Enterprise Project Management


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  • Enterprise Project Management

    1. 1. Extending Project Management to the Enterprise Welcome Management and Technology Master Practitioner Series
    2. 2. Extending Project Management to the Enterprise <ul><li>sponsored by NYU SCPS Programs in Business </li></ul><ul><li>MS in Management and Systems </li></ul><ul><li>a unique interdisciplinary program </li></ul><ul><li>an MS degree providing: </li></ul><ul><li>solid understanding of business disciplines </li></ul><ul><li>cutting-edge IT knowledge </li></ul><ul><li>the knowledge to effectively manage in today's challenging business environment </li></ul>
    3. 3. MS in Management and Systems <ul><li>select from four concentrations </li></ul>Database Technologies Enterprise Risk Management Systems Management Strategy and Leadership online and onsite courses
    4. 4. Extending Project Management to the Enterprise Master Practitioner Series Business Collaboration Manager InterDyn Enterprise Portfolio and Project Management Solutions Group Microsoft Vice President Profit Quest Consulting Peter Ward Tommy Fu Doreen P. Fagiano
    5. 5. Enterprise Project Management Doreen P. Fagiano ProfitQuest Consulting Inc. [email_address] Master Practitioner Series
    6. 6. Enterprise Project Management <ul><li>The conscious integration of processes, technology, organization structure and people in order to align strategy with the execution of projects . </li></ul>
    7. 7. Project Management Project Portfolio Management Program Management Technology People Organization Processes
    8. 8. Project Management TIME COST PERFORMANCE
    9. 9. Benefits of Formalizing PM <ul><li>Agreement among the project team, customer and management on the goals of the project </li></ul><ul><li>A plan that shows an overall path and clear responsibility: to measure progress during the project </li></ul><ul><li>Constant, effective communication </li></ul><ul><li>Controlled scope </li></ul><ul><li>Management support </li></ul>
    10. 10. Project Management Project Portfolio Management Program Management Technology People Organization Processes
    11. 11. Establish Consistent PM Processes <ul><li>Practices </li></ul><ul><li>Defined practices that can be implemented consistently </li></ul><ul><li>Standards </li></ul><ul><li>That comply with accepted requirements </li></ul><ul><li>Roles </li></ul><ul><li>With clear responsibilities and decision points </li></ul>
    12. 12. PM Practices <ul><li>Project life cycle </li></ul><ul><ul><li>From kick-off to post project review </li></ul></ul><ul><li>Project management methodology </li></ul><ul><ul><li>Complex vs Simple </li></ul></ul><ul><ul><li>Formal vs informal </li></ul></ul><ul><li>Templates, Checklists, Guidelines </li></ul>
    13. 13. Standards <ul><li>What? </li></ul><ul><li>When? </li></ul><ul><li>Who? </li></ul><ul><li>How much? </li></ul><ul><li>How long? </li></ul><ul><li>Project Charter </li></ul><ul><li>SOW </li></ul><ul><li>Communication plan </li></ul><ul><li>Resource plan </li></ul><ul><li>Risk plan </li></ul><ul><li>Quality plan </li></ul><ul><li>Change Management plan </li></ul>
    14. 14. Roles <ul><li>Authority shapes processes and cultures: </li></ul><ul><li>Portfolio level: who has the authority to approve or cancel a project? </li></ul><ul><li>Program level: who has the authority to assign or remove people from project teams? </li></ul><ul><li>Project level: what are the roles/authority of the project sponsor and project manager? </li></ul>
    15. 15. Project Roles <ul><li>Who will the project manager report to? What responsibility to the project will this person have? </li></ul><ul><li>What does it mean to sponsor a project? </li></ul><ul><li>What responsibility, if any, will functional management have for a project? </li></ul>
    16. 16. Establish an Enabling Organization <ul><li>Staff augmentation </li></ul><ul><li>Consulting </li></ul><ul><li>Mentoring </li></ul><ul><li>Training </li></ul><ul><li>Project archives </li></ul><ul><li>Collecting/disseminating best practices </li></ul><ul><li>Promoting/institutionalizing the project management profession </li></ul>Project Management Office
    17. 17. It’s People who Deliver the Projects <ul><li>Institutionalizing the best project management practices creates an environment that teaches and reinforces project management skills to our PMs </li></ul><ul><ul><li>Unconscious competence </li></ul></ul><ul><li>All stakeholders have key roles to play in order to have effective EPM </li></ul><ul><ul><li>How do I fit into the big picture? </li></ul></ul><ul><ul><li>How do I make a contribution? </li></ul></ul>
    18. 18. Rollout Enabling Technologies <ul><li>The information and telecommunication technology that enables people to follow the processes </li></ul>
    19. 19. Project Management Project Portfolio Management Program Management Technology People Organization Processes
    20. 20. If you don’t know where you’re going… … any map will do
    21. 21. Master Practitioner Series Microsoft’s Enterprise Project & Portfolio Management Solution Tommy Fu, EPM SSP [email_address]
    22. 22. Microsoft Project Evolution 2006 1996 #1 Project Portfolio Management Software Vendor 6 th Largest business unit at Microsoft 2007-2009– $750mm  $1billion 23 Different Languages Program Management Portfolio Management SharePoint & .NET Platform Project Collaboration Resource Management Financial Management Scheduling Task Management Simple Reporting Resource Tracking E-mail & Print
    23. 23. What Is Enterprise Project Management (EPM)?
