going beyond business as usual Integrated Project Portfolio

going beyond business as usual Integrated Project & Portfolio Management Microsoft Project Server 2003 – Pro. Sight Portfolios Interface Presented by the pci group Emre Guzelaydin 10 -20 -04 the pci group

Objective Maximizing Value from Projects Project and Portfolio Management Integrated Model for Success Pro. Sight Portfolios Microsoft Project Bridge Description Demo www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Getting More Value Out of Your Projects Why Is There So Much Focus Recently On Getting More Value Out of Projects ? Companies are under tremendous pressure to reduce cost (budgets are being cut) Greater productivity gains must be realized with fewer resources Shareholder expectations increasing Competitive pressure mounting www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Strategic Challenges Are projects in the portfolio aligned with strategic objectives of the company? Will the project portfolio yield maximum value? Are projects prioritized to ensure optimum use of resources? Are project priorities, objectives, deliverables, milestones, etc. communicated clearly to project teams and peers? Are there too many small, short-term, low- impact projects? Is the mix of projects balanced to minimize risks to the organization? Are the budget and resources available to accomplish the objectives of all projects? www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

More Strategic Challenges… Do I have a way of continually monitoring the health of my project portfolio ? Do we have too many projects for the limited resources available? Do we have high project failure rates (low throughput)? What corrective action must I take to bring the project back on course? What are the issues/risks that could jeopardize my project ? What is my action plan for dealing with those risks ? Do I have the budget & resources needed to accomplish my project’s objectives? Are we catching under-performing, off-strategy projects quickly and adjusting resource allocations accordingly? Do we have accurate and timely information from active projects to facilitate decision making? www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

In Summary… Are we working on the right projects? PORTFOLIO MANAGEMENT Are we doing

“The greatest waste in business is doing the wrong thing well. ” Henry Ford

Premise Tomorrow’s successful organizations will be determined by the ultimate value of the projects they select and how well they simultaneously integrate, manage, and control their multiple projects - projects that are vital to their continued corporate success. Doing the Right Projects Doing Projects Right www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Portfolio Management answers the following questions: 1. Have I defined my key business objectives for my organization? 2. Does each of my projects support one or more of my key business objectives? 3. How do I prioritize my projects? 4. How do I select the projects that will provide the greatest return on investment? 5. How do I balance my projects to minimize the risk to my organization? 6. Do I have the budget and resources needed to accomplish the objectives of all of my projects? 7. Do I have a way of continually monitoring the health of my project portfolio? www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Portfolio Management Dynamic decision process, whereby a business’s list of active and candidate projects is constantly evaluated and revised Process of transforming company objectives into prioritized list of programs and projects Art of continuously evaluating and allocating scarce company resources to optimum mix of projects that deliver the maximum value to the organization www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Project Prioritization Process Screen for Completeness of Information Ideas Strategic Alignment Scorecard Business Value Scorecard Project Candidates Projects Prioritization Scorecard Prioritized Projects Rejected Ideas www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Goals of Portfolio Management Value Maximization Strategic Alignment Balance Risk vs. Reward Across Business Objectives Across Business Units/Departments www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Project Management answers the following questions: 1. Is my project on schedule and within budget? 2. Which tasks are on the critical path? 3. What corrective action must I take to bring the project back on course? 4. What are the risks that could jeopardize my project ? What is my action plan for dealing with those risks? 5. Do I have the budget & resources needed to accomplish my project’s objectives? 6. Is the project status communicated timely, clearly and accurately to appropriate people? www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Project Management Application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Accomplished through use of processes such as: Initiating Planning Executing Controlling Closing Project team manages project work typically involving: Competing demands for: scope, time cost and quality. Stakeholders with different needs and expectations. Identified requirements www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Challenge… Are we working on the right projects? PORTFOLIO MANAGEMENT Are we doing projects right? PROJECT MANAGEMENT Do we have an integrated process to ensure information flow, and top-down & bottom-up communication? BRIDGING PORTFOLIO & PROJECT MANAGEMENT www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

PPM Integrated Model Mission and Vision Key Business Objectives Portfolio Management Identify, Prioritize, Select & Review Projects Product Optimize the Portfolio Project 1 Resource Allocation Inter-project Coordination Capital Expansion Consolidated Reporting Portfolio of Projects Strategic Project & Program Management Project 1 Operational Project 1 PMO Project 1 Dept. 2 Dept. 3 Dept. 4 Dept. 5 Dept. 6 Project A Project B Project Life Cycle PMBOK Standards PM Tools & Processes Training PM Skillset (Bridging the Gap) Key Objectives Strategic Alignment Strategic Management Organization Project C Process www. pcigroup 1. com Enterprise Project Management ã IT Copyright 2003 by the pci group. All rights reserved.

2005 Initiatives Program Strategic Management PMO Portfolio Management Integrated PM Process Vision Business Objectives Periodic Executive Review Initiative Selection Initiative Objectives Prioritize, Modify Goals, Cancel Portfolio Status, Priorities, Metrics Targets Status Review Initiation Resource Mgmt. Modify Consolidate Initiative Objectives Priority, Assignment Revised Priorities, Objectives Project Management Initiative Status Initiative n Initiative 2 Initiative Initiate 1 Initiate Pla n n Kick off Exec ute Exe ute & cute & Cont &rol Cont Clo seo ut rol ut Supporting PM Processes Change Mgmt, Risk Mgmt, Issues Mgmt, Lessons Learned www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Key Enablers to Enterprise Project Management Project/Program Management Office Processes Organizational Infrastructure Trained Staff Executive Sponsorship The “Right” Software www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

Introducing… MS Project Server and Pro. Sight Interface MS Project Server 2003 Pro. Sight Portfolios Bridge for MSP Server 2003 www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.

MS Project Server and Pro. Sight Interface Workflow Pro. Sight Portfolios Prioritize and select projects (Establish Portfolio) Bridge MS Project Server 2003 Manage data mapping between Pro. Sight and MS Project Establish enterprise parameters Imp ort Define project level targets, high-level plans (life cycles) Publish Create projects from Pro. Sight Update life cycle and resource information Update Develop detailed task plans, resource assignments Evaluate Portfolio Revise project level data as required www. pcigroup 1. com Track Progress Update Publish Upd. Proj. enterprise codes Revise task plans and resource assignments ã Copyright 2003 by the pci group. All rights reserved.

Pro. Sight Portfolios – MS Project Bridge Demo… 1. Review Portfolio in Pro. Sight Scorecard Investor Maps Project Form and Workbook: Life Cycle 2. Publish a portfolio of projects to MS Project Open a Pro. Sight project in MS Project Professional Revise dates, assign resources, add tasks, etc. Link to the project in Pro. Sight and review changes Open Project Web Access from Pro. Sight and review portfolio www. pcigroup 1. com ã Copyright 2003 by the pci group. All rights reserved.