile resource management based on EV predictions Client-wise spend analysis and forecasting 2008 Unisys Corporation. All rights reserved. Page 12
13 Did EVA answer our questions? How do you know your project is on schedule? Can you tell me if you are on budget? What is the real value of the work you have done to date? Are any of your tasks on schedule but have exceeded the EAC costs? Who are your star performers in the team Using The SPI as a measure of progress against schedule Using the CPI to measure our cost efficiency The EV (BCWP) quantified the real value of work Progress tracked at a task level Could identify resources who delivered tasks ahead of schedule and within budget 2008 Unisys Corporation. All rights reserved. Page 13
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