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  • Introduce Self Introduce others who may be with you. Get a feel for the makeup of the audience: How many here today are practicing project managers? How many here today are program managers or own multiple projects/programs? How many here today are ‘senior management’ (director and above)? How many have Microsoft Project 98 on their desktop? How many have Microsoft Project 2000 on their desktop? How many are using Microsoft Project effectively? How many here are currently deploying or using Microsoft Project Central? How many here are currently deploying or using Enterprise Project? How many here currently have an initiative at their company that has to do with improving enterprise/corporate wide project/program management? With this seminar we’re trying to provide something for everyone: We’re going to demo the applications that enable each of these secrets. Some of these secrets are more strategic in nature, some are very tactical. Our goal is to provide each of you with multiple takeaways.
  • First slide that talks about QuantumPM
  • Imagine that you are responsible for a group of projects, or all projects within a business. Is your organization capable of handling this new project? Should you be worried? “The only thing worse than being in trouble is not knowing that you are in trouble”.
  • Imagine that you are responsible for a group of projects, or all projects within a business. Where do you get the information that gives you accurate and timely answers to these key business questions every day. Tell story about exec who wanted summary data, but said I was not to waste time on gathering any details. What do we have to do to get answers to questions like these? How does this impact PMs?
  • This is a subject introduction slide, just to remind you to transition into demonstration mode.
  • Here are the features we’re going to talk about tonight. Remember that this is just a glimpse, there’s way too many new features to cover everything in one hour.
  • Keep Elkhart on their minds. Very Briefly Show: Projects in Project Center. List projects using different views. Project Analyzer: Uses OLAP cubes for querying data tables. Show ability to easily add or remove information. Project Modeler. Enables ‘what if’ analysis. Do Open only. Ask ‘what issues do you see on this page’? Answer: Obvious overallocation of resources, but also lots of projects ending at the same time. Resources in Resource Center. Shows resource assignment levels from a variety of perspectives. KEY: Info available that’s accurate, timely, and readily available. So how was this information made available for Elkhart Software Company?
  • Enterprise Resource Pool: Where enterprise resources are stored. Replaces the old resource pool. DEMO: * Open the Enterprise Resource Pool and show the Elkhart enterprise resources with their assigned skill and RBS codes.
  • Local Global.mpt: * Same as is in use today. Enterprise Global: Where Elkhart enterprise codes are stored. E.g., contains tables and views, filters and groups, calendars, and new enterprise outline codes & custom fields. When you start Microsoft Project Professional and connect to the Project Server the Enterprise Global items are copied from the Enterprise Global to the local Global.mpt file. You will see both Enterprise and Local items as long as the item names are not duplicated. If duplicate item names are found, you are given a chance to rename the local item. Only the Project Server Administrator has the rights to make changes to the Enterprise Global. DEMO: * Open the Enterprise Global and show the Resource (skills and RBS) codes and the Project codes.
  • How project managers can quickly and easily develop new schedules. Adding resources to our schedules: Team Builder Wizard. Assigning resources to tasks: Automatically via Resource Substitution Wizard. Manually (using Assign Resource Dialog (Tim’s demo), or whatever). DEMO: Run through the Assign Resources Dialog. Mention Request/Demand. Run through the Resource Substitution Wizard using the SW Dev Template and Seattle project A. Don’t include other projects.
  • Relationship with resource leveling: Leveling attempts to remove resource over allocations, but doesn’t try to optimize resource utilization. Resource substitution wizard tries to optimize resource utilization. DEMO: If you have time you can run through the Resource Substitution Wizard using the Seattle A project. Close out Elkhart topic. Now I want to show you one last, very sexy feature.
  • Additional sexy feature in Project Professional 2002: Allows team members to store documents and track issues related to their projects in the Project Server via Web Access. DEMO: Switch to Web Access, navigate to Issues, and select the Seattle A project. Click on new issue and talk about the different options Switch to Web Access, navigate to Documents. Note that there are project specific and public document areas. Select the Seattle A project or Public documents and talk about the different options NOTE: If enterprise users have their own document management or issue tracking solution in place, the Microsoft Project Server Object Link Provider will allow those to be integrated with Project Server
  • Purpose: to show how familiar technologies have been fused together into a single product suite. Narrative: This is a real-world example of a BIG project, where many users of software tools wanted better integration of project management information. Microsoft had to find a way to take concepts found in several separate software systems and pull them together into a single system. (review the list on the left). The result of the integration effort is a combination of specific features that address your requirements for managing all aspects of projects across a business enterprise. We are going to drill into each of these in more detail. Takeaway: several useful technologies are merged into one “system” for enterprise-wide use.
