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4.4 Coordination of processes
One of these closely cooperating departments is the Department of Purchases. As a part of
the system, the Global Purchase Plan has been developed as a dedicated application. This
functionality aggregates all tasks marked as investment purchases in projects’ schedules. It
serves the Department as an initial plan for the upcoming purchase procedures. The actual
purchase process is conducted via external Purchase Support System, that sends to Project
Management System a current status of the procurement. This online information helps PMs
assess the situation in their projects without engaging purchase operators. After purchase is
completed and respective contract signed, system allows PM to generate orders in SAP ERP
and register invoices which together with contract details are assigned to particular tasks.
From the controlling point of view it gives the possibility to analyze expenses from additional angles. For example, system allows for easily tracking of all the expenditures under a
particular contract to better control its financial limit, especially when these expenditures are
scattered among different projects.
4.5 Strategic programs
Introduction of the system resulted in important improvements in management of the strategic programs. Prior to the implementation, there were only two programs run by the company, that could be characterized as strategic. One of them still continues, three more have
already started and five are currently at various stages of planning. The system has significantly simplified the process of controlling and coordinating component projects. Program
Offices (PO) established to support Program Directors, now have the possibility to create
combined program schedules linking component projects. All basic information is accessible without time consuming communication with large group of PMs and waiting for their
responses. Report that consolidates SPRs presents PO with the most pressing matters in
every component project. Managing combined budget has become more transparent, as all
the expenditures are registered and reported without delays. Three-way communication with
PMOs and PMs has been facilitated allowing them to work simultaneously on the same
data if required. Decision-making process has been shortened, as the Program Director can
respond to answers addressed by his superiors in a matter of hours or even instantly depending on the complexity of the required information.
4.6 Data analysis
Since all project data is stored in databases and accessible in raw form, it has become possible
to create a large variety of detailed analytical reports or even set up scientific studies. This
ability has been used e.g. to automatically detect mistakes made in project schedules. A dedicated report indicates loose, disconnected tasks, wrong assignment of task type or incorrect
parameters of milestones and project products. This report proved to be very useful, when
e.g. “KGHM 4.0” Program was founded and over 40 project schedules had to be created by
large group of PM with different level of experience in operating the system. Checking the
correctness of these schedules was done automatically, so the only role of PO and PMO was
to inform and instruct PMs about the parts that required reworking.
5 SYSTEM DEVELOPMENT
The second phase of system development began in 2016 and is planned to be finished by the
end of 2019. The main directions of works include: transition to MS Project Server 2016,
extension of functionalities regarding portfolio management, introduction of electronic documentation workflow, incorporation of R&D projects and development of analytical reports.
The platform requires an update, as a loss of efficiency has been observed with growing
number and volume of projects located on the server. Future limitations in technical support and incompatibility with software supplied to the employees have been also taken into
4.4 Coordination of processes
One of these closely cooperating departments is the Department of Purchases. As a part of
the system, the Global Purchase Plan has been developed as a dedicated application. This
functionality aggregates all tasks marked as investment purchases in projects’ schedules. It
serves the Department as an initial plan for the upcoming purchase procedures. The actual
purchase process is conducted via external Purchase Support System, that sends to Project
Management System a current status of the procurement. This online information helps PMs
assess the situation in their projects without engaging purchase operators. After purchase is
completed and respective contract signed, system allows PM to generate orders in SAP ERP
and register invoices which together with contract details are assigned to particular tasks.
From the controlling point of view it gives the possibility to analyze expenses from additional angles. For example, system allows for easily tracking of all the expenditures under a
particular contract to better control its financial limit, especially when these expenditures are
scattered among different projects.
4.5 Strategic programs
Introduction of the system resulted in important improvements in management of the strategic programs. Prior to the implementation, there were only two programs run by the company, that could be characterized as strategic. One of them still continues, three more have
already started and five are currently at various stages of planning. The system has significantly simplified the process of controlling and coordinating component projects. Program
Offices (PO) established to support Program Directors, now have the possibility to create
combined program schedules linking component projects. All basic information is accessible without time consuming communication with large group of PMs and waiting for their
responses. Report that consolidates SPRs presents PO with the most pressing matters in
every component project. Managing combined budget has become more transparent, as all
the expenditures are registered and reported without delays. Three-way communication with
PMOs and PMs has been facilitated allowing them to work simultaneously on the same
data if required. Decision-making process has been shortened, as the Program Director can
respond to answers addressed by his superiors in a matter of hours or even instantly depending on the complexity of the required information.
4.6 Data analysis
Since all project data is stored in databases and accessible in raw form, it has become possible
to create a large variety of detailed analytical reports or even set up scientific studies. This
ability has been used e.g. to automatically detect mistakes made in project schedules. A dedicated report indicates loose, disconnected tasks, wrong assignment of task type or incorrect
parameters of milestones and project products. This report proved to be very useful, when
e.g. “KGHM 4.0” Program was founded and over 40 project schedules had to be created by
large group of PM with different level of experience in operating the system. Checking the
correctness of these schedules was done automatically, so the only role of PO and PMO was
to inform and instruct PMs about the parts that required reworking.
5 SYSTEM DEVELOPMENT
The second phase of system development began in 2016 and is planned to be finished by the
end of 2019. The main directions of works include: transition to MS Project Server 2016,
extension of functionalities regarding portfolio management, introduction of electronic documentation workflow, incorporation of R&D projects and development of analytical reports.
The platform requires an update, as a loss of efficiency has been observed with growing
number and volume of projects located on the server. Future limitations in technical support and incompatibility with software supplied to the employees have been also taken into