2. Agenda Outline
Introductions
– About NBC Universal
– About Acquity Group
Project Vision and Business Drivers
Leveraging HP PPM Center: The Recipe for Success
– The Results
Current State and Next Steps
Questions
2
16 June 2010
3. Introductions
Chris Baker
• VP of IT Program Management at NBC Universal
• Enterprise Program Management Office (ePMO) leader since 2006
• Project Sponsor and Application Owner of PPMC
Brandon Kniffen
• Acquity Group, Manager Business and Technology Enablement (BTE)
• West Coast BTO Solution Specialist & Business Development Lead
• Over 6 years of experience with „hands-on‟ HP PPMC experience.
Led several large and complex implementations with clients across
the U.S.
• Solution Architect and Design Lead for entire PPMC Program
3
16 June 2010
5. NBCU Overview
30,000+ employees worldwide
World class media and entertainment companies
Premier motion picture company
Significant television production operations
Leading TV stations group
World-renowned theme parks
Media Works IT
1000
1400 global 200 Project 2200 PPMC
production
FTEs Managers users
applications
5
16 June 2010
6. Company Landscape
NBC Universal
Media Works –Technology & Operations
Film
Digital Products &
Services
TV Broadcast Operations
Information Technology
Media Engineering Enterprise Program Management Office
TV Production
Digital
Film & Parks Corporate Technology Technology Technology
Content SAP CoE TV Systems
IT Systems BUILD RUN GOVERN
Solutions
Media Distribution
Parks
Studio Operations
6
16 June 2010
8. The Facts
Providing comprehensive solutions for our customers since 2001.
• End-to-end provider of strategy, technology and design solutions
• Headquartered in Chicago with regional offices in Irvine, Boise, Scottsdale,
Overland Park, Dallas, and Los Angeles
• Seasoned professionals with an average 10 years of experience
• More than 400 customers
• Gold level partner of HP
• Winner of HP Universe - PPMC Strategic Implementation of the Year in
2007 and 2008
8
16 June 2010
9. How Business & Technology
Enablement Helps
We help our clients design and execute on their strategic business
transformation initiatives. We do this through convergence of strategy,
process, and technology expertise in fully integrated end-to-end solutions.
BTE applies our expertise to support a broad range of solution offerings all
related to maintaining a flexible organization while providing consistency in
execution
9
16 June 2010
9
11. LEAN IT Problem Statement
Problem Goal
Inefficient Processes One Team
Fragmented IT business ...a united IT across the
processes inhibit delivery of enterprise with Applications and
excellent, timely, and cost- Infrastructure as one
effective solutions and services.
One Vision
Growing Cost Structure LEAN IT ...clearly and concisely
Benefits Realization and Support communicated view of how we
cost structure containment is deliver excellence
unmanageable due to
fragmented ways of working.
One Process
...minimal, effective,
Business Partner & IT transparent and efficient
Employee Delivery mechanisms ensuring we do the
Dissatisfaction right things the right way together
Reduce Cycle Time
Eliminate Waste 11
16 June 2010
Lower Total Cost of Ownership
Increase Quality
12. Process First…LEAN Before You Digitize
Example: Application / Infrastructure Deployment
Idea Proposal Project Asset
Current State
• 31 Steps
• Total Lead Time +
Total Process Time
= 8,400 hours
• 12 Steps
Future State
• Total Lead Time +
Total Process Time
= 3,900 hours
TARGET:
Reduce by 53%
App/Infr. Deployment Cycle Times (From 8,400 hours to
12
3,900) 16 June 2010
13. Project Vision
Implement standard Demand and Project Execution processes with a single
enterprise-wide solution enabling consistent delivery and measurement of Media
Works IT services.
