A quick introduction to how effective planning can deliver a successful project PLUS 6 key behaviours to drive project success.

1. KeyedIn Solutions
Driving Successful Program Management

2. Agenda
• Quick Intro to KeyedIn
• Planning For Success
– Model Based Analysis
– Beyond Best Practise
– Promise What You Can Deliver
– Deliverable Based Planning
• Managed Execution
– The Value Add PMO
– Tools and approaches
• The Cornerstones Of Success
– Transparency, Visibility and Control
• In Summary

3. Quick Intro
• Founded in 2011
– Executive team behind Epicor Software
• $600M ERP business with 3,000 clients
• Sold to Private Equity for $980M in 2011
– $15M seed capital, 3 key acquisitions
– Datacom International, Atlantic Global, Iceberg
• Objective
– Create a next generation SaaS and Consulting
organisation to bridge the gap between social technology
and process requirement
• Value Proposition
– Delivering the tools, methodologies and expertise to drive
excellence in project and program execution

4. Heritage
• Ex CEO, Exec VP Operations and Senior VP Sales
at Epicor
– Took the business from $35M to $600m
– Sold for $980M in 2011
• Ex VP and SVP of Consulting and Sales in EMEA
for Epicor
– Delivered continual growth across successive quarters
– Managed around 800 sales, implementations and client
extension projects across the region
• UK Based development organisation with 25 years
experience delivering resource, project and program
management excellence

5. The KeyedIn Story: Driving Growth
October 2011 December 2011 January 2012 February 2012 April 2012 June 2012
Company Acquired a Acquired Atlantic Office open in
founded majority interest Global Newport
in in DataCom Intl; with offices in Ilkley Beach, California, US
Minneapolis, Minnes Minneapolis, MN, U and A
ota, USA SA Cleckheaton, U.K.
15 employees 23 employees 46 employees 57 employees
4 employees 73 employees

6. Three Key Business Areas
• Program and Project Management
– SaaS tools that drive visibility, transparency and
control across your project portfolio
• Business and Technology Alignment
– Aligning IT strategy with business objectives
– Aligning technology solutions with key business
processes
• Business Modeling, Process Engineering and
Integration
– Restructuring, Business Effectiveness, M&A

7. Planning For Success

8. A New Approach To Change
• Without context or
boundaries jigsaws, like
businesses can look
complicated
• Identify the perimeter
and things start to
become clearer
• But to really make
things work….
• You need the top of the
jigsaw box

9. Beyond Best Practice
• Industry Best
Practises
• What Makes You
Different
• Regulatory and
Governmental
Compliance
• Harmonised
Business
Processes
• Commoditised
Business Functions
• Effective and
simplified
workflow mapping

10. Advantages of a Model Led Approach
• Defines the top of the jigsaw box
• Places boundaries and constraints around
scope and approach
• Doesn’t waste time engineering non value add
processes
• Enables change management by agreeing what
is really valuable change, what should be
harmonised and what is commodity up front
• Decreases cost and improves focus

11. Planning On Delivery
• Product Breakdown Planning
– Start with the objectives
– Break down into high level deliverables
– Continue the breakdown until you have discreet Work
Packet Deliverables
– Manage the project at this level
• Change & Phasing in context
– Of your organisational capability
– As part of other changes
– To be delivered alongside BAU

12. Key Planning Points
• Plan what you know, manage what is in your control
– Resource Assignment
• At the Project Planning level
– Budget Management
• At the Project Planning level
– Benefits Management
• At the Summary level
– Reporting, progress updates and dependencies
• At the Work Packet Deliverables level
– Task Planning
• At the work packet execution level
– Actuals Recording
• At the Task Planning level
• Focus on Time, cost people and benefits…

13. Managed Execution
- The Value Add PMO

14. Program Management Office
• Program and Project Initiation
– Validate the business case, assumptions, risks and key
issues
– Get approval and maintain buy in
– Assign Project Manager and other key resources
• Define the approach
– Roles and responsibilities, methodology, phasing
• Manages the budget
– Monitor / oversee program; manage risk; forecast costs
and revenues
• Analyzing and Reporting
– Exec dashboards, Portfolio Risk, Managed Intervention

15. Roles & Responsibilities

16. What currently happens…

17. A More Pragmatic Approach
Based on over 18 years of experience
Probability of Success = 95% Focus: MONEY, PEOPLE, DELIVERY, BENEFITS
These TOOLS should be used “AS AND WHEN NEEDED”
Summary
1. Focus on the BUSINESS END of executing PROJECT & PROGRAMME DELIVERY.
2. Specify the information you require to manage your business and avoid the practice of managers volunteering adhoc and unstructured
information
3. Avoid taking on unnecessary and impossible challenges – the most obvious one is that we need to recognise that different managers
have different styles and it is a mistake try to enforce each manager to manage their projects in the same way. This is a people issue
and not a tool issue.

18. How We Work
• Define the key deliverables
– Product Breakdown Planning
• Assess the business impact of each deliverable
– Resource, Cost, Time Benefits
– Dependency
• Plan, Budget, Resource, Allocate, Track
– Against the high level plan
• Utilise the tool to manage the detail as appropriate
– Allocations, detailed planning, progress reporting
– Risks, Issues, Change Control and Benefit Tracking

19. Driving Effective Communication
• Extensive
collaboration
• Clear graphical
reporting
• Organisation wide
view of projects and
resources
• Absolute transparency
on
progress, costs, chang
e and value

20. The Cornerstones Of Success

21. Cornerstones Of Success
• Transparency
– Clear and unambiguous view of
load, resources, budgets, risks and issues
– View at a project, program, initiative or organizational level
• Visibility
– Plan vs Actual; Actual + Baseline; Actual + Revisions
– Baseline to Revisions; Revision to Revision
– Audit control at the milestone level
• Control
– Allocate, de-allocate and reassign
– Manage budgets
– Monitor Benefits
– Mitigate risks and issues

22. In Summary
• Success doesn't happen by accident…
– Plan what can be achieved
– Based upon what you know
– Phase in line with capability and load
– Based on how much change can be delivered
– Monitor the key project dynamics
– Utilisation, Burn, Delivery, Benefits
– Act where you can have most effect
– Intelligence led intervention and management by exception
• High Performance Programs
– People
– Tools
– Methodologies
– in tune with your organisation and your objectives

23. Any Questions?
jwaterhouse@keyedin.com