Microsoft Office Enterprise Project Management Solution EPM Introduction

Microsoft® Office Enterprise Project Management Solution (EPM)

Introduction Microsoft Enterprise Project Management (EPM) Building an EPM Vision Case Study: Bonneville Power Authority • Challenges PMO (Project Management Office) Portfolio Management Integration with LOB (Line of Business) apps. EPM 2007 – What’s new Q & A

Larry Mead, PMP Senior EPM Consultant – MCS (Microsoft Consulting Services) – Solution Services Team History: 20 years USN MIS- Undergrad, Grad- Business PM-overseas, newspaper plant operations NY Times – site management EPM Consulting – BPA Current: Atlanta, GA Larry. Mead@Microsoft. com

Pr o je ct s People EPM Technology Process P r o j e c ts A coordinated organizational approach to achieving business goals through a continual nucleus of projects and processes which include: Strategy ts c je o Pr Strategic initiatives Operational improvements Business transformation activities as well as traditional development projects ts ec oj Pr

Business has… EPM Vision Business Processes Project Management Organizational Culture Competencies Information Systems How do we combine all of these to establish Enterprise Project Management in your organization?

30 + years * Automotive 10 years Years with Project Management Practice * * Construction * DOE, DOD, Aerospace & Defense * Systems Engineering Financial Services * Pharmaceuticals * Retail Level 1 Level 2 Level 3 Level 4 Level 5 Project Management Maturity Level Source: Value of Project Management in IT Organizations survey, Center for Business Practices, February 2002

– No Workflow gating. – Inability to forecast using EVA – No central PM authority – Inconsistent reporting, tracking, estimating methods Roles and Responsibilities not clearly defined Unstable environment and infrastructure. Inconsistent formal project management expertise among organization Culture change barrier EPM process adoption, project development. Current processes non-existent or not documented Multiple sources of data and databases (i. e. Remedy, Workforce, Peoplesoft, Livelink docs, Sharepoint) – Informational meetings – Redundant work- Passport and EPM – Project interdependencies between departments not communicated. – – – 7

EPM Technology Process P r oj ec ts Pr ts ec oj r P People Strategy ts ec oj Pr oj ec ts – People, Process, Tools (EPM Platform) 8

Process - Define Capabilities; Critical Requirements Project Management Resource Management Project Portfolio Management Budget & Cost Tracking Reporting & Analysis Creating Plans & Defining Scope Identifying People, Equipment, etc. Alignment of Projects with Strategy of the Firm Understanding and Identifying Project Costs Communicating Status to Organization Developing & Managing Schedules Understanding Availability of Resources Establishing Project Priorities Managing Associated Budgets Gathering Insight Understanding Tasks & Required Skills Matching Skills to Assignments Allocation of Resources Identifying Risks to Organization

ts ec oj Pr EPM Process Technology Pr o jec ts Pr oj ec ts Strategy ts ec oj r P People A temporary endeavor undertaken to create a unique product or service. PMBOK

Pr oj ec ts EP M Process Technology Strategy - Levels Of Project Data Pr o jec ts ts ec oj r P ts ec oj Pr People Strategy EVA Schedule Actuals Costs Actuals Resources, Assignments Tasks Project Variables

Pr oj ec ts EP M Process Technology Strategy Pr o jec ts ts ec oj r P ts ec oj Pr People Strategy Project Management Office (PMO) Mature Project Management The mechanism through which a Structured Project Management Program is established and maintained within the organization Structured Project Management Program Project Management Office (PMO)

Pr oj ec ts EP M Process Technology - Connecting Your People to Projects P r oj ec ts s ct je o Pr ts ec oj Pr People Strategy Executives Resource Managers Team Members Line of Business Systems Project Managers

