AUSTRALIA FB RICE & CO 14tcnt and Trade Mark Attorneys Patents Act 1990 Percepta International Limited COMPLETE SPECIFICATION Invention Title: Enterprise Management System The invention is described in the following statement: 2 Title ENTERPRISE MANAGEMENT SYSTEM Technical Field 5 This invention concerns an enterprise management system. Enterprise management system typically capture all the activities of a professional services company, provides specialised project control, risk management and reporting functions, captures meta knowledge about people (knowledge about the knowledge people have) and is generally focused on professional services businesses. Aspects of the invention include 10 a computer implemented system and software for implementing the system on a general purpose computer, Background Art Software applications that support enterprise management are known. These I5 applications organism data representing enterprise activity into "Projects" that can exist singly or be grouped to form a "Program". In turn "Programs" can exist singly or can be grouped to form a "Portfolio". This is represented in Fig, I which shows the arrangement of records in a known enterprise management system. 20 These applications are designed to provide an organisation with the necessary resources, governance, processes and tools to manage: strategic business benefits at the portfolio level, projects that collectively deliver business benefits at the program level, and delivery assurance at the project level, 25 In such applications each project is understood to belong to a program of work that is itself part of a portfolio of work that delivers some defined strategic benefit. Disclosure of the Invention 30 The invention is a computer implemented enterprise management system, comprising a data storage facility organised to store data records representing enterprise activity into projects that exist either singly or grouped together to form one or more portfolios, and programs representing business units of the entity that execute the projects. The data records can be linked so that program records are linked to their portfolio record, and 35 project records are linked to their program record, and project records are linked to their portfolio record as required, 3 in this way the invention sets up triangular relationships necessary to support a three dimensional representation of the projects within an organisation. In particular each project could appear as a single line item within its portfolio record with summary 5 information. Additional links may be created between the records of portfolios to link to other portfolios. The links may impose a hierarchical relationship between the records of portfolios. 10 Additional links may be created between the records of program to link to other programs- The links may impose a hierarchical relationship between the records of programs. 15 Additional links may be created between the records of projects to link to other pro jets, The links may impose a hierarchical relationship between the records of projects. Programs may exist either singly or grouped together to assess the load on business 20 units across multiple linked projects. A project can exist either singly or grouped together to form one or more program. The datastore may include an indication of which projects constitute a minimum group that must be executed in order to achieve an outcome. 25 Once this capability is rcalised it can be used and extended across organisational boundaries to Support projects much like a value chain of projects in the form of supplier and customer relationships. As a result the system is multi-dimensional. 30 The system may include functionality to support the creation, reporting, updating and deletion of the linkage relationships and the data records. The system may also include a data reporting capability to provide a graphical representation of the relationships and allow for drill down. The visibility may show 35 the developments with a project, program or portfolio over time. The data reporting may comprise graphical representations of the data which may include one or more of: 4 A graphical representation of a project record, having business units along one axis, time along a further axis, and an indication of the current progress of the project along the time axis. It may further comprise an indication of which business units have 5 activities associated with the execution of the project at that time. A graphical representation of a program record, having time along one axis, project records linked to the program record along another axis, and an indication of the progress of each project along the time axis. It may further comprise an indication of 10 the load each project places on the business units. This graphical representation is primarily concerned with business units resource allocation and resource constraints management. A graphical representation of a portfolio record, having time along one axis, project 15 records on another axis, and an indication of the progress of each project along the time axis, wherein the project records are (hose linked to the portfolio record, or linked to a program record that is linked to the portfolio record, it may further comprise an indication of the load placed on a particular business unit for each project or the load placed on all business units for a particular project. 