HP Software Summit 2010 in Washington D.C.

1. Affinion Group: increasing ROI by extending
HP Project and Portfolio Management Center
across all business units
Affinion Group – Patrick Figliola
Results Positive – Jon Furner, President
1 ©2010 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice

2. Company Background
Affinion Group enhances the value of its partners’ customer relationships by
developing and marketing loyalty solutions. Leveraging its expertise in customer
engagement, product development and targeted marketing, Affinion provides
programs in subscription-based lifestyle services, personal protection, insurance
and other areas to help generate increased customer loyalty and significant
incremental revenue for more its 5,500 marketing partners worldwide.
Affinion Group has more than 35 years experience and revenues of more than
$1.3 billion.
Key accomplishments include:
 160 million consumers worldwide
 Over 800 million direct marketing pieces mailed annually
 87,000 marketing campaigns conducted over the last decade
 80 million telemarketing contacts annually
 Multiple industry experience including financial, retail, travel, entertainment, e-
commerce and direct response TV
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3. The Opportunity
Background
 The integration of multiple businesses through mergers and
integrations left Affinion Group with multiple business units
using a variety of different PMO tools and processes
 Our strategy implemented a standard set of processes and tools
in one business unit first, Affinion Loyalty Group
Opportunity – Goal & Objective
 Improve visibility on a global basis by implementing
standardized dashboards and reporting tools
 Centralize and standardize PMO processes and tools across
multiple business units
 Enforcing core set of Project, Resource, and Financial
performance metrics and associated dashboards and reports
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4. PMO Cross Business Unit Road Map
 Phase 1 – Demand Management
 Activation of project proposal and planning processes within
PPM
 Phase 2 - Resource, Project & Program Management
 Resource capacity, availability, planning and work assignment
processes within solution
 Project management processes aligned with Systems Delivery
Methodology (SDM) within solution
 Resource time expenditure processes within solution
 Interface with Lawson – Financial Reporting Solution
 Phase 3 - Financial Management
 Activation of standard method of project, program and
portfolio budgeting and financial reporting in solution
 Interfaces/Integrations
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5. Phased Implementation Approach
Phase 1 Phase 2 Phase 3
PPM: Management, Measurements, Compliance, and Process Automation
• CAPEX Proposals • CAPEX Proposals • All Proposals
• Automated Process • CAPEX Projects (CAPEX & Expense)
• Prioritization • SDM Integration • All Projects
ResultsPositive PPM Rapid Start
• Role Capture • Resource Mgmt (CAPEX & Expense)
Scope
• Estimation • Project Financial Mgmt • Program Mgmt
• High Level • High Level What-If Analysis • Assets
Monitoring • Portfolio Financial Mgmt
• Detailed What-If Analysis
• Proposal Cycle • Proposal Cycle Timing • SLA Baselining
Timing • Project • Program Capture &
• Stage Gate Analysis Execution/Delivery Monitoring
Analytics • Reporting Needs • Project Costs • Resource Leveling
& Metrics • Role Capture • Portfolio Visibility • Asset Costs
• ROM/Budgeting (Proposals & Projects) • Multiple Portfolios
• Workflow Metrics • Resource Capacity for Detailed What-If
• Portfolio Visibility Planning Analysis
(Proposals) • Portfolio Level Decision-
Making
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6. Phase I - Opportunities
Centralize and Standardize PMO / PPM Solutions across BU’s
 ResultsPositive PPM Rapid Start Implementation
 Standardize PMO / project proposal lifecycle across all
business units
 Implement PPM across all business units
 Standardized Proposal prioritization and approval
 Established standard set of prioritization criteria across
business units
 Consistent and repeatable proposal development and
approval process
 Cross business unit visibility
 Portfolio visibility of project proposals across business
units
 Usage of initial set of role-based dashboards
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7. Phase I Solution Overview: Portfolio Management
Performance Measurement & Reporting
Portfolio Management
Investment Review Committee
Review Approve projects
prioritized based on benefits
capital and and budget and
expense resource
proposalsPMO Office
availability
Present Analyze and rank
prioritized project proposals by value
proposals and risk ratings
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8. Phase I - Benefits
 Centralize and Standardize PMO / PPM Solutions across BU’s
 Improve speed to market delivery of projects and programs
 Standardization and streamlining of project and portfolio management
processes
 Enhanced alignment of projects and programs with strategic initiatives
 Increased visibility of all projects across the Enterprise Portfolio, which
leads to identification of synergistic opportunities as well as cross
project interdependencies
 Single source of project and portfolio information across the
Enterprise associated with the implementation HP PPM across all
business units
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9. Phase II – Opportunities
1. Leverage existing configuration settings from Loyalty for Project,
Program and Portfolio Management
2. Enterprise resource staffing capability
3. Enterprise project information repository
4. Retirement of E-Time
5. Migration from spreadsheet based controls and processes
6. Self Service Portfolio, Program and/or Project reporting capabilities
7. Leverage existing Loyalty training and reference documentation
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10. Phase II PMO Self Service Reporting Solutions
Goals & Objectives
Establish core Project Performance Measurements & Reporting
