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 Whats 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
 Strategic initiatives
Operational improvements
Business transformation activities
as well as traditional development
Strategy
projects

People EPM Process

A coordinated organizational
approach to achieving Technology
business goals through a
continual nucleus of projects
and processes which include:
Business has EPM Vision
Business Processes
Project Management
Organizational Culture
Core Competencies
Information Systems

How do we combine all of these to establish Enterprise

Project Management in your organization?
 30 + years

DOE, DOD,
*
Years with Project Management Practice

Aerospace & Defense

* Construction

* Systems Engineering
* Automotive
10 years

* 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
 People, Process, Tools (EPM Platform)

Strategy

People EPM Process

Technology

8
 Process - Define Capabilities; Critical Requirements

Project
Project Resource Budget & Cost Reporting &
Portfolio
Management Management Tracking Analysis
Management

Alignment of
Identifying Understanding Communicating
Creating Plans & Projects with
People, and Identifying Status to
Defining Scope Strategy of the
Equipment, etc. Project Costs Organization
Firm

Developing & Understanding Managing

Establishing
Managing Availability of Associated Gathering Insight
Project Priorities
Schedules Resources Budgets

Understanding Identifying Risks Identifying Risks

Matching Skills to Allocation of
Tasks & Required to Organization to Organization
Assignments Resources
Skills
 Strategy

People EPM Process

Technology

A temporary
endeavor
undertaken to create
a unique product or
service.
PMBOK
 Strategy

People
EP
M
Process
Strategy - Levels Of Project Data
Technology

EVA

Schedule Costs
Actuals Actuals

Resources, Assignments

Tasks

Project Variables
 Strategy
Strategy

EP
People Process
M

Technology

Project Management Office (PMO)

Mature
Project
Management

The mechanism through

Structured
which a Structured Project Project Management

Management Program is Program

established and
maintained within the
organization Project Management Office
(PMO)
 Strategy

EP
People
M
Process
Technology - Connecting Your People to Projects
Technology

Executives
Resource Managers Project Managers
Team Members

Line of
Business
Systems
 Strate
gy
E

Date
Date
Date
Peopl P Proce
e
MInitialss
Technolo POC/Pilot Phase 1 Phase 2
gy
Requirements

14
Architecture review Enterprise resource pool Executive Dashboard
Technology

Resource Pool scrub Project Time Workflow rollout

Resource - AD Sync Reporting
Management Resource
Health Reports Allocation Reports by Management
Communication/ Project/Resource Type
Collaboration EPM & Prioritization
Change Mgt.
POC Pilot Migration to EPM Production
Portfolio Enterprise Variance Analysis
Management Templates
Templates & update Baselining Process Schedule Estimating
Schedule cycles established
Management Project Status Report
Data/Usage Patterns Risks/Issues
PMO Scope established
Management
Requirements mapped Integration to LOB Cost reporting
Initiation/
Prioritizing Gap Analysis, Remedy & EPM
LOB integration
Guiding Principles/Best Practices/UAT testimony
Culture impacts
Standard rates samples
PM101 training
and out of the box reports
Define notification parameters
Risks/Issues
Risk Management Earned value S curve reports
Training
EPM Training Delivery - UAT
Shortcut to TM BPA Priority Matrix 120401.lnk
 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/P2003 integration running in John Quinatas PMO.
Dedicated servers for TM future initiatives
Top-down buy-in with BPA representation in PMO for bottom
up accuracy
 Strategy

EP
People Process
M

Technology

Project Management processes were adopted, configured to the specific

needs of the organization.
Project Management Office became center.
Conclusion
The interface between Passport, PeopleSoft 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.
 Strategy

EP
People Process
M

Technology

Obtain knowledge and understanding of the EPM

system Youve already started!
Develop and validate you EPM business case and
Roadmap
Define Pain Points
Execute Roadmap
Take a phased approach
Limit the technology
 Strategy

People EPM Process

Technology

Project 2007

WHAT IS NEXT FOR PEOPLE, PROCESS AND

TOOLS?
 An Enterprise Solution

Front- LOB:
ERP
end
CRM

Services Capabilities
Scheduling Task Timesheet Capabilities
Assignment
Resource Plans Event/Notificatio Reporting Portfolio Gov
ns
Data Budgeting Security Portfolio
Warehouse Selection

Platform
 EPM 2007 Easier to Get Started
Enable faster and broader adoption

Understand Projects 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
UMTs 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 portfolio performance through execution.
37
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.