We’re pleased to announce the finalists of our 3rd Annual Planisware Excellence Awards! It’s through this event that we celebrate customer achievements and success using Planisware solutions. These achievements can range from increased efficiencies or productivity, execution of business strategy, accelerating products to market, improved alignment with business units on a regional or global scale, or more transparency in business developments.
The following customers are finalists:
ADM Global technology had been using Planisware for 18 months when they decided to make a push for the Resource Management capabilities of the tool. At the time of the initial implementation, ADM Global Technology realized that Planisware Enterprise was going to be the main recipient for all their portfolio-level data. From that step, ADM built their processes around the Resource Management capabilities of Planisware, facilitating the collaboration between teams (Portfolio Management, Resource, and Project Managers) and increasing the alignment towards the goals by improving tracking and reporting. ADM was able to accelerate delivery and visibility in their PMO, centralize financial and resources data to improve prioritization, as well achieve more visibility for their executive teams and business partners, enabling more informed decision-making.
When the question “what was the launch date for a particular program” was asked, it would take give days to get different answers from various program leads across the country. Additionally, executive staff would spend time collating this information into static documents for leadership to view. For Amgen, establishing a single cross-functional truth was necessary for their drug portfolio. Project Mercury was proposed to anchor all PPM and PPM-adjacent data from Planisware Enterprise into a single Data Lake, then the data surfaced through a single set of Tableau dashboards accessed by leadership. Change management was executed for company alignment on data ownership and that the data was authoritative. Additionally, other functions developed complementary analytics using Mercury data instead of competing ones. Having an established cross-functional truth with Mercury reduced the time it took to answer questions, plus monitor and improve the speed of development of their drug development portfolio.
With complex and lengthy processes of technology developments, Aramco Americas faced challenges with a fragmented manual business process, lack of financial data and difficulties in the legal compliance evaluations of their projects. By implementing Planisware Enterprise, Aramco Americas managed to streamline their R&D processes by creating consistent workflows and accountability, leading to a reduction in rework and errors. With the addition of new processes along with the tool itself, the company improved accuracy of actual project costs and project transparency to managers can help to identify areas for improvement and optimize performance. Finally, Planisware Enterprise was linked to a BI tool that permitted better visualization and analysis in real time for improved decision making. Implementing Planisware Enterprise leads to a strong increase in productivity, efficiency and innovation that has translated into tangible business benefits.
Boston Children’s Hospital
Every year, Boston Children’s Hospital (BCH) embarks on the selection and prioritization of a portfolio of approximately 300+project ideas. Approximately 160+ project ideas pertain to additions, changes or improvements to the technology, cybersecurity, and application ecosystems, with the IT Project Management Office acting as the orchestrator and facilitator of this process. In the past, IT PMO had to rely upon inefficient, manually intensive processes which risked the accuracy, timeliness, and accessibility of data required for effective portfolio decision-making by BCH’s leadership. Planisware Orchestra was introduced to support the ever-increasing portfolio of strategic initiatives needed to advance BCH’s agenda and support all phases of the IT PMO project management methodology. With Planisware Orchestra, BCH has been able to increase the use of resource forecasting practices from 30% to 75% of the portfolio, increase the use of standardized project management processes from 54% to 90%, and reduce time associated with the generation of project launch calendar by 50% (80+ hours to less than 40+ hours). Above all, the IT organization consolidated their data in one place where project managers, resource managers, portfolio managers, and executives can all act based on both estimates and actuals being refreshed on a continuous basis.
In 2020 a "New” Bristol Myers Squibb was formed after the merger with Celgene. The larger company, with a more diverse portfolio and integrated systems, introduced data quality challenges. An initiative sponsored to assess core R&D Operations capabilities across Project Management, Resource Management, Financial Management, and Portfolio Management identified data quality improvement opportunities in Project Planning. A collaboration between Project Management, Project Planning, and Business Capabilities was created as the Project Planning Center of Excellence (PPCOE) to define good planning practices, standards and definitions in order to utilize ePlan (BMS implementation of Planisware) as the “One Source of Truth” for the R&D Book of Work (BoW). A group of data quality queries and reports were created in ePlan to enable the project planners and reduced data quality errors by 60% and reached a target of 99.5% accuracy.
Navistar R&D were facing requests for added functionalities from areas such as finance, PMO, and product planning. During this time Navistar was using P5 version of Planisware’s Enterprise solution, which couldn’t support the requests being made. While workarounds were in place, it was becoming increasingly labor intensive to keep up to date, and knew an increase to capabilities, data accuracy, and productivity was necessary. Their solution: enhancing their program forecasting and change management business processes, fully supported by E7. A phased approach was created to generate short term wins and set the stage for improving maturity over the long term. Phase 1 included resource planning and integrated timecard and Phase 2 included integrations with other systems, and customized reports and change request processes. Since going into production with E7, Navistar’s user base grew from 1,400 to 2,500 users and the organization achieved a 40% improvement in efficiency, accuracy, and productivity.
Submissions from these customers will go on to be shared with the Customer Jury, a panel of PPM peers composed of existing Planisware customers. Winners will be chosen using scoring criteria on how innovative the solution was, how the submission supports the business value achieved, the impact it would have on an organization with the same problem, etc.
Winners will be announced during the Awards Ceremony at Exchange23, Planisware’s annual user conference, in San Francisco, CA on May 17.
To learn more about the Planisware Excellence Awards, visit the Planisware Excellence Awards webpage. If you are a Planisware customer and are interested in attending Exchange23 for the Awards Ceremony or other activities, visit the Exchange23 event webpage to view the agenda and register.