3M Optical Systems Division
2012 PMI-MN POY:Microsoft Project Server 2010 Implementation TeamBrian Kinder, Ph.D. Optical Systems Project ManagerColleen Brenner, PMP Optical Systems Commercialization Manager
© 3M 2013. All Rights Reserved.
3M Optical Systems Division
Topics
� Introductions: Speakers, 3M, and Optical System Division
� Summary of Project Management Practices in OSD
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� Enterprise Project Management Implementation� Scouting Work
� Formal Project
3M Optical Systems Division
Brian Kinder, Ph.D.Project Manager
� Degree in Optical Sciences,
The University of Arizona
� 8 years with 3M
� 6 years PM / Project
Colleen Brenner, PMPCommercialization Manager
� Degree in Chemistry,
University of Wisconsin-River
Falls
22 years with 3M
Speaker Bios
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� 6 years PM / Project
Leadership
� Manage global LCD Reflector
development
� 22 years with 3M
� 15 years team
leadership/Project
Management
� Manages Project Services
Group
3M Optical Systems Division
3M overview….
� 3M Vision
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3M Optical Systems Division
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3M Optical Systems Division
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3M Optical Systems Division
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2012: $30 Billion in Sales and 88,000 Employee World Wide
3M Optical Systems Division
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3M Optical Systems Division
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3M Optical Systems Division
Electronics
Optical Systems Division
Electronics Markets Materials
Division
Electronic Solutions Division
MFG & Lab
Film Manufacturing & Supply Chain Organization
Electronics & Energy Business
Lab
Energy
Electrical Markets Division
Renewable Energy Division
Infrastructure Protection Division
Electronics & Energy Business Group
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Mobile Interactive Solutions Division
Touch Systems Department
Communication Markets Division
Electronics Energy
3M Optical Systems Division
Continuously re-inventing in a rapidly changing
Optical Systems Division
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Continuously re-inventing in a rapidly changing marketplace
3M Optical Systems Division
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3M Optical Systems Division
Typical Backlight/ LCD Module Designs
LCD
Prisms
Diffuser
Reflective Polarizer
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Diffuser
LED Light Guide
Reflector
3M Optical Systems Division
200119991995 2005 2006 2007 2008 2009 2012
3M Optical Films Impact on LCDs
Mac Powerbook
1971 1991
First LCD TN display produced
3M BEFintroduction
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3M BEF enables longer Notebook PC battery life
Mac Powerbook
3M Optical Systems Division
1995 2005 2006 2007 2008 2009 2012
3M Optical Films Impact on LCDs
1971
First LCD TN display produced
1991
3M BEFintroduction
3M DBEFintroduction
DBEF-D for LCD Monitors
1999 2001
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Backlight
DBEF
LCD
P1 Transmit
P2 Absorbed
P1
P2
P1
DBEF enables larger format displays for use in LCD desktop monitors
3M Optical Systems Division
1995 2005 2007 2008 2009 2012
3M Optical Films Impact on LCDs
1971
First LCD TN display produced
1991
3M BEFintroduction
3M DBEFintroduction
DBEF-D for LCD Monitors
1999 2001
DBEF Dfor LCD TV
2006
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DBEF-D enables continued form-factor expansion into LCD TV
light & power efficiency, thermal management and cost reduction
3M Optical Systems Division
1995 2005 2008 2009 2012
3M Optical Films Impact on LCDs
1971
First LCD TN display produced
1991
3M BEFintroduction
3M DBEFintroduction
DBEF-D for LCD Monitors
1999 2001
DBEF Dfor LCD TV
2006
APF introduction
2007
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APF introduction enables thinnest, brightest and longest battery life for mobile displays
iPad 9.7”HP Slate 8.9”
Galaxy Tab 7”HTC Evo 4G 4.3”
iPhone 3.5”
Blackberry Bold 2.6”
3M Optical Systems Division
1995 2005 2008 2012
3M Optical Films Impact on LCDs
1971
First LCD TN display produced
1991
3M BEFintroduction
3M DBEFintroduction
DBEF-D for LCD Monitors
1999 2001
DBEF Dfor LCD TV
2006
APF introduction
2007
DBEF-D for LED TV
2009
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DBEF-D enables transition to LED backlit TVs. thin, light, bright
3M Optical Systems Division
1995 2005 2008
3M Optical Films Impact on LCDs
1971
First LCD TN display produced
1991
3M BEFintroduction
3M DBEFintroduction
DBEF-D for LCD Monitors
1999 2001
DBEF Dfor LCD TV
2006
APF introduction
2007
DBEF-D for LED TV
2009 2012
3-2-1-0
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The latest 3M Innovations allow for maximum system integration by reducing the number of back light
films while improving performance
3 2 1 0
3M Optical Systems Division
www.3M.com
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3M Optical Systems Division
OSD Project Communication
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3M Optical Systems Division
Project Interactions
Coach
Project
Team Leader /
PM
Team
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Project Services
Business Sponsor
Champion
Charter
Functional Manager
Member
Mgmt Advocate
3M Optical Systems Division
� From:� Team Lead who is a technical expert
� Transition leadership from Lab to
Manufacturing at the Development
Phase
� To:� Project Manager/Supervisor who
specializes in NPI process
� Maintain PM throughout project life
cycle
Project Management gains momentum in 3M OSD...
