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By Khurrum Ghori PMP, MCTS Microsoft EPM Technology Specialist (MCTS)

By Khurrum Ghori PMP, MCTS Microsoft EPM Technology Specialist (MCTS) Microsoft Certified Solution Architect (MCSD.NET) PMI Certified Project Management Professional (PMP). Enterprise Project Management. Enterprise Project Management & PMO. AGENDA. Introduction

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By Khurrum Ghori PMP, MCTS Microsoft EPM Technology Specialist (MCTS)

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  1. By Khurrum Ghori PMP, MCTS Microsoft EPM Technology Specialist (MCTS) Microsoft Certified Solution Architect (MCSD.NET) PMI Certified Project Management Professional (PMP) Enterprise Project Management Enterprise Project Management & PMO

  2. AGENDA Introduction The Emergence of the Enterprise View What is Enterprise Project Management? Enterprise Project Management as a Solution PMO (Project Management Office). PMO Goals & Responsibilities PMO Key Processes How to Setup & implement PMO EPM Solution- Microsoft Office Project 2007 family Lessons Learned from Industry

  3. The Emergence of the Enterprise Project Management Financial Management Resource Management Portfolio Management • Scheduling • Simple Reporting • Task Management • E-mailand Print • Resource Tracking SharePointand .NET Platform Program Management Project Collaboration 3

  4. EPM Emerging As Top Concern Inability to ensure project investments align with strategic objectives Share data across to gain a full view of project, resource, and financial Information Lack of established standards and repeatable processes across the organization Extending and customizing the solution to fit growing business needs 4

  5. Enterprise Project Management Enterprise Project Management is not simply an application or a concept: It is a set of uniform processes, methods, skills, and application solutions that provide discrete benefits supported and managed by People

  6. Enterprise Project Management (Cont..) Enterprise Project Management Your BusinessProcesses Your People Your Organization Your Software Technology & Tools EPM is not just a software solution or product… …It’s an approach to integrate processes, people, organization and technology to manage projects on an enterprise wide basis

  7. In Short… • Enterprise Project Management is a discipline of getting • the right information; • to the right people; • at the right time. • This matters as the information provided affects the short and long-term strategic plans for the organization (enterprise)

  8. So, How do you Begin? “The development & implementation of Enterprise Project Management (EPM) Solution in your Organization is a Journey… not simply a Destination”

  9. The Journey…. • People/0rganizational Change Management and Concepts of how you will implement & Integrate EPM Solution into your organization is fundamental to success • Most importantly – You have to alignPeople, Process, and Tools into a seamless and homogenous solution • The Tools should compliment the Process • The Process should compliment the Tools • The Tools and Process need to support the People You can reach your Destination in this journey through Strong Project Management Office (PMO)

  10. What is a PMO? • A Project Management Office (PMO) is an organizational unit designed to coordinate the management of projects within its domain. (PMBOK-3rd Edition P-17) • It may be called a: • Project Management Office • Project Support Office • Program Management Office • Project Management Group • Project Management Center of Excellence • Directorate of Project Management The PMO strives to standardize and introduce repeatable project delivery process & and can be a source for documentation, guidance, and metrics on the practice of project management and execution.

  11. PMO Goals & Responsibilities • Facilitate effective project management across all projects & programs • Project Management Mentoring, consulting & Coaching to Project Heads/Leads/teams across organization • Customized projects’ health Report for Management (e.g. project status & Progress report) • Software Process & Project Management Templates Development & Deployment across all organization • Collect, organize, and integrate project data for the entire organization. • Centralized Project documents repository for project collaboration. • Analyze, develop and implement new process as required for departments improvement • Monitoring, controlling, Audits (e.g. process, risk, quality) & Tool Selection • Support Program management & Portfolio management

  12. Why introduce PMO? Some typical issues • Projects are not effectively prioritised • Projects happen without authorisation • No definitive list of project’s tasks • Project benefits are not managed or realised • No visibility of progress Limited understanding of resource capacity Lack of control of project Schedule Project risks are not captured and mitigated Inconsistent approaches Minimal control of project documentation

