Case Study - Amtrak Transforms Its Project Porfolio Business Intelligence
 
Introduction

GoTech added significant value by implementing an enterprise wide Project Porfolio Business Intelligence process improvement discipline. Amtrak Project Management Office, which supports the 20,000 employees of the national railway, wanted to make better strategic decisions about its portfolio of projects. In addition, the new CIO wanted to see real time metrics and have the ability to drill down and see the underlying facts surrounding any underperforming projects.

 
Challenge

The new solution had to provide the flexibility, advanced tools, and ease of use to enable its broad application by managers and executives. It had to provide a single, centralized “version of the truth” to enable business users to focus on decision-making, not on reconciling data.

 
Solution

GoTech started with a dual path project plan utilizing an agile methodology. One Team began the migration of the existing SharePoint Server 2010 and Project Server 2010 farm to a new SharePoint 2013 and Project Server 2013 farm. The other Team started on restructuring Amtrak’s project and financial data making it uniform throughout all projects. In the next phase, GoTech built the Business Intelligence Dashboards, KPI’s, Scorecards and Financial Reports utilizing PerformancePoint which is out-of-the-box with SharePoint 2013. Finally, GoTech integrated Project Server with their existing financial accounting system.

 
Results

Integrating Project Server with their existing financial accounting system resulted in real time portfolio and project cost metrics which allowed the CIO and upper Management to facilitate rapid what-if Project scenarios, experiment with project and capacity options, budgets, resource assignments and financial forecasts. Amtrak saved days to weeks in strategic planning and reviews, while increasing the confidence that their organization is working on the right projects at the right time that best align with their organizational goals and available resources. Amtrak managers and business users can now access portfolio, project and financial business intelligence without having to rely on the IT department to run queries and build reports. The CIO can now make informed actionable decisions based upon metrics that are real time, reliable and accurate.


GoTech added significant value at Amtrak by:

  • Implementation of an enterprise wide Project Porfolio Business Intelligence process improvement discipline.
  • Identifying business requirements and the business case for a common Business Intelligence platform.
  • Implementation of a common Business Intelligenc platform.
  • Transforming Amtrak into an real time Business Intellignece organization leveraging technology.
  • By utilizing an agile methodology approach, the GoTech Team was able to respond to Amtrak's business requirements through incremental, iterative work cadences, known as sprints. Each sprint was thoroughly tested by power end-users so that system business functionality would be exactly what they requested. The results of this agile methodology approach to building the enterprise system solution greatly reduced development costs, time to implementation and assured total business end-user buy-in.