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Estimating your Process Projects
FSOkx BPM Forum: September 17th, 2013
Matt Yeager
Manager, Advisory & Consulting
myeager@prolifics.com
Office: 646-380-2972
Anant Gupta
Senior Vice President, I...
3
• Los Angeles
• San Francisco
• London
• Hamburg
• Hyderabad
• Calabasas
• New York
• Boston
• Philadelphia
• Washington...
FY 2012: $105M
35 years of continued growth
Over 350 customers
including over 150 of the
current Fortune 1000
companies
Ov...
Why are we here…
 Estimating always presents challenges
 The intangibles of a process effort can be hard
to pinpoint
 R...
Why are Process Projects so Hard to Estimate?
6
Intangible
Ambiguous
Invisible
Lack of Understanding
Start?
End? End?
Evol...
Let’s Dive In…
 What are you estimating?
 How big is the effort?
 What baselines are you using?
 Can you keep to your ...
Prolifics BPM Delivery Framework
Discover
Review / Develop
Organization
Strategy
Assess People
and Culture
Define Business...
Do Discovery BEFORE Estimating
 Do Not rush Discovery…it is too important
 Understand your organization's strategic visi...
10
Process Scope
Diagram
Controls/ Constraints
Enablers
Outputs
Inputs Business
Process
Milestones/
Activities
Things that...
Understand Process Project Types
11
Discover
Review / Develop
Organization
Strategy
Assess People
and Culture
Define Business
Architecture
Document
Technical
...
Clarify What You’re Estimating
 Estimate the current-state and the
“to-be” process/sub processes
 This will serve as the...
Estimate ALL Framework Components
 Business Rules
 Data & Key Performance Indicators
 Changes to Roles & Responsibiliti...
Focus Your Efforts
 Use process maps to further scope the project’s level of effort
 Conduct a gap analysis
 Identify s...
What to Consider for your Baseline Estimate
 Do you have a basis from another successful process project?
 Have you cons...
Common Pitfalls when Estimating
 Scope is to narrow or vague
 Additional funding is needed to continue the effort
 Focu...
How many of you consider
business rules / decision management
when estimating your projects?
How can we ensure that business decisions are managed
in a controlled environment?
Governance
How can we ensure the right...
Discover
Review / Develop
Organization
Strategy
Assess People
and Culture
Define Business
Architecture
Document
Technical
...
Do Not Underestimate Implementation
 Changing people’s roles and organizational culture
 Reorganizing around process-ori...
What Type of Implementation?
 Big Bang
 Could require less time, but much greater risk
 Parallel Transition
 Running p...
Measure Success Against your Estimates
“When you can measure what you are speaking about and express it
in numbers you kno...
Monitor KPIs and ROI Example
Total annual savings = $1.3m
Risks and Challenges of Estimating ROI
Risks
 Over estimating potential
savings
 Setting unreachable goals
 Addressing ...
Ramification of Poor Estimating
 Project fails or ends before needed improvement is achieved
 Loss of customers and reve...
ESTIMATING MY
POOL PROJECT
27
How I Approached Estimating
 Documented my scope - what is needed vs. what is a nice to have
 Obtained bids with detaile...
What Return on Investment & Value Will I Get?
 Limited return on investment since a pool won’t significantly
increase my ...
Visualize Your Goal!!
30
http://www.hearstcastle.org/
Closing Comments
31
Remember, Estimating Change can be Hard!
 Only change what is needed to address the business problem
 Don’t boil the oce...
Why you need Comprehensive Estimating
 Dedicated focused team
 Have Leadership support
 Time needed from other departme...
Relax and Get Estimating!!
34
35
And visit these useful links on the Prolifics Web site:
 Case Studies: http://www.prolifics.com/case-study-technology....
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Estimating your Process Projects presented at FSOkx BPM Forum Slide 1 Estimating your Process Projects presented at FSOkx BPM Forum Slide 2 Estimating your Process Projects presented at FSOkx BPM Forum Slide 3 Estimating your Process Projects presented at FSOkx BPM Forum Slide 4 Estimating your Process Projects presented at FSOkx BPM Forum Slide 5 Estimating your Process Projects presented at FSOkx BPM Forum Slide 6 Estimating your Process Projects presented at FSOkx BPM Forum Slide 7 Estimating your Process Projects presented at FSOkx BPM Forum Slide 8 Estimating your Process Projects presented at FSOkx BPM Forum Slide 9 Estimating your Process Projects presented at FSOkx BPM Forum Slide 10 Estimating your Process Projects presented at FSOkx BPM Forum Slide 11 Estimating your Process Projects presented at FSOkx BPM Forum Slide 12 Estimating your Process Projects presented at FSOkx BPM Forum Slide 13 Estimating your Process Projects presented at FSOkx BPM Forum Slide 14 Estimating your Process Projects presented at FSOkx BPM Forum Slide 15 Estimating your Process Projects presented at FSOkx BPM Forum Slide 16 Estimating your Process Projects presented at FSOkx BPM Forum Slide 17 Estimating your Process Projects presented at FSOkx BPM Forum Slide 18 Estimating your Process Projects presented at FSOkx BPM Forum Slide 19 Estimating your Process Projects presented at FSOkx BPM Forum Slide 20 Estimating your Process Projects presented at FSOkx BPM Forum Slide 21 Estimating your Process Projects presented at FSOkx BPM Forum Slide 22 Estimating your Process Projects presented at FSOkx BPM Forum Slide 23 Estimating your Process Projects presented at FSOkx BPM Forum Slide 24 Estimating your Process Projects presented at FSOkx BPM Forum Slide 25 Estimating your Process Projects presented at FSOkx BPM Forum Slide 26 Estimating your Process Projects presented at FSOkx BPM Forum Slide 27 Estimating your Process Projects presented at FSOkx BPM Forum Slide 28 Estimating your Process Projects presented at FSOkx BPM Forum Slide 29 Estimating your Process Projects presented at FSOkx BPM Forum Slide 30 Estimating your Process Projects presented at FSOkx BPM Forum Slide 31 Estimating your Process Projects presented at FSOkx BPM Forum Slide 32 Estimating your Process Projects presented at FSOkx BPM Forum Slide 33 Estimating your Process Projects presented at FSOkx BPM Forum Slide 34 Estimating your Process Projects presented at FSOkx BPM Forum Slide 35
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Estimating your Process Projects presented at FSOkx BPM Forum

