Can Do: project management software, portfoliomanagement & multi-project management

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Schneider — Thu, 13 Oct 2011 13:38:55 +0000

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Leading by Projects

Schneider — Tue, 02 Aug 2011 08:37:20 +0000

A Leadership-Interview with Thomas Schlereth

In an interview Thomas Schlereth (CEO Can Do) and Prof. Dr. Lutz Becker (Head of the MA programme in leadership at the Karlshochschule International University) explain the impact of project management on the organization of companies. Moreover, they explain how to lead companies with projects.

Budget Management with Can Do project intelligence

Schneider — Thu, 21 Apr 2011 09:55:58 +0000

Optimal planning of resources such as staff, departments and machines as well as of financial resources (finance budget) is of central importance for businesses and organisations. Project budgets form an elementary part of project target definition. Budgets are equivalent to content targets and scheduling guidelines. A budget plan determines how many financial and other resources can or may be used in the implementation of a project. The budget manages the use of resources such as departments, employees, machines or capital. It is usually binding for a designated period of time.

With Version 4.1 of the project and portfolio management software, Can Do project intelligence presents comprehensive budget management for the first time, for planning, managing and monitoring costs and project workloads.

Budgets can be defined for projects, departments and other cost types. If specific budgets are exceeded, Can Do project intelligence alerts the user to this through the use of warning lights. In this way it is possible to control allocated contingencies in workload and financial resources and to give early warning of an overrun. The project leader thus has the opportunity to monitor his project continually and to introduce necessary countermeasures.

Budgets serve exclusively to monitor the project. They do not alter capacities or financial processes. Budgeting by a department has no effect on capacity.

Capability Characteristics of Budget Management
Budgets can be defined for projects, departments and other cost types. These are then planned and used in the real (current) project. If specific budgets are exceeded, the software alerts the user to this through the use of warning lights. In this way it is possible to control allocated contingencies in workload and financial resources and to give early warning of an overrun.

Resource Budgets (Work Budgets)
A resource budget allocates various resources, i.e. employees or departments, to the project. Drag & Drop allows either individual employees or entire organisational units to be added to the budget plan. A predetermined workload (working hours, man-days) is then allocated to them, and is available for the corresponding phase of the project.
Finance Budgets
A finance budget assigns financial resources to a project. These are then called up in the project planning and implementation. Here, Can Do Project Intelligence distinguishes between fixed costs, which can be redefined for each project, and variable costs, which are based on the hourly rate of the resources allocated (employees and departments).
Project Budgets
As a rule, project budgets encompass either money (financial budgets) and/or workload (resource budgets). It is possible to draw up and manage a resource budget (work budget) as well as a finance budget. It is also possible to combine the two budgets with one another.
Departmental Budgets

Within a project a departmental budget can be defined either in the form of a work budget (workload) or a finance budget (costs). If the project is now planned in detail and the resources (employees and departments) have been allocated to individual projects, Can Do Project Intelligence monitors the level of the work or the costs. In case of an allocation of employees from the abovementioned departments or an allocation of the department itself, the software deducts the expenditure from the respective budget.

