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Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010

Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010. Mitch Cap (Microsoft) Yves Vervloesem (Capgemini). Session Overview. Microsoft Enterprise Project Management (Mitch – 20 mins) Why Microsoft Capability Zoom: Portfolio Management

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Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010

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  1. Think Big, Start Small with Microsoft Enterprise Project Management (EPM) 2010 Mitch Cap (Microsoft) Yves Vervloesem (Capgemini)

  2. 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)

  3. What Others Say • “Strong Positive” Gartner rating • Integrated project and portfolio management • Independency from Project Professional client • Cost-competitive pricing

  4. What We Stand For Usability Strength of EPM ecosystem • Microsoft Project is the leading scheduler • Familiarity with Office Suite • Partner expertise and network • Training, Online Resources, Blogs Price/ Total Cost of Ownership • Licensing, Maintenance, Services • EPM focuses on necessary functionality Robust technology platform Outstanding ALM and IT PPM capability • Easier customization • Leverage existing technology investments • SharePoint platform • Integration with other IT tools like Visual Studio • Certified integration with SAP & Dynamics

  5. How Microsoft EPM Helps You 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? 1 2 3 4 5 6 7

  6. A way to align business priorities to maximize ROI and understand resource capabilities and availability Portfolio Selection and Analytics Challenges 1 Defining and communicating business strategy Forecasting project delivery 2 Driving executive consensus around business driver priorities Identifying optimal portfolios Objectively prioritizing competing projects

  7. 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 • Advanced analysis for comparing and contrasting portfolios • Efficient Frontier modeling • Cost Constraint Analysis view • Compare Portfolio Selection Scenarios view • Strategic Alignment chart • Ability to assess capacity and adjust project schedules to maximize resource utilization • Requirements Details view • Running and modeling headcount scenarios

  8. Ways to effectively find and share information and simplify and enhance team communication. Team Collaboration Challenges i Manual processes Metadata silos of information Poor security Poor collaboration and communication tools

  9. Team Collaboration EPM Solution offers: • SharePoint Server 2010 team sites, ECM, and social computing • Wikis, blogs, discussion forums, and My Sites • Configurable Project Sites • Preconfigured Web parts • Custom Web parts • Microsoft BI platform • SharePoint KPI's • SQL Reporting Services • Performance Point • Excel Services • Enterprise search

  10. Because It Is Almost Christmas ... valid till 23/12 enableproject teams optimizescarceresources 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 Buy 30.000 € of Project Software Assurance of which 35% Pro edition CONDITIONS 71% discount on Project 2010 licensing cost GETS

  11. Implementation Path What ? now

  12. About Project Portfolio Management (PPM) The PPM discipline is a spacerecognizedbythe globalanalysts PPM addresses the aspects of management of individualprojects, as well as theirevaluation and analysisin portfolio context

  13. Russia Canada All over Europe United States People’s Republic of China Hong Kong Mexico India Guatemala Singapore Brazil Chile Australia Argentina Morocco

  14. PPM/PMO Improvement (PPI) Services of Capgemini PPM Application Package Selection PMO Setup /PMO as a Service Process / Package Auditing / Coaching Project Portfolio (Demand) Process optimization PPM Application Package Implementation / Run PMO Staff / Run PRINCE2 / PMBoK / OPM3 / P3M3Coaching / Training Metrics / Reporting Define / Run Project Portfolio Process maturity assessment Examples of Capgemini’sSubject Matter Expertise Focus onBalance: People/Organization+Process+Solution ClientPotentialBenefits Improved insight into project delivery Better control on the portfolio, from demand to closing Improved real-time project control metrics Optimized use of resource capacity Optimized use of budget A more mature project learning organization Improved project success rate Improved cross-department project collaboration Reduction of redundant projects

  15. Examples of two tools in PPI Missions Capgemini PPM AmbitionRoadmapdescribes 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. Capgemini PPM Process Reference Model is our reference model for analysis, implementation, or change of business processes concerning PPM process improvement and automation.