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Phase
� “experts” within “functions”
� Technology laden gate reviews
� Numerous data source locations
� Function of Experts� PM Group
� Standardized, Simplified Critical
decision points
� Central Source of Truth
EPM
3M Optical Systems Division
What is a PROJECT?
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Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008.
3M Optical Systems Division
Knowledge areas
Scope
TimeCost
Triple constraint
Application of Project Management Skills
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Integration Risk
Procure
Comm.
HR
Quality
Scope
Risk
3M Optical Systems Division
Project Management
ExecutingProcesses
Monitoring &Controlling Processes5 Process Groups
• Initiate• Plan• Execute
Process Group Interaction
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PlanningProcesses
InitiatingProcesses
ClosingProcesses
• Execute• Monitor-Control• Close
It’s not a linear process
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008., Page 40, Figure 3-1
3M Optical Systems Division
Project Time Line
1. Scouting: Identify options and collect experiences
2. Voice of Customer: Optical Systems Division
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3. Proof of Concept: Small team evaluation with three other 3M groups
4. Procurement, Installation, Evaluation, and Configuration� Production Environment
5. Time Entry: How painful could this be?
6. Pilot: Is this gonna work?
7. “Go Live” Target Date
3M Optical Systems Division
Initial Top Down Approach
� Need to improve our resource tracking and project hopper processes.
OSD
TV & Monitor LabMobile Device
Lab
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� Corporate decision not to provide resource tracking application� Two Separate Labs � Very Different Businesses� Home built resource tracking database
� Worked for TV Lab � Mobile Lab� Build for one manager � OK for all� Internal control of software � Need to maintain� Labor intensive data collection� Out of date when consolidated
3M Optical Systems Division
Initial Top Down Approach
� Corporate IT shift to use Microsoft SharePoint
1. Built Idea hopper for TV Lab2. Replicated for the Mobile Lab
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Hopper: New interface (Webpart) that linked to corporate hopper“Met” customer requirements � Hopper not used (VoC issue?)
3M Optical Systems Division
Starting down the road of process change…
� Steven Dreger met Jay Dellis during workshop…� Discussed project management and work challenges…� Gen 2 resource tracking � EPM in other 3M groups…
� Steven began working on a project managed by Brian Kinder…� Personal interest in project management…I’m working on this…are you interested?
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� I’m working on this…are you interested?
� Kathryn Beutel was supporting NPI and resource tracking as Database Administrator…
� Set off to explore commercial options and gain knowledge of what 3M was doing…
3M Optical Systems Division
Scouting Process (Idea Phase)
� Seminars� Free webinars
� Microsoft EPM 2010 Roadshow
� Agile workshop at 3M� Colleen Brenner joined team after seminar
IdeaIdea
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� Explored commercial options� HP Project and Portfolio Management
� Microsoft EPM
� UMT Financial Server
� SAP PPM
3M Optical Systems Division
Software Selection
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3M Optical Systems Division
Internal EPM scouting summary
� Four groups within 3M had various levels of implementation� LIM Replacement, Time Tracking, Project Tracking, Labs to groups
� Upper management support and direction is crucial� Change management effort is significant� Grassroots efforts are “noble but doomed to failure”
� Start small� Crawl – Walk – Run “Don’t do too much too soon”
Identify pilot implementation
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� Identify pilot implementation
� Simplify� Spend time to set up data model – know what it is you want to track� Have EPM replace an existing process or tool� Training
� Management of stakeholder expectations / communication essential� Remember that IT is a stakeholder� This is a change process
� Team member benefits� EC&DP benefit� Use by executives to demonstrate work of teams / justification of new resources� FTE allocation accuracy – more control over ones allocation
3M Optical Systems Division
� Goal: Improve Division Efficiency
� Objectives:� Reduce project (NPI/NTI and “Other”) duration.� Assess resource allocation by tracking.� Increase strategic planning effectiveness.
