1. Project Portfolio Management and Productization at CSC
Saara Värttö, Development Manager, Head of PMO

2. Content CSC and PMO at glance
Project Portfolio Management (PPM) at CSC
Productization tools in use
Benefits management as a bridge between projects and productization

3. CSC at a Glance Founded in 1971
Connected Finland to the Internet in 1988
Reorganized as a company, CSC – Scientific Computing Ltd. in 1993
All shares to the Ministry of Education and Culture of Finland in 1997
Operates on a non-profit principle
Staff 230
Turnover ,3 million euros

4. CSC’s Services Funet Services Computing Services Application Services
Data Services for Science and Culture
Information Management Services
Universities
Polytechnics
Ministries
Public sector
Research centers
Companies

5. CSC’s Project Management Office
About 60 on-going projects
About 30% of overall workload in projects
PMO established in autumn 2011 to improve CSC’s project work
A team of 8 project management specialists

6. PMO services for the project lifecycle
PMO services for the project lifecycle
Initiation
Planning
Execution &control
Closing
Idea
Scanning funding opportunities
Preparation of project proposals
Project management procedures and tools
Strengthening project management competences
Supporting productization of the developed solutions into services
Idea portfolio
Project portfolio management
Supporting project processes
Utilization of results

7. Project portfolio management
11/14/2018

8. Project portfolio management as part of CSC Strategy
Aim: “We develop the right things in the right way”
Project portfolio used as a strategic tool by CSC management
Overview of all our projects and their status
More efficient and effective use of resources in projects
Benefits management applied
11/14/2018

9. Benefits of successful PPM
Making the right investment decisions
Selecting the right projects
Ensuring resources for projects
Well executed projects
Visible and transparent decision-making
Benefits management

10. CSC approach for PPM Top-down approach chosen
First, a global view of all projects and their status for management decision making purposes
Then, focus on strengthening and unifying project management practices
Conditions determining solution for a non profit company
Owner requirements for reporting, eg. reports on projects’ benefits, achievements and resources invested
Follow-up of use of HR is the most important function
Reduce need for new recruitments
HR usually the biggest cost item in specialist organization’s projects
Avoid lost opportunities and funding in externally funded projects
11/14/2018

11. Five levels of PPM maturity and main benefits
1. Awareness of on-going projects
2. Awareness of the status and balance of project portfolio
4. Transparent decision making based on priorities and resource information
5. Program and project oriented organization
Management knows what is the real business value of the project portfolio
Projects’ success rate is continuously improving
Target level for 2013
Strategy is implemented faster and more efficiently
3. Resource management across all projects and other work
No over allocation of resources
Less stressed personnel
Project lead-times are shortened essentially
Better quality project outputs
Achieved 08/2012
A clear view on how to manage the portfolio
Better planning of project’s scope and schedule improves success rate
Overlapping development work is reduced
Possible to see which projects are supporting strategies
0. Independent projects
11/14/2018

12. Portfolio status report
Current project portfolio solution:
1. Set of tools and a process with existing solutions (Ms Excel, MS Sharepoint)
2. No procurement of a new system forseen for 2012
3. To be done: a) launch of tools b) launch of governance model c) testing both
Project Card
Governance model
Project Manager
Resource Excel
Who provides information
PMO
Who collects it together
Project Portfolio
Product mgt board
Who monitors progress and resolves conflicts
1. 4 improved solutions of PPM: Project card, Excel, Portal, Portfolio status report
2. Process behind it: PPM governance model i.e. who does what
Portfolio status report
CSC mgt board
Who decides about starting new projects

13. Next steps
Implementing PPM is a change project affecting the way people work
Internal communication campaign launched
From PMO driven to CSC shared vision – and independent of organizational structure
Project managers the key to success
CSC aims to reach maturity level 3 ”Resource management across all projects and other work” in 2013
CSC information architecture and interoperability
HR processes and resource allocation
Common project management model for all CSC
A software system needed (eg. Clarity, Dovre Camako, Thinking Portfolio)

14. Productization & Benefits management
11/14/2018

15. Productization support in building new services
Drafting service descriptions
Helping with the cost accounting and align the pricing with CSC’s pricing policies
Aligning the delivery of the service with CSC’s internal processes
Drafting contracts in selected services
Responding to ad hoc queries for support

16. CSC’s business service catalogue
Unified service offering maintained and used in external communications and in service descriptions
Each service built of standardized service components
When planning of producing a new service its fit for existing business service catalogue reviewed
Changes in the catalogue approved by CSC Board of Directors once a year

17. Business service catalogue
Four levels: business service catalogue (1 & 2), technical service catalogue & configuration items
Service Catalogue
Technical Service Catalogue
Details of services develiered to the customer with relationships to supporting services necessary to support the provision of the service to the business
Business Service Catalogue
Details of services delivered to the customer with relationship to business
End user
What services can I buy? What does this include? When will I get it?
Service manager
What services do I offer? What service levels are available? What are my key metrics?

18. CSC Data Center Services
INFRASTRUCTURE SERVICES
SPECIALIST SERVICES
specification, planning ja implementation
Database and software maintenance
Requirements management and planning services
Security, installation, optimization
SUPPORT SERVICES
Technical support,
Service Desk
DATA CENTER SERVICES
Planning the location of servers and installation services
Disaster recovery, certified power supply and cooling
Monitoring, alerts, guarding, extinction systems
Energy efficient systems
Data security and scalability
STORAGE SERVICES
Disk solutions
Backup services
Long Term Preservation
NETWORK SOLUTIONS
Funet backbone network
Specialized connection, Funet lightpath
Service network
SERVER SOLUTIONS
Virtual servers
Customer specific solutions

19. Business model canvas
On-going work to produce business model for cloud services
Defining the business cases, three scenarios
Compiling the business model canvas
Customer segments, value propositions, key partners, key activities and resources, cost structure and revenue streams
Determining simple rules
Opportunity, How-to, Boundary, Priority, Timing, Exit
Business model transformation: Steps needed from current BM to target BM in 2014

20. Customer relationships
Business model canvas
Key partners
Key activities
Value propositions
Customer relationships
Customer segments
What key activities do our value proposition require?
Our distribution channels? Our customer relationships?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
Which customer needs are we satisfying?
What bundles of products and services are we offering to each Customer Segment?
Who are our key partners?
Who are our key suppliers?
Which key resources are we acquiring from partners?
Which key activities do partners perform?
For whom are we creating value?
Who are our most important customer?
What type of relationship does each of our Customer Segments expect us to establish and maintain with them?
Channels
Key resources
What key resources do our value proposition require?
Our distribution channels?
Through which channels do our Customer Segments want to be reached?
How are our channels integrated
Cost structure
Revenue streams
What are the most important costs inherent in our business model? Which key resources and activities are most expensive?
For what value are our customers really willing to pay? For what do they currently pay? How are they currently paying?
P.O. BOX 4600, University of Oulu • tel. (08) , fax (08) •

21. Benefits management A part of project portfolio management
“Clearly identifying and managing the benefits being realized from the portfolio, so the contribution to operational performance and strategic objectives is maximized”
Expected benefits are determined already in the project idea phase and their realization is being followed during the whole project life cycle.

22. CSC approach for benefits management
Expected benefits recorded in the project idea card
Ensuring that each project produces a final report including lessons learnt and best practices
PMO facilitates a closing workshop / meeting of a project: focus on identifying potential results for productization that are steering in the productization process

23. In conclusion PPM used as a strategic tool for management
Benefits management – a bridge between projects and productization
Practical tools for productization: Business Service Catalogue and Business Model Canvas

24. Thank you!