If the given budget is exceeded in the planning, the software reports a risk at project level (warning light) and in the budget plan (red line & negative residual value).
Budgeting with Item Numbers
With Can Do project intelligence, budgeting can also take place with individual item numbers – similar to SAP PS. Individual item numbers together with budgeting are initially drawn up in the budget plan. In project planning the respective item numbers are then allocated to the individual projects. Optionally, the saved items can then be transferred from phase to work package level.
The workload as well as the financial resources can be budgeted here. Both budget forms can be combined with the Can Do Tool.
Budgets for Cost Types
Can Do Project Intelligence enables budgeting for various cost types such as travelling expenses. These are chronologically divisible and can be limited with a budget lock. Here, it is possible to integrate actual data externally via interfaces and to manage and monitor it with the Can Do software.
Plan Budgeting vs. Actual Budgeting
The project management software distinguishes between planned budgets (plan budgets) and tasked budgets (current budgets). This is particularly important in detail planning and planning adjustments, as the project leader needs to maintain an overview of how much of the money and resources budgeted is available to him for further planning, or how much of the allocated capacity has already been used.
Time-based budgetary Limits
It is common practice for project budgets to be divided per financial year. Partially unused quantities of work or money can be carried over to the following year (quarter, month, etc.).
Budget management in Can Do Project Intelligence is able to determine budgets for freely definable periods of time. Optionally, these can then be carried over to the subsequent period.
Overbooking Tolerance
Projects seldom run exactly as planned. Deviations are the rule rather than the exception. For this reason the developers of Can Do have integrated overbooking tolerance into the budget management, which can be activated optionally.
Budget Management Feedback
Can Do project management software takes the feedback data during budget management into account. The tool is of course able to take feedback on a personal as well as on a departmental level into account, depending on the person for whom the budget is intended.
Allowance for inaccurate Values
Can Do budget management takes the use of inaccurate or inexact values into account on all levels.
Easy Use
Budget management is integrated into the project management software as part of the Properties window. Nearly all functions can be activated with a mouse click, and common operations such as “Drag & Drop” are supported.
Clarity
The user can modify the level of display detail with two practical slider controls. The number of budget management fields shown is set with View Control, while Detail Control regulates the display measurement (e.g. EUR, KEUR, and Million EUR). All viewing fields can be shown or hidden with a mouse click.
All informatione in real time
In budget management too, Can Do remains true to its philosophy to offer all data in real time, that is, live. All feedback and other changes to the project and budget planning are immediately taken into account in the calculations and illustrated graphically on the system.

Project Management Interview with Günter König (former CIO Salzgitter AG)

Schneider — Wed, 26 Jan 2011 10:09:54 +0000

Interview with Günter König, former head of GESIS, Gesellschaft für Informationssysteme mbH, and former CIO of Salzgitter AG

Can Do: Mr König, GESIS is on one hand the IT service provider of the entire Salzgitter group, and at the same time advises and attends to the external GESIS clients of all sizes and from all areas of business. What range of services does GESIS offer its clients?
Günter König: In accordance with the motto “design – build – round” GESIS follows a holistic IT solutions approach. In doing so, we reach all parts of the Salzgitter concern. Our focus is on the respective main business processes, which then, together with SAP as the application and basis technology – complemented by additional tools – are illustrated in-depth. When necessary we of course also develop our own modules.

A significant contrast to other concern service providers exists in that GESIS develops products itself and continually keeps an eye on the market for the best IT and software solutions, in order to make them available within the concern as “Pay per Use” offers. We endeavour to convince through service-oriented architecture as well as needs-based, cost-effective and easy solutions. In addition, direct contact and exchange between our employees and employees from the respective departments of our clients is important to us. To offset peak loads, we have recourse to a network of ten to twelve companies. In this way we are always at full capacity and able conduct business profitably.

Günter König, ehemaliger CIO der Salzgitter Gruppe

Can Do: The GESIS service offer illustrates the entire value creation chain and is not restricted to certain industries. In the face of this wide range and constantly changing conditions, how do you manage to be successful in the long term? How do you proceed with what are partly very different assignments and which fundamental goals do you pursue in this?
Günter König: Through my dual function as CIO of Salzgitter AG and head of GESIS, I am in a position to observe business processes holistically. All systems built and developed by us follow this approach. We place great value on offering and installing only the best practiced solutions.

The structure of the Salzgitter concern is fundamentally decentralised. Our task is to establish a unified, common structure in the IT field. And we are increasingly able to improve this structure, especially through solutions developed in-house and top products additionally purchased on the market. Our goal is to standardise and further develop information technology and to operate IT systems.

We remain open to new ideas and approaches: in tenders, for example, we only give the task. The solution should come from the service provider, and is in no way provided by us.

Can Do: GESIS employs around 200 staff who manage projects worldwide. How have you organised your internal processes? There are very different tools for project planning; what are your requirements for modern project management? What use do you promise yourself from such a tool?

