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  • Partner Overview
  • Founded in 1959, Computer Sciences Corporation is one of the world’s leading IT services companies and a Microsoft Enterprise Premier Partner. With approximately 92,000 employees and revenue exceeding $12 billion, CSC provides innovative solutions for clients around the world by applying leading technologies and CSC’s own advanced capabilities in information technology and communications.
  • Speaker Notes: Evolve from Cost Center to Strategic Partner Align IT Strategy with Business Strategy Assist in Defining Business Strategy Based on Technology Innovations Manage integration of Business and IT activities Successfully manage IT investments Identify projects that provide the greatest total return Measure benefits of completed initiatives Monitory discretionary IT spend Respond to evolving goals and challenges Deliver more with fewer resources Create environment where resources work more efficiently Eliminate project overruns Institute best practices Respond to Market Demands SOA: executive-level accountability for project overruns / project write-offs Government or Industry-Specific Demands (e.g., HIPAA)
  • Solutions Components
  • Solution Delivery
  • CSC’s E-PMO Framework
  • This discretionary slide can be deleted.
  • Release-Based Approach
  • This slide is discretionary and can be deleted.
  • Respected industry analysts are also in favor of enterprise project management. In fact, they predict that over half of IS companies will have some sort of Portfolio Management/EPM system in place by 2006. Microsoft wants to keep you ahead of this trend by giving you the tools to make EPM a reality in your organization NOW.
  • So now, let me share with you how Microsoft has responded to the needs of our customers. The Microsoft Office EPM Solution gives you visibility, insight, and control of all projects across the enterprise . EPM involves participation from all levels of your business community ensuring that resources are not wasted on projects that return little or no value to your business. Simply put, here’s how it works: The business community consists of all stakeholders that are affected by the projects of the business. EPM allows you to view the enterprise portfolio of projects and provides you with the tools to perform critical business operations of PPM, resource mgmt, project management, and collaboration tying these in to all projects. Projects are linked to business strategy, and Project is at the foundation, supporting these activities…and your business community. Microsoft Office EPM Solution helps people gain the visibility need to make better informed decisions, optimize resources and establish repeatable processes to reduce costs, shorten time-to-market and improve quality by ensuring broad participation through familiar, integrated, easy-to-use tools.
  • Every organization has a ton of projects going on. And each stakeholder has different concerns specific to their individual roles. At the executive level (a senior level business manager), they really have some tough problems. They have a hard time seeing and prioritizing all the work that’s going on inside their company. Many executives don’t even know what work is going on inside their company. So just being able to see things is a big step in the right direction. Executives also have a hard time answering the questions “What’s the status of my top three initiatives?” If I really care about these three things over the next 18 months, how am I tracking how we are doing on those compared to other things. So, for the executive stakeholder their really interested in what we call Portfolio Management and really good rigorous reporting. And that’s something that we have invested in building into Project 2002 and 2003. For the team member, or the broad Information Worker who uses Office, these folks don’t consider themselves project managers but they want to know “hey what am I suppose to be delivering this week. How do I collaborate with that other guy in that other organization to get this thing done? I know I’m dependent on work they’re doing. How do I make sure we are on track together?” So team members are really interested more of the using the tools that they already know. They want to use Office. They want to use Outlook. They want to use Excel. To be able to get their work done and to be able to report status and collaborate on the work their supposed to do. Resource managers really want to know, “Hey, who’s available to staff our new projects. If we’ve got a whole bunch of new work to consider, who do we have that we can actually put on this work or who might we need to hire? Who’s working on what right now and what skills do they have and are those the right skills for the job?” So their very, their very interested in what we call, skills-based resource management and capacity planning. If you think about the IT manager or the IT shop for the thing we’ve heard time and time again is “Hey, how do we link this project data in with our front Office and our Back Office. How do we link it with our customer tracking system? How do we link with our financial system where we bill with or our HR system, where we store our people information.” So linkage between project data and the front and Back Office is critical. And of course it goes without saying they want to know, “Hey, what’s the easiest way to deploy and monitor these systems”. For IT managers those are some of the challenges and their obviously depending on very open and secure systems. And then finally we don’t want to forget about the folks who have been using our toolset for the longest time of course the Project Managers. At the heart of it they need to know - When are we really going to finish this thing? How much is this going to cost us? Finally, there is also deep business problem around “Are we doing a great job getting smarter and reusing our best practices when we do the same type of project again and again and again?” So that gives you a sense of some of the business challenges and the productivity challenges that have led to a tremendous amount of failure when it comes to delivering projects. One of the analysts recently published a report that said in the U.S. for IT departments over 74% of projects are failing. They’re coming in late or there coming in over budget. That’s considered a failure. We think that we have the opportunity to try to address some of these big productivity and business challenges through technology and through services and solutions to really bring that number much, much lower.