  13. PMO: Key Processes Project Management Office Governance Project Management Resource Management Change Management Process Management Communications Management • Governance • Program and project prioritization and risk/cost/value analysis • Decision-making, including commitment of time, money and resources • Issue resolution • Project monitoring and integration • Project Management • Project definition and initiation • Task planning and execution • Project completion and acceptance • Process Management • Preliminary Process assessment/ analysis • Process improvement • tracking and variance review • Resource Management • Skill-to-task matching • Resource gap analysis • Rresource optimization • Change Management • Identification and elimination of organizational barriers to change • Management of employee resistance to change • Assurance of effective involvement of, and communication with, all project and program constituencies • Communications Management • Centralized program and project reporting mechanisms • Inter-project communications • Post-implementation tracking and feedback

  14. PMO Assistance/Support Areas Project Support Project Resources • Project reviews/evaluation • Project initiation/closing • Assist with troubled projects - Identification of suitable Resources for projects - Management of resources across projects The Project Management Office Consulting and Mentoring Training Methods and Standards • Knowledge transfer • PM best practices competency • Succession planning • Provide SE Process trainings • Provide PM T& tools trainings • Provide Training Materials • Adherence to PM & SE Standards • Promote PM & SE Methods • Accessibility of Methodology SE = Software Engineering PM = Project Management

  15. Types of PMO There are Many types of PMO Models defined in various books but I PMO categorize in 3 types: The Supportive/Reporting PMO (Project Management Office). This is the most common type of PMO. It doesn't control or direct projects. Instead it supports projects by offering training, mentoring, administration and reporting to the stakeholders. The Controlling PMO (Project Management Office). Supportive services may not be enough to put projects back on track. By offering controlling services (such as project reviews, audits and assessments), the PMO can influence project delivery. The Directive/Enterprise (Project Management Office). The least common, but sometimes most effective type of PMO, is one that directs projects. Early on in PMO history, the Gartner Group identified three PMO models as flourishing: Project Repository Model, Project Coach Model & Enterprise PMO Model

  16. Which type of PMO model is suitable for your Organization? If you're implementing a PMO (Project Management Office) for the first time, then the "Supportive/ Reporting" model is best. It helps you add value to projects by offering reporting, training and monitoring services, without taking on the responsibility for the projects themselves. If you have an established PMO (Project Management Office) and you want to ensure that projects are independently assessed, then the "Controlling" model is best. You can directly influence the success of projects, as well as implement best practices, standards, and tools. If your organization has a set of high risk projects & drives you business, then usually the "Directive/Enterprise" model is best.

  17. Tools for PMO To set up and run a PMO (Project Management Office), you need three types of tools. TemplatesProvide your Project Managers with templates to help them complete project documents faster and more efficiently. MethodologyImplement a Methodology for managing projects. The methodology helps guide your projects towards completion. SoftwareUse EPM software for the day-to-day effective planning, tracking and reporting of projects. Right People Right Data

  18. PMO Setup & Implementation Strategy

  19. Five Steps to Set-up PMO 1 Nominate and Confirm PMO Team 2 Set-up PMO 3 Prepare Tools, Processes & Templates 4 Develop PMO Master Plan 5 Conduct First PMO Session 1. Nominate and confirm PMO team: • Identify, nominate and obtain approval for the PMO leadership from senior management as identified in PMO organogram 2. Setup PMO: • Determine relevant stakeholders, participants and structure PMO appropriately • Communicate key interested officers’ required involvement and PMO expectations 3. Prepare tools, processes and templates: • Prepare all required tools, processes and templates • Prepare project reporting, issue management, change management, and planning and communication management processes 4. Develop PMO master plan: • Conduct interviews, meetings, and workshops with key interested stakeholders • Prioritize work initiatives and conduct high-level review of any dependencies, overlaps, and issues • Consolidate tentative work initiative project plans into a consolidated master plan 5. Conduct first PMO session: • Conduct first basic PMO workshop, communicate timing and agenda of first PMO session to all stake holders • Discuss issues, dependencies, project plan recommendations, role of PM Going forward

  20. Implementing a PMO: Basic Stages Assess current environment: PMO Need Assessment, Current Projects Assessment, ROI and Cost Model Assessment Assessment Definition Define Program Management Office (PMO):PMO Strategy and Mission Document Commitment Gain Executive Commitment to Build and Maintain PMO Initiate PMO Project: Governance Process, Business Case Development and Sign-off Initiation Plan PMO Implementation: PMO Manual, PMO Project Plan Sign-off Planning Build and Implement the PMO: Initiate Training, Support, PMO Processes Execution / Control Hand-over to Client, Close Project:Transition Plan, Project Review Transition / Shutdown PMO Improvements PMO Maturity Level: Assessment & improvement