Günter König: One fundamental problem is that, in addition to project work, system care and maintenance also need to be considered. This cannot be planned using conventional tools. Despite this we need a comprehensive overview of the capacities and costs of all activities – whether it is project work or not.

We have chosen PRINCE2 as our project management method. For us this forms the basis of clean and comprehensive project management, but only the basis. GESIS wants a central project management tool around which a framework to cover all areas should arise. We require of the planning software that it provides optimal coordination and documentation for all participants, delivers a permanent target-performance comparison and processes actual data differentially. Through such real-time planning, including documentation and the continuity of all data, the number of inefficient meetings and events is reduced.

We plan the projects with detailed cost estimates. We already consider the problem of changes to the project requirements during the planning stages. With this the cost for estimating such changes can already be planned in advance. The transparency of the data to all participants is decisive. Such a system gains in performance and comfort if data from other systems can be integrated into it. It must be open and able to be integrated easily into the existing architecture. I am thinking here, for example, of the recording of working hours: the Can Do project management software finally chosen by GESIS offers integrated time recording, and has replaced our current system – CATS from SAP.

Our goal is to learn and improve continually. One key question is: “What are the actual cost drivers in a project, and how can we reduce these?”

Can Do: How important is the timely supply of information to management and employees?
Günter König: All information must be available immediately, that is, in real time. All other procedures are not timely and are no longer accepted by us.

Can Do: GESIS has chosen Can Do’s project management software. What was decisive in your choice of Can Do?

Günter König: I had actually already chosen another project management software package, a product considered by analysts to be innovative and modern. This was not the optimal solution for us, but rather the lesser evil.

On the day, I and those of my employees responsible for the introduction of the project management software were to make a final decision, I was asked by some employees from the active project business to quickly look at another package not evaluated by the analysts. I made it clear that I had actually already made my decision, but declared myself ready to have this new project management software presented to me. Can Do then presented the software and convinced me – I changed my mind.

There are several good reasons for this. On the technical side, the Can Do Project Intelligence software is open and flexible, and not dependent on other technologies such as Active Directory (AD) or SharePoint. In addition, the program does not use any proprietary interfaces. This was very important for us, as we require real integration into our SAP system landscape. In addition, Can Do assured us of carrying out the implementation in a short period and at a lesser cost than is the case with other products. This was also adhered to. In this way Can Do Project Intelligence can be integrated quickly and simply into our existing IT architecture.

Finally, we were also convinced by other features such as a good graphic interface, quick reaction times, real-time behaviour, as well as the ability to plan with inexact values. The Watermodel® comparison method for resource management across projects impressed us.

As with all software intended for use by all employees, acceptance plays a fundamental role. As the recommendation came from the team, I quickly saw that it would work better with Can Do than with the previous package. Therefore I was not able to make any better decision.

Can Do: Where will the Can Do project management software be used in GESIS? Could you imagine also recommending Can Do for project-based clients?
Günter König: Our normal daily business consists, in addition to maintenance and system work, of classic project work. For these purposes we will fundamentally plan our work processes using the Can Do project management software. Good tools are used by us throughout the concern, and as the Can Do planning tool is industry-independent, we will also employ it wherever appropriate.

Can Do: You are a very experienced IT expert with a good sense for future trends. Where will the development of project management lead, and what features must project management software show in the future to earn the title of “state of the art”?
Günter König: From my view as head of GESIS and CIO of the Salzgitter concern, I would like to point out that our project management software is employed not only for projects, but also for the care and maintenance of the systems. Furthermore, we have a need for modern portfolio management. Can Do’s solution has already reached a very high standard, and also has great growth potential. For this reason we are working together with Can Do to develop area portfolio management further. We are sure that Can Do will also enrich this area with new innovations.

State-of-the-art project management software must deliver target and actual data in real time, including idea management along the entire portfolio approach. It must make different information available, such as “How is the content-related project process formed and how high are the operating costs?” The program must be open, so that further data from other systems, such as SAP, can be delivered without a hitch. Only in this way can the entire life cycle be illustrated – and this is our requirement.