20 A graphical representation to display the hierarchical relationship between project records, program records or portfolio records. In a further aspect the invention comprises software for implementing the enterprise 25 management system described above on a general purpose computer. The computer may comprise a display device, such as a monitor, on which the graphical representations described above may be displayed. The highly codified structure of the system allows great flexibility at the time of set up 30 to suit the particular style of enterprise it is supporting. Projects can be collected into a single group of program of works with simultaneous execution linked into predecessor/successor format to provide the portfolio view. 35 Brief Description of the Drawings 5 Known prior art has been described with reference to Fig, I which is a diagram of the arrangement of records in a known enterprise management system. An example of the invention will now be described with reference to the fbilowing of 5 the accompanying drawings, in which: Fig. 2 is an example interface of application soRware TKMS that supports enterprise management; Fig. 3 is a schematic representation components of TKMS; Fig. 4 is a schematic representation of the data storage facility of the invention; 10 Fig. 5 is a simplified view of a project that can be displayed on the interface; Fig, 6 is a multi-dimensional view of a program that can be displayed on the interface; Fig. 7 is a multi-dimensional view of a portfolio that can be displayed on the interface; and 15 Fig. 8 is an example application of the data storage facility of Fig. 4 to a management structure of an entity, Best Modes of the Invention Referring to Fig. 2, an interface of an example application software, known here as 20 TKMS, that supports enterprise management is shown. This knowledge management software is comprised of modules that provides, for example: people management 12: contains skills, knowledge and experience of all the resources available for projects. 25 relationship management 13: manages the internal and external client relationships organisation management 14: maps organisation structures that affect the 30 projects work management 15: provides and supports the preparation of project summaries, quality audits, risk management, issue & issue escalation management and manages client lists 35 6 resources management 16: charts projects in terms of who works on what to deliver a resource view of work under management information management 17: manages the generated project information and 5 makes intellectual property accessible maintenance 18: maintains the infrastructure and code tables that supports the knowledge management system 10 For each module functionalities are provided (each shown by a square, one indicated at 19) that relate to either data entry 20 or report creation 21. TKMS was originally built during the early 1990's in MS Access Version 2 and subsequently migrated to its current version in MS Access 2003 and is managed as a 15 series of replicated databases (data store facility) around a master acting as the hub. Each user's desktop/laptop (general purpose computer) has its own copy of the database which synchronises with the central machine (server). That is in this example, the solution is client-server side. Each user's computer is connected to the server by a communications network. The software modules are installed on the user's computer 20 the enable the processor to make requests for information from the server and send updates to the server using an input/outport port. The processor causes the received data to be stored locally on the computer, to receive and store updates form the user using an input device before sending them onto the server. The software also causes the processor to interact with the data to produce reports and other functions as 25 described below. The output is presented to the user on a display device, such as a monitor of the computer, Alternatively, a web access version can be provided which provides direct access into a web server designated copy of the database but otherwise it acts the same way as a 30 desktop version(s) act. In many cases a site may be set up to provide both replicated and web access to the databases. Each module may have information that is entered 20 into the database. For example, the people module 12 may have associated people skills and CV's which are stored on 35 the database and can be searched to find the right people for ajob based on their skills, then achieving speed to market using their pre-prepared CV's.
7 Further to selecting the correct person, TKMS is a also provides (but not limited to) the following back end functionalities: 5 Resource Management is provided at a high level. As people are assigned to projects a "wall chart" of who is working on what, the average utilisation and start and finish dates is captured. Management of organizations and map their structure to the extent needed and 10 then gather critical information about those businesses. Information about the business can be captured detailing the managers where services may be required or where resources can be obtained from, Manage all core business relationships (Total Relationship Management -TRM) 15 whether the relationship is client, Supplier, Associate, Staff, Alliance or Competitor, Management of sales opportunities through the full cycle. 20 Management of Information captured during the execution of the Work, indexing of the same and then re-use of that information for the benefit of clients. A transaction-capture engine supporting: time & expenses recording, invoicing 25 and transaction exporting into Excel/accounting engine as required. Front-Office functionalities include: Management of Work (Projects) coupled with self auditing of an embedded quality system compliant to ISO 9001. 30 "Traffic Light" reporting systems supporting the execution of Works. It supports single projects and programs of projects and portfolios of projects. Projects can be collected into a single group or program of works having simultaneous execution linked into predecessor/successor format (portfolio). 35 This is discussed in further detail below.
