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Epm presentation itvamp paragon_102111 (3)

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My EPM presentation for Project Server 2010 for a consulting firm.

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Epm presentation itvamp paragon_102111 (3)

  1. 1. Presented by: Sharon Rene SummersFor: Paragon Solutions October 21, 2011
  2. 2. Topic #1 Describe the defining characteristics for large scale vs. small scale Enterprise Portfolio Management with respect to strategy, structure and engagement (with business, project teams etc.) model
  3. 3. Large or Complex Scale EPM Types Global PMO – International Standardization Large number of Projects – Complex Migrations Multi-Level Portfolios – Varied Rollups Satellite PMOs - Disconnected methods & technologies SAP/PSoft or other Application Integrations – db links Customized/Automated – Developers required Cloud Scenarios – EPMO has less control due to hosted solution New Technology – Additional training SOX Requirements – System may be location of audits Low PMO Maturity Level - Raising of Level is required Divestitures – Ownership of Technology and PMO Process Note: Size of Company does not determine the size or complexity
  4. 4. Small Scale or Simple EPM Types Local Office PMO – Standardization is local Small number of Projects – Simple Migrations Single Level Portfolios – One Rollups No Application Integrations – no db links Not Customized/Automated – Developers not required Corporate PMO – EPMO has control Familiar with Technology – Standard Training No SOX via EPM – System may be linked to Documentum High PMO Maturity Level – Ease of Building an EPMO EPM Process in place – Upgrade and Migration of new Technology No Divestitures – Ownership of Technology is local Note: Size of Company does not determine the size or complexity
  5. 5. 12 Key EPM Process Areas Demand Portfolio Program Project Management Management Management Management Resource Quality Financial Change Management Management Management Management Risk/Issue Vendor Time Strategy & Management Management Management ScopingEach EPM Process area contains a High Level and Sub-Level Workflows
  6. 6. Sub-Process Workflow Areas Resource Financial Portfolio Quality Management Management Management Management Resource Financial Dashboard Stage Gate Allocation Analysis Reporting Resource Financial Project Release Optimizatio Reporting Registration Mgmt. n
  7. 7. EPM Artifacts Portfolio Management Dashboard Reporting Dashboar d Rpt. Project Prioritization Priority List Project Registration Registratio n
  8. 8. Process Leads to Technology ENGINEER RE-ENGINEER Build your EPM with the Best Practice Engineer your EPM Process for your Enterprise PMO Install your EPM Technology
  9. 9. Engagement Strategy
  10. 10. Large Scale EPM Strategy PMO Assessment (based on Microsoft REJ) Business Analysis (BRD & TRD) Roadmap EPM Process Build out 3-5 workflow levels EPM Technology Installation & Configuration Customization with Development EPM Process Training Project Server 2010 Training EPMO Organizational Build EPM Support Model
  11. 11. High Level Steps Build the Best Practice Process Design and engage the organization Test the EPM Process Align PMO Method or Methods to EPM Approve the EPM Process and Train Install EPM Technology Configure Mapping of Process to Technology Implement the EPM Technology Test the EPM Technology Approve the EPM Technology and Train
  12. 12. EPM Team Large Scale EPM Solutions Provider Engagement EPM Process Manager Engineer Business Analyst Project Manager Change Manager SharePoint Project Server Server Engineer Specialist Specialist SharePoint Project Server Database Developer Developer Administrator
  13. 13. EPM Team Small Scale EPM Solutions Specialist Business Project Analyst Manager SharePoint Project Server Server Specialist Specialist Engineer Database Administrator
  14. 14. Small Scale Characteristics A Small Scale EPM Strategy is one of the following:  May only require limited Build out Key Process Framework with no sub-levels – High level Process  Build out of Migration only of Project Plans and not the EPM Process & SharePoint functionality  Direct Mapping of Process to Technology  Does not Require Customization  One Methodology or SDLC is on Board  No Stage Gates  Corporate Mandate & Sponsorship
  15. 15. EPM or PPM? (example) If an Organization requests only the following:  Demand of Projects  Project Prioritization  View of List of Projects in a Portfolio  Financial Management of a Portfolio  Optimization of Projects in a Portfolio  Projects to Portfolio Value then the PMO Organization does not require an EPM but a PPM (A smaller Development of Process and Technology to report to Executive Management).
  16. 16. Project Server as a PPM
  17. 17. PPM Solution Organizations with Top Down Approach Demand Management Focus Capacity Planning Project Prioritization Change Management Financial Planning Budget AnalysisPPM is an abbreviated version of Enterprise Portfolio Management and at one level below the EPM as Portfolio Management is one key area.
  18. 18. Topic #2 Outline the Critical Success Factors for the above to ensure EPM success in and of itself, and business value
  19. 19. CSF’s Corporate Support and Executive Sponsorship Organizational Readiness Business and IT Investment PMO Maturity Level Business Goal Alignment Comprehensive Business and Technical Requirements Organizational Change Management Ability to Maintain and Support the EPM
  20. 20. Benefits – Project Server 2010Top 10 Benefits1. Unified project and portfolio management.2. Drive accountability and control with governance workflow.3. Standardize and streamline project initiation.4. Select the right portfolios that align with strategy.5. Easily build Web-based project schedules.6. Intuitively submit time and task updates.7. Gain visibility and control through reports and dashboards.8. Simplified administration and flexibility.9. Gain additional value from the Microsoft platform.10. Extensible and programmable platform.
  21. 21. Business Values Consolidation of Projects = Cost Savings $ Resource Management = Cost Savings $ Managed Scope of Portfolio = Cost Savings $ Time Management = Cost Savings $ Alignment to Business = Cost Savings $ Standardization = Cost Savings $ Web Access = Cost Savings $ A Business Value proposition should be provided by the vendor to the client.
  22. 22. Topic #3 Discuss the key reports and reporting dimensions (e.g. financial) that allow the baselining and ongoing measurement of EPM and the related/resulting activities and initiatives
  23. 23. Example of Financial Mgmt Reports Estimation Accuracy Estimates to Completion Planned vs. Actuals Cost and Budget Analysis Actual vs. Demand Portfolio Financial Analysis Annual Budget Reporting These Reports allow tracking of Portfolio Baseline
  24. 24. EPM Reports General Portfolio Analysis All Reports allow baselining of Dashboard Report metrics based on the organization’s criteria Financial Reports Project Reports LOB Activity Staffing Plans Resource Allocation Resource Optimization
  25. 25. Metrics of EPM Number of Projects on Budget Number of Projects now aligned to the business Number of Processes aligned to operating model Number of Resources optimized Number of Resource hours gained by Time Management Process Number of Consolidation of Projects Number of Projects Approved in Timely Manner Number of Projects Prioritized effectively There are hundreds of potential metrics. The Goal is to recommend metrics to the organization and provide the Business need.
  26. 26. Topic #4 Describe how Project Server would be optimized in an EPM environment – from considerations when configuring, integrating with existing systems and processes, and deploying to the PMO and organization
  27. 27. Integration Points SAP, Hyperion HR Database or PeopleSoft Time Management Systems Statement #1 “When integrating with HR System and Financial Applications Project Server is streamlined for one-time entries as well as time savings in administration Statement #2 “When deploying with existing Processes take into consideration EPM process and re-engineering efforts.” Statement #3 “If Time Management Systems are not integrated duplicate Time Sheets are required. Integration is key to see benefits. Sharon Rene Summers EPM Specialist
  28. 28. Thank YouSharon Rene Summers EPM Specialist A Microsoft Partner 609-372-3524

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