Implementing PPM tool. How to go from decision to up and running in 6 weeks. Stay focused, know your goal.

1. Projektværktøjsdagen, 2014
20. November 2014, Rapid Implementation of a PPM Tool, Thomas Røygaard

2. Thomas Røygaard
• Maersk Oil, IT PMO since 2013
• Portfolio Management in Region Hovedstaden &
Post Nord
• Product Management & IT Management, TDC
• Head of PMO, Krak A/S
• Project Director, Devoteam
• Change Management, 2014
• PRINCE2 , 2012
• Scrum Master, 2012
• IPMA B, 2005
• Cand Merc, 1991

3. OPERATED
PRODUCTION
557,000
boepd
MAERSK OIL
GROSS ACREAGE
52,000
km2
OPERATED
FIELDS
27
PROFIT IN
2013
1.0
billion USD
WORKFORCE
IN 11 COUNTRIES
4,300
employees

4. Brazil
Maersk Oil – a global player
EORExploration Appraisal Development Primary production Mature field Abandonment
The value chain
Denmark
Qatar
UK
USA
Norway
Algeria
Kazakhstan
Angola
Kurdistan
Greenland
Abu-Dhabi
page 4

5. Background
• Introduction of a Project
Management Framework 3 years
ago – adoption is improving
• Until recently – lack of a common
understanding of processes
• Bottom-up desire for tool support
– a place to store data and
reference models

6. Driving Forces for a new
Portfolio Tool
• Federated IS organisation, with
need for consolidated overview /
reporting
• Transparency & Visibility
• Processes before Tools

7. When go was given – we
needed the tool yesterday
• Tough deadlines, narrow scope,
demand for “process adherence”
• No time for mistakes or time
consuming RFP process, yet RFP
was mandatory
• Aim for 80 / 20 implementation
at time of go live

8. Getting organised
• Assistance to avoid pitfalls
• Tried it before
• Know the market
• Got the abstraction level, when
required –
• Respect my desire to lead and
dare to challenge
• Vendor Identification
• Cloud vs. On Premise

9. Approach
Project Execution
page 9
Time box approach to avoid delay accumulation
Shortlist 6 vendors for RFP. Evaluate and reduce to 2-3
vendors for workshops.
An 80% solution match being executed is better than a 100%
match not reaching target in 2014.
Support from experienced consultants in formulating
requirements, defining evaluation criteria, conducting
evaluation workshops and planning / executing
implementation.
Basic Principles Time Boxes
High Level Milestones Due Date
Box 1: Design Processes, identify Solution
Shortlist Vendors
Run “RFP” + Workshops
Vendor Selection approved by StC
Ultimo Q2
Ultimo Apr.
Week 25 (Jun.)
Week 28 (Jul.)
Box 2: Implement Solution
Finalise Contract
Implementation Analysis
Solution Online
Ultimo Q3
Ultimo Aug.
Ultimo Sept.
Ultimo Sept.
Box 3: Run Solution & Process
Load CPH data + run process
Load BU data + run process
Ultimo Q4
Ultimo Oct.
Ultimo Nov.

10. Fast tracking the RFP Process…
page 10
1. Inspired by cross referencing Gartner
Group and Forrester Research
material.
2. High Level Requirement Spec.
3. Demo 4 scenarios in a workshop
RFP
for
PPM Solution
PPM
# Category Vendor 1 Vendor 2 Vendor 3 Vendor 4 Weight Vendor 1 Vendor 2 Vendor 3 Vendor 4
1 Application Functionality & Capability
1,1
Did the product demonstrate the required project, portfolio and work
management functionality?
4 4 4 5 10 40 40 40 50
1,2 Does the product have the required Reporting Capabilities 4 4 5 5 10 40 40 50 50
1,3
Are the reporting options flexible enough to be done without IT
support
2 5 3 4 10 20 50 30 40
1,4 Does the Product have the desired workflow Capabilities 3 2 3 5 10 30 20 30 50
1,5 Are workflow easy to create and configure - without programming 2 3 2 4 10 20 30 20 40
1,6 Is the product generally easy to use and navigate? 2 4 3 5 10 20 40 30 50
0 0 0 0
2 Ease of Configuration & Maintenance
2,1
Is the product easy to implement and configure, as the project,
portfolio and work management needs change and grow
1 4 4 5 15 15 60 60 75
2,2 Is the product easy to upgrade? 2 5 4 5 5 10 25 20 25
3 Implementation Approach
3,1
Does the product enable the team to be up and running very quickly?
– Phase 1 = less than 4 month
2 5 4 5 2 4 10 8 10
3,2 Is there an option to start small and grow? 4 5 5 5 2 8 10 10 10
3,3 Is there comprehensive product training readily available 3 5 5 5 3 9 15 15 15
3,4 Implementation Partner capability 4 3 3 3 3 12 9 9 9
4 Completeness of Vision & Product roadmap
4,1
Does the product have a past track record and a future plan that
indicates that the product is a future proofed investment
2 4 4 5 10 20 40 40 50
Totals 500 248 389 362 474
100% 50% 78% 72% 95%
oneIS PPM Solution - Vendor Assessment