8 The front office tools are not a scheduling and resource optimisation tool but support scope management, resource management, issue and escalation management and risk management. 5 A new Risk Management tool using a creative methodology has been developed. A schematic representation of the TKMS is provided in Fig. 3. The software TKMS is shown at 30. This software 30 offers functionalities to the user as described above, 10 shown here through the modules relationships 13, resources 16, information 17, risks 32, and performance 15. As described above, the software TKMS 30 relics on the use of a database (data storage facility) referred to above. A schematic representation of the data storage facility of the 15 invention is shown in Fig, 4. The enterprise activity that is managed by the TKMS 30 is stored in the data storage facility and is comprised of records that represent projects 20, programs 22 and portfolios 26. The structure of the storage of these records is referred to here as P3MO. 20 To view the P3MO model, the traditional linear roll up model that depicts projects as members of programs of work that in turn are members of portfolios of programs is adapted. There is real value in understanding that some projects are part of a portfolio whilst not belonging to a program of work. Similarly, projects can be part of a program of work that itself is not necessarily contributing to a portfolio of programs. 25 The P3MO model addresses the multidimensional reality of projects in.large and complex organisational entities. Projects will engage as many parts of the entity as necessary to ensure delivery of the new or changed business functionality. In this model a program of work becomes a management function focused largely on resource 30 management typically within a business unit of the entity. This must be so by necessity since the minimum group sets of projects are constrained by the resources available to them. The resources will generally belong within a business unit thus leading to the resource management view within multiple functional areas. 35 Those business units may be core functional groups, i.e. 'business-as-usual' delivery units, or provide a supporting role such as the legal, accounting or in formation 9 technology. Similarly, a strategic portfolio of projects cuts across the whole organisation and therefore cannot be adequately addressed with a narrow project or program view. 5 Multiple portfolios further complicate the situation because each program manager within a business unit contributes to multiple projects that belong to multiple portfolios, In addition, they may have projects of their own, all competing for the same resource within that business unit. 10 To address this the P3MO is structured as follows. A project 20 is set up to initiate change in the entity and represents a coordinated suite of activities to implement a change (all or part ol'a new upgraded capability). A project 20 interacts with as many parts of an organisation (business units) as necessary to 15 ensure delivery, such as: corporate services finance & accounting IT & T sales and marketing 20 maintenance operations logistics/procurement product design & development operations 25 External organisations may also contribute to a project and are considered business units within this model, such as suppliers and customers. A project 20 can exist either singly or can be grouped together with multiple other projects 20 to form a program 22. A link 28 is created between each of the multiple 30 projects 20 of a group to the program 22. A program 22 has the primary focus is to address organisational resource constraints. A program 22 can exist either singly or can be grouped together with multiple projects to form a portfolio 26. A link 30 is created between each of the multiple programs 22 35 of a group to the portfolio 26.
10 A portfolio 26 has a pan-organisational perspective, A portfolio 26 and project 20 can also be linked 32 as required. In this diagram, the arrows 28, 30 and 32 represent many to many relationships. 5 Nodal hierarchies 39, 39, and 40 can also be created for each of the projects 20, programs 22 and portfolios 26. A naming convention is also established and used belor titles are assigned to reflect the structure for all parties. The naming structure allows for hierarchies as required. It also includes codification schemes and job title schemes. 10 In the present invention, it is delivery of the minimum project group set that will deliver the benefits. And even more importantly, sone of the projects within the minimum project group set may not necessarily belong to the same business unit. This is the reason why business often voices the concern that the business benefits are not 15 delivered by a project, program or portfolio. They arc thinking in the linear model and not recognising that other projects from outside the program or portfolio arc needed to ensure that the benefit is derived. The missing link may very well be a project from another business unit without which 20 the benefits will never be derived. This also leads naturally to an understanding of why cancellation of a project in one functional area can lead to a program of work elsewhere in the business to fail to deliver its expected benefits. This also accounts for why there is often confusion about benefits realisation. Benefits realisation generally does not occur in the delivery phase of the various projects, It in reality only occurs