Deriving Performance Metrics From Project Plans
to Provide KPIs for Management Information
Primavera SIG October 2013
Overview
• Amey has defined metrics for improved management
information
• New innovative approach which allows early warning of
issues
• Senior managers can manage by exception and not get
buried in detail
• Use of web based dashboards within Primavera P6
Introductions
Bryan Lambe – Amey
Andy Robinson - RPCuk
Agenda
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Amey company overview
Amey – Project landscape
Challenges in planning and managing projects
“Don’t get bogged down in detail” - Managing by exception
Agreeing sensible metrics
Defining data requirements
Developing the dashboards
Future enhancements planned
Question and Answers
Amey Company Overview
Amey works with public and private sector clients,
• Amey them
supports
public
and private
sectormore
clients in the delivery of
supporting
to deliver
services
to the public
effective service
effectively.
• operate
Three principal
sectors:
Transport,
Social and Environmental
We
across three
principal
sectors:- Transport,
SocialInfrastructure
and Environmental Infrastructure.
Amey
delivers a comprehensive
infrastructure
• Comprehensive
highwayshighways
infrastructure
service to clients across
service to clients across the UK including local
the UK including the Highways Agency, Transport for London,
authorities, the Highways Agency, Transport for London
Transport Scotland and local authorities
and Transport Scotland.
• Rail
Ourteam
Rail is
team
is up
made
up of and
diverse
and
highly skilled engineers,
Our
made
of diverse
highly
skilled
inspectors,
examiners
andand
project
managers
engineers,
inspectors,
examiners
project
managers.
We deliver expert consultancy on a range of rail projects
from
specialist
tasks
to major
multidisciplinary
• We
deliver
expert
consultancy
on a range of rail projects from
programmes,
accordance
withmultidisciplinary
the Network Rail GRIP
specialistintasks
to major
programmes, in
process.
accordance with the Network Rail GRIP process
What did we need to do?
• Review Project Planning and Control
• Use industry-recognised Project Planning software:
• Microsoft Project (MSP)
• Asta Power Project
• Oracle Primavera.
• Previous versions of Primavera use standalone programming tools
• Oracle Primavera P6 8.2 Enterprise Project Portfolio Management
(EPPM ) allows multiple user access to a database through a WEB
based Cloud Environment.
What drives our Project Management?
• Client based funding model doesn’t directly tie to project level
activity
• Need to match project delivery schedule to financial allocation
schedule
• Projects can be very large – 80,000 activities
• Need to improve project budgeting process
• Better tracking of project costs – budget versus actual
• Portfolio analysis by project phase to improve future effectiveness
Why Oracle Primavera Landscape?
Amey chose Oracle Primavera because:
• It is easily configurable to our business needs
• It provides a standard approach to using the software for new and
existing users
• It uses templates to allow standardised project creation, with
automated project financial integration
• It uses dashboard tracking and reporting at portfolio and project
level
• It allows us to see where are we and what will happen
• It helps with further project planning and control for today’s needs
and tomorrow’s requirements
Standard approach to using Primavera:
new and existing users
Benefits are:
• Ease of use
• Project data readily available to all users, at all levels
• Improved reporting accuracy
• Ability to develop through future enhancements
• Standard application and user processes
Standard approach to using Primavera:
ease of use – standard application views
Standardised project creation:
using templates
Benefits are:
• Standardised reporting
• Easy to update activity via data export / import
• Enable standardised performance measurements
• Removal of data entry duplication
• Standard project level data (e.g. Project Manager allocation by
project)
Template Milestones
Template Summary Bar View to WBS
Automated project financial integration
Benefits are:
• Forecast directly connected to the schedule
• All project data within the same tool
• No requirement for bespoke applications (SAP and P6
are standard off the shelf products)
• Reduction in user effort to ensure financial and schedule
data are aligned
Automated project financial integration
Forecast directly connected to the schedule
Forecast cell made non-editable as dates driven from schedule.
Standardised project reporting
Benefits are:
• All project performance and tracking data are reported are within
the same tool
• No additional user effort is required to produce these reports
• Reporting via dashboards
• Project positive and negative variances are quickly identified which
provides more time to implement corrective actions
Defining Key Metrics
• Need to be user definable – no programming
• Consistent across all projects
• Based upon project details – no manual intervention
Accessed via the web
• Weighted to take account of project phase
Management Information Dashboards:
the process
Process:
• Identify key users, stakeholders
• Define metrics
• Develop user based weighting rules for indicators
• Develop filters to segment data
• Produce dashboards
Avoid Too Much Detail
Create high level portfolio views to filter project information
Customise Views to Suit Audience
Role Based Dashboard Views
Final output is the dashboard, which is shared or
user specific
Dashboards: track and report performance
Standardised performance measurements
Dashboards: track and report performance
Simple performance dashboards
= Early or as Planned.
= Within planned date
and plus 1 week.
= Within planned date
plus 1 week and plus 2
weeks.
= Within planned date
plus 2 weeks and plus
3 weeks.
= Later or equal to
planned date plus 4
weeks.
Dashboards: track and report performance
Project positive and negative variances quickly identified
Allocation cost % Variance-PAF value.
Completion Cost % VarianceAllocation.
Completion Cost % Variance-Target
Price.
Target Price % Variance-Allocation.
= Allocation cost is equal to or less than
PAF value.
= Current forecast is equal to or less
than Allocation.
= Current forecast is equal to or less
than Target Price.
= Target Price is equal to or less than
Allocation.
= Allocation cost is greater than PAF
value and less than PAF value plus 10%.
= Current forecast is greater than
Allocation and less than Allocation plus
20%.
= Current forecast is greater than
Allocation and less than Target Price plus
20%.
= Target Price is greater than Allocation
and less than Allocation plus 20%.
= Current forecast is greater than
Allocation plus 20%.
= Current forecast is greater than Target
price plus 20%.
= Allocation cost is greater than PAF
value plus 10% .
= Target Price is greater than Allocation
plus 20%.
Where are we now –
and what are the next steps?
• Dashboards in use and live across all projects
• Refining metrics for phase sensitive reporting
• Reporting being used by senior business managers
• Incorporate SAP data feed to automatically produce financial metrics
• Additional metrics to produce forecasted earned value style data
Summary
Key facts:
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Dashboard summaries based upon project detail
User defined metrics and weighting algorithms
Can be used to compare performance across projects
Web access for ease of deployment
Key benefits:
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Dashboards give up to date picture
Accurate financial reporting
Benchmarking of projects and milestone attainment
Early warning for projects requiring attention
THANK YOU
Any Questions?