going beyond business as usual the pci group integrated project & portfolio management microsoft...

going beyond business as usual

the pci group

Integrated Project & Portfolio Management

Microsoft Project Server 2003 – ProSight Portfolios Interface

Presented by

the pci groupEmre Guzelaydin

10-20-04

Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com

Objective

Maximizing Value from Projects

Project and Portfolio Management

Integrated Model for Success

ProSight Portfolios Microsoft Project BridgeDescriptionDemo


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


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?


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?


In Summary…

Are we working on the right projects? PORTFOLIO MANAGEMENTPORTFOLIO MANAGEMENT

Are we doing projects right?PROJECT MANAGEMENTPROJECT MANAGEMENT


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


Premise

Tomorrow’s successful organizations will be Tomorrow’s successful organizations will be determined by the ultimate value of the projects determined by the ultimate value of the projects they they selectselect and how well they and how well they simultaneously simultaneously integrate,integrate, manage,manage, and and controlcontrol their multiple their multiple projects - projects that are vital to their continued projects - projects that are vital to their continued corporate success.corporate success.

Doing the Right ProjectsDoing the Right Projects

Doing Projects RightDoing Projects Right


Portfolio Management

Portfolio Management answers the following questions:

1. Have I defined my key business objectives for my organization?

2. Does each of my projects support one or more of my key business objectives?

3. How do I prioritize my projects?

4. How do I select the projects that will provide the greatest return on investment?

5. How do I balance my projects to minimize the risk to my organization?

6. Do I have the budget and resources needed to accomplish the objectives of all of my projects?

7. Do I have a way of continually monitoring the health of my project portfolio?


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


Project Prioritization Process

Ideas

Screen for Completeness of Information

Rejected Ideas

Strategic Alignment ScorecardBusiness Value ScorecardProject

CandidatesProjects

Prioritization

ScorecardPrioritizedProjects


Goals of Portfolio Management

Value Maximization

Strategic Alignment

BalanceRisk vs. RewardAcross Business ObjectivesAcross Business Units/Departments


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?

5. Do I have the budget & resources needed to accomplish my project’s objectives?

6. Is the project status communicated timely, clearly and accurately to appropriate people?


Project Management

Application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Accomplished through use of processes such as: InitiatingPlanningExecutingControllingClosing

Project team manages project work typically involving:Competing demands for: scope, time cost and quality.Stakeholders with different needs and expectations. Identified requirements


Challenge…

Are we working on the right projects? PORTFOLIO MANAGEMENTPORTFOLIO MANAGEMENT

Are we doing projects right?PROJECT MANAGEMENTPROJECT MANAGEMENT

Do we have an integrated process to ensure information flow, and top-down & bottom-up communication?

BRIDGING PORTFOLIO & PROJECT MANAGEMENT BRIDGING PORTFOLIO & PROJECT MANAGEMENT


Process IT

Organization

PPM Integrated Model

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Portfolio of Projects

Strategic Product

Operational Capital Expansion

Project 1 Project 1

Project 1 Project 1

PMO

Identify, Prioritize, Select & Review Projects Optimize the Portfolio

Resource Allocation Inter-project Coordination Consolidated Reporting

Project Life Cycle PMBOK Standards PM Tools & Processes Training PM Skillset

Dept. 1 Dept. 2Dept. 3Dept. 4Dept. 5Dept. 6

Project A

Project B

Project C

Pro

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Man

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Key Objectives

Mission and Vision Key Business Objectives

Enterprise Project Management


Integrated PM Process VisionP

roje

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nt Initiative n

Initiate Plan KickoffExecute

& Control CloseoutInitiative 2

Initiate Plan KickoffExecute

& Control CloseoutInitiative 1

Initiate Plan KickoffExecute & Control Closeout

Initiation

ModifyPriority, Assignment

Consolidate

Status ReviewResource Mgmt.

Revised Priorities, Objectives

Initiative Objectives

Initiative Status

Initiative Selection

Periodic Executive ReviewPrioritize, Modify Goals, Cancel

Business ObjectivesBusiness

Objectives

Portfolio Status, Metrics

Initiative Objectives

Priorities, Targets

Pro

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2005 Initiatives

Supporting PM ProcessesChange Mgmt, Risk Mgmt, Issues Mgmt, Lessons Learned


Key Enablers to Enterprise Project Management

Project/Program Management Office

Processes

Organizational Infrastructure

Trained Staff

Executive Sponsorship

The “Right” Software


Introducing…MS Project Server and ProSight Interface

MS Project Server 2003

ProSight Portfolios

ProSight Portfolios Bridge for MSP Server 2003


MS Project Server and ProSight Interface Workflow

Prioritize and select projects (Establish Portfolio)

Prioritize and select projects (Establish Portfolio)

Define project level targets, high-level plans (life cycles)Define project level targets, high-level plans (life cycles)

Establish enterprise parameters

Establish enterprise parameters

Create projects from ProSight

Create projects from ProSight

Develop detailed task plans, resource assignments

Develop detailed task plans, resource assignments

Track ProgressTrack Progress

Update life cycle and resource informationUpdate life cycle and resource information

Evaluate PortfolioEvaluate Portfolio

Revise project level data as required

Revise project level data as required

Revise task plans and resource assignmentsRevise task plans and resource assignments

Publish

Update

Update

PublishUpd. Proj. enterprise codes

BridgeBridgeManage data mapping between ProSight and

MS Project

ProSight PortfoliosProSight Portfolios MS Project Server 2003MS Project Server 2003

Import


ProSight Portfolios – MS Project Bridge Demo…

1. Review Portfolio in ProSightScorecardInvestor MapsProject Form and Workbook: Life Cycle

2. Publish a portfolio of projects to MS ProjectOpen a ProSight project in MS Project ProfessionalRevise dates, assign resources, add tasks, etc. Link to the project in ProSight and review changesOpen Project Web Access from ProSight and review portfolio


Questions & Answers

going beyond business as usual the pci group integrated project & portfolio management microsoft...

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