2. Page 1 of 9
Contents
1. Core services 2
2. Business update & highlights 2015 3
3. Key Achievements 4
4. Performance metrics 5
5. Analysis of costs & achievements 6
6. Would you consider… 8
Benefits 8
Deliverables 8
Vision 8
Mission 8
Expertise 8
3. Page 2 of 9
1. Core services
To deliver on demand Project Managers to supplement Client’s existing Project
Management Team and PMO Administration Support.
Core Service(s) Overview Included Notes
Project Management & PMO Admin
Services
Designated Project Managers Yes 3>4<2 Full time
Designated Admin Coordinator & Admin Yes 2 Full time
Service Delivery Management Yes Fortnightly & Monthly Reviews
Account Management Yes Quarterly Business Reviews
Out of hours support No 37.5hrs per wk. cut off 40hrs overtime kicks
in
Added value, products & services
Consultative Services
(*priced per project)
Yes* Project Management Tool – Administrator
support & training. PM ‘A’ being the go-to
person ‘SME’ from the end-user
perspective.
Provides training to Client PMs & FEs
Expense monitoring Yes
Timesheet Yes
4. Page 3 of 9
2. Business update & highlights 2015
The aap3 team achieved targets
o Achieved 1st, 2nd & 3rd places on leader boards
o Achieved revenue target 2 quarters running
o Achieved Hydra requirements, reporting and linearity
Throughout the year we provided a flexible resource, responding to demand seeing the
team go from 3 to 4 in July and then 2 by the end of December!
The key PMs being; PM ‘A’, PM ‘B’, PM ‘C’, PM ‘D’ and PM ‘E’.
But let’s not forget the 2 who didn’t quite work out, PM ‘F’ and PM ‘G’. Whether it’s a
cultural, role fit or skills capability, we are quick to identify and react. It’s not always
possible to get it right, but we understand the role requirements and responsibilities of the
Client Project Manager. It is our aim to provide that.
So for example when we do get it right, take the last 2 Project Managers PM ‘D’ and PM
‘E’, we on boarded them quickly, they were assigned projects and a target for their first
quarter, they successfully delivered the projects and achieved the revenue.
We continued to provide expert knowledge and support with the Project Management
tool, both to aap3 and the Client Project Managers, SEs & FEs.
PM ‘A’ is our Hydra SME, leads by example and provided training for all new starters and
support to all team members. PM ‘A’ was also invited and attended the workshop with
Client and Hydra to provide input into the system.
We took on the new responsibility of the PMO Administration, bringing on board a Project
Coordinator/Admin, PC ‘1’ and an Administrator, A ‘1’.
The original requirement was for 2 Admins and in the first instance a necessity for the PMO
as it ramped up its activities, developing processes, maintaining Siebel and the drive for
the PMO tool engagement within the team.
Following a period of on boarding the PMO Admins their ultimate aim was to provide
support to the PMO and Project Managers to enable the Project Managers to focus on
delivering projects and revenue.
o Developed processes and assisted with process updates
o The introduction of the PMO action log / road map*
o Siebel and PMO system Reporting
o Reactive to tasks such as data cleanse
*The PMO action log/road map is available and will provide you will a full review
of achievements to date and recommended improvements, tasks etc.
5. Page 4 of 9
3. Key Achievements
We make no apologies for shouting about this one… we are proud of what the team has
achieved for you!
We believe the success to these key achievements, to name but a few are…
o We identified a continuous pipeline of projects to the revenue value of $350k is
required to achieve quarterly targets
o The Project Managers continuously and proactively seek new projects for their
pipeline, and for the projects to be released prior to the next quarter
o Deliver projects on time and in budget*
o Focused on delivering projects and revenue whilst working with and utilising
Client’s Internal Technical Resources
o Deliver extra revenue when rest of Client Project Managers are unable to meet
targets to assist with making up total team target
o Identify new sales opportunities within projects for addition services to be sold
o Consistently and accurately reporting through both Siebel and PMO system,
monitoring and maintaining project status and information
o Follow Client’s processes and best practices
o Ability to give constructive input into processes and best practices for continuous
improvement
o Managing delivery through communication
o Keep up to date with new Client technologies, at a high level, keeping the focus
on delivering projects and the revenue
o Appear to your customer the equivalent to the Client Project Manager when it
comes to project delivery
o Trusted and ability to make decisions when necessary within projects.