� EPM Comments:� Pros
1. Customizable and expandable to changing/growing needs
� Cons1. Need clear understanding of
expectations
ConceptConcept
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changing/growing needs
2. Single software solution and links into other corporate wide initiatives
3. Basic level training
4. Distinct user levels
5. Investment in future
6. Adopted by other 3M work groups
7. Portfolio management
8. Customized reporting
9. MS Project is a standard
expectations
2. Web based application can be slow and cumbersome to navigate
3. Advanced level training
4. Adoption barrier
5. Upfront monetary investment, implementation and maintenance time
6. Initially relying on external support� internal support
3M Optical Systems Division
Implementing Project Server is a Project
Implementation of MS Project Server
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3M Optical Systems Division
Project Management
ExecutingProcesses
Monitoring &Controlling Processes5 Process Groups
• Initiate• Plan• Execute
Process Group Interaction
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PlanningProcesses
InitiatingProcesses
ClosingProcesses
• Execute• Monitor-Control• Close
It’s not a linear process
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008., Page 40, Figure 3-1
3M Optical Systems Division
� Goal:� Obtain Technical Director and Business Director support for a project to implement
Enterprise Project Management solution in OSD; to monitor and assess
effectiveness of resource deployment; and to update Project Office Role to include
Portfolio and Resource Management
� Overview of Microsoft EPM
Proposal for EPM made to Sponsors – Initiating Process
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� Overview of Microsoft EPM � Value to OSD
� Proposal� Vision and Mission
� Stakeholder Analysis
3M Optical Systems Division
EPM Project Proposal - Implementing is a Project Addressing Sponsor Needs
� Vision:
� “Become the leader in project and portfolio
management within 3M”
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� Mission Statement:
� Establish methods, standards, and support
resource(s) for project selection, and project
resource tracking to improve OSD effectiveness,
efficiency, and productivity
3M Optical Systems Division
Implementing is a Project - EPM Project Overview
� Project staff: 2-3 FTEs
� How goals will be achieved� Work with implementation partner to identify and implement EPM solution for
OSD
Leverage tools already implemented and used by other groups in 3M
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� Leverage tools already implemented and used by other groups in 3M
3M Optical Systems Division
Knowledge areas
Scope
TimeCost
Triple constraint
Application of Project Management Skills
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Integration Risk
Procure
Comm.
HR
Quality
Scope
Risk
3M Optical Systems Division
Integration ManagementMonitor-Control Execution &
Change Control
Close Project or Phase
Manage Project Execution
Project Management
Plan
Project Charter
Scope
TimeCost Integration
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Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008., Page 40, Figure 3-1
Scope
Risk
Integration
Time
Risk
Procure
Comm.
