Towards a Better Project

Management @ STIB-MIVB

November 2013

Corporate PMO - Stefano Vicenzi

« If you want to travel fast, walk alone;

If you want to travel far, walk together » African saying

Structure of Presentation

Where are we coming from ?

October 2013 situation

Work in progress …

Perspectives

Where is the STIB coming from ? : A weak Project Management (Source: ComEx Pres. – Oct. 2010)

Project Methodology

• No internal visibility on Projects (Scope, Planning, …)

• Lack of Project Management competencies

Technical experts are promoted as « chef de projet »

• No unified Methodology in PM

• No Structured approach in Project Organisation nor in Project Governance;

Project Costs

• Total cost of a Project is unknown (FTE - CapEx - OpEx)

• Poor effeciency in Resources allocation i.e. Project VS Operations

Project Planning

• Delays in Project deliveries

• Operational Urgencies in conflicts with Projects Management

• Lack of priority between Projects

Gestion de Projets

1

2

3

4

5

Q. 8

Q. 9

Q. 10

Q. 11

Q. 12Q. 13

Q. 14

Q. 15

Q. 16

Average answ ers

Enquiry on STIB maturity (source : P3M3) performed between March and May 2011

Level 1 (centre of the ‘radar’)

identifies Organisations :

• without Projects Management

structure,

• without Methodology,

• with poor or without resource (FTE

or €) control,

• without Risk Management,

• without ROI evaluation.

Le niveau 5 (border of the ‘radar’)

identifies Mature Organisations in

terms of Project/Program

Management Gestion de Projets

Jan 2011: launch of LIGHT Project Increase Maturity in Project Management

Change Plan 2011 - 2013 :

Value Creation

Program Management

Processes

Enablers

Organization

Change Management

Organize and supervise transformation program to implement a PMO Organisation

Measure and report business impact based on KPI which reflect success of the implementation of the PMO

Develop “To Be” processes. Align existing processes

Tools which support PMO processes (Templates, IT tools, reporting)

Roles and responsibilities linked to PMO; Populating new organization

Facilitate the change in the organization, the processes and the people (communication, leadership alignment, training, culture)

LIGHT Project : Achievements and Perspectives

Change Plan 2010 Mid

Term Livrables 2012

PMO Organisation PMO Corporate (Tour de contôle)

PMO Départementaux

Processes Project Life Cycle (processus)

Project Charter (documentation)

Governance Project / Program Board: Sponsor & mbrs

Project Leads (PM, BO, PA)

Project Reporting Project Status Report (Statut des Projets)

Monthly ExCom Flash (Reporting)

Portfolio Management Project / Program Dashboard

Reporting (Fin.) Lien OI / Projet (Cash Out),

Business Case

Priorisation Prioritié Business, Famille Stratégique

Project Team Capacity

Management

Capacity planning

Time Registration

Flying Doctors -

P3M3 Maturity Assessment will be the indicator of the successful Light Project

implementation. New evaluation planned end of 2013

Q3

2013 Developpement axes 2014-2017

Enrichment of the existing Light Methodology

(focus on the operationality)

Follow-up and deployment of coaching

Fine-tuning of current tools (alerts, workflow, …)

Reinforcement within the STIB Org.

Fine-tuning of Governance

Focus sur le Data Quality

Deployment of a tool to perform Project

Financials follow-up

Industrialisation of the prioritisation process

Follow-up and deployment of Project n°142

Livrables Q3 2013

Project Typology on going (based on

Prince2) & M_o_R launched in TE Projects

Pilots on PIVO, MCH, … Projects

Financial elements in Project Dashboard

Finalised Organisation

Board & Project Teams Members of Top-

ExCom (TE) Projects identified and agreed

95% of Top-ExCom Projects with a Project

Status Report (PSR)

Integration within CG and PE Processes

Project n°142 launched and on-going

Roll-out link ‘OI ‘(SAP internal orders) /

PMO Projects

Q4

LIGHT Project @ STIB-MIVB: Lessons Learned

What Most

People Think What we have

Learned

LIGHT Project : PMO Organisation Nov. 2013 Corporate PMO : B. R.

R. K.

Stefano Vicenzi

PMO Départementaux :

o SM & N S. L.

o Finance & Services Z. H.

o Human Resources L. Z.

o Operations D. D. (Business Development Dir.)

BUM M. T.

BUT V. L.

BUB C. V., G. D.

Field Support J.-L. V.

o Transport System D. V. (Business Development Dir.)

IS-IT S. D.

IS-Infotech O. V.

Infrastructure Q. M.

LIGHT Project : First Methodological model adopted (Project Life-Cycle - WF ) (1/3)

New Project Life Cycle Typologies integrating local needs i.e. :

IT : Scrum, Agile, RAAD, …

HR : Reorganisation Projects, …

Infra : Studies and Pre-Studies, …

Transversal Domains : Process Studies, Re-engineering, ‘Plans Directeurs’, …

…

Processes : 2013 - 2017 Perspectives (2/3) (3/3)

LIGHT Project : Project Governance (1/2)

Final Authority on Projects

Accoutable of the Project

Collective Decisions about

Manage the Project

Responsible to Define

the Project (‘What’ & ‘How’)

Project Deliverers (int./ext.)

Support the Project Management at

each stage of a Projects

ExCom

LIGHT Project : Program Governance (2/2)

CMMI Project Management Maturity Model used to measure our performance

ExCom A Program has the same

characteristics as a Project; except

that Program is divided into more

managed elements.

These elements must be organised

and managed in a coordinated way

in order to achieve defined

objectives & consolidated

advantages .

