HP Project & Portfolio ManagementSystem Overview May 9, 2007CIMpleBS.com/HP-PPM/Training-System Overview.ppsBy Dan GallagherSee NOTES page format for Presentation Discussion, Tips & Hints.

The Change Management ProcessThis Diagram represents the Strategic end of the Change Mangement Process:Define what you want to change or addEstimate what you think it will take to develop itEstimate what you think it will cost to develop and maintainPrioritize it based on all of your other opportunitiesStart to develop and implement the change when it represents the best value for the investment, and you can afford, and have the capability to deliver the change as desired.Define ProposalThe What.

Tactical Management Project ExecutionThis Diagram represents the Tactical end of the Process:Define the scope, approach, deliverables and workplanUpdate the Resource and Budget Estimates (Scope Change?)Elaborate what you think it will cost to develop and maintainPrioritize it based on all of your other opportunitiesStart to develop and implement the change when it represents the best value for the investment, and you can afford, and have the capability to deliver the change as desired.WBSCharter

Enterprise IntegrationProduct Management

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Product Management wants changes, so they submit Proposals.Technology has to figure out what it takes and what it costs to make the changes. They create a staffing profile and budget based on the objective.A proposal gets approved and the work estimate (staffing profile) gets loaded into the Project as the baseline. The PM and RM collaborate and elaborate work estimates (based WBS) and assign a resource. The resources validate the WBS and start work and reports actual hoursThe PM\SMEs update the estimate at completion monthly. If we add Proposals approved but not started, and proposals not approved, we have a program (continuous horizon) which is captured as Portfolio Scenario. If we look across all active and approved we see the enterprise load for commitment assessments (resource by role and financial) prior to project approval.If we add the work estimates upon approval, then the Resource Manager can see all of the workload against his group, by role and skill set. Appropriate at all levels (team, group, dept, ent). [Resource Pool, Loop, arrow to work est, work est]. Whats missing in many departments is the non project work from 100% in ops to 20% in development.If we add the ability to define work without formal projects (done on CRs today under the radar), we can actually complete the RM picture. We can do this through Asset Maintenance as an option. If we choose to estimate and track that work as well, we can add that to the portfolio mgmt scenario and also have a complete enterprise view of capacity & capability to commit.