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What’s Your Clarizen ROI?



Featuring:

Alex Eldemir VP Value Engineering

SAP

Ted Purcell SVP WW Sales & Customer Success

Clarizen


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Baseline

“Who am I? Why am I here?” --Admiral James Stockdale

And, why are you here?


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Here’s Your ROI

925% …I used a vendor’s calculator.

Now fund it/ buy it/ implement it/ use it


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Agenda

•  ROI best practices SAP version “Value Engineering”

•  Clarizen approach to value •  How to get started

Introduction to Value Engineering

Alex Eldemir VP – Industry Value Engineering


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Business Value is created in multiple ways across the business…

Strategy Enablement

Measurable Benefit

Risk & Compliance Innovation

Business Value

© SAP AG 2015 All Rights Reserved

• M&A • New businesses • Restructuring • Geographic

expansion

ROI is a key element of the value story, but needs to presented in the overall context of the value provided by the solution

• Operating risk • Sovereign risk •  Legal &

regulatory compliance

• Hard benefits: revenue, cost, working capital

• Soft benefits: productivity, people, interim process metrics

• New processes • Knowledge-

driven improvements


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Value Engineering – Manage to value across the entire software cycle

Buy

Implement

Use

Expand

Buy and implement on value

Ensure users get value

Identify new areas of value

© SAP AG 2015 All Rights Reserved Source: SAP/AMR Value Management Survey Results 2010; 400+ Companies Surveyed


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•  Increased program sponsorship and engagement

•  Increased alignment between business and IT

•  Closer strategy-to-execution loop •  Improved change management and

end-user adoption •  Better understanding of needs and

opportunities for additional value creation

Value Engineering – Across the Entire Software Lifecycle Strategic Business Value



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Value Engineering – Across the Entire Software Lifecycle Hard Business Value

Source: SAP/AMR Value Management Survey Results 2010; 400+ Companies Surveyed

Can’t manage what you don’t measure – focus on benefits yields benefits

Tradeoffs between budget and time are based on value creation, leading to optimized outcomes BTW, we built a value story with hard and soft benefits for value engineering



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Key Executive Questions Why do we need to do this now?

What are the expected benefits & costs? How do we ensure value realization?

Value Engineering Framework Processes and Activities

Preliminary Value Hypothesis

2

Trends, Challenges & Insights

1

Act

iviti

es Discovery/ Research

3

Business Case

4

Executive/ Team Alignment Value Discovery

Solution Recommendation Management

Value Engineering Lifecycle

Governance

7

Architecture/ Systems

6

Solution Impact

5

Value Tracking

8

Sources of Value Challenges

Process Benefits Quantification

Implementation Plan

Change Mgt

Customer Success

Clarizen has a similar process designed for its solutions © SAP AG 2015 All Rights Reserved





Agenda


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Collaborative work unlocks enterprise business value

13

Collaborative Work


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Collaborative work improves team productivity, end-to-end processes, and outcomes

14

Challenges & Benefits: PMO

Challenges Benefits

People •  Overburdened project managers •  Either too many or not enough

people •  High burn out & attrition

•  Optimized PMO and resource allocation

•  Improve team morale •  Reduced attrition rate

Process •  More demand than capacity to execute on projects

•  Fire drills •  Slipped projects •  High reporting burden

•  Improved project prioritization •  Improved resource alignment •  Improved visibility into

constraints •  Integrated tracking

Outcomes •  Variable project ROIs/ over budget

•  Variable close out rates •  Variable adoption success

•  Improved project ROI vs. target accuracy

•  Improved delivery: on time, on budget, on scope

•  Improve end use transfer & adoption


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Collaborative work improves team productivity, end-to-end processes, and outcomes

15

Challenges & Benefits: PMO

Challenges Benefits

People •  Overburdened project managers •  Either too many or not enough

people •  High burn out & attrition

•  Optimized PMO and resource allocation

•  Improve team morale •  Reduced attrition rate

Process •  More demand than capacity to execute on projects

•  Fire drills •  Slipped projects •  High reporting burden

•  Improved project prioritization •  Improved resource alignment •  Improved visibility into

constraints •  Integrated tracking

Outcomes •  Variable project ROIs/ over budget

•  Variable close out rates •  Variable adoption success

•  Improved project ROI vs. target accuracy

•  Improved delivery: on time, on budget, on scope

•  Improve end use transfer & adoption


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Process Specific Benefits: Project Management

Portfolio Planning

Request Prioriti-zation

Project Planning

Execution & Status

Meetings Reporting

Resourcing

PMO Operations

Project Execution

Project Tracking

People • Optimized resource utilization • Reduced contractor spend • Reduced project resource

attrition rate Outcomes •  Improved project delivery – on

scope, on time, on budget •  Improved project close out rate •  Improved project transfers/

subsequent adoption

People •  Increased value of projects

managed by PMO •  Lower PMO attrition rate Outcomes • Reduced project

management costs •  Increased project accept

rate • Reduced project queue time • % of project value spent on

innovation vs. maintenance •  Improved project ROI vs.

target

Process •  Fewer fire drills •  Fewer change orders • Easier project tracking • Easier reporting

Transfer Close

Scope, timing, budget adjustments



Measuring Value: Project Management

PMO Operations Δ Target Project Management Δ Target

People People

$ value of projects/ PMO é Resource utilization rate é

PMO attrition rate ê % reduction in total contractor

spend ê

Project resource attrition rate ê

Process Improvement Process Improvement

% of projects meeting or exceeding ROI targets

é Reduced change order overages ê

Improved project tracking é

Improved reporting é

Outcome Improvement Outcome Improvement

Project management costs as a % of total project costs ê % of projects delivered on scope é

% of projects accepted é % of projects delivered on time é

Average project queue time ê % of projects delivered on budget é

% of project value spent on innovation vs. maintenance é Project transfer time ê



Value Created

Impact KPI Baseline Benefit Range Benefit Total

PMO Ops

KPI 1 $ X% - y% $X - $Y

$X - Y

KPI 2 $

Project Mgt

Strategic Benefits •  X •  x



Project Management Reference Customers

DHL NetApp Tnuva Strauss Ware D+M group IP Payments Encore Capital Group Instruxion Marketo Buckinghamshire County Council Alder Hey Children’s NHS Foundation Trust Three Deep Marketing Atom iFNC Sampling International Parse 3 Entropy Maitland Incredible Technologies

“We needed something more robust and flexible. Now with Clarizen, we can easily create a report and determine and

summarize work from a financial perspective.” Chris Lenjes Director Domestic Product Solutions DHL

“Thanks to Clarizen, in the first year, we have saved 417 hours, which equates to a 67% reduction in time that was previously

spent performing tactical program management work.” Gia Chung Senior Manager, Strategic Programs NetApp

“Since implementing Clarizen, we've seen a significant boost in our productivity by about 15 percent over the past six months.

More importantly, it's helped streamline our processes and made our lives easier – you can't put a price on sanity.”

Beth Fulton Vice President of Services Program Management Clarabridge





Agenda



Next Steps

WHY YOU SHOULD BUILD A BUSINESS CASE •  Innovation •  Getting other business units

onboard •  Making sure you are getting

the full benefit of the solution •  Getting ahead of the curve for

your next request for additional functionality

HOW TO GET STARTED •  Decide area and goals for

business case •  Work with Clarizen customer

success to understand your baselines and whether they have a value template for your industry

•  Let me know if you have any questions [email protected]



Questions?



Thank You

Alex Eldemir www.sap.com

Ted Purcell www.clarizen.com

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