Estimating always presents challenges. This is especially true when estimating the intangibles of process improvement efforts. This presentation will focus on how to reduce the guesswork associated with the estimation process by considering the following questions: What is it that you are estimating? How big is the thing you are estimating? What baselines are you using for your estimates? Should you be estimating top down, bottom up or somewhere in between? How do your estimates tie to your project plan? Do your estimates reflect ROI and business value?

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Estimating your Process Projects presented at FSOkx BPM Forum

  1. 1. Estimating your Process Projects FSOkx BPM Forum: September 17th, 2013
  2. 2. Matt Yeager Manager, Advisory & Consulting myeager@prolifics.com Office: 646-380-2972 Anant Gupta Senior Vice President, IBM Solutions agupta@prolifics.com Office: 646.201.4960
  3. 3. 3 • Los Angeles • San Francisco • London • Hamburg • Hyderabad • Calabasas • New York • Boston • Philadelphia • Washington DC • Orlando In business for over 35 years, Prolifics is a Global Technology Consulting company with 1300 employees worldwide specializing in the expert delivery of end-to-end Solutions utilizing IBM, Microsoft and Open Source technologies. Who Are We? Our Vision To be one of the most admired global technology consulting companies, delivering competitive advantage to our customers through value add solutions. Our Mission Our mission is to be a trusted technology advisor and provide superior, specialized solutions to companies seeking high value from their technology investments. Prolifics at a glance
  4. 4. FY 2012: $105M 35 years of continued growth Over 350 customers including over 150 of the current Fortune 1000 companies Over 400 technical certifications SkillsRevenue Customers Services across the full project lifecycle including advisory services, architecture, business analysis, design, development, testing, training, support, and system administration End-to-End Services from Thought to Finish Partnerships & Processes Company Snapshot 4
  5. 5. Why are we here…  Estimating always presents challenges  The intangibles of a process effort can be hard to pinpoint  Reduce the guesswork associated with the estimation process 5
  6. 6. Why are Process Projects so Hard to Estimate? 6 Intangible Ambiguous Invisible Lack of Understanding Start? End? End? Evolves System
  7. 7. Let’s Dive In…  What are you estimating?  How big is the effort?  What baselines are you using?  Can you keep to your estimates?  Are you achieving ROI and business value? 7
  8. 8. Prolifics BPM Delivery Framework Discover Review / Develop Organization Strategy Assess People and Culture Define Business Architecture Document Technical Architecture Prepare Action Plan Scope Facilitate Scoping Session Document Problems with Current State Define Process Vision Identify Candidate Project(s) Clarify Model As-Is Process Document Business Rules Perform Problem Analysis Define Data & Key Performance Measures Define Roles and Responsibilities Identify Tactical Opportunities Develop Business Case for Change Design Model To-Be Process Build Gap Model Conduct Innovation Workshop Perform Organizational Impact Analysis Realign Incentives to New Process Define Quick Wins (Low Hanging Fruit) Define Business Requirements Identify Technology Opportunities Produce Cost/Benefit Analysis Implement Develop Transformation Plan Define Implementation / Work Plan Implement New Roles/ Org Structure Define / Update Policies & Procedures Implement Manual Process Changes Apply Process Automation Implement Business Rules Management Monitor and Control Monitor On-Going Process Performance Identify Improvement Opportunities Frame your Estimating
  9. 9. Do Discovery BEFORE Estimating  Do Not rush Discovery…it is too important  Understand your organization's strategic vision  Determine if your culture and resources are accepting of change  Define and document your business architecture  Socialize your project and gather feedback  Analyze project risks  Formulate an action plan 9
  10. 10. 10 Process Scope Diagram Controls/ Constraints Enablers Outputs Inputs Business Process Milestones/ Activities Things that govern or dictate how a process performs Things that enable a process to be performed Things produced by a process Things that initiate a process (Business Rules, Regulatory Requirements, Laws, etc.) (Work Products, Transformed Data) (Business Events/ Triggers, Data, Inputs from other Processes) (Roles, Systems, Organizations, etc.)
  11. 11. Understand Process Project Types 11
