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Getting Started with ResourceManagement in CA Clarity PPM
PP100SN
Service & Portfolio Management
Faye Horwitz, Financial Services CompanyMarvin Shaw, Regence
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abstract
Faye Horwitz PMP, IT Program/Business Partner Manager - Financial Services CompanyMarvin 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 ClarityPPM? Join a discussion with two CA Clarity PPM users as they sharetips and some lessons learned on how they gained optimal resultsfrom their implementation of Resource Management in CA Clarity
PPM.
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Faye Horwitz, Financial Services Company
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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
agenda
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Background Personal/Corporate
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Over 15 years working in the area of project management andproject portfolio management
Background ranges from advertising, direct marketing,publishing and most recently financial services, over 4 years atmy 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
personal background
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Global Financial Services CompanyOver 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 acrossour organization with some processes globally aligned.
Maturity in Project Portfolio Management and ProjectManagement varies across regions and functional areas.
Organization had two previous attempts, within three years, atimplementing and deploying a Enterprise Project PortfolioManagement Application. (1st Competitor to CA Clarity PPM;2nd Internally developed application)
corporate background
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Why Resource Capacity Planning First?
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Support the IT organization with one tool to be used globallyto 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 andmany, many more
Eliminate differences between regional and divisionalprocesses (where possible and not limited by legal or
regulatory constraints)
high level objective / purpose of implementation
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Tranche 1:ResourceCapacityPlanning
Headcountforecasting against the
entire portfolio Support for bothnamed resource androle based forecasting
Tranche 2:Annual
BudgetingProcess Support
Demand managementprogressively
elaborated throughthe planning processwith both financialand FTE planning
Portfolio what-if andscenario basedplanning with supportfor prioritization.
Tranche 3:Budget and
ActualsManagement
Management of allportfolio items
including master dataand budgetinformationsupported withbudget releaseworkflow
Online comparison toactuals as recorded inthe GL
Workflow forrequisition andcommitment of named resources
Tranche 4: TimeTracking
Time entry againstportfolio items to level
of granularity neededto support financialprocesses, such as IDS
Improved timesubmission workflowto increase dataquality
Tranche 5: ProjectManagement
Phase 2 of the tool deployment willsupport Project and Program
Management and is dependent ona separate program to implement aprocess realignment.
Elements of Project Managementfunctionality will be deployedwithin planned Tranches andContinuous Improvement releases.
PPM initiative approach
Phase 1*May -2011 Aug -2011 Q2 -2012 2013
Phase 2
Dependency on PM Process RealignmentMostly New Capabilities Replace Legacy Tool Usage and ImproveExisting Processes and Quality
2011 - 2013
* 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
FADeployment
TBD, B Mgr
FADeployment
TBD, B Mgr
IT SD PH & PPMSTC
Corporate CIO, Chair
TechnologyFaye Horwitz,IT Technology
Program Manager
DesignIT Business
Program Manager
PPM Transformation InitiativeIT Business Initative Leader and
IT Technology Provider
IT COO MCInitiative Mgmt Accountable for overall success.
Coordination, change control, issueresolution across all programs. Meets weekly
with program leads.
IT COO MC Sounding board and resolution point
prior to the IT SD PH & PPM STC.
Solution Delivery Process Harmonizationand IT Project Portfolio Management STC
Strategic direction, oversee progress, ensureorganizational support, resolve major issues.
Functional AreaDeployment Programs
Accountable forsuccessful deploymentwithin each Functional Area .
DeploymentReadiness
IT BusinessProgram Manager
PPMO STC
Bus Reqs,Functional SpecsData ArchProcess ArchUATCoordination
Subject MatterExperts
Subject MatterExperts
MaturityAssessmentsTrainingUsage GuidesRegional LiaisonsUAT Participation
PPMO STC Sign-off specification/design
Resolve cross functional escalations
FADeployment
Tech Reqs /ArchitectureConfigurationIntegration
Technology STC
Technology STC Align technology landscape and architecture
with IT Business Mgmt Strategy
Internal ProcessAdjustmentDeploymentPlanningEmbeddedCoachesUAT Participation
Governance Body Sounding Board,Working Group
Execution
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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 thefunctionality.
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.
why resource capacity planning first?
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What Did We Configure and Deploy?
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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 andcontractors
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.
functional (examples of differences from OOTB)
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7 Interfaces 5 inbound data feeds from external systems: Resource Information, Financial
(Departments) Structure (OBS), Locations (OBS), Project Master Data (fromLegacy 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 datais maintained external to Clarity and imported nightly via XOG.
Process to streamline/automate allocation of Resource Managerrights to designated Booking Manager.Administrative Portlets
Interface Exception General, Interface Exception Detail, Interface ExceptionJob Status, Login Statistics
technical
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Resource Requisitioning Project Managers were not on board with initial Tranche deployment as
no other functionality was being deployed which would be applicable tothem. Resource managers book resources directly on projects basedupon 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
out of scope for initial deployment
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Deployment To Our Organization
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Go Live for Resource Capacity Planning (Tranche 1) occurred inMay 2011.
