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Integrated Project & Portfolio Management Microsoft Project Server 2003 – ProSight Portfolios Interface

Learn how to maximize value from projects with integrated project and portfolio management using Microsoft Project Server 2003 and ProSight Portfolios interface.

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Integrated Project & Portfolio Management Microsoft Project Server 2003 – ProSight Portfolios Interface

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  1. Integrated Project & Portfolio ManagementMicrosoft Project Server 2003 – ProSight Portfolios Interface Presented by the pci group Emre Guzelaydin 10-20-04

  2. Objective • Maximizing Value from Projects • Project and Portfolio Management • Integrated Model for Success • ProSight Portfolios Microsoft Project Bridge • Description • Demo

  3. Getting More Value Out of Your Projects Why Is There So Much Focus Recently On Getting More Value Out of Projects ? • Companies are under tremendous pressure to reduce cost (budgets are being cut) • Greater productivity gains must be realized with fewer resources • Shareholder expectations increasing • Competitive pressure mounting

  4. Strategic Challenges • Are projects in the portfolio aligned with strategic objectives of the company? • Will the project portfolio yield maximum value? • Are projects prioritized to ensure optimum use of resources? • Are project priorities, objectives, deliverables, milestones, etc. communicated clearly to project teams and peers? • Are there too many small, short-term, low- impact projects? • Is the mix of projects balanced to minimize risks to the organization? • Are the budget and resources available to accomplish the objectives of all projects?

  5. More Strategic Challenges… • Do I have a way of continually monitoring the health of my project portfolio ? • Do we have too many projects for the limited resources available? • Do we have high project failure rates (low throughput)? • What corrective action must I take to bring the project back on course? • What are the issues/risks that could jeopardize my project ? What is my action plan for dealing with those risks ? • Do I have the budget & resources needed to accomplish my project’s objectives? • Are we catching under-performing, off-strategy projects quickly and adjusting resource allocations accordingly? • Do we have accurate and timely information from active projects to facilitate decision making?

  6. In Summary… • Are we working on the right projects? PORTFOLIO MANAGEMENT • Are we doing projects right? PROJECT MANAGEMENT

  7. “The greatest waste in business is doing the wrong thing well.” Henry Ford

  8. Premise Tomorrow’s successful organizations will be determined by the ultimate value of the projects they select and how well they simultaneously integrate,manage, and control their multiple projects - projects that are vital to their continued corporate success. Doing the Right Projects Doing Projects Right

  9. Portfolio Management Portfolio Management answers the following questions: • Have I defined my key business objectives for my organization? • Does each of my projects support one or more of my key business objectives? • How do I prioritize my projects? • How do I select the projects that will provide the greatest return on investment? • How do I balance my projects to minimize the risk to my organization? • Do I have the budget and resources needed to accomplish the objectives of all of my projects? • Do I have a way of continually monitoring the health of my project portfolio?

  10. Portfolio Management • Dynamic decision process, whereby a business’s list of active and candidate projects is constantly evaluated and revised • Process of transforming company objectives into prioritized list of programs and projects • Art of continuously evaluating and allocating scarce company resources to optimum mix of projects that deliver the maximum value to the organization

  11. Project Prioritization Process Screen for Completeness of Information Prioritization Scorecard Strategic AlignmentScorecard Business Value Scorecard Prioritized Projects Ideas Project Candidates Projects Rejected Ideas

  12. Goals of Portfolio Management • Value Maximization • Strategic Alignment • Balance • Risk vs. Reward • Across Business Objectives • Across Business Units/Departments

  13. Project Management Project Management answers the following questions: 1. Is my project on schedule and within budget? 2. Which tasks are on the critical path? 3. What corrective action must I take to bring the project back on course? 4. What are the risks that could jeopardize my project ? What is my action plan for dealing with those risks? • Do I have the budget & resources needed to accomplish my project’s objectives? • Is the project status communicated timely, clearly and accurately to appropriate people?

  14. Project Management • Application of knowledge, skills, tools, and techniques to project activities to meet project requirements. • Accomplished through use of processes such as: • Initiating • Planning • Executing • Controlling • Closing • Project team manages project work typically involving: • Competing demands for: scope, time cost and quality. • Stakeholders with different needs and expectations. • Identified requirements

  15. Challenge… • Are we working on the right projects? PORTFOLIO MANAGEMENT • Are we doing projects right? PROJECT MANAGEMENT • Do we have an integrated process to ensure information flow, and top-down & bottom-up communication? BRIDGING PORTFOLIO & PROJECT MANAGEMENT

  16. Organization Project A Project B Project C Strategic Alignment (Bridging the Gap) Dept. 1 Dept. 2 Dept. 3 Dept. 4 Dept. 5 Dept. 6 IT Process PPM Integrated Model Mission and Vision Key Business Objectives Strategic Management Key Objectives Portfolio Management Identify, Prioritize, Select & Review Projects Optimize the Portfolio Portfolio of Projects Strategic Product Project 1 Resource Allocation Inter-project Coordination Consolidated Reporting Project 1 PMO Capital Expansion Operational Project 1 Project 1 Project & Program Management Project Life Cycle PMBOK Standards PM Tools & Processes Training PM Skillset Enterprise Project Management

  17. Initiative 2 Initiate Initiate Plan Plan Kickoff Kickoff Execute & Control Execute & Control Closeout Closeout 2005 Initiatives Integrated PM Process Vision Business Objectives Periodic Executive Review Prioritize, Modify Goals, Cancel Initiative Selection Strategic Management Portfolio Status, Metrics Initiative Objectives Priorities, Targets Portfolio Management Initiation Status Review Resource Mgmt. Program Management PMO Consolidate Modify Priority, Assignment Initiative Objectives Revised Priorities, Objectives Initiative Status Initiative n Initiative 1 Project Management Initiate Plan Kickoff Execute & Control Closeout Supporting PM Processes Change Mgmt, Risk Mgmt, Issues Mgmt, Lessons Learned

  18. Key Enablers to Enterprise Project Management • Project/Program Management Office • Processes • Organizational Infrastructure • Trained Staff • Executive Sponsorship • The “Right” Software

  19. Introducing…MS Project Server and ProSight Interface ProSight Portfolios MS Project Server 2003 ProSight Portfolios Bridge for MSP Server 2003

  20. MS Project Server and ProSight Interface Workflow ProSight Portfolios Bridge Manage data mapping between ProSight and MS Project MS Project Server 2003 Prioritize and select projects (Establish Portfolio) Establish enterprise parameters Import Define project level targets, high-level plans (life cycles) Create projects from ProSight Publish Update life cycle and resource information Develop detailed task plans, resource assignments Update Evaluate Portfolio Track Progress Update Revise project level data as required Revise task plans and resource assignments Publish Upd. Proj. enterprise codes

  21. ProSight Portfolios – MS Project Bridge Demo… • Review Portfolio in ProSight • Scorecard • Investor Maps • Project Form and Workbook: Life Cycle • Publish a portfolio of projects to MS Project • Open a ProSight project in MS Project Professional • Revise dates, assign resources, add tasks, etc. • Link to the project in ProSight and review changes • Open Project Web Access from ProSight and review portfolio

  22. Questions & Answers

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