  12. 12. Discover Review / Develop Organization Strategy Assess People and Culture Define Business Architecture Document Technical Architecture Prepare Action Plan Scope Facilitate Scoping Session Document Problems with Current State Define Process Vision Identify Candidate Project(s) Clarify Model As-Is Process Document Business Rules Perform Problem Analysis Define Data & Key Performance Measures Define Roles and Responsibilities Identify Tactical Opportunities Develop Business Case for Change Design Model To-Be Process Build Gap Model Conduct Innovation Workshop Perform Organizational Impact Analysis Realign Incentives to New Process Define Quick Wins (Low Hanging Fruit) Define Business Requirements Identify Technology Opportunities Produce Cost/Benefit Analysis Implement Develop Transformation Plan Define Implementation / Work Plan Implement New Roles/ Org Structure Define / Update Policies & Procedures Implement Manual Process Changes Apply Process Automation Implement Business Rules Management Monitor and Control Monitor On-Going Process Performance Identify Improvement Opportunities Prolifics BPM Delivery Framework Estimate Modeling & Design Based on Scope
  13. 13. Clarify What You’re Estimating  Estimate the current-state and the “to-be” process/sub processes  This will serve as the blueprint for the project  Modeling the full end-to-end process  Focus on the “what” not the “how”  Capture enough information to gain process awareness 13
  14. 14. Estimate ALL Framework Components  Business Rules  Data & Key Performance Indicators  Changes to Roles & Responsibilities  Time for Creativity workshops & Brainstorming new ideas for process improvement  Organization impact (time with Human Resources)  Explore technology options 14
  15. 15. Focus Your Efforts  Use process maps to further scope the project’s level of effort  Conduct a gap analysis  Identify stakeholder involvement  Determine span of process control  Does the process cross departments or business partners?  Does the change impact organization structures and roles?  Does it require new technology or changes to existing?  Is training needed, how long will it take to develop and deliver? 15
  16. 16. What to Consider for your Baseline Estimate  Do you have a basis from another successful process project?  Have you considered the time it takes to get accurate estimates from business partners?  Can you demonstrate that your estimates are based on facts?  Have you been honest with how long it takes to change the culture, gain leadership support and identify changes in roles?  Have you estimated in appropriate time for the following:  Project ramp-up, closure, training, deployment and warranty 16
  17. 17. Common Pitfalls when Estimating  Scope is to narrow or vague  Additional funding is needed to continue the effort  Focus is solely on the selection and purchase of a technology  Does not include cross-department involvement from subject matter experts, which is needed to capture a full end-to-end process  Adequate time is not spent identifying the ROI, business value or customer needs  Not enough time spent understanding the business rules/decision management associated with their processes 17
  18. 18. How many of you consider business rules / decision management when estimating your projects?
  19. 19. How can we ensure that business decisions are managed in a controlled environment? Governance How can we ensure the right decision is being made at the right time? Visibility Key Challenges Addressed by Decision Management How can we rapidly respond to evolving market demands, competitive actions and regulatory requirements? Collaboration
  20. 20. Discover Review / Develop Organization Strategy Assess People and Culture Define Business Architecture Document Technical Architecture Prepare Action Plan Scope Facilitate Scoping Session Document Problems with Current State Define Process Vision Identify Candidate Project(s) Clarify Model As-Is Process Document Business Rules Perform Problem Analysis Define Data & Key Performance Measures Define Roles and Responsibilities Identify Tactical Opportunities Develop Business Case for Change Design Model To-Be Process Build Gap Model Conduct Innovation Workshop Perform Organizational Impact Analysis Realign Incentives to New Process Define Quick Wins (Low Hanging Fruit) Define Business Requirements Identify Technology Opportunities Produce Cost/Benefit Analysis Implement Develop Transformation Plan Define Implementation / Work Plan Implement New Roles/ Org Structure Define / Update Policies & Procedures Implement Manual Process Changes Apply Process Automation Implement Business Rules Management Monitor and Control Monitor On-Going Process Performance Identify Improvement Opportunities Not Just Implementing Technology Prolifics BPM Delivery Framework