after all the 25 projects needed for the benefit arc delivered, The minimum group set of projects is the set of projects that as a minimum must be performed before any benefit is generated. In simple terms, if project A, B and C are considered necessary to deliver an outcome, then you must deliver all three before the 30 benefit can be delivered. When this is considered in an organisation with many functional areas, there becomes a sequence of projects that need to be delivered from within each functional area to deliver the benefit. These projects will have dependencies on each other and all will be subject to time phased delivery, 35 Within the P3MO approach, a program of work. It is best viewed as a series of projects run within a business unit that will have multiple portfolios within which they deliver S1I to over time because each of the programs of work contain projects that belong to different minimum project group sets. Using this data structure the following functionalities are offered, for projects, 5 programs and portfolios: status: up to date details of status (including traffic light reporting) risks: a comprehensive risk register and risk management tool issues: a comprehensive issue register and issue management tool schedule: milestones and deliverables 10 costs: a comprehensive cost budgeting and cost management tool The relationships can be managed through the portfolio records by providing the functionality of linking projects into programs and portfolios, Work management is also provided for projects and programs such as self auditing and quality systems 15 compliant assessment. Projects can be collected into a single group ofprogram of works with simultaneous execution linked into predecessor/successor fbrmat to provide the portfolio view. The P3MO sits over the project delivery construct and provides management and 20 graphical representations of the project, program and portfolio records. P3MO offers a look down (or drill down) capability to each of the project delivery constructs. Fig. 8 shows how this P3MO can he appled to the management of major organisations that typically have a Senior Management team (SMT) or executive 106, a team of Line 25 Managers (LMT) 108 who manage business units within an organisation and the project group(s) team (POT) 110. These three major groups link together in the shape of a triangle. The nodes of this triangle map 112 directly to the nodes of the triangle created by the Portfolio 26, Business Unit Program (BUP) 22 and Projects 20, This shows that the Project Portfolio Management node 26 is a strategic matter mapping to 30 the SMT 106, the LMT 108 maps 112 to the BUP node 22 for resource management and delivery of parts of a project and the PGT 1 10 maps 12 to the project node 20 for execution of projects. Using the invention, the projects 20, programs 22 and portfolios 26 can now be 35 displayed on the interface using the software, A simplified view of a project is shown in Fig. 5. Here the business units of the enterprise are separately defined and are 12 subject to time varying load during the life of the project. The line 48 provides the status of the project at a point in time, and the circles on the line (one indicated at 50) shows when a business unit interacts with the project. Business units are active for a project at an instant in time, So over time the mix of business units engaged on the 5 project will change as does their effort level for their contribution. Cross-functional reach of projects can be depicted to show the various internal and external organisation activities that play a role in delivering the project deliverables. Strategically aligned at portfolio level, the projects cut across different business units 10 (functional areas) where the work load is managed as a "program of projects". The program (business unit) management provides a much clearer model of' the real world workload required to deliver a portfolio of projects with the additional dimension depicted in the Fig. 6. This view predominantly focuses on business unit resource 15 allocation and resource constraints management. This provides a clear view of all the necessary activities and all resource requirements at any particular time in the program. Time is provided on axis 58 and the four projects (and their component business units) are provided on a further axis 60. The current time is indicated by the straight line representing today 62 cuts through each project at a place that reflects the stage of' 20 development. Each project in the program is at a different stage and produces different loads on resources within any part of the organisation. At 64, for each project the total load placed on all the business units is indicated. Further information could also be displayed in this view, for example the total load placed on each business unit across all projects (not shown). The time based (vertical slice) represents the value chain 25' processes in action at a particular time. This program management view now provides a clearer model of the real workload required to deliver a portfolio of projects. Each project in the program is at a different stage and produces different loads on resources within any given functional area. 30 In order to ensure meaningful interaction with portfolios, a minimum project group set is introduced. These are groups of projects that need to be executed together so that the organisation achieves some core strategic advantage. If any project of a set does not proceed, the others will become redundant. 