HR
Quality
Cost Integration
3M Optical Systems Division
EPM Project Management Plan – 42 pages covering all integrated areas
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3M Optical Systems Division
Scope Management
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Time Management(milestones)
3M Optical Systems Division
Quality Management
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3M Optical Systems Division
Communication Management
Human Resource Mgmt
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3M Optical Systems Division
Risk Management
Cost & Procurement Management
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3M Optical Systems Division
Integration Management Summary
� Time taken up front to put in place all necessary plans� Scope, Time, Cost*, Quality, HR, Communications, Risk, Procurement**
� EPM team had a dedicated “war room” – physical and virtual� Enable collaboration – team and participants
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� Enable collaboration – team and participants� Enable schedule updates ‘real time’ � Enable Risk / Opportunity assessment� “Count Down” to roll out� All key documents at hand
� Skilled PM leading the effort� Steven Dreger, PMP
*Cost = SOW with Partner**Procurement through Corporate Sourcing, Legal, IT
3M Optical Systems Division
Scope Management
Verify Scope Control ScopeDevelop WBSDefine ScopeCollect Requirements
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Scope
Risk
3M Optical Systems Division
�External VOC
� Internal (OSD/FMSCO) VOC – Jan�Mar 2010
� Identify project / portfolio management needs within OSD and
FMSCO
Collect Requirements – EPM VOC
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FMSCO• Multiple sessions for Team Members
• Multiple sessions for Managers
� Determine if these needs match supplied functionality of EPM
� Capture identified needs for future work• EPM or non-EPM related
3M Optical Systems Division
VOC – needs well matched between teams and management
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Consistent Messages:
3M Optical Systems Division
VOC – needs well matched between teams and management
Remember….we started with
“Resource Management” and “Idea
Hoppering”…
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Consistent Messages:
Best Practice to check in on VOC
regularly!
3M Optical Systems Division
VOC - Considerations1. What does EPM replace?
� What efforts can be stopped?
2. What do we want to track?� How do we collect and store the data we want to track?
3. What is the cost for the application?� How many OSD users?
• Number of team leads (need MS Project)
• Number of team members / managers (need web access only)
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• Number of team members / managers (need web access only)
� Value of software assurance
� What is the ongoing cost to maintain the application?
� How much staff time is needed to maintain the application?
� How much time will it take for team members to enter data?
4. Estimated timeline / rollout schedule?5. How are automated reports generated and stored?
� Can we export data from generated reports into other standard reports?
6. How are other organizations using this tool?
3M Optical Systems Division
Verify Solution
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Used “EPM” as datum
3M Optical Systems Division
� Determine Requirements� Develop methods & standards� EPM installation� EPM training� EPM support� Evaluation
VOC � Key Project Deliverables
Phased Rollout
Crawl, Walk, Run
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� Evaluation� Identify value of application
� Future modifications &
Improvements
Crawl, Walk, Run
3M Optical Systems Division
for Pilot implementation
Item In Out
Deployment US Lab (including support resources) International Locations (future project)
Software EPM and EPM compatible. Not compatible with EPM.
Verify Scope Control ScopeDevelop WBSCollect Requirements Define Scope
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Resource Tracking High Level (TBD) Task level tracking (future tracking)
Project Tracking High Level (TBD) Task level tracking (future tracking)
Clients US MGMT for OSD Lab and Business All other organizations (FMSCO, International Lab)
Report Standard data, n reports, n views Custom analysis tools
Training (Milestone) Project Web App MS Professional Training
Training (internal) Informal MS Project Training, Brown bags, Documentation
3M Optical Systems Division
� End User Sessions� OSD Team member VOC – February 2010
• Collected, grouped� Captured many process and non-EPM related topics
• Determine how to make the best use of this data
Control ScopeDefine ScopeCollect
RequirementsDevelop
WBS
Verify
Scope
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� Manager Sessions� OSD Management VOC – January 2010
• Reviewed and prioritized
�Identify Frustrations and Pain Points�Vote/Obtain Acceptance of Deliverables/Requirements�Vote on Desired State/Frequency for Communications
3M Optical Systems Division
Requirements from OSD/FMSCO VOC
� Prioritize projects based on set of business drivers� Enable “what if” planning� Compare active projects to projects in “idea hopper”
� High-level resource trackingTrack resources on projects by FTE
Verify ScopeDefine Scope Develop WBSCollect Requirements Control Scope
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� High-level resource tracking� Track resources on projects by FTE� Identify needed and available skills against a project calendar
� Reporting� Increased efficiency for collection, generation, and dissemination of reports and information
� Customized formats using central data source
� Centralized source of current information� Access to historical data for analysis
3M Optical Systems Division
Time ManagementEstimate Activity
Resources
Develop Schedule
Control Schedule
Estimate Activity Durations
Define Activities
Sequence Activities
Task analysis –
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Scope
Risk
Task analysis –resources and durations
3M Optical Systems Division
Integrated Milestone’s SOW schedule for Proof Of Concept into overall EPM Project Management Plan
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3M Optical Systems Division
Proof of Concept
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“POC”Will this do what we need it to do?
