2. Dave Smith
Product Manager
Computer Aid, Inc.
Dave_Smith@CompAid.com
3. Have You Ever …
Been surprised by something
of significance?
Received inconsistent information?
Been told everything is OK
only to find out later otherwise?
How do you know if you will be successful?
4. Background Story…
Answered “Yes” to these questions
Need
– We were beginning to make mistakes
– Quickly needed to get a communications, visibility, and
enforcement system in place
Solution
– This led us to create a system for projects
APO (Automated Project Office)
– Implemented APO internally
Commercialization
– Rolled out APO
– Created ITBuzz (Saw need for this beyond projects)
5. Discover …
Know what was in need
Visibility of attention
Control Apply the knowledge
of your best people
Optimization All activities visible in a
central repository
Are Always Occurring!
Have the data needed
to make decisions
6. What is ?
Seven
Domains Portfolio Service
Management
Delivery
IT Service
HealthCheck Management
Automated
Project
Office
Process Capability
Issue
Resolution
Management
Improvement Management
Results
Management
Powered by
7. What is ?
Portfolio
Management
Aligning
Proposal Submission
Portfolio
Proposal Validation
Management
IT
HealthCheck
Portfolio Balancing Service
Monitoring
Environment Monitoring Delivery
Portfolio Monitoring Service
Management
Automated
Project
Office
Process
Improvement Capability
Management
Issue
Resolution
Management
Results
Powered by Management
8. What is ?
Portfolio
Management
IT
HealthCheck
Service
Delivery
Service
Automated Management
Project Office
Automated
Project
Predictive Analytics
Office
Scorecard
Process Earned Value
Stage Gate
Improvement Capability
Management
Issue
Resolution
Management
Results
Powered by Management
9. What is ?
Portfolio
Management
IT
HealthCheck Service
Service
Management Delivery
Service
Management
Problem Management
Customer Satisfaction
Ops Management
Automated
Project
Business Alignment
Office
Process
Improvement Capability
Management
Issue
Resolution
Management
Results
Powered by Management
10. What is ?
Portfolio
Management
IT
HealthCheck
Service
Delivery
Service
Management
Automated
Project
Office
Process
Improvement Capability
Results
Management Management Issue
Resolution
Project Scoring Management
Personnel Scoring
Results
Process Scoring
Management
Powered by
11. What is ?
Portfolio
Management
IT
HealthCheck
Service
Delivery
Service
Management
Automated
Project
Office
Process Capability
Improvement Capability
ManagementManagement
Issue
Personnel Development Resolution
Process Conformance Management
Results
Powered by Management
12. What is ?
Portfolio
IT Management
IT
HealthCheck
HealthCheck
Service
Review of IT Operations Delivery
Review of IT Practices Service
Management
Automated
Project
Office
Process
Improvement Capability
Management
Issue
Resolution
Management
Results
Powered by Management
13. What is ?
Portfolio
Management
IT
HealthCheck
Service
Delivery
Service
Management
Automated
Project
Office
Process Issue
Improvement Capability Resolution
Management
Management
Issue
Resolution
Management
Log, Assign, Resolve issue
Results
Set priorities
Powered by Management
Notifications
14. What is ?
* Portfolio
*
Management
IT
HealthCheck
Service
Delivery
Service
Management
Automated
*
Project
Office
Process
Improvement Capability
Management
Issue
*
Resolution
Management
Results
Powered by
* Management
Available Today !