  16. Types of Project Portfolio Management (PPM) we notice in our customers from Ad Hoc to highly dynamic PPM and everythingin between

  17. Some sample issues we findin the organizations we serve • “What is a Baseline again?” >> we seeorganizationswhere the PMs are notPMs • “I expectedbetter project intelligence to come to the surface”>> the GovernanceRulesaren’t “Rules” but a free choice • “My project scheduledidn’tautomatically update”>> Hygiene. PPM packagescan’t do everything(likereplace the PM)

  18. Think Big, Start Small The Case of the Implementation of Microsoft EPM 2010 at APG

  19. 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.

  20. APG CIS – InfraDevelopment • Responsiblefor all IT infrastructureprojects • InfraDelivery is both component in business projects and has itsowndiscretionary budget and project portfolio • ROI Statement: Improve Project Portfolio governancewithinInfra, to realizestronger Business Alignment (doingthe right things), and more accurate prediction of project delivery, throughimprovedresource utilization(capacity management)

  21. WhyAPG’schoicefor EPM 2010? • Afterreorganisation (to separate “Change the Business” from “Run the Business”), newtooling was needed– to replacetoomany spreadsheets and paper • End User Tool policy: Microsoft, unless … • EPM 2010 provides a mature and integrated Portfolio Management module • Tool selectionprocessforpilotlearned: hosted MS EPM solution was considerablylessexpensivethancompetitors • No formal ROI needed in support of the Business Case

  22. OurApproachwith APG for EPM implementation • Start with a pilot • Quicklyimplementlimited scope > with APG: Resource Capacity Management • Low investment (hosted environment) • Customizemethods • Afterprovingitspotential: use EPM reallife! • Support existingusers, consolidateusage • Extend features and expand user groups • Show it to others • To acquirebuy in, e.g. facilitate Project Managers withstandard project templates, basedoninternalinfra project deliverymethod

  23. Phase 1 Legenda Dark green = complete Light green = partly White = notthisphase Yellow = discussion Red = problem at start EPM functional box APG – Phase1 Analyse Portfolio Strategic Goals Project Metadata Assign Resources Scheduling I I I I I Non-Project Work Project Metadata Documents, Issues & Risk Baselines Scheduling Assign Resources Project Template Timesheet Management Reporting Idea &Portfolio Management Management Resource Allocation Management Project Execution Management % Complete Effectuate Portfolio Resource Utilisation Resource Metadata Skills Resource Capacity Analyse Portfolio Admin. Time Prepare Scenarios Project Reporting Adjust Timesheets Organisation Structure Remaining Hours Manage Workflows Ad hoc Reporting Resource Calendars Line Mgr. Approval Business Case Portfolio Reporting Material & Cost Resources Dashboard Strategic Goals PM Approval Named Resources CaptureIdeas & Manage Demand Skills Generic Resources Record Time Analysis Views Organisation Structure Resource Calendars Named Resources Generic Resources Record Time Resource Capacity Portfolio Reporting ApplicationMgt. & Support Installation Training Business Process Redesign Implementation Plan Envisioning Workshop - CRP

  24. APG ImplementationHighlights - 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 greatlyappreciated

  25. APG ImplementationHighlights - 2 • Phase 2 = Consolidateusage (2010Q3) • # Resources: 60; # Users =>25 (mainlyPM’s) • # Projects = 100 • PM’simproveschedules (templates) • Car jack principle: lift and lock • Result: • Senior Management interested • Business Units want to join

  26. APG ImplementationHighlights - 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

  27. Approach to successfulimplementation • Start small • Size / customizemethod • Show benefits to colleagues • Usecar jack principle: • Lift & • Lock

  28. 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.

  29. Leo Stigter PPM Competence Center Capgemini G/ITS Solutions Capgemini Mobile + 31 654 262 455 leo.stigter@capgemini.com Yves Vervloesem Expert Group LeadPPM/PMO ImprovementCapgemini Financial Services Netherlands/Belgium/Switzerland Capgemini Mobile + 32 497 053794 yves.vervloesem@capgemini.com Questions?

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