Project Goals:
• Clear consistent visibility to all incoming IT Operational & Strategic Demand
• Enable effective and timely planning and scheduling of projects and resources
• Enable successful execution of operational and project work
• Enable consistent fulfillment and measurement of IT Operational Demand and
Project Execution
• Enable achievement of LEAN IT cycle time reduction targets
One Process…One Language…One Tool...One Set of Metrics
13
16 June 2010
14. Program Scope
Phase Key Pain Points Goals
Phase 1 – Operational Demand • Multiple complex processes/legacy request • All Support work (App & Infr.) requested &
Re-Design types to engage Development or managed through PPMC
Infrastructure resources • All teams use consistent terms to describe
their work
• No clear visibility of support demands • All teams use one process for each
across the org functionally unique Demand Mgmt request
• Business and IT users have one tool to
• Multiple tools to submit, fulfill, and track use for all Support requests
support requests • PPM Center to replace use of: ClearQuest,
SupportCentral forms, BugZilla and other
tools.
• Centralized external facing entry point for
capturing end user support requests
Phase 2 – Focus on Strategic • Inconsistent visibility of strategic demand • All projects executed in PPM Center
Demand across org • All teams use one process for each project
• No single process to manage projects type
• Multiple tools used to track projects • All teams use one tool to track their time
• Difficult to track tasks to resource • All teams measured against the same
assignments metrics
• Difficult to track time spent on tasks • PPM Center to replace use of MS Project,
TGLP, TimeSolutions, PPM 2.5SC
Phase 3 – Resource Management • No ability to plan or commit shared • Manage resource/group utilization,
resource’s time forecast needs
• Same resources engaged on multiple • Confirm and allocate resources based on
projects availability
• No ability to manage team utilization • Shift from reactive prioritizing (Demand
List, Top 40) to proactive resource
planning and scheduling
14
16 June 2010
15. Organizational Change Management
Strategy
• Top down mandate…bottom-up
demand
• “The light bulb wanted to change”
• Leadership and stakeholder
commitment from each IT function
• Hands-on Steering Committee
• Stakeholder participation from
every IT function on Design Team
• Develop customized training
courseware and phased training
rollout by function
• Effective and efficient training
15
16 June 2010
17. Where Do We Start?
Develop a „Recipe for Success‟
• Guiding principles Efficiency
• Current state assessment and
analysis
• Define the scope….as OOTB as
possible
• What to tackle first and how to get it Risk
Controllership
done? Mitigation
• Who needs to be involved, who‟s
impacted, and to what extent?
• What‟s a realistic timeline to get this
done?
Transparency
• Finalize a Roadmap for execution,
focus on People, Process,
Technology and OCM
17
16 June 2010
18. Who Needs To Be Involved?
•Communicate commitment from the top down
Executive Sponsorship •Provide Executive direction
•Act as the Steering Committee, make key decisions, and resolve critical challenges
Program and Project •Plan the work and work the plan
•Manage and track the progress across all tracks of work
Management •Deliver a successful, on time and on budget program
•Gather and define requirements
Key Process Owners •Own the process, identify key participants, and speak on behalf of the organization
•Provide final design and testing approval
•Provide clear requirements
Point Leads •Identify application and process impacts
•Validate the final design, alignment to requirements, and participate in testing
Technical / Offshore •Configure and own all development
•Meet the “First Time Right‟ commitments
Development Team •Align with process owners and design lead to ensure correct solution
•Provide industry best practices and thought leadership
PPMC Design Lead •Keep it simple, focus on configuration and eliminate customization