across BU’s
 Project Performance Measurement Definitions
 Design PPM role-based Dashboards, Portlets, & Reports
 Configure PPM Performance Measurement Reporting Solutions
 Project Performance Dashboards, Portlets, Reports
 Resource Mgt Performance Dashboards, Portlets, Reports
 Finance Mgt Performance Dashboards, Portlets, Reports
 Time Mgt Performance Dashboards, Portlets, Reports
 Roll-out Project Performance Reporting Solutions
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11. Phase II Solution Overview: Project & Time Management
Performance Measurement Reporting
Project Management
Business Area / Resource Pool Managers
Manage resource
Manage project
capacity and project
escalations as needed
allocations
Program / Project Mgr
Manage project controls
Manage project plans
(i.e. issues, risks, change
and tasks
requests)
Manage project Manage resource
budgets – labor and requests and assigned
non labor resources
Track and report time on project tasks and
requests
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12. Phase II - Benefits
1. Resource availability, capacity and what-if capability provides ‘missing link’ in
Annual / Quarterly / Monthly Project planning and Steering Committee prioritization.
 Alignment of IT organization with business
2. Intrinsic/automated link between Projects, Resources and Time for financial tracking
and reporting
 Strong resource and financial control within Time Management down to the
Project task level
3. Real-time access to enterprise wide program and project performance metrics
4. Elimination of manual forms and process steps within the Project Management will:
 Improve timely submission of required documents
 Enable Project Managers to focus more of their time collaborating with their
business counterparts on programs and strategic planning not administrative
updates
 Meet Project Manager needs for automated Project, Resource and Time
Management tools
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13. Phase II – Benefits Continued
5. More rapid identification of poorly performing and under-performing projects
 Automated calculation of Schedule Performance Index
 Automated calculation of Cost Performance Index
6. Consistent project portfolio evaluation criteria based on standard, global
processes
7. Centralized repository for all project administration will provide a single
point of access to all requests, projects and project information.
8. Provides Program Manager visibility to current, proposed and completed
projects within one view.
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14. Self Service Performance Measurement Reporting
Project1 Project Mgr1
Project2 Project Mgr2
Project 3 Project Mg3
Project4 Project Mgr4
Project5 Project Mgr5
Project6 Project Mgr6
Project7 Project Mgr7
Project1 Project Mgr1
Project2 Project Mgr2
Project 3 Project Mg3
Project4 Project Mgr4
Project5 Project Mgr5
Project6 Project Mgr6
Project7 Project Mgr7
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15. Project Proposal and Lifecycle Process Reporting
Proposal1 Project Mg1
Proposal2 Project Mgr2
Proposal3 Project Mgr3
Proposal4 Project Mgr4
Proposal5 Project Mgr5
Proposal6 Project Mgr6
Proposal7 Project Mgr7
Project Mgr 8
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16. Project & Portfolio Management Road Map
Phase III
Stabilization Enhanced Portfolio & Project Mgt
Phase II Period Enhanced Dashboard Reporting
Stabilization PPM Integrations
Program Management
Phase 1 Period Baselines &
Issue & Change Mgt Organizational
Forms & Workflows Change &
Portfolio Management
Baselines & Resource Management Adoption
Project Management Organization
Time Management
Proposal, & Project al Change &
Forms & Workflows Adoption PPM Interfaces
Dashboard Reporting Enhanced Dashboard
Reporting
Org. Change Initiatives – Methods, Processes, Tools, Metrics, Comm., Training.
Initial
PPM Roll-out across all
PPM
Business Units
BU
PPM Rapid Start Approximately To Be
8 months To Be Determined
6 to 12 weeks 16 months Determined
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17. PPM Implementation Approach
• Project & Portfolio Management Rapid Start Approach
ResultsPositive
• Implementation Toolkit / Questionnaires
PPM Rapid Start • Proposal & Project Templates (Form / Workflow)
Solutions • End User Training Materials
PPM • Simple best practice solutions
Implementation • Rapid Start implementation approach
Best Practices • Senior leadership involvement and sponsorship
• Organizational Change Program
Organizational
• Process and product training courses and training materials
Change
• Why change communications, FAQ’s, & Quick Reference Cards
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18. Lessons Learned / Best Practices
 Senior Management directive to keep uniform PPM processes across BU’s.
 Align the initial Business Unit PPM solution to leverage initial investments
and establish common project lifecycle processes
 Get Project Managers on-board with the processes and solution – which was
key for adoption
 Keep the solution simple
 Regular communications across business units
 Ongoing weekly Project Team Led Question and Answer sessions
 Extensive Project Team Led 8 week Training Program to facilitate adoption
of processes and PPM
Weekly Resource and Time Management Sessions
Semi-Weekly Project Management Sessions
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19. Contact Information
 Patrick Figliola, PMP, PMO Director,
Affinion Group
 Phone: 203 956 8779
 Email: pfigliola@affiniongroup.com
 Jon Furner, President, ResultsPositive
 Phone: 480 – 415 – 6419
 Email: jfurner@resultspositive.com
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20. QUESTIONS?
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21. To learn more on this topic, and to connect with your peers after
the conference, visit the HP Software Solutions Community:
www.hp.com/go/swcommunity
21 ©2010 Hewlett-Packard Development Company, L.P.

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