(team evaluation of tool)
3M Optical Systems Division
POC - Proof of Concept Technical Components
� Project Server 2010 – Beta release� With 3 other groups in 3M – shared knowledge� Shared Consulting Services costs
� Technical evaluation� Explore how the application works and can work
FeasibilityFeasibility
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can work� Determine if EPM can meet the requirements identified in VOC
� Demonstrate the application to OSD team members and gather their feedback• Fast followers and Skeptics!
� Identify issues that would need resolution prior to implementation of the application
Risk Management!Risk Management!
3M Optical Systems Division
Risk ManagementQualitative Risk
Analysis
Plan Risk Responses
Monitor & Control Risks
Quantitative Risk
Analysis
Plan Risk Management
Identify Risks
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Scope
RISK
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008.
3M Optical Systems Division
Risk Register monitored throughout project Probability X Severity = RPN
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Risk = ORANGERisk = ORANGE
Opportunity = GREENOpportunity = GREEN
3M Optical Systems Division
Proof Of Concept (March – October 2010)
� Planned the work, worked the plan� Monitored Risks� Core team met 2-3 times per week� Monitored Schedule
� Evaluated Portfolio Management (remotely!)� TV/Monitor global business meeting – Shanghai� Tested strategic drivers
FeasibilityFeasibility
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� Tested strategic drivers� Ran preliminary “what ifs”
� Used our Evaluation License to the VERY LAST DAY…� Screen shots / data pull of PDPs, Driver library, Portfolio analyses
� Sponsors agreed with team POC evaluation summary and proposal to move to Pilot� Server was installed, software configured (early Nov)
3M Optical Systems Division
EPM Pilot
Let’s expand beyond our
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Let’s expand beyond our
immediate team – add more
‘evaluators’
3M Optical Systems Division
Objectives of PILOT (November 2010 – April 2011)
� Evaluate the Production version of MS Proj Server 2010� Manually input the key info from POC
� Bring in REAL Project Data� On-boarding several team leaders and their team members to work
DevelopmentDevelopment
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with the tool
� Test time entry – assess Resource Allocation Accuracy
� Validate VOC assessment and identify gaps
3M Optical Systems Division
EPM Pilot – Key Learnings / Challenges overcome
� System response time (routinely timed out)� Mitigated with load balanced server
� Change management (just “more stuff” to do)� Entering reports online
� Time entry trial – ONLY ~ 5 minutes per week (surprise)
� Schedules of participants
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� Schedules of participants� Lack of management involvement for reporting needs
� Holiday time, vacations
� Schedules of team members� Project commitments
� Holiday time, vacations
Schedule tracking was key to keeping on plan…
3M Optical Systems Division
EPM Pilot – PILOT Lessons Learned:Limitations to Project Server can be overcome
� “Effective-dated” data / metadata� EPM did not provide a way to store historical, time-based data
• Exception: Project baselines, resource plans� OSD need: Integrate EPM with reporting process
• Include EPM metadata in monthly status reports• Save historical status reports for rapid access and analysisSolution: Custom database tables and web server to support and
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� Solution: Custom database tables and web server to support and integrate status reporting [Commercialization Web]
� SQL / SSRS reporting� EPM provides OLAP cubes for Excel plug-ins� OSD need: We have custom data and EPM data, analyze it all!� Solution: SQL Server Reporting Server (SSRS)
• Required extra server license – worth every penny!
3M Optical Systems Division
On to Production: Prepare to Go Live
Scale UpScale Up
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3M Optical Systems Division
Go Live - Training
� Milestone provided MS Project - standard 3 day class
� FAQ’s and EPM Help site following Pilot
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� FAQ’s and EPM Help site following Pilot
� Developed internal training on Resource Allocations, Commercialization Reporting, and Scheduling
3M Optical Systems Division
Go Live – The Big Show
� Findings and Recommendations shared with all that supported our efforts during PoC and Pilot� Posters , short program, Lunch!
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� Posters , short program, Lunch!
Approval to proceed from directors
3M Optical Systems Division
May 2011
LaunchLaunch
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May 2011GO LIVE
3M Optical Systems Division
Going Live. . .