  21. Implementation Timeline-Estimated

  22. PMO Maturity Model Tactical Strategic ESI International Maturity Model

  23. Adopt a Basic Capability Maturity Model Level 5 Optimizing: Continuous Improvement Managed: Focus on QA & QC Measures Level 4 Defined: Process Management Focus Level 3 Level 2 Repeatable: Project Management Focus Level 1 Initial: Ad hoc, informal, hero driven Careful planning and execution is required to climb from step to step

  24. PMO Trend “The trend is rising within the IT function to create a PMO to drive an effective project management. By 2009, 60 percent of Global 2000 enterprises will adopt an enterprise portfolio management approach to strategically and tactically deliver business value, optimize all enterprise investments, and lay the groundwork for a technologically sophisticated business strategy.” – META Group, 2005

  25. Microsoft Enterprise Project Management Solution EPM Definition The Enterprise Project Management (EPM) Solution manages the entire investment and project lifecycle – from strategic portfolio decisions to work management. Core Microsoft Products Represented The Office EPM Solution helps your organization gain visibility, insight, and control across all work, enhancing decision-making, improving alignment with business strategy, maximizing resource utilization, and measuring and helping to increase operational efficiency.

  26. Microsoft EPM Solution -Functional Overview Data Warehouse Portfolio Selection Scheduling Resource Plans Task Assignment Portfolio Analysis Timesheet Event/Notifications Budgeting Reporting User Interface 3rd party apps (LOB, ERP, CRM, etc.) Project and Portfolio Web access Microsoft Office Project Professional Microsoft Office EPM Sub-capabilities Team Collaboration Resource Management Work Management Portfolio Optimization EPM Components Platform Operating System Portal/Web Database Analysis Reporting

  27. Microsoft EPM Solution - Technical Overview • LOB: • ERP • CRM Front- end Project Portfolio Server Services Capabilities Capabilities Portfolio Gov Scheduling Task Assignment Timesheet Portfolio Selection Resource Plans Event/Notifications Reporting Capacity Planning Security Data Warehouse Budgeting Platform

  28. EPM Solution Deployment Options Phased Approaches Big Bang Approach Utilize a phased approach to deploy the products within the EPM Solution to address specific pain points Deploy all products within the EPM Solution at the same time Option 2 Phase 1 Phase 2

  29. Successful PMO Using Microsoft EPM Solution Resource Managers Project Managers Team Members Senior Management

  30. Optimum Experience for Portfolio, Program, Project & Resource Managers Clearly Understand Responsibilities- Dashboard view of ownership Increase Visibility, better Control & accomplish More Effectively Participation- Collaborate with other project team members & Contribute to multiple projects Extensive reporting yielding better business insight Increases Business Awareness- Assure that projects align with overall business objectives Benefits from EPM Solution? Executives Project Managers IT Admins Resource Managers Team Members

  31. Successful PMO- Capacity Planning

  32. Successful PMO- Detailed Planning

  33. Successful PMO - Manage & Track Project Performance Track Progress Project Workspaces Timesheets Task Assignments Timesheets Team Members Project Manager Issues & Risks Mgmt Status Reports

  34. Portfolio Prioritization Assess the impact of each project request against the prioritized business drivers Use proven techniques to define and prioritize business drivers Business Drivers Projects Prioritize Business Drivers Impact Assessment Analyze the project portfolio before attempting to make funding decisions Derive a priority score to evaluate each project request (that is, strategic value, financial value, risk) Investment Maps Prioritize Projects

  35. Project Dashboard

  36. Lessons Learned from Industry Developing a Multidisciplinary& Focus team Actively engage your stakeholders & organization’s Executives. Develop a Strong Business Case for the EPM Initiative -Clear and complete business goals, requirements, and usage scenarios Focus on Groundwork/Up-Front Time Define PMO Structure - The Organizational Structure Can Facilitate or Hinder the “Project Culture” Effective & Continuous communication at all levels. Make your PMO Test Bench/Test Drive ready for testing & deployment before Installed in real environment Train the users at all Experience/usage Levels–Using Customized Instructions Fostering a project management culture Change Takes Patience & Perseverance Project Management is not for the Faint of Heart -The Project Management Role Requires True Leadership Critical success factors in implementing a PMO

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