Deployment scope is approximately 1,300 individuals in IT whoare in the role of a resource manager/booking manager or
designated as Executive Stakeholders.Hands-On Training/workshops occurred after Go Live by havingresource and booking managers execute their allocations inthe production environment during class. Video walkthroughsand user manuals were also provided via the corporateintranet.
The deployment cycle for this release has recently completed.
Deployment Process / Scope
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Lessons Learned
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A slice of functionality delivered globally had a significant impact in validated
legitimacy of initiative. A big bang approach would not have beensuccessful in our organization.
It is impossible to make all your stakeholders happy. Choose an approach andmove forward. Most things can be addressed or revised in future releases.
However, it is key to identify the foundational elements of yourimplementation and put those in place first regardless of which functionalitywill be deployed initially.
Leverage OOTB functionality as much as possible and build custom objectsonly 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 donot assume or structure the initiative so the deployment or developmentteam bears that burden.
lessons learned
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Q&A
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Marvin Shaw, Regence
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Background Personal and CorporateHow we got to where we are
Where we are going
Lessons learned
agenda
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personal background
Marvin ShawRegence, Change and Release Manager
Marvin has been with Regence for 11 years, he was the Resource Manager for7 years. He has also overseen Change and Release Processes for 3 years.
Marvin served as President of the Pacific Northwest User Group from 2006-2007 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 inOregon, Washington, Idaho & Utah. Regence promotes health and helps peoplemake 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 BlueShield of Utah, and Regence Blue Shield in Washington. We offer individual andgroup medical, dental, vision, and life insurance, Medicare and other governmentprograms, 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
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resource management hierarchy
Timekeeping AdministrationTime tracking
Workplan maintenanceProject Buckets
Resource ReportingDivisional reporting
Actuals by teamCompliance reporting
Resource AssignmentsWorkplan developmentAllocation assignment
New resource requestsProject demand
Resource PlanningRole assignments to project
Team capacityIndividual capacityResource analyst
Capacity PlanningCapacity by role
Divisional capacityResource staging
ResourceConsultants
Portfolio ManagementProject prioritization
Value realizationAlign with corporate goals
ResourceAnalysts
Whats
Next
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Page:29
resource reporting
Timekeeping AdministrationTime tracking
Workplan maintenanceProject Buckets
Resource ReportingDivisional reporting
Actuals by teamCompliance reporting
Resource AssignmentsWorkplan developmentAllocation assignment
New resource requestsProject demand
Resource PlanningRole assignments to project
Team capacityIndividual capacityResource analyst
Capacity PlanningCapacity by role
Divisional capacityResource staging
ResourceConsultants
Portfolio ManagementProject prioritization
Value realizationAlign with corporate goals
ResourceAnalysts
Whats
Next
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resource reporting
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Page:31
resource planning
Timekeeping AdministrationTime tracking
Workplan maintenanceProject Buckets
Resource ReportingDivisional reporting
Actuals by teamCompliance reporting
Resource AssignmentsWorkplan developmentAllocation assignment
New resource requestsProject demand
Resource PlanningRole assignments to project
Team capacityIndividual capacityResource analyst
Capacity PlanningCapacity by role
Divisional capacityResource staging
ResourceConsultants
Portfolio ManagementProject prioritization
Value realizationAlign with corporate goals
ResourceAnalysts
Whats
Next
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resource allocations
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d
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division capacity
Page:33
i
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team capacity
Page:34
i
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Page:35
resource reporting
Timekeeping AdministrationTime tracking
Workplan maintenanceProject Buckets
Resource ReportingDivisional reporting
Actuals by teamCompliance reporting
Resource AssignmentsWorkplan developmentAllocation assignment
New resource requestsProject demand
Resource PlanningRole assignments to project
Team capacityIndividual capacityResource analyst
Capacity PlanningCapacity by role
Divisional capacityResource staging
ResourceConsultants
Portfolio ManagementProject prioritization
Value realizationAlign with corporate goals
ResourceAnalysts
Whats
Next
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Where we are going
t t tf li t
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next steps portfolio management
Page:37
Know where the money is going and whatwe are getting for it
Technology investment management startsat the top
Integrate strategy, planning and execution
Visualize complexity
Embrace diversity of systems and process
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Lessons Learned
l l d
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Determine the right amount of information needed dont gettoo detailed
Driving compliance only gives compliant data not real data
Know your customers different customers have differentneeds
It is important to capture the total demand for all work efforts
CIO/executives can change their mind on what they want, newCIOs always want something different expect change
lessons learned
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Q&A
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thank you
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Recommended Sessions
SESSION # TITLE Date / Time
PP102SN Leveraging CA Clarity PPM to improve ITResource Demand & CapacityManagement
11/14, 4:00 pmSouth Pacific J
PP104SN CA Technologies' PPM Strategy andRoadmap
11/15, 11:00 amSouth Pacific F
PP200SS Repeated Session: Whats New with CA
Clarity PPM v13
11/16, 2:45 pm
South Pacific J
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