  • Purpose: to show how familiar technologies have been fused together into a single product suite. Narrative: Microsoft has used advanced technology to create a “3 Tier” project management suite. Tier 1 is the “User interface” layer, allowing the user to view and manipulate project data through Internet Explorer and extensions to the native MS Project 2002 interface. Tier 2 contains the “Business rules” on how to process information requests from the user. Tier 3 contains the “Data Repository” where all project-related information is stored for access by people through organizations. This architecture allows maximum flexibility for customization while maintaining strong security controls over the data repository. Takeaway: several useful technologies are merged into one “system” for enterprise-wide use.
  • Additional sexy feature in Project Professional 2002: Allows team members to store documents and track issues related to their projects in the Project Server via Web Access. DEMO: Switch to Web Access, navigate to Issues, and select the Seattle A project. Click on new issue and talk about the different options Switch to Web Access, navigate to Documents. Note that there are project specific and public document areas. Select the Seattle A project or Public documents and talk about the different options NOTE: If enterprise users have their own document management or issue tracking solution in place, the Microsoft Project Server Object Link Provider will allow those to be integrated with Project Server
  • This is a subject introduction slide, just to remind you to transition into demonstration mode.

Transcript

  • 1. Microsoft Project 2002 “New Capabilities” Presentation for Corpus Christi PMI Greg Bailey VP of Sales [email_address] 832-527-0970
  • 2. About QuantumPM
    • Most Experience in Enterprise Project Implementations in North America
    • Microsoft Product Centric
    • Wrote 4 chapters on Enterprise Project Management and edited the Que Book on Project 2002 Professional
    • Multiple Microsoft Project MVP’s
    • Host Microsoft Project 2002
    • GSA and women owned business status
    • Specialty is Microsoft Project implementations and PMO office set up
      • Seattle
      • Denver
      • Boston
      • Orlando
  • 3.
    • Relationships
      • Microsoft Project Premier Partner
      • Microsoft Solution Provider
      • MPUG Speakers Bureau
      • Project Management Institute (PMI) Registered Education Provider
    • Author of MPUG Quarterly newsletter column
    • 70+ articles on Microsoft Project www.techrepublic.com
  • 4.
    • Health Sciences
    • Haemonetics
    • Beverly Enterprises
    • Semiconductors
    • HP
    • Others
    • IntelliRisk
    • Getty Images
    • Attachmate
    • Telecommunications
    • AT&T Broadband
    • 360 Networks
    • Echostar
    • Oil & Gas
    • Schlumberger/Western Geco
    • CGU
    • Securities & Insurance
    • ING/Reliastar
    Clients Department of Defense, Canada
  • 5. Project Management Maturity Model Improvement Levels Level 2 Level 1 Level 5 Level 4 Level 3 Do- It : Ad Hoc, no control Getting order locally; capturing and sharing project cost, schedule, & performance data; experimenting and learning from programs Documenting and sharing the best from the program learning accross the organization. Qualitative improvements. Capturing quantifiable process performance data Using the data to improve foundation for the next and achieve Each level is designed to lay the incremental change and learning Source: Dr. William Ibbs University of California at Berkeley The Ibbs Consulting Group
  • 6. The “Big” Picture QPM Portfolio Management Model Leadership Team Project Team Infrastructure Project Charter Assessment Project Definition Analysis Business Case/Scope
    • Approval
    • Governance Process
    • $ and Resources
    • - Portfolio Analysis
    Decision Support - Reports - Reviews - ROI Data
    • Project – Based
    • Budgeting
    • Costs
    • Resources
    Plan & Schedule Control & Execute
    • Project Analysis
    • - Reporting
    • - Audit Management
    • Executive Support
    • Action Plan
    • Tools
    • Web Collaboration
    • PM Tools
    • Time Tracking
    • - …
    Training and Certification
    • Project
    • Repository
    • Document
    • Management
    • Knowledge Repository
    • Standards
    • Processes
    • Lessons Learned
  • 7. Microsoft Project Evolution
  • 8. Enterprise Project Management (EPM) Tools, Technology, Training and Knowledge Transfer Alignment with Business Objectives Integrated Delivery Framework Real-time Executive Decision Support Collaboration and Project Management Portfolio Management Programs, Initiatives Corporate Strategy Investment, Resource and Prioritization Decisions Integrated Portfolio of Managed Projects Consistent, Repeatable Project Delivery Enterprise Resource Management Projects
  • 9.
