Learn from a CA customer using CA PPM to plan and manage portfolios across all of its business units, while administrating it all through a centralized Strategy organization. The customer and their implementation partner will share how CA PPM has been expanded successfully across the business and provide tips for how your business can do the same. For more information on PPM solutions from CA Technologies, please visit: http://bit.ly/1wEnPhz

1. ca Intellicenter
Extending PPM Across the
Business
Dan Greer – Rego Consulting
ICX02S #CAWorld
Debra Earl, PMP – American Family Insurance

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Disclaimer
Reference herein to any specific commercial products, process or service by trade name, trademark, manufacturer or otherwise, does not necessarily constitute or imply its endorsement, recommendation or favoring by American Family Insurance. The views and opinions of authors and speakers expressed herein do not necessarily state or reflect those of American Family Insurance, and shall not be used for advertising or product endorsement purposes.

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Agenda
INTRODUCTIONS
OVERVIEW OF TRUE PORTFOLIO MANAGEMENT
Q&A
AMERICAN FAMILY CASE STUDY –BACKGROUND
CASE STUDY –RESULTS
CASE STUDY –LESSONS LEARNED
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Abstract
Learn from a CA customer using CA PPM to plan and manage portfolios across all of its business units, while administrating it all through a centralized Strategyorganization. The customer and their implementation partner will share how CA PPM has been expanded successfully across the business and provide tips for how your business can do the same.
Dan GreerRegoConsultingPresident
Debra Earl
American Family InsuranceCorporate Program Management Specialist

5. Introductions

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Dan Greer
Dan has spent his entire career working within IT governance. He has years of practical experience implementing concepts, processes, deliverables and tools in both small and large companies. Dan is currently the President of Rego Consulting, Inc. His firm is focused on helping companies improve internal processes and gain efficiencies through governance automation.

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Debra Earl
Debra joined American Family Insurance in 2010 as a Corporate Program Management Specialist and has managed the enterprise deployment of CA PPM . Debra has held strategic program and project management positions at numerous organizations in the financial, healthcare, government and telecommunications sectors over the last 25 years.

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Rego Consulting
Premium CA PPM partner
Largest independent CA PPM consulting firm in the world
–85+ resources in the US, Canada, UK and India
–200+ direct customers
–Full suite of services
Implementations / Upgrades / Enhancements
Training / CAPA
Support
PMO startup and PPM process

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American Family
87 years
Doing business in 19 states
Extensive offering
–Auto / Home / Life
–Umbrella
–Health
–Farm and Ranch
–Retirement

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American Family, cont.
Vision
To be the most trusted and valued customer-driven insurance company
Mission
Inspire, protect and restore dreams
Values
To be innovative, caring, agile, trustworthy, transparent and passionate
Community Support
Hundreds of state and local events to help individuals and strengthen communities

11. True Portfolio Management

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What is Portfolio Management?
Project Management Body of Knowledge (PMBOK)
–A collection of work, projects and/or programs grouped together
–Facilitates effective management
–Targeted toward meeting strategic business objectives
Enterprise Project Management (EPM)
–Focus on process
–Do the right work
–Increase transparency
–Deliver the highest business value

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What is Portfolio Management, cont.
More than grouping projects and potential projects
–Making tradeoffs and decisions about how to best utilize resources
–Deciding which projects to start, continue, stop or postpone
–Continuous planning; constant re-evaluation

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Portfolio Management Trends
Holistic approach
With Lean’s strategy deployment, portfolio management is driven by alignment with business objectives, and value delivery takes a holistic view of the company’s projects, attempting to balance priorities and available resources with strategic objectives. (Lean IT, Stephen C. Bell, Michael A. Orzen)
Fast and small
The mix of investments in the enterprise portfolio will continue to shift toward fast-paced, small-scale projects. (CEB, A PMO Survival Kit, 5 Strategies to Navigate Extreme Change)

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Portfolio Management Trends, cont.
Increasing adoption
The percentage of projects in the portfolio managed as a program will increase, driven by business objectives, value delivery and responding to strategy changes more effectively. (CEB, Peer Perspectives in Program Management)
Adaptive
Project complexity remains while ability to manage project diversity in the portfolio is “the real game changer.” (CEB, Making Your PMO Adaptive)

16. American Family Case Study –Background

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American Family Case Study –Background
Selected CA PPM as the enterprise solution for project, program, portfolio and resource management
Expected Benefits
–“One Stop Shop”
–Transparency into project and resource scheduling and risk and issue management
–Executive-level project health summarization, workforce forecasting and decision analytics
–Increased efficiency, better use of resources, TCO and strategic initiatives insight

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American Family Case Study –Background, cont.
PROJECT PORTFOLIO STAGES
Executive Leadership sets strategy and assigns initiatives to an SLT member
Alignment
-Strategy developed-Leadership Team sets key initiatives -Identify impacted business areas
-Select sponsoring division -Deadline established-Create divisional plans to align to overall strategy
-Strategic alignment -Accountable VP chosen-“Capital” estimated

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American Family Case Study –Background, cont.
PROJECT PORTFOLIO STAGES
Initiatives/projects are presented to the prioritization process
-Feasibility Phase:
Scope
Budget/timeline
Risk assessment
-Updated budget & timeline -Go/No Go decisions-Projects staffed & funded
Executive Leadership members work with their divisions on how to achieve strategic initiatives
Needs & Impacts
-Assess capital:-Determine impacts on other areas
Dollars-Estimate Timeline
People
Internal and outsourced resources
-Budget-Timeline
-Impact on other projects
-Approval received
-Projects scheduled
-Projects sourced
-Divisions balance “keep the lights on,” operational improvements and strategic initiatives
Project Selection
-Strategic alignment -Accountable VP chosen-“Capital” estimated