  • What are we actually delivering from the product perspective? Microsoft Project Server 2003 is built on top of Microsoft SQL Server as our database store and integrates pretty heavily with Windows Share Point Services. Project Server integrates with lots of different line of business systems such as SAP, PeopleSoft and Seibel, and is incredibly important for Project Server. Being able to have an open server architecture so that you can link all those together is pretty critical. I can’t think of many customers that are deploying Project Server 2003 who aren’t interested in linking that data with some other system. So that is absolutely core for us. We’ve got Project Server built on top of SQL and Windows SharePoint Services. For the actual end users, the people that are using the software on the desktop. For the project managers, we’ve got Project Professional 2003, that’s the 32-bit windows application that we’ve been selling for years and years. So it’s the latest version of that of course. And it’s built to work with Project Server. For the executive, and resource managers and team members, we’ve made a strategic decision, that was a tough decision, and that was we’re not going to try to sell those folks Project Pro on the desktop. Some of them will certainly buy it because there is a lot of rich functionality but our strategy is to go broad - to connect every information worker to their project data using familiar tools. So, for them we built Project Web Access, which is basically internet explorer pointed to Project Server itself. And providing them the tools and the browser and some great connectivity with Office to Project Server itself. So this is a dramatic, dramatic departure for us. It’s no longer trying to sell Project to every single person who buys Office. Right? It’s trying to show, if you use Office and you use the Browser you can connect to this Project data and you can collaborate in a much, much deeper way to be more productive give you great visibility etc…etc.. It’s a huge shift for us.

Project Management Office Evolution Chuck Coletta, Senior ... Project Management Office Evolution Chuck Coletta, Senior ... Presentation Transcript

  • Project Management Office Evolution Chuck Coletta, Senior Partner, Computer Sciences Corporation
  • Agenda
    • Industry trends and IT challenges
    • Introducing enterprise project management
    • The CSC E-PMO offering
    • Results of deployment
    • Issues and critical success factors
    • Microsoft Office EPM Solution
    • Next steps and resources
  • About CSC
    • Among world’s leading IT services companies
    • Solutions help clients manage complex projects
    • Experts deliver real-world experience
    • Microsoft Enterprise Premier Partner
    • Founded in 1959
    • More than 92,000 employees
    • Revenue exceeds $12 billion
  • Industry Trends
    • IT departments must:
      • Evolve from cost center to strategic partner
      • Successfully manage IT investments
      • Deliver more with fewer resources
      • Respond to market demands
  • Challenges to IT Efficiency
    • The IT industry has a history of failing to deliver projects within targeted budget, schedule and quality criteria.
    • A recent study of 175,000 IT projects conducted by Standish Group International reports:
      • 88% of projects run over schedule, over budget or both.
        • The average cost overrun is 89% of original estimates.
        • The average time overrun is 222% of original estimates.
      • 31% of all projects are cancelled before completion.
      • For every 100 projects, 94 restarts occur.
    • Ramifications:
      • Business benefits of active initiatives are postponed or never realized.
      • Proposed initiatives are cancelled to offset existing overruns.
    • Source: The Standish Group
  • Challenges to IT Effectiveness
    • Gartner study reports that 65% of companies lack confidence in the ability of IT to further business goals.
    • AMR Research indicates that:
      • 75% of IT organizations employ non-repeatable, chaotic portfolio planning processes.