15. What is ? Click to
Launch
Portfolio
Management
IT
HealthCheck
Service
Delivery
Service
Management
Automated
Project
Office
Process
Improvement Capability
Management
Issue
Resolution
Management
Results
Powered by Management
16. Pricing
CAI provides Advanced Management Insight (AMI) as a hosted software as a service
(SaaS) offering. AMI is a framework for enabling AMI Apps. Licensing is as follows:
• AMI Framework AMI License Monthly Fee
License fee based AMI Framework (Up to 10 Named Users) $4,000
upon the number of AMI Framework Expansion Blocks (Each additional group of 10 Named Users) $3,000
Named Users
Enterprise (Over 100 Named Users, not to exceed 1 ,000 Named Users) $42,000
Monthly Fee
• License fee based
upon installed Apps App Gold Platinum Enterprise
$1,000 $2,000 $3,000
APO / Project Management (up to 100 (up to 500 (up to 1,000
active projects) active projects) active projects)
$1,000 $2,000 $3,000
Portfolio Management (up to 100 (up to 500 (up to 1,000
active proposals) active proposals) active proposals)
Issues Management $200
IT HealthCheck $50
Service Management Coming Soon
Practice Management Coming Soon
Results Management Coming Soon
Advanced Supply Chain Insight $1,000
Price is effective through
December 31, 2011
Rev 1.0 2011-09-09
17. By The Numbers
Improve productivity by up to 30%
– Reduce rework by up to 40%
– Cut status reporting effort by up to 2
hours per person/week
– Cut analysis and reporting by up to 10
hours per project manager/week
Rapid implementation
– Pre-configured best practices
– Out-of-box in 30 days or less
For less than the cost of a
18. Rapid Implementation
Out of
the Box Tailored
Discovery Day 1 Day 2
Define assessments, Review KPIs & Recipients Day 2 Day 4
Configure and Setup Day 3 Day 22
Training Day 4 Day 23
User Acceptance Period Day 5-9 Day 24-29
First Production Use Day 10 Day 30
Implementation Complete Day 10 Day 30
•Collect person
Day 4 •Admin training
Day 8 •Configure
& project data •Assign persons security
•Define Org •Import to •Schedule •UAT
collected projects/roles assessments
data
Day 1 Day 6 Day 10
• Custom implementations may take longer
• Actual elapsed time for implementation depends on availability of client’s Subject
Matter Experts (SME) and other resources.
19. Summary
• Benefits • Expert Knowledge
– Early operational insight to Repository
enable risk mitigation – Intellectual system designed
– Effective control and by industry experts
governance – IT Best Practices
– Use of best practices
• Affordable, Easy Install
– Software as a Service (Saas)
– Immediate implementation:
No Hardware, No
Programming
20. For More Information
These days the buzz is all about optimizing your
organization's focus and direction.
Dave Smith
ITBuzz Product Manager
Computer Aid, Inc.
Dave_Smith@CompAid.com
P: 610.530.5047 | C: 610.462.3645
www.CAIBuzz.com
21. The ITBuzz Solution Center
•Client retention
•Services / support
Operations
Keep
•Close
•Negotiate
•Present Solution
Acquire
Sales
Support
•Get briefing
•Qualify
Engage •Question / Listen
•Value pitch /
• Weekly webinars potential ROI
• Presentations
•Get next call
•Initial
contact
Prospect •Cold call
Rev 1.0 2011-09-09
24. No programming
Quickly configured
Optimization
Role based data
collection & analysis
Flexible licensing
Zero footprint
SaaS
25. Constant stream of
quantitative data with
subjective team feedback Open visibility into status
Identify risks, off track AMI
activities and best practice Operational
compliance Information
Integration
System
Best practices, KPIs, standard
processes and management
Expert Analysis and
expertise Knowledge Presentation
System System
Comprehensive
Data Repository
Repository of all historical System
data, findings, and analysis
26. ITBuzz Suite Client Specific Solutions
AMI
App
Capability Buzz
IT HealthCheck
… …
Portfolio Buzz
Advanced Management Insight (AMI)
Service Buzz
Tracer Portal
Store
Wellness
AMI Q&A
Knowledge Data Control
ASCI
APO
Frame Engine & Dashboard
Repository Feeds Room
work Scheduler
Application Authoring
27. Questions? Click to
Return
www.AdvancedManagementInsight.com
28.
29.
30. Introducing APO…
Goal:
– To provide insight into a
project’s health allowing
for early risk identification
from the viewpoint of a
project manager.
– To ensure necessary corrective actions are taken at an
early stage from the viewpoint of the management
office.
31. What Does APO Do?
Visibility
– See needed project information
– View performance outcomes AND
participant feedback on key
conditions
Control
– Reinforce expected behaviors
– Monitor exceptions to expected
behaviors (procedures, processes,
interactions)
Optimization
– Identify conditions that impact
– Incorporate productivity
improvements into future planning
Project Success Made Easier!
32. APO Predictive Measures
Predictive measures of project success
– RPL – Rework Prevention Level
– SMART – Clarity of Task Assignments (Specific, Measurable,
Accountable, Relevant, Timely)
– PAL – Process Adherence Level
– SMPL – Senior Management Participation Level
Based on published IT industry studies of project
performance research
– Leon Kappelman
– Mary Sumner
– Robert Glass
– Mark Keil
40. Business Alignment
Business Imperative
100
1
Business Imperative
100 2
Business Imperative
80
3
Project
75
Business Imperative Proposal
4
Business Imperative
60
5
Business Imperative
40
6
41. Proposal Validation
Don’t have
this
Experts
Don’t have
this
Proposal Questionnaires
Need to be
able to
consume their
responses in
the
AMI dashboard
Reward
Responses
Expected Value
Brand Image
Risk
Political Risk
Technology Risk
Cost
Financial Risk
Benefits Validation
45. Portfolio Selection
What is our Goal?