*Exceptions; based on specific project(s). It has never been known that it the project has ran
over budget due to the PM’s actions.
Achieved revenue of $2,093,139
Achieved 49% of total revenue
Achieved 34% of all projects delivered
We have achieved this with just 23% of the Project Managers
6. Page 5 of 9
4. Performance metrics
The RAG table shows the performance indicators taken from the monthly services reviews for
2015. For the first time, you will see June hit red. This was for 2 reasons;
1. One of the Project Managers did not work out as highlighted earlier.
2. Current project delivery and revenue was put at risk by new project escalations at
the end of the quarter. Both PM ‘A’ & PM ‘B’ had been asked as an escalated
instruction to attend and facilitate workshops. Ultimately, this decision took their
focus of delivering revenue.
7. Page 6 of 9
5. Analysis of costs & achievements
This is the quarterly revenue delivered by aap3 Project Managers. This includes zero value
revenue and actual revenue along with your ROI!
(ROI information has been removed as included sensitive client & aap3 data)
Revenue vs Targets 2015 - Total Includes zero value revenue delivered
Actual Revenue delivered 2015
x3 aap3 PMs vs Client x12
% Projects delivered
Total number of projects 489
aap3 delivered 168 – Client delivered 321
aap3 PMs delivered 34% of total projects
aap3 PMs made up 23% of PM team
x3 aap3 PMs vs Client x12
Rev Q1 Rev Q2 Rev Q3 Rev Q4 Total Targets
%
Achieved
PM A 171,872 117,199 309,154 167,211 765,436 600,000 128%
PM B 242,338 247,776 172,541 288,599 951,254 600,000 159%
PM C 138,756 33,476 172,232 200,000 86%
PM D 0 0 82,147 33,416 115,563 80,000 144%
PM E 0 0 76,816 11,838 88,654 50,000 177%
2,093,139 1,530,000 137%
34%
66%
Total
AAP3
Client
8. Page 7 of 9
Averages; revenue target & project value delivered per quarter
Utilisation - At a glance typical time spent – FYQ4
9. Page 8 of 9
6. Would you consider…
outsourcing ALL your project manager requirements to us?
We’ve a proven track record having successfully provided Project Management Services to
you for 2 years. You’ve seen the achievements, here’s a reminder of why you should
consider.
Benefits
Cost savings, with no hidden costs & clear
ROI
Dedicated & trusted Project Managers
Tailored support
Clear and visible scoping, planning,
management and control
Proactive management of project issues,
risks and change
Frees you up to focus on core
competencies
Strengthens customer relationships
Accelerated delivery through re-use of
project experience
Deliverables
Supply of project management resource
Project plans
Project update reports and/or meetings as
agreed
Effective management of resources
Maintain customer SLAs and performance
reviews
Guarantee PMs deliver against goals
Guarantee PMs deliver against targets
Service delivery reviews
ROI
Project closure report and/or customer
satisfaction survey
Vision
aap3’s Project Management Office (PMO) is responsible for governing projects within the
company; they can ensure the project is delivered against the company strategy and
objectives. By owning all aspects of the project from initiation, planning, development
through to implementation as well as making all the necessary quality checks, risk
assessments, managing deadlines, deliverables and delivering within budget, the PMO is
what makes projects successful.
Mission
The PMO implements and supports project management methodology to enable our
organisation to deliver projects faster, cheaper, with higher quality, and within estimates and
expectations
Expertise
Our delivery capability is based on a wealth of ‘real’ project experience. This is combined
with PRINCE2 based Project Management Methodology, and ITIL processes all of which
enables aap3 to deliver your projects consistently with the minimum of technical and
commercial risk.
Whether we are delivering a Service Transition project or a project specific and aligned to
your business plan, the benefits you will get from aap3’s Project Management Office will be
clear to see. Our flexible approach, lower costs, higher project efficiency rates and best
practice project management processes will vastly improve project delivery for your business.