      • 84% do not consistently create business cases to drive their IT investments.
      • Companies following formal portfolio management methods save 2 to 5 percent annually on their IT budgets.
    • Ramifications
      • IT projects are not aligned with business goals.
      • IT budgets are not allocated optimally.
  • IT Points of Failure
    • Organizations spend little effort managing their portfolio of IT initiatives, monitoring ongoing requests, and aligning IT initiatives with business strategy.
    • Organizations have difficulty understanding how to create program and project organization structures within their existing functionally based enterprise.
    • Organizations don’t address the change management issues required to support desired behavioral changes proactively.
    • In-house project management efforts often lack the capabilities needed to manage large, complex projects effectively.
    • Projects are launched, and work requests are approved without a clear understanding of business goals an understanding of desired outcomes.
    • Basic project management disciplines are not followed rigorously throughout the project lifecycle
    • Organizations address project failures by implementing piecemeal solutions that target only selective problem areas.
  • Enterprise Program Management – a Solution?
    • Forrester: Nearly 70 percent of organizations have implemented some type of PMO organization.
    • CIO Magazine: Organizations have difficulty showing a positive ROI for their PMO investments.
    • Clearly, to improve the efficiency and effectiveness of the PMO organization, a new approach is needed.
  • The Role of EPM
    • Optimize IT investments
      • Potential projects identified through business and IT strategy sessions
      • Portfolio management methods used to evaluate business and technical value of proposed initiatives
    • Manage projects more efficiently
      • Standard processes establish a common playbook.
      • Defined governance structures enforce responsibility and accountability.
      • Centralized project information provides an “early warning system” for troubled projects.
      • Centralized resource information enables optimal allocation of limited resources.
      • Collaboration tools improve communication among team members.
    • Institutionalize continuous improvement
      • Establish baseline capabilities
      • Capture best practices and encourage re-use
  • Change Control Board Demand Management: Assess, prioritize and approve each Request Release Management: Coordinate an integrated release process to optimize resource use and provide sustainable improvements Objective: Deliver requests on-time, on-budget, in a predictive manner Objective: Respond to the requests that add business value Objective: Capture break/fixes, enhancements, etc. and route to responsible areas Approved Requests Service Requests E- PMO Operational PMO Governance Council Portfolio Management:: Assess Benefit / Risk Profile for each initiative Project Management: Direct and monitor execution of initiatives to deliver business results Launched Initiatives Strategic Initiatives Work Funnel Information Technology Business Strategy Delivery PMO Y o u r B u s i n e s s S t r a t e g y Objective: Integrate Business & IT Strategies into a Fused Business / IT Strategy Objective: Select initiatives that collectively maximize business benefit with acceptable risk Objective: Deliver initiatives on time, on-budget and meet user requirements Strategic Requests Integration Traditional PMOs
  • E-PMO Can Generate Significant Results
    • Chicago Board Of Trade implemented a PMO that resulted in a ROI of more than 275% and delivered $14M in annual benefits.
    • By moving from CMM Level 1 to Level 3, DuPont Chemical Group realized more than $10M of savings a year.