Maximize ROI?
Minimize Risk?
Maximize Business
Alignment?
Some combination?
What are the constraints?
People
Skills
Infrastructure
Money
47. Portfolio Selection – Achieving Balance
Show charts in
the system –
Live demo
Investment by Business Unit
1400
Thousands
Shows the distribution of IT investment
1200 across Business Units compared with the
requested investment
1000
800
600
400
200
0
48. Portfolio Selection – Achieving Balance
Show charts in
the system –
Live demo
49. Portfolio Selection – Balanced Solution
Show charts in
the system –
Live demo
Resource Loading
14000
12000
10000
8000 Overload
6000 Load
Capacity
4000
2000
0
C# Dev BA Arch Proj Mgr Tester Tech Wtr VB Dev DBA Web Dev Trainer
52. Monitoring
• The company’s strategic goals are
changing
53. Project Monitoring
Business Imperative
100 1
Business Imperative
100 2 Project
Supports Ahead of
Business Imperative schedule
80 3 Under budget
Full scope
Business Imperative
75 4 Defect free
Portfolio
Managem
Business Imperative Use one from
ent
60 5 beginning of Service
this deck Managem
ent
Business Imperative Automated
Project
40 6
Office
Capability
Managem
ent
Results
Managem
ent
81. How Do You Get One?
Go to www.CAIBuzz.com and click on the
Contact Us button to get more information
or to sign-up!
The ITBuzz team is ready to help!
86
85. Issue Management Goal
Ensure commitments are upheld
– To ensure, follow up, track and manage
commitments are being upheld between team
members within acceptable timeframe from the
viewpoint of the project manager .
Oversee commitments
– To oversee these commitments from the project
management office perspective.
86. Value
Ensures timely resolution of issues
Issues are tracked and managed. With Issue Buzz:
Commitments are monitored for timely resolution
Automated follow up techniques ensure on-point
results
Catastrophic problems are avoided
88. Features
As issues arise, prompt management is critical to
project success. Issue Buzz provides you with the
ability to:
Log issues
Set priorities
Assign and notify resources or contributors
Submit and approve/deny resolutions
The solutions key differentiator is that you can now monitor
and enforce compliance with defined service level
agreements (SLA).
89. Features
Issue Buzz takes the task of managing issues to a
higher level. Notifications are automatically
sent:
Creation of an issue
Change in status / issue is updated
Non-response within allotted time
Issue Buzz contains eleven potential notifications to ensure
nothing slips through.
91. Dashboards
With Issue Buzz, managers, team members and stakeholders can enter and
track issues in a central repository that provides a holistic view of potential
project impediments. Managers, team members and stakeholders can view
project issues in a variety of dashboards including:
Number of Past Due Issues Issues with no Activity for
Number Open vs. Closed the last 30 days
Past Due by Assignee Number per Assignee
Number of Open Issues Open for the Last 30 days
Average Resolution Time Project/Organization
Expected vs. Actual Responsiveness
Resolution Overall Responsiveness
Number by Status Due Date Change
Categories by # of Past Due
Critical Issues
1/4/2013 96
94. Value
Ensures timely resolution of issues
Issues are tracked and managed. With Issue Buzz:
Commitments are monitored for timely resolution
Automated follow up techniques ensure on-point
results
Catastrophic problems are avoided
99. ITBuzz Product Plan
ITBuzz AMI features needed
• Functionality • Data persistence
– Connectors for hard data • Control room
– Build out PPM • Knowledge repository
– Service management
– Capability and results
• Licensing
management • Data entities
– Further build out based
upon market feedback
• Usability
– Role based dashboards
– Improved navigation
• Control
– Implement TFS for content
version control
– UI standards
– Implement testing function
100. 2011 2012 Plan
• Website • E-mail campaigns
• Landing pages • 1 conference / month
• E-mail campaigns • Webinars – ITMPI,
• Brochure GantHead, Others
• IT Buzz Playbook
• Product Webinars • CAI regions
– Overview • Inside sales
– 7, one for each product • Web sales
• Partners
• ITMPI type partners
– App store content
– Reseller
101. ITBuzz stats since 9/12 rollout
completed Remaining 2011 2012 Plan
Schedule
Webinars 24 internal, 2 ITMPI 10 eight Internal, Self service
GanttHead, ITMPI + the 6 ITMPI
self serve
10 other venues
Conferences 2 Detroit ITMPI, 2 SimPosium, Valley Forge 1 per month, non
Maine GovTech ITMPI competitive venues,
GovTech, other
Partner Presentation 4 ? 4 per month
Prospect 8 Analog devices, TE, GTA
presentations RFP, GTA, State MI, PA,
Schaeffler Group, HBF
Australia
Trials 2 IDB, ETS
Proposals 2 GTA, Old Dominion
Wins 1 GTA
102. Quality Example 2: A
Takeaway
What’s Happening Here?