From our point of view it is not yet certain whether cloud computing will in fact win out. If this is the case, it is important to be able to manage the project from the overall view of the concern. With Can Do we are correctly positioned here. New portfolio management and other processes then become necessary. Yet the Salzgitter concern and GESIS have the corresponding products, among them Can Do Project Intelligence, to master this new challenge. A decisive role is assigned to mature idea management and the exploiting of synergies: only when we learn not to always invent things anew will we be successful in the long term.

Can Do: Let us look at the topic of project management in the area between strategic leadership and operative management. In your opinion, how will project management develop? Can modern project management also support companies in their strategic processes?
Günter König: The future lies in the synergy between project work and daily business. Here we are methodically and technically in an optimal position. Through further training initiatives in the area of project management our employees are also expertly qualified.

(Interview conducted in April 2010)

Can Do enhances the functionality of its project management software

Schneider — Wed, 28 Jul 2010 13:18:26 +0000

Easy to use & highly efficient in its application

The new version of the project and portfolio management software allows for project templates to be created from project phases and parts. In addition, forward and backward scheduling simplifies planning of projects.

Can Do, provider of solutions for project management, introduces an even simpler and at the same time more efficient version of its software with its Can Do Project Intelligence 4.0. Among other features, Can Do enhances working with project templates. Can Do’s templates enable users to save entire projects and individual objects such as work packages or milestones. In the process, resources, rights and other details with regards to targets and activities are integrated into the templates. In the new version of the planning software, the templates function is expanded by subprojects and phases, from which a new project can then be created – by simply dragging and dropping. In this way, Can Do simplifies handling of project flows that repeat themselves in daily project work and thus increases the efficiency of project managers.

Planning projects with backward and forward scheduling
Can Do enhances the use of project templates with the “backward and forward scheduling” function. With Can Do Project Intelligence 4.0, project managers can simply drag the built project components and templates onto the fully graphic desktop using “drag & drop” and then decide whether the template should be scheduled forwards (start of the project) or backwards (end of the project) at the click of a mouse. Scheduling of project templates has never been this easy.

“Super copy” for regularly occurring operations and decisions
Can Do Project Intelligence 4.0 now also boasts the new “super copy” function. This command allows for work packages and milestones that are to regularly appear in a project to be integrated at the click of a mouse. In doing so, the time frame, period (e.g. weekly, monthly, quarterly etc.) or the amount of times the package should be created or copied can be chosen freely.

Can Do’s project planning and controlling software will in the future allow for the integration of objects from different projects. In this way, functional or schedule-related relationships that reach across projects can be reflected. In addition, set time frames can be defined when linking projects. This is very useful when, for example, set delivery times in a project plan need to be taken into consideration. If the defined time frame that was saved when two project objects were linked is cut short because one of the objects was moved, the software reflects this risk by means of a red warning light.

Apart from the functions listed here, Can Do Project Intelligence 4.0 offers additional new features, both on the project management as well as on the project portfolio management side. Can Do will publish additional information about the new features of version 4.0 soon. Can Do Project Intelligence 4.0 is set to be released during the course of the third quarter 2010.

Innovative project portfolio management by Can Do

Schneider — Wed, 21 Jul 2010 09:52:49 +0000

New version of project management software by Can Do is an efficient instrument for the controlling of projects and portfolios. Bubble charts, in which all project data is taken into account in real time, help with analysis and monitoring of project portfolios.

Can Do, the solution provider for project management will, among other things, present comprehensive functions for project portfolio management (PPM) in the upcoming new version of the software Can Do Project Intelligence 4.0. Users are able to create and manage project portfolios and simulate different scenarios in familiar clarity and simplicity via mouse click. Can Do offers portfolio managers an instrument with which they can select the right projects – meaning projects which are in accordance with the company strategy respectively, are feasible from a financial and capacitative point of view.