35 13 Knowledge of the inter-relationship between projects is a prerequisite for portfolio management and supported by the multi-dimensional modelling technique. P3MO allows the definition of a network of project interdependencies, primarily for reporting and planning purposes. A portfolio can have its own set of business objectives or 5 derive them from the from individual projects within the portfolio. A portfolio may, for instance, consist of a group of projects to deliver new management systems using new technological architecture. The projects to design and install the new hardware architecture have specific objectives and utilise difference resources 10 from the projects that develop and implement the new management systems, yet the set of projects have clear and direct interdependencies. There is no point in developing new architecture if the new management systems don't proceed, and vice versa. The portfolio objective is the deployment of the fully functioning system that results from the delivery of both, the new architecture and associated management systems. 15 A multi-dimensional view of portfolios is shown in Fig. 7. Again, time is provided along one axis 70, and projects (one indicated at 71) is provided along axis 72. The time indicated by the straight line (one indicated at 74) that represents today cuts through each project at a place the reflects the stage of development. The more further 20 to the right the line is, the more complete the project is. These lines 74 are grouped to form a first 76 portfolio and a second 78 portfolio. The program load 80 is the total effort level for all projects that that particular business unit has to deliver. Here the load for the logistics/procurement business unit is shown, This is equivalent to the Business Unit programme load, Load refers to effort of usually human resources but 25 other non human (financial and machine) resources might exist as well, Also, the interdependencies such as the project hierarchy 48 (of Fig. 4) of the second portfolio 78 is shown at 90. 30 In this portfolio view, resources are managed for their contribution to the investment decision. The functions or parts of an organisation that add value to the project are separately defined and are subject to a time-varying load during the life of the project. The application of the P3MO model is predicated on having a clear understanding of 35 the context within which the model will operate, There is therefore a design phase that must be followed to determine what type of structure is needed, its roles and 14 accountabilities. This is achieved through an analysis of the business based on complexity, size and nature of the proposed benefits realisation. This may in fact be able to be delivered by a traditional linear approach or the P3MO approach. The structure of the solution is then designed to meet these requirements. 5 The P3MO model is then applied through the use of the minimum group sets of projects. This requires a unique project, program and portfolio codification system to be established that will determine the monitoring and control structure (as opposed to the project delivery structure). 10 Each structural node therefore (project, program and portfolio) is named to avoid confusion over what the structure is doing for each node and the job titles are also selected to prevent confusion over what role they are performing. 15 In addition, reporting structures are created that reflect the delivery chain in such a way that the benefits realisation can be managed across [he organisation. This invention or its embodiments recognise: 20 o For an entity to change it has to execute a "project" that is a coordinated suite of activities to implement all or part of a new or upgraded capability o A portfolio is a higher order way to represent collections of projects aligned to achieve corporate change goals. It has a strategic outlook. 25 o A level between portfolios and projects to aid the entity or projects is not required as we can construct it at either end of the triangle in the portfolio node or at the project node to suit the particular requirement. 30 o P3MO fundamentally recognises that projects are aimed at changing the entity as usual operations of a entity from one operating state to another (in the lowest cost least risk fashion). o Pulling out the "Program" portion of the linear model and reassigning its role to 35 that of the representing the business units recognises and elevates the role of program in the delivery of successful projects. So we end up with another node 15 and a set of triangular relationships that is required as we fundamentally have three dimensions of the project organisation problem to work with and represent. 5 o This time though the business units of the business are brought directly into the mix. Advantages of embodiments of the P3MO model include: 10 o The traditional PMO fails to address the resource view that a program of work represents to a business unit in a large, complex entity particularly since the business unit is actually delivering to multiple minimum project group sets and is limited over time by resources. 15 o The traditional PMO does not address the minimum group sets of pro jects required to deliver the outcome - they only apply the linear model of rolled up projects. And consequently the roles and responsibilities do not align with the benefit delivery chain and lead to confusion and dilution of accountability and responsibility across the organisation. 20 It will be appreciated by persons skilled in the art that numerous variations and/or modifications may be made to the invention as shown in the specific embodiments without departing from the scope of the invention as broadly described. The present embodiments are, therefore, to be considered in all respects as illustrative and not 25 restrictive