Overview of Microsoft Project Technical Briefing Seattle June

Overview of Microsoft Project Technical Briefing Seattle, June 1 to 4, 2004 Boris Bazant Portfolio Manager, Central and Eastern Canada Quantum. PM

Overview of Microsoft Project Technical Briefing Seattle, June 1 to 4, 2004 n Agenda: n n n Purpose of Microsoft Project Technical Briefings What to expect when you attend Microsoft Project Technical Briefing – partners & customers, selecting session tracks etc. Latest trends and issues identified Service Pack (SP 1) for Microsoft Office Project 2003 technical review Q&A

Seattle Icons – what is that? The 1997 total assessed value of this house was $53, 392, 200 with the land value being $9, 122, 200

What were property taxes for 1998 for Bill Gates’ House: • $ 520, 000 • $ 620, 000 • $ 820, 000 • $ 1, 020, 000

Purpose of Microsoft Project Technical Briefings

What to expect when you attend Microsoft Project Technical Briefing (PTB)

PTB 2004 Tracks n n n Deployment & Configuration Developer Miscellaneous Organizational Planning & Readiness Partner Lead Product Overview

PTB 2004 Keynotes n Also, several important keynotes were delivered: n n n Seamless Computing: Innovation with Impact by Bill Gates Microsoft Information Worker Platform by Chris Capossela, Microsoft Corporate VP To Deployment and Beyond: Wachovia’s Experiences with Microsoft Office EPM Solution by Treb Gatte, Vice President

Seattle Icons – what is that?

PTB 2004 - Latest Trends and Issues Identified n n Finally, companies are realizing that EPM platform based on Project Server 2003 is a complex set of technologies that requires “Enterprise” approach and mindset EPM is (slowly) becoming part of core corporate competencies – Corporate Health Bill Gates is aware of how important EPM solution is for Microsoft Integration with other LOB systems is happening much quicker than expected, SAP, Siebel, AD Starter Kits were released

Service Pack (SP 1) for Microsoft Office Project 2003 technical review n SP 1 for Project Server 2003 is released Many problems – features and performance related are fixed n Views processing can be split between multiple servers (very important for large EPM deployments) n New set of administrative and troubleshooting tools

Service Pack (SP 1) for Microsoft Office Project 2003 technical review

Service Pack (SP 1) for Microsoft Office Project 2003 technical review

New Administrative and Maintenance Tools for Microsoft Project Server 2003 n Testing And Monitoring Tools n n n Data Population Utility Smoke Test Utility Conn. Info Utility Project Server Health Monitor Tool Administraitive and Maintenance Tools n n n n Project Server Cleaner Utility Edit. Site Utility Project Renaming Utility Restore. P. exe Utility Project Server Set Tracing Utility View Backup and Restore Tool View Effective Rights Tool View Populator Utility

New and Updated Microsoft Project Server 2003 Guides n n n n Project Server 2003 Administrators Guide Project Server 2003 Application Configuration Guide Project Server 2003 Configuration Planning Guide Project Server 2003 Disaster Recovery Guide Project Server 2003 Executives Guide Project Server 2003 Installation Guide Project Server 2003 Medium-Scale Installation Guide Project Server 2003 Portfolio Managers Guide Project Server 2003 Project Managers Guide Project Server 2003 Resource Managers Guide Project Server 2003 Security Group Guide Project Server 2003 Single Computer Installation Guide Project Server 2003 Small-Scale Installation Guide Project Server 2003 Team Leads Guide Project Server 2003 Team Members Guide

Corporate Health What does a “healthy” organization look like? 1. Strong Performance (Business Results) n Financial/Operational Performance n Project Performance 2. Happy, long-term Customers 3. Right Resources/Right Mixture 4. Vital Group of Products and Services A healthy organization monitors the health of the above against its corporate strategy.

Corporate Strategy Two Additional Keys to Corporate Health: 1. Governance (Awareness) • Effective Strategy Deployment 2. Environment • Focus on the internal and external factors that will define the future It is not the strongest of the species who survive, nor the most intelligent, but the ones most responsive to change. -Charles Darwin

Change “There are three types of organizations: n n n Those crashing into brick walls Those swerving to avoid brick walls Those out in front building brick walls for their competitors” Harris, Jim. Blindsided. Capstone Publishing Ltd. 2002.

Corporate Health How does an organization reach “wellness”? n n By aligning its work with its strategy By focusing on the future By adapting to change By creating change

Corporate Health How does an organization maintain “wellness”? n n Regular checkups (Metrics & Measures) Healthy lifestyle (Lean processes, proactive environment) Wellness requires flexible processes and information for real-time decision-making and leadership

Regular Checkups Metrics and Measures 1. 2. 3. 4. 5. 6. Strategy Alignment Resources – people and infrastructure Customers – satisfaction and potential Performance – business results Products/Services – quality, market fit Environment – internal and external

Healthy Lifestyle Lean Processes in a Proactive Environment 1. 2. 3. 4. 5. 6. Processes have owners Processes are agile with a focus on results Processes are usable and in use Processes are easy to modify Processes are focused on continuous improvement Processes are monitored and modified

Complete the Circle for Corporate Health

Traditional Views n n Operational/Financial View n Functional Focus n General Ledger Reporting Requirement n Annual/fiscal budget view Project View n Focus is on goal-based “work” n No “GAAP type” reporting expectation n Multi-year span

Operational/Finance Fundamentals 1. 2. 3. 4. Time & Expense Time & Billing Workflow Operation Control

Project Fundamentals 1. 2. 3. 4. 5. 6. Governance Project Prioritization Project-Based Budgeting Standards Sustainable Processes Metrics

Paradigm Differences PPM (visibility) Timesheets (status) Timesheets Billing Expense Cost Deliverables Strategic Initiatives Integration with Accounting Financial/Operational (viability)

The Role of PPM Bridging the Gap

Components of Bridges OPERATIONAL Resource Time Skill Rates Budget Yearly Forecasting Budget Yearly Budgeting ‘FTE’ PROJECT MANAGEMENT Status Tasks Resource Rates and Budget Planning Budget in Total and Yearly Forecasting Budget Resource Scheduling & Forecasting

Components of Bridges OPERATIONAL GL Grouping Strategic Initiatives (ROI Based) Achievement against Strategic Initiatives PROJECT MANAGEMENT Portfolio Grouping & Reporting Project Grouping Portfolio Budgeting Portfolio Scheduling & Prioritization Post Project Metrics

Alignment of Views Operational/Financial Project Management Data Bridge “Actuals” Data Comes Directly from the Projects

Executive Dashboard l a n o i t a r e p O

Seattle Icons – what is that?

Seamless Computing: Innovation with Impact by Bill Gates

Take Action! n Learn more about the Microsoft Office Enterprise Project Management Solution www. microsoft. com/solutions/epm/ n Engage a Microsoft Project Partner www. microsoft. com/office/project/techinfo/partners. asp n n Register to local and online EPM events www. microsoft. com/usa/events/search. asp www. microsoft. com/usa/webcasts Learn more about Microsoft Office Project 2003 www. microsoft. com/office/project/default. asp

Resources n n n Microsoft Office Project Tech. Net Site: http: //www. microsoft. com/technet/project/ Microsoft Office Project MSDN Developer Center: http: //msdn. microsoft. com/project Microsoft Office Project User Groups http: //www. mpug. org

Q&A