    24. 24. Work Management Visibility, Insight and Control EPM System Project and Portfolio Program Executives <ul><li>Track the entire project lifecycle </li></ul><ul><li>Organizational Visibility </li></ul>Team Members See simple view of all projects and programs PMO <ul><li>Manage scope, risk, quality, issues, and schedules </li></ul><ul><li>Prioritize all project work with enterprise objectives </li></ul>Visibility Insight Control
    25. 25. Resource Management Align, Automate and Accelerate Resource Repository People & Time Finance Material Accelerate <ul><li>Track costs and budget to better understand finances </li></ul><ul><li>Create transparent schedules </li></ul>Executives Centralized data facilitates cross project analysis of finances, resources, schedules and materials PMO Resource Managers Allocate resources based on their skills and availability Align Automate
    26. 26. Portfolio Optimization Create, Select, and Manage Project Repository Analysis and Selection Reporting Dash boarding <ul><li>Align selected portfolios with your business strategy </li></ul><ul><li>Determine optimal portfolio under budget and business constraints </li></ul>Prioritize business strategy and competing investments Manage <ul><li>Quickly realize a return on investment </li></ul><ul><li>Measure and track </li></ul><ul><li>portfolio performance </li></ul>Create Select
    27. 27. Team Collaboration Store, share and track Central Repository People Information Project <ul><ul><li>Share documents, synchronize calendars, stay up to date with team events, and assign tasks </li></ul></ul>Collaborate via project workspaces and access project information through the Internet <ul><ul><li>Manage team documents with metadata, workflow, search, check-in and check-out and document versioning </li></ul></ul>Track Store Share
    28. 28. EPM Solution Components Line of Business Systems Executives Portfolio Analysts Project Managers Application Managers Project Managers Executives Resource Managers Team Members Office Project Portfolio Server 2007 integrates with Office Project Server 2007
    29. 29. Enterprise Project & Portfolio Management
    30. 30. Key Takeaways <ul><li>Facilitates strategic portfolio decision making </li></ul><ul><li>Leverages existing investments </li></ul><ul><li>Manages work across the entire project lifecycle </li></ul><ul><li>Delivers an easy to administer enterprise ready platform </li></ul>
    31. 31. Next Steps <ul><li>Install the EPM Solution evaluation today </li></ul><ul><li>Learn more at http://www.microsoft.com/project </li></ul><ul><li>Learn more about Windows Vista, Exchange 2007 or the 2007 Office system at http://microsoft.com/businesslaunch2007 </li></ul>
    32. 32. Implementing Enterprise Project Management and MS Project Server 2007 Peter Ward Business Collaboration Manager Web: -www.interdyn.com Blog:- www.wardpeter.com Master Practitioner Series
    33. 33. Cultural Acceptance of Enterprise Project Management <ul><li>Develop a culture centered on project management </li></ul><ul><ul><li>This objective is very difficult to achieve </li></ul></ul><ul><ul><li>Technology is only an enabler </li></ul></ul><ul><ul><li>Behavior often retrogrades to original state </li></ul></ul><ul><ul><li>Policies, procedures, accountability and leader behavior must offer sustained support </li></ul></ul><ul><li>“Culture change, that big elusive goal, often starts with one small “WOW” project” </li></ul><ul><ul><ul><li>– Tom Peters, Author of In Search of Excellence </li></ul></ul></ul>
    34. 34. Do's and don'ts <ul><li>Do’s </li></ul><ul><ul><li>Treat the process as a project </li></ul></ul><ul><ul><li>Get IT involved </li></ul></ul><ul><ul><li>Train project manager and users </li></ul></ul><ul><ul><li>Review the process </li></ul></ul><ul><li>Don’ts </li></ul><ul><ul><li>Keep it under the radar </li></ul></ul><ul><ul><li>Big bang approach </li></ul></ul>
    35. 35. Perspectives and skills vital to project management Conceptual Relationship Skills Technical Governance Committee Implement. Team Other Tec. & Prof’s.
    36. 36. The Business Objectives INFORMAL ORGANIZATION PERFORMANCE Organization Group/Unit Individual INPUT Environment Resources History Form Structures & Systems O U T P U T Individuals WORK The Organization Leadership Objectives Feedback Feedback STRATEGY Feedback
    37. 37. Building a Business Case <ul><li>Why is it important? </li></ul><ul><li>blogs, wikis, instant messaging and web conferencing </li></ul><ul><li>Bean Counters generally buy on: </li></ul><ul><li>“ We believe that by deploying project management tools we make our employees more productive, thus improving the bottom line (e.g. either making more money or saving more money).” </li></ul><ul><li>ROI Strategy </li></ul><ul><ul><li>Reduce head count by 2 people => $100k saving </li></ul></ul><ul><ul><li>Products go to market not just quicker, but in 4 months, not 6. </li></ul></ul>
    38. 38. NYU MS in Management and Systems 'The M.S. challenges students to examine the intrinsic inter-relationship between business and technology and how leaders and managers can harness that knowledge to advance their companies. This is a new skill set and those who possess it will be the ones to watch.' - Guldem Gokcek, Ph.D, Faculty
    39. 39. Talk and Chalk Sessions
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