Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010 Mitch Cap (Microsoft)...
-
Upload
augustine-chandler -
Category
Documents
-
view
217 -
download
0
Transcript of Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010 Mitch Cap (Microsoft)...
Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010Mitch Cap (Microsoft)Yves Vervloesem (Capgemini)
Session Overview
• Microsoft Enterprise Project Management (Mitch – 20 mins)– Why Microsoft
– Capability Zoom: Portfolio Management
– Capability Zoom: Team Collaboration
– Christmas offering
• Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010 (Yves – 40 mins)– PPM/PMO Improvement Services of Capgemini
– The Case of the Implementation of Microsoft EPM 2010 at APG
• Q&A (Mitch & Yves - 15 mins)
What Others Say
• “Strong Positive” Gartner rating
• Integrated project and portfolio management
• Independency from Project Professional client
• Cost-competitive pricing
What We Stand For
Outstanding ALM and IT PPM capability
• Integration with other IT tools like Visual Studio
• Certified integration with SAP & Dynamics
Usability
• Microsoft Project is the leading scheduler
• Familiarity with Office Suite
Price/ Total Cost of Ownership
• Licensing, Maintenance, Services
• EPM focuses on necessary functionality
Strength of EPM ecosystem
• Partner expertise and network
• Training, Online Resources, Blogs
Robust technology platform
• Easier customization• Leverage existing
technology investments
• SharePoint platform
How Microsoft EPM Helps You
1
2
3
4
5
6
7
Making money
Saving money; improving efficiency
Bringing products to market faster
Supporting compliance
Maximizing return on portfolio investment
Staying on track, on budget, in scope
Communicating status and reporting
Quickly responding and adapting
What's important to you?
A way to align business priorities to maximize ROI and understand resource capabilities and availability
Portfolio Selection and Analytics
Challenges
Defining and communicatin
g business strategy
Driving executive consensus around
business driver priorities
Objectively prioritizing competing
projects
Forecasting project deliveryIdentifying
optimal portfolios
2
1
Portfolio Selection and Analytics
EPM Solution offers:
• Objective defining, communicating, and prioritizing of business strategy
• Prioritize business drivers
• What-if analysis optimization scenarios to run under various budgetary constraints
• Ability to assess capacity and adjust project schedules to maximize resource utilization • Requirements Details view
• Running and modeling headcount scenarios
• Advanced analysis for comparing and contrasting portfolios• Efficient Frontier modeling• Cost Constraint Analysis view• Compare Portfolio Selection Scenarios view• Strategic Alignment chart
Ways to effectively find and share information and simplify and enhance team communication.
Team Collaboration
Challenges
Manual processes
Poor security
Metadata silos of
informationPoor collaboration
and communication
tools
i
Team Collaboration
EPM Solution offers:
• Microsoft BI platform• SharePoint KPI's• SQL Reporting Services• Performance Point• Excel Services
• SharePoint Server 2010 team sites, ECM, and social computing• Wikis, blogs, discussion forums, and My Sites
• Enterprise search
• Configurable Project Sites• Preconfigured Web parts• Custom Web parts
enable project teams
optimize scarce
resources
CONDITIONS
Buy 30.000 € of Project Software Assurance of which 35% Pro edition
GETS 71% discount on Project 2010 licensing cost
valid till 23/12
Upgrade old Project licenses to Project 2010 by only paying Software Assurance and get a 2h end user ‘tips and tricks’ session to get the most out of Project 2010
OFFER
Because It Is Almost Christmas ...
Implementation Path
now?What
About Project Portfolio Management (PPM)
The PPM discipline is a space recognized by
the global analysts
PPM addresses the aspects of management of individual projects, as well as their evaluation and analysis
in portfolio context
Canada
United States
Mexico
Brazil
Argentina
All over Europe
Morocco
Australia
People’s Republicof China
India
Chile
Guatemala
Russia
Singapore
Hong Kong
PPM/PMO Improvement (PPI)
Services of Capgemini
Optimized use of budget
Better control on the portfolio, from
demand to closing
Improved real-time project control
metrics
Reduction of redundant projects
Optimized use of resource capacity
Improved insight into project delivery
A more mature project learning
organization
Improved cross-department project
collaboration
Examples of Capgemini’s Subject Matter Expertise
Client Potential Benefits
Improved project success rate
Focus on Balance:
People/Organization
+Process
+Solution
PPM Application Package Selection
PMO Staff / Run Metrics / Reporting Define / Run
PMO Setup /PMO as a Service
PPM Application Package
Implementation / Run
PRINCE2 / PMBoK / OPM3 / P3M3
Coaching / Training
Process / Package Auditing / Coaching
Project Portfolio (Demand) Process
optimization
Project Portfolio Process maturity
assessment
Examples of two tools in PPI Missions
Capgemini PPM Process Reference Model is our reference model for analysis, implementation, or change of business processes concerning PPM process improvement and automation.
Capgemini PPM Ambition Roadmap describes the three areas Process & Methodology, Tool & Architecture and People & Organisation to consider for a successful implementation. The three levels Control, Management and Governance indicate the ambition.