POC/Pilot Phase 1 14 Technology Resource Management Communication/ Collaboration Portfolio Management Schedule Management PMO Scope Management Initiation/ Prioritizing Culture impacts Architecture review Enterprise resource pool Resource Pool scrub - AD Sync Project Time Reporting Health Reports Allocation Reports by Project/Resource Type EPM & Prioritization POC Pilot Migration to EPM Production Date ts ec oj r P P r oj ec ts E P Proce MInitialss Technolo gy Requirements Date Pr oj ec ts ts ec oj Pr People Strateg y Phase 2 Executive Dashboard Workflow rollout Resource Management Change Mgt. Variance Analysis Enterprise Templates & update cycles established Data/Usage Patterns established Baselining Process Project Status Report Requirements mapped – Integration to LOB Schedule Estimating Risks/Issues Cost reporting Gap Analysis, Remedy & EPM LOB integration Guiding Principles/Best Practices/UAT testimony PM 101 training Define notification parameters Risks/Issues Risk Management Standard rates samples and out of the box reports Earned value S curve reports Training EPM Training Delivery - UAT

Prioritization Of Selected Projects • • • Positions newly approved projects relative to all other projects in the portfolio Can utilize the criteria in the selection process with weights/scoring for each criteria End result is a ranked list of projects within the portfolio

BPA Deliverables • Project web site • Common PM tool, planning processes, PM language • Centralized PMO-using BUP template • Update cycles and communication plans • Microsoft Project EPM • Change management initiative using Clearquest • Train the trainer programs • BES/P 2003 integration running in John Quinata’s PMO. • Dedicated servers for TM future initiatives • Top-down buy-in with BPA representation in PMO for bottom up accuracy

Pr oj ec ts EP M Process Technology Pr o jec ts ts ec oj r P ts ec oj Pr People Strategy Project Management processes were adopted, configured to the specific needs of the organization. Project Management Office became center. Conclusion � The interface between Passport, People. Soft and Microsoft Project 2002 has achieved significant improvements at Bonneville Power Administration. It improved enterprise reporting and resource planning, as well as project monitoring and tracking. It also allows project managers to take advantage of advanced project management features that will ultimately lead to better control allowing better informed decisions to be made in a timely manner resulting in improved efficiencies and cost saves.

Pr oj ec ts EP M Process Technology Pr o jec ts ts ec oj r P ts ec oj Pr People Strategy � Obtain knowledge and understanding of the EPM � � � system – You’ve already started! Develop and validate you EPM business case and “Roadmap” Define Pain Points Execute Roadmap Take a phased approach Limit the technology

EPM Process Technology P r oj ec ts Pr oj ec ts s ct je o Pr ts ec oj Pr People Strategy Project 2007 WHAT IS NEXT FOR PEOPLE, PROCESS AND TOOLS?

An Enterprise Solution… LOB: • ERP • CRM Frontend Services Capabilities Scheduling Resource Plans Data Warehouse Platform Task Assignment Event/Notificatio ns Budgeting Timesheet Capabilities Reporting Portfolio Gov Security Portfolio Selection

EPM 2007 Easier to Get Started Enable faster and broader adoption � Understand Project’s scheduling Change Highlights – What if Scenarios Task Drivers Multi Level Undo � Cost Enhancements Cost Resources Account Codes � Timesheets and Task Management � Proposals & Activity Plans for Workflow � Integration with PPS (Project Portfolio Server) purchase of UMT � Resource Plans � Outlook Integration

Project Portfolio Server Acquisition Portfolio management was a functional gap in the Microsoft project management solution UMT’s Portfolio: Developed by UMT, represents over 15 yrs of project portfolio management and analysis Not an add-on to a project management tool The missing ingredient 35

PPM Participant Industries 36 Banking & Fin. Services Government Energy & Utilities Manufacturing Professional Services Pharmaceutical Technology Insurance Other Transportation Healthcare Food & Beverage Chemicals Media & Entertainment 0% 2% 4% 6% 8% 10% 12% 14% Source: February 17, 2006 survey of UMT PPM Webinar Participants

Project Server Gateway Workflow Example 3 Synchronize actual and forecast project data from Project Server with Portfolio Server to effectively manage and track 37 portfolio performance through execution. 3 As projects are being executed, the Gateway is used on a periodic basis to automatically aggregate detailed project data (i. e. actual and forecast) from Project Server to Portfolio Server. In this way Portfolio Server offers a central view with all pipeline and in-flight portfolio information for full ongoing portfolio management.

Project Tracking and Roll-up 38 Standards clarify reporting and enable aggregation Financial and resource tracking provide early warning of projects at risk On-line format promotes visibility and streamlines data collection

Copyright © 2006 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.