•Seamless handoff to the offshore team
•Communication plans and ongoing messaging
OCM Lead •Focus on successful user adoption
•Own and define and actionable training strategy and plan for the entire
organization
18
16 June 2010
19. What Was Implemented?
Phase 1 – Operational Demand Re-Design
Timelines
• Original Dates
– All Phase 1 in PROD by 7/1/2009
Release Release
• Release Dates 1.1 1.2
– Release 1.1 in PROD by 7/15/2009 Operational
– Release 1.2 in PROD by 9/15/2009 Operational
Demand:
Demand:
• Actual Dates ASR, APD, APR,
ISR, ESR, AMS 2
– Phase 1 Release 1.1 in PROD by 8/1/2009 RFC, OUT, AMS 1
– Phase 1 Release 1.2 in PROD by 11/1/2009
Results IT Services Portal, Integrated IT
Demand Time Services Portal,
• Streamlined operational demand processes, providing Tracking, Time Tracking,
better data and improved tool experience Training Training
• Replaced existing customizations with configuration
(keep it simple)
• Visibility to actual time spent on all operational Demand
• Integrated demand ticket relationships
• Fully integrated application metadata management
• Improved external IT services portal for “one stop shop”
demand entry
19
16 June 2010
20. Phase 1 - Application Metadata
System (AMS)
ASR
• Replacement of custom build application (Application
Support
metadata system (System Registration) Request)
• Leveraging PPM Center Asset entity to Proposals and OUT
Projects
capture and manage application metadata (Outage)
• Simple workflow to manage and track the
life of an application. “check in / check out”
AMS
(Application
• Robust scoring model to evaluate Business Management
Relevance, Controllership/Compliance, ISR
(Infrastructure
System) RFC
Application Fitness, and Technical Support
Request)
(Request for
Change)
Health....portfolio tier stratification (platinum,
gold, silver, and bronze
• Real time reporting and fully integrated use
APD APR
of AMS throughout other request types (Application (Application
Defect) Release)
20
16 June 2010
21. Phase 2 – Strategic Demand Release
Schedule - The „Original‟ Plan
Project Workflow Program Controls Portfolio Time Resource Financials
Release Risks, Issues,
Disabled Disabled Disabled Disabled
2.1 Project Workflow Program and Scope
October Change
Time Tracked in Project-Level
Week 3 Schedule Resource Allocation
Release
2.2 Portfolio Disabled Limited Limited
November For High-Level Resource For High-Level Resource
Week 4 Time Tracked in Planning & Estimated Planning & Estimated
Schedule Costs Costs
Release
2.3 Time Resource Financials
December
Week 2
Process Owners: Jim Childress Mark Tabasco Tammy Smith Tammy Smith Tammy Smith Kellie Strubinski Dionne Aarsen Tammy Smith
21
16 June 2010
22. Phase 2 – Strategic Demand
The „Actual‟ Plan
Timelines Release Release
• Original Dates
– Phase 2 start 8/1/2009 complete by 12/1/2009
2.1 2.2
Portfolio
– Release 2.1, Mid October Project Process Management
– Release 2.2, Late November Resource
– Release 2.3, Mid December Management
Project Controls Financial
• Actual Dates Management
– Phase 2 Release 2.1 in PROD by 10/15/2009
Program Time Tracking
– Phase 2 Release 2.2 in PROD by 12/31/2009 Management
Integrated Project
Results Management
• Consolidated entry point for all Strategic Demand (Proposals) Facilitated Pilot
Training
• Proactive resource demand planning
• Fully integrated cost model of labor, non labor, planned and actual costs
• Direct link from proposal to project(s)
• Standardized Project Management process for all project types (Tollgates)
• Visibility to actual time spent on all demand (project and non-project)
• Increased visibility of labor costs for the Finance team and improved cost tracking for SAP
22
16 June 2010
23. Phase 2 - Proposal Process
(NBCU – Proposal)
• Replacement of custom built PPM 2.5 tool
• Ability to submit and track Annual, Mid-Year,
and external proposal requests
• Robust and dynamic scoring mechanism
based on type of proposal, providing Business
Case scores and recommendation
• Integrated resource and financial
management
• Standardized process for resource demand
forecasting and labor cost estimation
• Visibility to requested versus financially
approved costs
• Automatic link to project and the ability to
spawn multiple projects from one proposal
23
16 June 2010
24. Phase 2 - Project Process
(NBCU – Project)
• Replacement of custom built tollgate tool
• Automatic spawn and link of original
proposal to Project
• Choice of three (WPO, 2, 4) tollgate-based
project types depending on project complexity
• Dynamic tracking and management of
project deliverables based on tollgate
• Integrated resource (task assignment and
shared services labor), financial (capex / opex)