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American Family Case Study –Background, cont.
PROJECT PORTFOLIO STAGES, cont.
Portfolio governance begins
Governance Process
-Project leads report progress to portfolio managers -Portfolio managers coordinate resources and projects
•Strategy team gathers input for monthly Executive Leadership review-Executive Leadership reviews progress and addresses resource shortage and surplus
•Projects continued, modified or stopped
-Executive oversight-Project status modified if needed
-“Capital” and resources may be reallocated

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American Family Case Study –Background, cont.
Initial setup and deployment to the IS Division Q4 2011
–approximately 1500 users
Expanded enterprise deployment through 2012 & 2013
–Started with foundational functionality (time capture, project and resource management)
–Proceeded with a parallel deployment path to provide enhancements and mature functionality already in use
–Additional 1500 users
Sector deployments in three waves
–Each wave builds on functionality introduced in the prior wave
APPROACH

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American Family Case Study –Background, cont.
Portfolio, program and project management system of record
–Transparency into portfolios, programs and projects (excluding confidential projects)
Single source for all portfolio, program and project reporting
–Enables leadership to make better data-driven decisions
–Initial Reporting completed using Portlets
–Consistent reporting eliminates discrepancies
–Data becomes more robust as user adoption increases
CA PPM’S ROLE IN SUPPORTING PORTFOLIO MANAGEMENT

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American Family Case Study –Background, cont.
All divisions/departments utilize CA PPM for required projects
Resource Managers manage resource capacity and allocations
–Use the data to facilitate discussions
Project Managers manage projects
–Use the built-in WBS (Work Breakdown Structure) and Gantt functionality
–Use the data for projects to guide project teams
CA PPM’S ROLE IN SUPPORTING PORTFOLIO MANAGEMENT, CONT.

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American Family Case Study –Background, cont.
Guiding Principles
–CA PPM is an enterprise application
–Maintain scalability and upgrade path
–Look to process change vs customization of the application
Governance Process
–Centralized governance
–Assess enhancement requests for impacts
–Set enterprise standards
–Manage and monitor adherence to standards
THE JOURNEY

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American Family Case Study –Background, cont.
New users at all levels have access to an on-demand role- based training curriculum with monthly instructor led sessions for in-depth review of:
–enterprise standard processes set for CA PPM
–personal configuration setup
–available reports/portlets
CA PPM’S ROLE IN SUPPORTING PORTFOLIO MANAGEMENT, CONT.

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American Family Case Study –Background, cont.
–Where are resources spending time?
–What projects are consuming the largest number of hours?
–What is the ratio of time spent across projects or business lines?
–How much time is being spent in projects?
–Are resources spending time on strategic initiatives?
DEPLOYED –WAVE 1 –VISIBILITY

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American Family Case Study –Background, cont.
–Financial health at the project, program and portfolio Level
–Approved project cost and budget plan
–Money spent in expense and capital costs per business line
–Money spent in expense and capital costs for strategic initiatives
–Project allocations vs. actual work
–Project effort and financial forecasts
DEPLOYED -WAVE 2 –EFFORT DRIVEN PLANS AND FORECASTING , FINANCIAL PLANS

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American Family Case Study –Background, cont.
–Issues, risks, change requests impacting projects
–Overall project health
–Projects and tasks at risk of being late
–Projects due to complete this week, month or quarter
–Projects performance across the business line, portfolio and organization
–Change request impacts on project scope, budget and resources
IN PROGRESS -WAVE 3 –PROJECT HEALTH (ISSUES, RISKS, STATUS) CHANGE REQUESTS AND BASELINES
Status
Schedule
Alignment
Risk
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American Family Case Study –Background, cont.
Many business units with different processes and tools
Adoption –business lines understanding ‘What’s in It For Me’
Reorganizations throughout the deployment
Changing priorities
KEY CHALLENGES

30. American Family Case Study –Results

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American Family Case Study –Results
21 divisions and departments across the major business units deployed
Engagement from senior executive team
Focus on adoption and results
Moving into financial continuous planning
Increased interest from business lines to utilize CA PPM for additional business needs

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American Family Case Study –Results, cont.
Working to replace manual activities with automated workflows
Project visibility and transparency across the enterprise that did not exist before
Focus on continual process improvement and maturing use of the functionality

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American Family Case Study –Results, cont.
PHASE 2 –CA PPM ROADMAP DELIVERABLE TIMELINE –2014

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American Family Case Study –Results, cont.
SCREENSHOTS –PROJECT OVERVIEW/TIME SUMMARY

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American Family Case Study –Results, cont.
SCREENSHOTS –MASTER/SUB PROJECT SUMMARY

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American Family Case Study –Results, cont.
SCREENSHOTS –FINANCIAL SUMMARY BY TRANSACTION CLASS

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American Family Case Study –Results, cont.
SCREENSHOTS –PROJECT HEALTH STORYBOARD

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American Family Case Study –Results, cont.
SCREENSHOTS –ADOPTION METRICS

39. American Family Case Study –Lessons Learned

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American Family Case Study –Lessons Learned
Consistency, consistency, consistency
Must capture all future demand (resource and financial projections)
Organize portfolios based on how decisions are made (organization, goals, etc.)
Must report on current project health and status
Use a combination of rule-based and manual prioritization

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American Family Case Study –Lessons Learned, cont.
Metrics drive compliance
Must be able to provide the expectations from the project managers as well as the resource managers.
Having senior leadership to help get out the expectations early
Change management and communication is critical.

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For More Information
To learn more about Management Cloud, please visit:
http://bit.ly/1wEnPhz
Insert appropriate screenshot and textoverlayfrom following“More Info Graphics” slide here; ensure it links to correct page
Management Cloud

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For Informational Purposes Only
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