Discussion: Why Are They Doing This?
15
107
103. Takeaway: Qualification
Checklist
Takeaway:
Seven Elements of Qualification
What needs to exist for a deal to be sales-worthy?
1)
2)
3)
4)
5)
6)
7)
Checklists Ensure
18
Completeness and Repeatability
108
104. Takeaway: Qualification
Checklist
Use Scoring to Assess Quality
1) Quantified Pain Unknown 0
2) Need Identified 1
3) Driver Unknown 0
4) Budget Not Sure 0
5) Timeframe Identified 1
6) Owner Identified 1
7) Fit Identified 1
8) Must Do Yes 1
5/8 = 61.25%
Something
20
109
Hinweis der Redaktion
On behalf of CAI we would like to welcome everyone to today's webinar of ITBuzzITBuzz brings Visibility, Control, and Optimization to your IT organization
Today's presenter is Dave Smith. ITBuzz Product Manager, CAI.My name is Markian Fedoriw and I am the facilitator of the ITBuzz webinar series. You will be able to hear Daveand myself as panelists but as a reminder, all other audio lines have been muted. Dave Smith is a senior technology executive at CAI with 25 years of experience leading complex, challenging IT initiatives for industry-leading firms and Fortune 500 client companies. He specializes in the design, development, and launch of technology solutions and processes. ITBuzz was developed by CAI. CAI is a global IT services and outsourcing firm that is currently managing active engagements with over 100 fortune 1000 companies and government agencies around the world. CAI is delighted to present ITBuzz and we are looking forward to a productive and informative webinar.At this point, we are ready to begin today’s webinar. Dave, please proceed.
<Read questions>I asked these questions because most managers can relate to them.Why is that?Because it has happened to us all.<Click>The answers to these questions are indicative if you will be successful
I asked these questions as a setup to my background story….Well, we began to answer “Yes” to these questions<Click>We were beginning to make mistakesWe needed to quickly get a communications, visibility, and enforcement system in place<Click>This led us to create a system for projects we callAPO (Automated Project Office)We implemented APO internally<Click>We then saw commercial viability and began installing this for clientsOur clients saw a need for visibility, control, and optimization beyond just projects and this led us to create ITBuzz
Portfolio Management. This establishes standard criteria for evaluating proposals making it easier to compare projects on an apples-to-apples basis. It ensures that all work is authorized, valuable, aligned, and balanced.
Automated Project Office. Ensures that the project’s cost, scope, schedule and risk profile are fully developed, documented and agreed upon by all stakeholders before development starts. You can verify that the project plan is feasible from the point of view of the team charged with the work.
Service Management. Service Management provides oversight of the IT products and services deployed to support the day-to-day operations of your business. It monitors performance, stability, conformance to service level commitments, fit-for-purpose and helps track end user satisfaction.
Results Management. Find out how your projects performed. Did you deliver on time and on budget? Did you deliver all the functionality that was expected? Did the project result in a high quality solution?
Capability Management. Leverage experience on concluded projects to refine your formal processes for future projects. This includes processes for estimating the work required, managing the risks, controlling scope, handling communications.