Portfolio manager determines valuation standards himself
Can Do Project Intelligence 4.0 is not predetermined on a method for the evaluation of the content of projects but offers companies, portfolio and project managers the option to set their own priorities. Here the method of ”balanced scorecards“ could for example be applied , in which various projects get a certain score in self-defined categories. Likewise the portfolio can be judged regarding the profitability of individual projects. The PPM software allows the user to enter values in freely definable fields and for any desired amount to individually create standards for the evaluation.

portfolio overview: new and ongoing projects

Project simulation on the highest level
In addition to the evaluation of the content, the planning tool from Can Do also simulates the feasibility of projects in portfolios. First and foremost, the feasibility depends on the available resources and the financial capabilities of the company. During the creation of a project idea, Can Do Project Intelligence 4.0 already considers the utilisation of resources for all projects of the portfolio, their actual times (confirmed working time) and all other capacity requirements within the portfolio. The PPM software is also able to record and process vaguely planned deadlines, durations and expenses. After all, it is not possible to accurately plan project ideas or offers in their developmental phase.

Ideal portfolio management for executive board
New and ongoing projects are established individually and simultaneously in the portfolios. That way, a connection between the individual projects can be created. Furthermore milestones like “supervisory board meetings“ can be incorporated. So it is possible to connect projects with important events and monitor them.

Bubble charts – portfolio analysis in real time
Bubble charts for analysis respectively for controlling of project portfolios are displayed in Can Do Project Intelligence 4.0 in the graphic client parallel to the chronological display of the portfolio. The risk of this project is represented on the x-axis, the value or benefit on the y-axis and the size of the bubbles reflects the amount of effort or cost. The bubble chart is updated continuously throughout all data changes in real time. Not only does this apply to the changes the portfolio manager makes in his portfolio, but Can Do Project Intelligence 4.0 also considers all data of the running projects in real time as well. This feature enables the Can Do software to not only becomes a complete portfolio system, but it can also be used as a control station for all projects.

In addition to the functions listed here, Can Do Project Intelligence 4.0 offers additional new features in the area of project management as well as in the area of project portfolio management. Can Do will be publishing further information about the new features of version 4.0 shortly. Can Do Project Intelligence 4.0 will be published during the third quarter of 2010.

Successful implementation of project management software with SAP and Outlook/Exchange interface

Schneider — Thu, 15 Jul 2010 14:12:56 +0000

Vast interest in the presentation by Austrian IT specialist makeit, partner of Can Do, at the PMI Chapter Austria Forum Event in Vienna

Munich/Vienna. makeit information systems GmbH gave a presentation on the successful implementation of a project and portfolio management tool with SAP and Outlook/Exchange interfaces for Wiener Wohnen within the framework of the PMI Forum Event at the Vienna University of Technology, on the 17th of June 2010. makeit has been an integration and marketing partner of the Munich-based Can Do GmbH since 2002. During the presentation held in the university’s ballroom, which was attended by some 90 participants, particular attention was given to the integration of the project management software, Can Do Project Intelligence, into the system landscape of Wiener Wohnen, with special emphasis on the interface with Outlook/Exchange. The lecture was presented by Alexander Thür, Senior Consultant at makeit, and Rudolf Randus, one of the two managing directors of makeit. The company Wiener Wohnen manages around 2 050 residential complexes with over 210 000 apartments, and utilises Can Do software to manage construction renovation projects, in order to ensure the maintenance of the value of the residential properties. With the aim of providing optimal support to the renovations manager (equivalent to the project manager of each construction renovation project) and for compliance reasons, two important interfaces were realised with Can Do Project Intelligence.

Alexander Thür (Senior Consultant makeit, zSPM) and Rudolf Randus (managing director makeit, PMP)

Once a construction renovation project has been set up in the SAP system, pre-defined deadlines and milestones which are known at the outset are sent to the planning tool via UC4 (service- automated file transport). UC4 is utilised because a direct online link to the SAP system was not permitted. Once the SAP data has been sent to Can Do Project Intelligence, a defined project template is automatically generated there – depending on the type of renovation and adjusted according to the data. Goals, virtual resources, documents and actions have already been stored in the template at the various relevant object levels (project/phase/work package milestones). The template encompasses 8 possible trade areas (for example roofing, windows, facade, cellar etc.) and the project managers delete those that do not form part of the renovation. In the course of the official award of contract, virtual resources are replaced by real ones and the project status is changed from planning to in progress. The project personnel now book the hours spent against the phase and work package levels.