� Bring on the rest of the teams
� Enter in the rest of the projects
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� Training (internal)� Global training for resource management, Commercialization Reporting, Scheduling
� Portfolio � Quarterly , by Business segment� Division wide Q1 2012
3M Optical Systems Division
Current State and Future Plans
LaunchLaunch
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3M Optical Systems Division
Current State - How Does OSD Use EPM?
� Source of project information using project metadata� # of NPI projects by phase, market segment
� Allocation of resources by project� How many FTEs on project XYZ in June?
� Portfolio prioritizationQuarterly, By Business segment
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� Quarterly, By Business segment
� High-level project schedule (by phase)
� Reporting� Enter status updates in one place� Compile reports for different audiences � Show current status of all projects; by segment� Compliance – who has/has not updated
3M Optical Systems Division
Current State - How Does OSD Not Use EPM?
� Time reporting� Functionality validated during pilot phase
� Was well received by participants (5 min/week)
Not a pull from OSD management for this level of data (at this time)
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� Not a pull from OSD management for this level of data (at this time)• Needs 100% participation to be fully meaningful
• Would require all time-reporting users to have EPM license
• Can roll it out to project teams, if requested
• Bandwidth of Project Services to maintain – exceeds current capacity
3M Optical Systems Division
Current State - Project Web App (OSD EPM)
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3M Optical Systems Division
Current State - Project Center – Gantt View
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3M Optical Systems Division
Current State - Project Center View –Custom Fields With Grouping/Filtering
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3M Optical Systems Division
Current State - Project CenterCan filter view to display specific market segments . . .
© 3M 2013 All Rights Reserved.80Select a project. . .
3M Optical Systems Division
Current State - Project Detail Pages (PDPs) –NPI Project Information
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Custom Metadata
3M Optical Systems Division
Current State - Project Detail Pages (PDP’s) – Schedule
Simple skeleton schedule, by phase,
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Simple skeleton schedule, by phase, to show duration of project
Can maintain schedule using
Project 2010 desktop
3M Optical Systems Division
Current State - Project Detail Pages (PDP’s) –Strategic Impact
Strategic Driver
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Alignment of project to the strategic driver
3M Optical Systems Division
Current State - Project Site – SharePoint Site for Each Project
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3M Optical Systems Division
Current State –Resource Plan
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3M Optical Systems Division
Current State - Resource Plan – Forecast Project Resources (FTE)
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3M Optical Systems Division
Current State – Access Resource Center
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3M Optical Systems Division
Current State – Access Resource Center
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3M Optical Systems Division
Resource Plan Editing– RPM Tool by Milestone Consulting Group
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Allows bulk editing view of multiple
resources/multiple projects
3M Optical Systems Division
Reporting with EPMMonthly OSD
Commercialization ReportsDOC Reports
Dashboard / Compliance+ special requests/custom
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3M Optical Systems Division
CURRENT Commercialization Report Process with EPM
1. Preparation:Send Notificationto Team Leaders
2. Manual Input :Team Leaders
enter data directly into EPM template
format 5. Stored Data: Cutoff date –
A few button “clicks”
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format
4. Data: Champions / Lab Managers /Tom Isberg can check data entryat any given
time
5. Stored Data: Cutoff date –Administrator runs report generator
3. Process: System generated notification for missing data
Historic State
3M Optical Systems Division
Select / Retrieve Project and Month
Project Champions, Description, Status
Bullet points: Project highlightsReason for current statusCritical itemsAction planResources needed
Go / No Go Milestones
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Go / No Go Milestones
Deliverables
Comments
FTE: US, Intl and Resource Gap
Save to database
One custom web form
3M Optical Systems Division
Project Champions, Description, Status
Bullet points: Project highlightsReason for current statusCritical itemsAction planResources needed
Go / No Go Milestones
Accountability Report
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Go / No Go Milestones
Deliverables
Comments
FTE: US, Intl and Resource Gap
3M Optical Systems Division
Project, Status
Bullet points: Project highlightsReason for current statusCritical itemsAction planResources needed
DOC Critical Issue Report
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Deliverables
Comments
FTE
3M Optical Systems Division
Project, Phase, Status
Bullet points: Project highlightsReason for current statusCritical itemsAction planResources needed