LIGHT Project : Project Reporting (1/2)

CMMI Project Management Maturity Model used to measure our performance

3 levels of Project Reporting

Project Status Report

Project

Dashboard

Reporting

Top-ExCom Project Portfolio

# of RED indicators per family (Scope, Budget, …) in Project Status Report (PSR) (Trend on last 12 monthis)

Today’s reporting : Situation … (2/2)

LIGHT Project : Portfolio Management (1/2)

CMMI Project Management Maturity Model used to measure our performance

(2/2)

Project Fin. Reporting - Current situation (1/2)

CMMI Project Management Maturity Model used to measure our performance

Current Reporting based on the association of ‘PMO Project nr’

(from the Project Dashboard) & ‘Internal Ordres’ (SAP-OI)

Objectives : a Project Portfolio Reporting …

Project Financial Reporting - Needs (2/2)

Size related to the Project Budget (Business Case)

Underspent

On budget

Overspent

No info

No info To plan Late Early

1

3

2

4

Respect of

Timing

Respect of

Budget

5

6

… to do so, a new Project was launched in Q3-13

(Sponsor : Corporate PMO - Supplier : Fin Services)

May 2012 Inventory and creation of the STIB Initiatives Portfolio (including Programs, Projects,

corrective & evolutive maintenance, …).

• Projects with Priority # 1 confirmed by the ExCom (e.g. PULSAR,

MoBIB²…)

• Projects to Prioritise

• Departemental Projects (managed locally) Details

The 74 STIB Project Managers were coached and challenged by Corporate PMO & Roland Berger in order to create Project Charters & Business Cases. Details

Based on the STIB Business Model, definition of 3 Strategical Families:

Efficiency Net Present Value (NPV)

Mobility Impact on # of Travels (voyages)

Customer Satisfaction Impact on Satisfaction

& Safety

31

43

306

Prioritisation - First Steps (1/3) Source : ExCom Presentation - 8 October 2012

Outcomes :

A Improvement of Efficiency B Improvement of Mobility C Improvement of Safety

and Quality of Services

MOBIB² 2015 Q2

MOBIB² (Short term evolution) 2014 Q4

Sésame 2015 Q4

MCH - Infrastructure 2017 Q1

Optimalisation du portefeuille d’achat 2012 Q4

Flow 2013 Q2

Automatisation planchette des agents 2013 Q2

Koyakimi (production kilométrique) 2014 Q4

COLIBRI Matériel Roulant 2013 Q4

COLIBRI (GMAO) 2014 Q4

CoVo (Comptage Voyageur) 2014 Q1

Automatisation attribution des congés 2013 Q1

TEMPORIS 2013 Q4

BI Transport 2013 Q4

Pré étude OCC Intégré 2013 Q2

Re-engineering INFRA 2013 Q1

PULSAR 2019 Q4

AMSTER (Sureté du trafic en réseau) 2014 Q2

Métro Nord - CBTC 2022

Construction & Accès - Dépôt Marconi 2016 Q4

Achat BUS Diesel 2014 Q1

OBC (On Board Conputer) 2014 Q1

Achat BUS Gaz 2016 Q1

Véhicules de service Rail / Route 2014 Q1

Phoenix (Nouveau SAE) 2013 Q1

SYREM (Phase 2) 2013 Q2

NESTOR (Nouveaux Mini BUS) 2014 Q2

Extension - TRAM Gare Centrale 2016 Q4

Extension - TRAM Woluwe Roodebeek 2016 Q4

Extension - TRAM L9 Simonis Jette 2018 Q4

ALTERNO (Gestion des incidents) 2013 Q4

Système de gestion SAFETY 2016 Q4

Business Continuity Mangement 2014 Q4

Enterprise Risk Management 2016 Q4

SPIDER 2014 Q3

PIVO (information voyageur) 2014 Q4

CBS (communication boarded systems) 2014 Q2

Re-engineering Sûreté & Contrôle 2013 Q4

Adaptations infrastructures TRAM 2024

Gestion des correspondances 2013 Q4

Interfaces Infrastructure de TP et Voirie 2014 Q4

Prioritisation - Outcomes (2/3) Source : ExCom Presentation - 8 October 2012

Today: Portfolio Management (3/3) Integration of the Portfolio Management Process (Project Portfolio

creation & Budgetary exercise) within the ‘Plan d’Entreprise’ Process including the ‘Annuals’ et ‘Multi-Annuals’ Depts Plans

Contrat de

Gestion

Plan

d’Entreprise

Plans

Pluriannuels Plans

Annuels

Budgets

Annuels

Exercice de

Priorisation

Portfolio Management

Project Charters & Business Cases

Business Cases using the Net Present Value (NPV) as Financial evaluation criteria

(taking into account Prince2 Principles & Theme)

Impact on Quality of Services measured via the ‘baromètre de la Satisfaction Client’

33 types of critical technical competencies were identified and tracked in Business Cases

Project Charters (mix of PID & PDD) ensure a standardised documentation ensuring information on :

Context and Objectives

Scope and Perimeter (in & out)

Impact and dependencies

Risk inventory (1st iteration)

Planning (1st iteration)

Organisation

Projects Portfolio Stages

31 43

Gestion de la Capacité

des ETP ‘Projet’

Today: ‘Flying Doctors’ Activity

CMMI Project Management Maturity Model used to measure our performance

Based on 2013 Pilots (MCH, PIVO, ‘Achat Bus’, …), implementation of a Coaching function triggered by Business Requests or by malfunctioning Projects.

Today’s log :