In order to support the customary sequence of operations of personnel actively involved in construction renovation projects at Wiener Wohnen, management decided to link Can Do’s planning programme with Outlook/Exchange in order to be able to record, for example, hours spent on the project progress meetings or project meetings directly via the appointment request function in Outlook according to project, phase or work package level. A synchronisation mechanism between Outlook/Exchange and Can Do Project Intelligence synchronises the data every 2 minutes (the interval can be adjusted). A “Can Do Outlook Form“ makes a selection of those projects and their related phases or work packages alternatively available to the Outlook user against which he should record services. When selecting a phase or work package, further freely definable additional fields (responsibilities, deadlines etc.) can be displayed from the Can Do System in the Outlook form. In addition, it is possible to record the project progress – e.g. in the course of a progress meeting – at the relevant object level, and synchronise it with Can Do.

PMI Forum Event in Vienna

The communication between the Can Do Server and the Exchange Server of Wiener Wohnen was solved by way of J-Integra and on the basis of the information in the defined profiles. As an alternative to data input via Outlook/Exchange, personnel can carry out time confirmations either directly within the graphic Can Do client or via a so-called web feedback tool, which supports the recording of time spent via a standard browser user interface.

Both ongoing project reporting and special analyses for strategic decisions in conjunction with construction renovation projects, such as decisions concerning the overall portfolio, are solved via the integrated reporting system, the Project Data Collector (PDC). As a result every single staff member can, taking into account the specified system of access rights as the standard, generate specified reports or alternatively user-specific reports (e.g. in Excel or csv) in real time and then process them appropriately. Reports or special analyses can be activated across all construction renovation projects by way of an own licensed module, the PDC Resource Kit, whereby for company policy reasons, this function is available only to PMO staff .

The slides used in the presentation are available here.

International Machine- and Plant Constructor Oerlikon Barmag plans with Can Do

Schneider — Thu, 27 May 2010 15:37:21 +0000

Innovative project management software Can Do Project Intelligence enables for a realistic planning with – as usual – imprecise specifications at the initial stage of a project and makes a significant contribution to raise the efficiency at Oerlikon Barmag.

When it comes to the project planning, the worldwide operating machine- and plant constructor Oerlikon Barmag, Remscheid trusts in the software by Can Do. Oerlikon Barmag´s in-house project group, who does, besides the manufacturing, also undertake the planning and implementation of the spinning plants and texturizing machines for the international customers, hence focuses on an innovative planning-tool featuring extensive functionality and easy handling.

Oerlikon Barmag is the international market leader in the manufacture of spinning plants for nylon, polyester, and polypropylene and provides its customers all-in-one solutions from the development through to the process optimization. In order to achieve an efficient planning and implementation of the complex projects, Oerlikon Barmag decided to go for the multi-project management software by Can Do. „Can Do Project Intelligence allows for a better planning of projects, provides for more efficiency in the work flow and enables an intelligent resource planning – and all of this in real time. Oerlikon Barmag plans, produces, and installs plants and machines all over the world. Therefore it´s vital for us to appoint our project teams in a most ideal way, particularly in the event of time overlaps of several projects”, says Ralf Scheidemann, Senior project manager for Oerlikon Barmag.

Owing to the interfaces to other systems, the project management software by Can Do can be smoothly integrated into the existing IT-environment. Above all, it was the option for the planning with imprecise specification that convinced Oerlikon Barmag. “More than 75 years of experience in the plant construction business and project planning taught us that projects can´t be planned down to the very last detail. That´s why we put our demand on planning software being capable of processing imprecise specifications and displaying these, even though, accurately in the project plan. With Can Do Project Intelligence, we´ve found a solution that fully complies with our requirements and enables us for a realistic and successful planning.”, the project management expert Ralf Scheidemann points up. Despite its multitude of functions, the software by Can Do has been still remaining a planning tool, which can be operated intuitively and understood easily.