Types of Project Portfolio Management (PPM) we notice in our customers
from Ad Hoc to highly dynamic PPM
andeverythingin between
Some sample issues we findin the organizations we serve
• “What is a Baseline again?”
>> we see organizations where the PMs are not PMs
• “I expected better project intelligence to come to the surface”
>> the Governance Rules aren’t “Rules” but a free choice
• “My project schedule didn’t automatically update”
>> Hygiene. PPM packages can’t do everything
(like replace the PM)
Think Big, Start Small
The Case of the Implementation of Microsoft EPM 2010 at APG
About our customer APG• APG carries out collective pension
schemes for participants in the education, government and construction sectors, cleaning companies, housing corporations and energy and utility companies.
• APG manages pension assets of in total app. 250 billion Euro.
• APG works for over 20,000 employers and provides for the income of around 4.5 million participants.
• APG administrates over 30% of all collective pension schemes in the Netherlands.
APG CIS – Infra Development• Responsible for all IT infrastructure projects • Infra Delivery is both component in business projects and
has its own discretionary budget and project portfolio
• ROI Statement: Improve Project Portfolio governance within Infra, to realize stronger Business Alignment (doing the right things), and more accurate prediction of project delivery, through improved resource utilization(capacity management)
Why APG’s choice for EPM 2010?
• After reorganisation (to separate “Change the Business” from “Run the Business”), new tooling was needed – to replace too many spreadsheets and paper
• End User Tool policy: Microsoft, unless …• EPM 2010 provides a mature and integrated Portfolio
Management module • Tool selection process for pilot learned:
hosted MS EPM solution was considerably less expensive than competitors
• No formal ROI needed in support of the Business Case
Our Approach with APG for EPM implementation
• Start with a pilot– Quickly implement limited scope
> with APG: Resource Capacity Management
– Low investment (hosted environment)– Customize methods
• After proving its potential: use EPM real life!– Support existing users, consolidate usage– Extend features and expand user groups
• Show it to others– To acquire buy in, e.g. facilitate Project Managers with standard
project templates, based on internal infra project delivery method
EPM functional box APG – Phase1
IIdea &Portfolio ManagementManagement
Capture Ideas &Manage Demand
Strategic Goals
BusinessCase
Prepare Scenarios
AnalysePortfolio
EffectuatePortfolio
Manage Workflows
IProjectExecution Management
ProjectTemplate
Scheduling ProjectMetadata
Baselines AssignResources
Documents,Issues & Risk
Non-ProjectWork
IResourceAllocationManagement
GenericResources
NamedResources
Material & CostResources
OrganisationStructure
Skills Resource Metadata
ResourceCalendars
ITimesheetManagement
Record Time
PMApproval
Line Mgr.Approval
AdjustTimesheets
Admin.Time
% Complete RemainingHours
IReporting AnalysisViews
Dashboard PortfolioReporting
ProjectReporting
ResourceCapacity
ResourceUtilisation
Ad hocReporting
Scheduling ProjectMetadata
AssignResources
GenericResources
NamedResources
OrganisationStructure
Skills ResourceCalendars
Record Time
ResourceCapacity
AnalysePortfolio
Strategic Goals
PortfolioReporting
EnvisioningWorkshop - CRP
Business ProcessRedesign
ImplementationPlan
Training Installation Application Mgt.& Support
Phase 1LegendaDark green = completeLight green = partlyWhite = not this phaseYellow = discussionRed = problem at start
APG Implementation Highlights - 1
• Phase 1 = Pilot (2010Q2)– # Resources =30; # Users = 10– # Projects = 60– Duration = 4 months – Consultancy = half time, incl. training
• Result:– Insight into work at hand greatly improved– Resource Capacity Management greatly appreciated
APG Implementation Highlights - 2
• Phase 2 = Consolidate usage (2010Q3)– # Resources: 60; # Users =>25 (mainly PM’s) – # Projects = 100– PM’s improve schedules (templates)– Car jack principle: lift and lock
• Result:– Senior Management interested– Business Units want to join
APG Implementation Highlights - 3
• Phase 3 = Extension (2010Q4)– # BU’s => 3– # Resources => 150, # Users = 40– Portfolio Management “light” for 2011 Budget
• Formal process to implement Business Drivers and use for Project proposal assessment
– Introduce “Departments”– Setup EPM User Group
Approach to successful implementation
•Start small•Size / customize method•Show benefits to colleagues•Use car jack principle:
Lift & Lock
Points to remember• PPM solutions can cover an extensive process footprint,
and PPM packages are de facto ‘ERP systems for Projects’, supporting the ‘supply chain’ of Project Portfolio Management.
• Given their holistic, evidence-based character, PPM packages can facilitate a move to a more mature project organization, in which budgets, quality, risks, and capacitycan be managed.
• Tools do not solve problems, but when implemented and adopted well, they contribute to streamlining typical key bottlenecks in Governance, like collaboration, and management information capturing.
Questions?
Yves VervloesemExpert Group Lead
PPM/PMO Improvement
Capgemini Financial Services Netherlands/Belgium/Switzerland
Capgemini
Mobile + 32 497 053794 [email protected]
Leo Stigter
PPM Competence Center
Capgemini G/ITS Solutions
Capgemini
Mobile + 31 654 262 455 [email protected]