11. Scoring the last 4 contestants
page 11
PPM
# Category Vendor 1 Vendor 2 Vendor 3 Vendor 4 Weight Vendor 1 Vendor 2 Vendor 3 Vendor 4
1 Application Functionality & Capability
1,1
Did the product demonstrate the required project, portfolio and work
management functionality?
4 4 4 5 10 40 40 40 50
1,2 Does the product have the required Reporting Capabilities 4 4 5 5 10 40 40 50 50
1,3
Are the reporting options flexible enough to be done without IT
support
2 5 3 4 10 20 50 30 40
1,4 Does the Product have the desired workflow Capabilities 3 2 3 5 10 30 20 30 50
1,5 Are workflow easy to create and configure - without programming 2 3 2 4 10 20 30 20 40
1,6 Is the product generally easy to use and navigate? 2 4 3 5 10 20 40 30 50
0 0 0 0
2 Ease of Configuration & Maintenance
2,1
Is the product easy to implement and configure, as the project,
portfolio and work management needs change and grow
1 4 4 5 15 15 60 60 75
2,2 Is the product easy to upgrade? 2 5 4 5 5 10 25 20 25
3 Implementation Approach
3,1
Does the product enable the team to be up and running very quickly?
– Phase 1 = less than 4 month
2 5 4 5 2 4 10 8 10
3,2 Is there an option to start small and grow? 4 5 5 5 2 8 10 10 10
3,3 Is there comprehensive product training readily available 3 5 5 5 3 9 15 15 15
3,4 Implementation Partner capability 4 3 3 3 3 12 9 9 9
4 Completeness of Vision & Product roadmap
4,1
Does the product have a past track record and a future plan that
indicates that the product is a future proofed investment
2 4 4 5 10 20 40 40 50
Totals 500 248 389 362 474
100% 50% 78% 72% 95%
oneIS PPM Solution - Vendor Assessment

12. page 12

13. Maintaining the MasterPlan
page 13
Masterplan
Request for Gate Passage
Monthly Status Reporting  Portfolio Overview
Every project in the Masterplan must submit a monthly status report
in order to track portfolio performance.
Monthly Stage Gate Meetings
Projects going through a gate: Status change; approvals,
documentation, etc.
Quarterly Portfolio Review
Revaluating the portfolio quarterly – measure “pipeline
candidates” against existing projects.
Annual Masterplan creation
Once a year the Masterplan for the coming year is
established. It will partly consist of projects from
current year’s plan, and partly from new candidates.

14. Preferred vendor identified –
closing the deal ?
• Using a Maersk Contract
Template – not the vendor’s
• Country of Law, Liabilities, SLA,
Service Credits
• Price

15. Implementing in 5 weeks
• First Workshop on 24-25. Sept.
• Three iterative rounds @ one week each
• Configure / Test / Comment
• Copenhagen Pilot launched 5. November
• Doha Pilot launched 13. Nov.
• Aberdeen Pilot will launch 26. Nov.
• From Pilot to Operations mid December
• Portfolio Maintained & Tracked from 1. Jan.
2015

16. Key Learnings
• Know your processes before
investing in tools
• Pick a tool which is good enough
instead of searching forever for
the best.
• Focus on key requirements and
evaluate on scenario
performance
• Time box your schedule

17. Thomas Røygaard
Corporate IS PMO Manager
Maersk Oil
thomas.roygaard@maerskoil.com