  21. 21. Do Not Underestimate Implementation  Changing people’s roles and organizational culture  Reorganizing around process-oriented business model  Modifying policies/procedures  Selling Process Change  Can be It’s own phase…  Training  Can take significant time to prepare and deliver  How will training be delivered?  Are resources geographically dispersed? 21
  22. 22. What Type of Implementation?  Big Bang  Could require less time, but much greater risk  Parallel Transition  Running parallel processes for a time, more cost but less risk  Pilot  Could require more time, but lower risk  Step Change  Phased implementation (e.g. regions, states, etc.)  Requires more time, but much less risk than Big Bang 22
  23. 23. Measure Success Against your Estimates “When you can measure what you are speaking about and express it in numbers you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind.” - Lord Kelvin 23 ROI cannot be demonstrated without proper measures…
  24. 24. Monitor KPIs and ROI Example Total annual savings = $1.3m
  25. 25. Risks and Challenges of Estimating ROI Risks  Over estimating potential savings  Setting unreachable goals  Addressing business value that isn’t aligned with the organization’s current vision  Belief that true ROI is only achieved through headcount reduction Challenges  Factual estimating takes time  All estimates will be questioned  Ability to measure, monitor and demonstrate ongoing savings  Savings may be inconsistent  Continued leadership dedication and support is needed 25
  26. 26. Ramification of Poor Estimating  Project fails or ends before needed improvement is achieved  Loss of customers and revenue  Unable to meet regulatory or compliance demands  Critical or adverse events such as..  In health care, process failure results in patient injury or death  In finance, poor estimating results in lack of detecting fraud and potential loss of customer money/investments  Lawsuit and damages paid to affected customers  Your business is sold or closed! 26
  27. 27. ESTIMATING MY POOL PROJECT 27
  28. 28. How I Approached Estimating  Documented my scope - what is needed vs. what is a nice to have  Obtained bids with detailed cost information for each item/task  Created a baseline estimate based on scope and bids  Consulted colleagues, friends and family members with pool  Finalized scope and budget projection  Obtained Executive (aka. My Wife!) approval and secured funding 28
  29. 29. What Return on Investment & Value Will I Get?  Limited return on investment since a pool won’t significantly increase my property value  Ongoing costs will be associated with maintenance, repairs and increased electric, gas and water bills  Value is achieved when…  Wife and Daughter - my “customers” are happy and relaxed!!  The whole family is outside more (away from TV/iPads)  Daughter is part fish and loves to swim  Family and Friends will want to come and stay at our house 29
  30. 30. Visualize Your Goal!! 30 http://www.hearstcastle.org/
  31. 31. Closing Comments 31
  32. 32. Remember, Estimating Change can be Hard!  Only change what is needed to address the business problem  Don’t boil the ocean  Only model to the level of detail necessary to understand and address the problems  Address the most critical issues first, weakest link in the chain • Goldratt’s Theory of Constraints  Estimate based on the process and what is factual  ‘Process reengineering’ should be the exception 32
  33. 33. Why you need Comprehensive Estimating  Dedicated focused team  Have Leadership support  Time needed from other departments  Project is phased appropriately  Understand the technology needs  Understand clearly what your scope is for the project  Documented current and future state process models  Attainable and stretch goals set for ROI and business value 33
  34. 34. Relax and Get Estimating!! 34
  35. 35. 35 And visit these useful links on the Prolifics Web site:  Case Studies: http://www.prolifics.com/case-study-technology.htm  Webcasts: http://www.prolifics.com/webcasts.htm  Podcasts: http://www.prolifics.com/podcasts.htm  Service Brochures: http://www.prolifics.com/service-brochures.htm  Technology Blog: http://expert-tech.blogspot.com  Twitter: http://www.twitter.com/prolifics  Prolifics TV: http://www.youtube.com/prolificstv
  • EricGelinas1

    Mar. 30, 2017
  • MarinaKaykhanidi

    Aug. 25, 2015

Estimating always presents challenges. This is especially true when estimating the intangibles of process improvement efforts. This presentation will focus on how to reduce the guesswork associated with the estimation process by considering the following questions: What is it that you are estimating? How big is the thing you are estimating? What baselines are you using for your estimates? Should you be estimating top down, bottom up or somewhere in between? How do your estimates tie to your project plan? Do your estimates reflect ROI and business value?

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