    • You are responsible for the successful completion of projects at Elkhart Software, a custom software development company
      • Offices in Seattle and Denver
        • 14 projects and 31 people in Seattle
        • 7 projects and 13 people in Denver
      • Big project about to be closed with a new client
    Why Microsoft Project 2002 ? Scenario
  • 10.
    • To Answer Questions Like These:
      • What is my organization’s capacity for work?
      • What project and skill bottlenecks do I have in my organization?
      • What is my portfolio of projects and how do they meet our business imperatives?
      • What is the impact to other projects if we add this new project to our portfolio of projects?
      • What is the capital and expense cash flow for my projects?
    Why use Professional?
  • 11. Think Enterprise Data
      • Microsoft Project 2002
      • What’s New?
  • 12.
    • Web Access – Interface to Information
      • “Project Center” – access to project plans
      • “Resource Center” – enterprise resources
      • Team collaboration – status reports and team updates
      • Document and Issues management
    Think Enterprise Data
  • 13. Microsoft Project Professional …
    • Project and Resource Center
    • Enterprise Custom Fields & Resource Pool
    • Assigning Enterprise Resources:
      • Assign Resources Dialog
      • Team Builder
      • Resource Substitution Wizard
    • Schedule Optimization
    • SharePoint Team Services (STS)
  • 14. Project and Resource Center
  • 15.
      • Provides a single repository for all Enterprise Resources.
      • Eliminates the scalability issues associated with older versions of Resource pools.
    Enterprise Resource Pool
  • 16.
    • Used if connected to Project Server
    • Contains all of the enterprise’s standardized data.
    • Local Global .mpt
      • Used if there is no connection to Project Server
    Enterprise Global
  • 17.
    • To Schedules :
      • Team Builder
    • To Tasks :
      • Automatically using the Resource Substitution Wizard
      • Manually using the Assign Resource Dialog
    • You can use Enterprise Schedule Templates with the Team Builder or Resource Substitution Wizards.
    Assigning Enterprise Resources
  • 18.
    • Resource Substitution Wizard has 2 jobs:
      • Assigning resources to tasks.
      • Optimizing resource allocations across schedules.
        • You can Demand or Request a resource to remain on your schedule.
    Schedule Optimization
  • 19.
    • Link Documents to a project plan, a task in a project plan, or a to-do list
    • Track Issues :
      • An issue can be associated with a project, a task in the project, documents in the project’s document library, or other issues within the same project.
      • Customize, Create, Edit, or Read permissions can be established.
      • E-mail notifications will alert you to status changes.
    Sharepoint Team Services
  • 20. Integration Web Access Microsoft Project 2002 Documentation Storage Project Repository Resource Pool Technology Integration Portfolio/Resource Management ? Document Management ?
  • 21. Think Enterprise Data Microsoft Project 2002 / Server Architecture Tier 1 User Interface Tier 2 Business Rules Tier 3 Data Repository SQL Server SQL Analysis Services Windows 2000 Advanced Server *.ASP Files *.DLL Files Internet Information Services (IIS) Internet Explorer MS Project 2002 Custom Applications
  • 22.
    • Choose and prioritize metrics
    • Develop your Processes
    • Develop your organization’s Knowledge & Skills
    • Establish Accountability
    • Manage as a Project
    • Iterate and Grow
    Enterprise Level PM - Roadmap
  • 23. A Day In The Life… Team Members Portfolio management Stakeholders Project Managers Project scheduling and costing Collaboration and progress reporting Resource Managers Skills-based resource management
  • 24. Think Enterprise Data
      • Microsoft Project 2002
      • Demonstration