Dashboard
+ Custom tables
• Sales data
• Review Date
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Deliverables
Comments
FTE
3M Optical Systems Division
Project, Phase, Status
Bullet points: Project highlightsReason for current statusCritical itemsAction planResources needed
Compliance Report
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Deliverables
Comments
FTE
3M Optical Systems Division
� VOC identified portfolio management as a key requirement
� Portfolio analysis requires additive information� Portfolio data
� Project data
� Resource data
Current State - Portfolio Management Building Blocks
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� Resource data
� Information needs to be accessiblewithin the system
� Needs to be able to be sharedacross processes
3M Optical Systems Division
Current State - Portfolio Analysis
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3M Optical Systems Division
Strategic Drivers
Name / Description
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Strategic Impact Description:None � Extreme
3M Optical Systems Division
Current State - Prioritize Projects using Business Drivers
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3M Optical Systems Division
Current State - Prioritize Projects using Business DriversAlign Drivers to Projects
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Prioritized Project List
3M Optical Systems Division
Current State - Expectations for Use: Project Managers / Team Leads
� Include everyone leading OSD NPI / NTI project (Lab, FMSCO, International)
�Maintain simple project schedule � Minimum requirement: Project phases
�
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� Minimum requirement: Project phases
�Maintain project metadata (Project Data Pages)� Champion, Business, monthly status
�Project status reports - monthly
3M Optical Systems Division
Current State - Expectations for Use – Resource Managers
� Maintain resource plans for non-NPI activities involving their team members� E.g. Sustaining, AE
� Maintain resource plans for projects in post-development
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� Maintain resource plans for projects in post-development until they become Sustaining
3M Optical Systems Division
Current State - Expectations for Use – Project Office
�Maintain resource plans for project activities� Include division support and sustaining
�Lead or coach prioritization efforts
�Support the use of EPM� First point of contact
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� First point of contact� Develop best practices� Lead FTE reconciliation
�Data management� Identify and implement reports
• Weekly meetings to identify and develop reports• Top priority: Accountability and Commercialization integration
� Identify and address data needs• Example: Enter sales data into EPM
3M Optical Systems Division
Expectations for Use – Management
� Use and communicate their use of EPM� Project Office has the commitment of OSD team members to use EPM• Require commitment from management to use EPM• Grassroots EPM efforts are “noble but doomed to failure”
� VOC (2010)
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� VOC (2010)� “Is management really looking at information?”� “Expectation that this information will be used – not just collected”
� Pilot survey feedback� “Will need management support to ‘enforce’ use.”
3M Optical Systems Division
Evaluation and Implementation Summary� Treated Implementation as “A Project” – temporary endeavor –had a start and a finish (launch to production)� Partnered with Milestone Consulting
� Proof of Concept (5/10 – 10/10)� Teamed with other 3M groups to evaluate Project Server 2010 beta� Six month evaluation license – fully used up until the last day!
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� Pilot (11/10 – 4/11)� Live in production environment� Subset of teams (voluntary; “pro” and “skeptic”)� Share a physical server with CRAL, DDSD� Time tracking evaluated for future use
� Production (5/11 – present)
3M Optical Systems Division
Next Steps…
� Add / Improve customized reports� Additional requests from global team
� Improve on Resource management�RPM (Resource Portfolio Management)
• Milestone Consulting
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� Evaluate additional Portfolio “What If” add on�EPS (Enterprise Portfolio Simulator)evaluation
• ProModel� Evaluate Strategic Planning 2013 (April �)
� Engage the Electronics & Energy Big Group� Overview provided to lab heads
3M Optical Systems Division
Microsoft Project Server 2010 Implementation TeamName Title Role
Steven Dreger, [email protected]
Software Developer EPM Project Manager, Technical Architecture
Kathryn [email protected]
Project Office and NPI db Administrator
Portfolio and Resource Management, Reports Analyst
Colleen Brenner, PMP Commercialization Manager Portfolio, Project and
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Colleen Brenner, [email protected]
Commercialization Manager Portfolio, Project and Resource Management, Represent TV and Monitor Group
Brian Kinder, [email protected]
Lab Specialist and Project Manager
Project Management, Represent Mobile Group
Xin Chen, [email protected]
Corporate IT IT – Implementation, Integration
Jay Dellis, [email protected]
Milestone (Consultant) Implementation, Configuration
3M Optical Systems Division
Questions?
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Questions?
3M Optical Systems Division
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