and time management
• Introduction of standard phases and work
plan templates
24
16 June 2010
25. Phase 2 - Resource, Financial, and
Time Management
Resource • Replace ad hoc reporting and manual spreadsheets
• Standardized set of roles across the organization
Management • Ability to forecast detailed resource demand by FTE
• Increased visibility to strategic resource demand
• Early visibility of labor and costs in Proposal process
Financial • Standardization of planning rates & cost rules for FTE‟s
• Increased level of financial detail for Finance Team
Management • Tracking of both capital and expense in a single project
• Integration with time tracking for FTE labor cost
liquidation
• Replacement of custom built time tracking tool
• Ability to track time against all demand in one system
Time Management • Tracking of both capital and expense costs in same
project
• Finance reporting for month, quarter and year end
close
25
16 June 2010
26. How Long Did It Take?
Phase 1 - Operational Demand Re-Design
Release 1.1 Release 1.2
5/1/2009
ASR, APD, ISR, ESR, AMS
Phase 1
APR, RFC, 2, Time
Kickoff Original R 1.1 Original R 1.2
OUT,AMS1 Tracking,TSP
I
Date Date
7/1/2009 9/15/2009
Recipe
for
Success
April May June July August September October November December January February March
Q2 - 2009 Q3 - 2009 Q4 - 2009 Q1 - 2010
Initial Communications Phase 2 – Release 2.1 and 2.2
LEAN IT Phase 1 – Release 1.1 Training Phase 1 – Release 1.2 Training
“Changes are coming” Training “Right Start”
Original R 2.1 Date Original R 2.2
10/15/2009 Date
Kickoff Phase 2 Release 2.1 11/20/2009 Original R 2.3 DateRelease 2.2
Project, 12/18/2009 Enhanced
Phase 2 - Strategic Demand Program,
Controls
Project
,
Portfolio,
Resource,
Time, and
Financial
26
16 June 2010
29. NBCU-PPM Maturity Model – Before & After
•Disparate legacy tools in each
horizontal
•Rudimentary process maturity
•No process integration
•Integrated tools across each
horizontal
•Managed & measured process
maturity
•Full process integration 29
16 June 2010
30. Immediate Benefits and Challenges
Proposal Project Resource Finance Time
Benefits Benefit Benefit: Benefit Benefit
Single source
Immediate use of visibility into all Advanced Employee cost
the centralized projects and visibility of shared rates for Consolidated
proposal process reference to services resource planning and view by resource
original proposal demand actuals is more of time spent on
accurate and operational and
Upfront visibility aligned from strategic work
to shared Challenges proposal into
services Challenge project
resources during Transition from
planning Microsoft Project
Challenge Challenge
to PPMC work
plan
Challenge Difficult to NBCU's unique
navigate labor
Honing project resource pool Activity code capitalization
Need for exception landscape based assignment on reporting
lightweight thresholds for on NBCU project tasks to requirements
proposal process more accurate organizational drive capital could not be
to capture minor representation of layout costs satisfied with out
projects project health of the box
reporting
30
16 June 2010
32. Next Steps
Ongoing Training and Education – Project Execution Support
Deferred Scope and Small to Medium Enhancements
• Lightweight Proposal Process
• VOC Customer Feedback Resolution Workflow
• Operations Problem Management Workflow
Additional Data Warehouse Reporting from Business Objects
• Consolidated Application Reporting across all demand
• Project Trending
• Financial and Time Reporting
uCMDB Integration with Request for Change and Application Metadata System
Quality Center and PPM Center Integration
• Defect Management during Project Execution
Mobility on Operational Demand
32
16 June 2010