  • A Roadmap for Success E-PMO uses a playbook based on the Capability Maturity Model (CMM) framework, a five-level roadmap for improving delivery. Optimizing (5) Focus on Process Improvement Managed (4) Process Measured and Controlled Defined (3) Process Characterized Fairly Well Understood Repeatable (2) Can Repeat Previously Mastered Task Initial (1) Unpredictable and Poorly Controlled Most Organizations Operate at Level 1 Our Point of View
    • No portfolio management
    • PM disciplines missing
    • No business-IT alignment
    • Lack of organizational governance
    • Lack of in-house project management capabilities
    • PM disciplines missing
    • PM disciplines missing
    • Unclear goals and objectives
    • Lack of organizational governance
    • Piecemeal solution approach
    POV Failure Areas Addressed:
    • Provide links to in-house financial systems
    • Install add-on tools (risk management, earned value)
    • Implement Microsoft Project/Microsoft Office Project Server
    Tools
    • Roll out assessment and coaching programs
    • Implement program governance structures
    • Roll out project management training program
    • Implement PMO organization structure
    • Provide Microsoft ® Office Project training
    Organization
    • Implement system development methodology
    • Implement program management processes
    • Implement basic project management processes
    Process
    • Implement portfolio management processes
    • Align IT projects to business strategy
    • Establish PMO strategy
    Strategy Release 3 Release 2 Release 1 E-PMO Component
  • E-PMO Results
    • Effectiveness
      • Integration of business and IT strategies
      • Institutionalized portfolio management techniques
      • Organizational change plan designed and implemented to deal with the human factor
        • Executive alignment
        • Management commitment
        • Culture
        • Training
        • Rewards and recognition
        • Communication
      • Executive Dashboards provide “early-warning systems” for potential problems
      • Delivery of complete, holistic solutions
      • Standardized, common project management and system life cycle methodologies
  • E-PMO Results
    • Efficiency
      • Implemented standard project management processes and procedures
      • Implemented estimating, planning and tracking tools that support the processes and procedures
      • Implemented standard reporting tools that minimize administrative activities
      • Available industry best practices that help to avoid “re-inventing the wheel” on each new project
      • Knowledge repository created with assets tailored uniquely for the organization’s needs
      • Increased team collaboration
  • Issues You Might Face
    • Organizations focused on piecemeal solutions rather than the holistic issue
    • Reluctance on the business side to actively engage IT in strategic efforts
    • Reluctance on the IT side to actively engage the business during the project life-cycle
    • Reluctance of PMs to change existing project management practices
    • Reluctance of the organization to hold their employees accountable for specific tasks
  • Critical Success Factors
    • Executive alignment
    • Management commitment
    • Willingness to adopt rigorous, disciplined processes
    • Training
    • Ongoing mentoring and coaching
  • Working With a Proven Partner US Army Wholesale Logistics Modernization Program (LOGMOD) Chicago Board of Trade  The World’s Leading Futures Exchange sm
  • EPM is Growing! “ By 2006, more than 50% of IS organizations will have adopted a mix of project portfolio management application services for managing team collaboration, allocating resources, and tracking utilization and costs.” - Gartner, Inc., July 2003, “Magic Quadrant for Project Portfolio Management”, Matt Light
    • Visibility into key initiatives and resource utilization across the entire organization
    • Insight into how initiatives and resources align with business objectives and performance
    • Control of projects and resources to make smart decisions as business conditions change
    The Microsoft Office EPM Solution
  • Participation Across the Organization Executives Project portfolio management and reporting IT Managers Open, secure systems Project Managers Intuitive project management Resource Managers Skills-based resource management Team Members Use familiar tools to collaborate, report status How do we prioritize initiatives? What’s the status of top 3 initiatives? What am I supposed to deliver this week? Who am I supposed to work with? Can we integrate project data with business applications? Who’s available to staff new projects? Do we have the right people working on the right projects? When will we really finish, and how much will it cost? Can we reuse best practices across projects?
  • Microsoft Office EPM Architecture Easily create enterprise project plans Team participation Centrally store project, resources, and reporting Share project documents, issues, risks, and tasks LOB systems Get more from your IT investments More productive users
  • Next Steps
    • CSC Service Offerings
      • Senior Management Project Delivery Capabilities Assessment
      • Comprehensive Project Delivery Capabilities Assessment
      • E-PMO Design and Development Services
      • Pilot Deployment
      • Full Solution Deployment
    • Contact Information
      • Chuck Coletta [email_address]
  • EPM Resources
    • Learn more about EPM
      • http://www.microsoft.com/solutions/epm
      • http://www.microsoft.com/project
    • Register for EPM webcast series
      • http://www.ms-answers.com/epm
    • Register for Microsoft events
      • http://www.microsoft.com/usa/events
      • http://www.microsoft.com/usa/webcasts
    • Technical Resources
      • http://www.microsoft.com/technet/project
      • http://msdn.microsoft.com/project
    • Microsoft Project User Group
      • http://www.mpug.org
      • © 2004 Computer Sciences Corporation. All rights reserved.