Return to the 5-domain model and focus now on Portfolio Management
We have a couple of scenarios to considerA periodic planning cycle, such as quarterly or annually where we select those projects that need to move forward in the next budgetary cycle.Handling a new opportunity when the portfolio is full
Proposal submitted via a plugin or input from client infrastructureProposed Project NamePurpose of the ProjectProblem solved or opportunity exploitedEstimated Cost (Build & Maintain)Estimated Benefit (Financial & Non-Financial)Strategic Business AlignmentRisks and Rewards
With respect to Cost, we need to identify the total cost of ownership – not just the build cost. So we must consider the expected product life and the annual support cost. These need to discounted back to the current day. Similarly we need to know the financial benefit (Costs displaced and revenues or other ‘value’ established over the same time frame and similarly discounted)
Monitor project for conformance to CSSQ plus other factors that contributed to the selection of this project in the first placeNeed to take into account the sunk cost when deciding whether or not to kill the projectMonitor Business imperatives for impact on inflight projects
Need to validate the cost/revenue and business alignment claims through peer reviews (conducted through AMI assessments)
Once we have completed the peer reviews for all candidate projects we chart them in a number of different fashions.In chart on far right, any projects that fall below the diagonal have a negative ROI making them candidates for rejection. Similarly for the charts in the center chart, the projects in the ‘red’ square have low business alignment and low probability of success. All other things being equal, these too are candidates for elimination
Earlier we needed to know the total cost of ownership which included both the build costs for a new product as well as the annual support cost. Now were are really only concerned with the build cost, but need it in terms of the various resources that will be consumed. So, how many developer hours are required and how many project manager hours, etc.(We also need to know how much additional non-labour cost exists)
OK, so we are ready to decide which projects to authorize for the next planning period.In this example we are assuming that planning is done on a quarterly basis.Here we show two inflight projects that are expected to continue into third quarter.We also see some ongoing support activities that will continue throughout third quarter and into the future<click> So which projects do we authorized?We note that there are two projects that have been deemed mandatory for some reason or another.For example, they may be required for government reporting purposesSo we need them<click>
This is the meat and potatoes of PPMThere are three primary capacity constraints to be considered when deciding which projects to implement: money, people and plant. How much non-labour capital is available for new projects? How much capacity do we have in terms of architects, developers, data base administrators, technical writers, testers and project managers? And finally, how much capacity do we have in our server farms, mainframes (yes, they’re still out there) and telecomm infrastructure?Resource Planning People are the most critical, and generally the most expensive resource and so we need to deploy them to maximal advantage.Before we can consider what projects we can implement we must adjust our capacity by three factors:Support commitmentsMandatory ProjectsInflight ProjectsSupport for the business usually comes first and so this bandwidth is not available for new project work – except perhaps in extraordinary circumstances. Many personnel with support responsibility are dedicated to that task but others come to the tiller when needed. This will pre-empt their other development activities. We need to plan for and expected level of such interruptions and reduce our capacity accordingly As we have seen, some projects are mandatory, imposed on the IT organization out of necessity, by management whim or fiat or by government dictate. The resources needed to perform those projects must be subtracted from our discretionary pool. Finally, some of our people are already tied up on projects that are carry-overs from previous planning cycles. Once again we need to reduce our capacity by these requirements. There may be a case to be made in some circumstances for winding those other projects early or placing them on hold so as to redeploy the resources to new projects. More about that option later. OK, so now we have reduced our staff’s capacity by support, activities, mandatory projects and inflight projects. Hopefully there is some left for our new projects.
So how do we move forward?There are two basic approaches. The first is to use some form optimization algorithm to have the computer solve the problem for us. Here we need to formulate and “Objective Function”, such as Maximize ROI and a set of constraints (e.g. total developer hours for the selected projects cannot exceed the developer capacity, and so on for all resources)Alternatively we can pursue a process of trial-and-error. Add and select projects and see the impact on resources and portfoliosIn practice, one would probably start with an optimized solution as a starting point and then adjust manually as necessary to allow for factors not covered by the optimization algorithm
EgalitarianismMay want to ensure that all departments are supported equally and the all the resources are not hogged by Marketing, say.
We might also want to ensure that we invest in a balance of strategic and operational projects, and perhaps, that some monies are invested in move the company into new markets.
When you manually adjust the—so called—optimal solution and end up with a higher value solution, you will inevitably have violated one or more constraints.This is not necessarily a bad thing. It allows us to identify areas for additional staffing, retraining and/or outsourcing (assuming a staffing constraint was violated)
OK, so we are ready to decide which projects to authorize for the next planning period.In this example we are assuming that planning is done on a quarterly basis.Here we show two inflight projects that are expected to continue into third quarter.We also see some ongoing support activities that will continue throughout third quarter and into the future<click> So which projects do we authorized?We note that there are two projects that have been deemed mandatory for some reason or another.For example, they may be required for government reporting purposesSo we need them<click>
Monitor project for conformance to CSSQ plus other factors that contributed to the selection of this project in the first placeNeed to take into account the sunk cost when deciding whether or not to kill the projectMonitor Business imperatives for impact on inflight projects
Alternative are to:Cancel existing project(s) or throttle them back in order to staff the new porject.
Alternative are to:Cancel existing project(s) or throttle them back in order to staff the new porject.