About Oerlikon Barmag:
Oerlikon Barmag, a branch of Oerlikon Textile GmbH & Co. KG with branches in Remscheid, Chemnitz, Wuxi, and Suzhou (both PR China) was founded as Barmag AG in 1922. The company is deemed to be the international market leader in the field of spinning plants for synthetic fibres such as polyester, nylon, and polypropylene, as well as texturizing machines and acts as service provider in the field of engineering, thus offers solutions along the textile value creation chain. Core competencies comprise as well the manufacture of corresponding components for the production of synthetic fibres such as extruders, bobbins, pumps, and godets. With the extension of the product range by poly-condensation plants and their key component, the company now projects the entire process from the monomer to the texturized yarn.
The main markets for Oerlikon Barmag are Asia, and at this point in particular China and India, as well as the Mid East and Europe. According to that, the company with its 1700 employees has a worldwide presence in 120 countries and operates manufacturing-, distribution-, and service organizations within the network of Oerlikon Textiles. In the Oerlikon Barmag-Technology Center – the largest one of its kind in the international sector – at the headquarters in Remscheid, well qualified engineers and technicians develop innovative and technologically leading products for the world of tomorrow.

Contact:
Susanne Beyer
Corporate Communications
Tel. +49 2191 67-1526
Fax +49 2191 67-1313
Email: susanne.beyer@oerlikon.com
Internet: www.barmag.oerlikontextile.com

HS Genion depends on the project management software of Can Do

Schneider — Tue, 23 Mar 2010 15:04:20 +0000

• Multi-project management with comprehensive resource planning
• Vehicle system developer convinced by ease of use
• First customer from the automotive industry

The automotive business HS Genion relies on the project management software of Can Do Project Intelligence. In future, the developer and manufacturer of movable components and vehicle systems will control the planning and implementation of complex customer projects with the software of the Munich based Can Do GmbH.

HS Genion can arrange the supply to European automotive industry customers more efficiently and precisely by means of the consistent application of the planning tools that Can Do offers. In the search for high-performance software, the intelligent resource planning with permanent capacity balance convinced the company headquartered in Gilching in Munich. “It was important to us that the software has the ability to co-ordinate several projects that take place simultaneously in different locations, in which numerous companies can be involved.” Paul Regauer, head of Project Management at HS Genion said. As a result of the optimised use of resources, a return on investment (ROI) is possible within a relatively short period of time. Beyond that, the software of Can Do offers further technical features like risk management and an integrated time registration system.

The high usability of the program played a big role in the decision-making for Can Do. “Amongst other things, modern project planning software has to be measured by how quick to it is to learn and easy it is to use”, Paul Regauer emphasised.

Can Do Geschäftsführer Thomas Schlereth

Thomas Schlereth, Managing Director of Can Do GmbH, said, “Through HS Genion, we have gained a customer from a highly technological automotive industry for the first time. It reflects the efficiency and the innovation potential that our project management software has.”

About HS Genion
HS Genion is a developer and producer of movable components and vehicle systems. The enterprise acts as a system partner for the European automotive industry in the areas of aerodynamics, cargo-management and linkage cover. As a strategic partner, HS Genion, with approximately 140 employees in three locations in Germany has been a system supplier for movable modules and components for many years. As a Full-Service-Supplier and with emphasis on the automotive sector, HS Genion GmbH offers their international customers innovative complete solutions on all process phases – from the idea to the concept up to the production of technically demanding products. The core areas of expertise are: aerodynamics, convertible components, cargo-management, comfort and lifestyle.

Contact:
HS Genion GmbH
Friedrichshafener Straße 4a
D-82205 Gilching
Tel. 08105 / 77 22-0
Email: info@hsgenion.de

Project organisation at VVB

Schneider — Mon, 21 Jul 2008 08:08:06 +0000

Ready for the future

The Munich-based Vereinsbank Victoria Bauspar AG (VVB) now relies solely on the solutions provided by the Munich-based Can Do GmbH for its project management requirements. The intuitive use and support of the entire project life cycle that Can Do Project Intelligence provides is crucial for VVB. A committee consisting of management and operational staff decided to introduce a new project management solution in order to better support VVB’s internal project management. “We were looking for a system that best meets VVB’s requirements,” Martin Schuster, Project Manager and deputy head of IT/Organisation at VVB explains. The obvious choice was the multi project management solution Can Do Project Intelligence.

Martin Schuster is extremely satisfied with the software since its installation. Projects can now be planned and executed easily and quickly within the different departments. Prior to the introduction of Can Do, VVB executed its projects using different software tools, metaplan boards and mind maps. The planning process was high and project durations were long.

Can Do Project Intelligence has revolutionised project management at VVB and made it more efficient. Can Do already plays a part when the project idea is conceived. Planning values such as duration, workload or costs cannot always be accurately forecast in the case of projects. Can Do solves this problem by entering parameters such as “the workload for a work package lies between 50 and 80 working days” or “a specific phase starts in September”. Can Do continuously calculates the probability of all planning values and indicates critical points accurately. This form of monitoring allows the project leader to proactively take the appropriate steps to avoid jeopardising the course of the project. This allows for safe and realistic planning. Controlling and monitoring of projects is thus also made simpler. The same is true for management of resources, particularly human resources. Here it becomes apparent at what point in time which person is scheduled for and at what point overload or congestion occurs. A stand can hence be taken with regards to resource and department capacity.

“Our previous project management tools hardly allowed for such efficient planning and controlling of resources. Can Do Project Intelligence has considerably improved our daily project work,” Martin Schuster explains. Despite its extensive and varied functions the software is built simply. Innovative ergonomics allow even newcomers to attain good results in a short amount of time. This significantly increases the acceptance of the application. This acceptance is one of the fundamental pillars in the cost benefit analysis of a software solution. As opposed to other software tools, Can Do goes beyond the actual installation and is used to its full extent in the daily workflow. Users also enjoy the application. Feedback from project leaders is consistently positive. Reporting is set up in such a way that existing reports can be used in Excel or SAP. “It is particularly impressive that Can Do provides all data in real time. Every action that a user takes in Can Do is immediately processed in the database. Tedious saving of files Can Do Project Intelligence is hence not necessary, a loss of data is impossible and all reports are always up to date,” Martin Schuster explains.

Another advantage of Can Do is that when a phase is extended, the entire project plan is not automatically moved. In the case of other project management solutions, the project plan is completely shifted around when adjustments are made. This means that hundreds of processes are moved when only one deadline is missed. This leads to a loss of control over the project plan. Can Do solves this problem by re-calculating and visualising the risk situation when such an adjustment occurs. The project leader can thus decide on possible changes to the plan. The project leader has the advantage of always being in full control of project planning. In addition, no adverse effects, for example in the central pool of resources or in other projects, are generated.

Can Do’s rights model enables project parts or work packages to be activated specifically for further processing by others users. “We have already successfully planned and executed several major projects with Can Do. Worth mentioning are: “eXPandIT” – conversion of the operational system to XP, “WEBKuS” –introduction of a web-orientated customer service portal with CRM functionalities or “DMS” – conversion to a new document management system and its migration,” says Martin Schuster. “These projects specifically stood out due to their technical complexity and high quality requirements. Using Can Do created time for the project leaders and reported potential risks in time. We are convinced that we are now able to manage our projects more effectively and professionally. Can Do Project Intelligence’s stability and elevated level of maturity benefit us hugely,” Martin Schuster emphasised in closing.

About VVB:
VVB is the building association of HypoVereinsbank and ERGO Versicherungsgruppe (Insurance group). It specialises in construction financing and also offers attractive loan products in addition to two modern and flexible savings rates. VVB positions itself predominantly, as a partner in the modernisation and renovation of portfolio properties. Customer service is a core business value – not only in consulting and sales but also in the administration of contracts. Intelligent IT support lays the foundation for efficient processes and thus creates capacities for customer care. According to VVB, its customer base currently stands at 514,000 contracts with a savings amount of 11.6 billion Euros.