This document discusses the value gained from leveraging Microsoft Project and Portfolio Management (PPM) to enhance PMO effectiveness, highlighting its adoption in over 10,000 organizations. Key success factors include the alignment of project data with organizational goals and effective resource management, leading to increased portfolio capacity. Lessons learned emphasize the importance of stakeholder engagement, rigorous data management, and responsive project governance to drive project outcomes.

2. PMO Mixology: Right Mix of
Appetite, People, and Tools
How Leveraging Microsoft PPM for Project and
Portfolio Management Increased PMO Value
Microsoft Project Presents

3. Project
Shawn Kim
Project Global Black Belt
Microsoft Corporation

4. A user added every 20 seconds Used in over 10,000 organizations Leader in various analyst reports
THANK YOU!
Over 20 million users of Project…

5. A STRONG DECADE OF INNOVATIONS
A C C E L E R AT E D VA L U E
D E L I V E R Y
S E R V E R R E L E A S E S
E V E R Y 3 Y E A R S
T R A D I T I O N A L D E V E L O P M E N T C Y C L E
I N N O V A T I O N I N T H E C L O U D
C ONSI STENC Y
W I T H OF F I C E
SH A R EPOIN T
I N T EGR A T I ON
C ONSOL I DATED
PPM SOL UT I ON
PPM I N T H E
C L OUD
GETTING STARTED
EXPERIENCE
ODATA IN
SSIS
PROJECT LITE
INCREASED PWA
INSTANCES
SSIS DELTA UPDATES RESOURCE
ENGAGEMENTS
Power BI
Content Pack
Dashboard
iPad App
C UMUL A TIVE
VA L UE ON - PR EM
S E R V E R B U I LT F R O M
C L O U D
C L O U D I N S P I R E D
Time Reporter
Mobile App

6. A PPM solution built on Office 365
PPM
solution
Application
platform
Infrastructure

7. Low Medium High
Ad Hoc Teams
PMO / Executives
and Project
Teams
L E V E L O F C O M P L E X I T Y
T A S K
M A NA G EM ENT
W O R K
M A NA G E M E NT
Individuals
P R O J E C T
P O R T F O L I O
M A NA G E M E NT
User Centric Work & Project Management

8. Project and Portfolio Management

9. PMO Mixology: Right Mix of
Appetite, People, and Tools
How Leveraging Microsoft PPM for Project
and Portfolio Management Increased Our
PMO Value
Views expressed in this presentation are those of the speaker(and not necessarily of the Office of Financial Research.)

10. Agenda Key Takeaway
1. Introduction
2. Our Journey
3. Success Factors
4. Lessons Learned
5. Q&A
SECURE PRODUCTIVE
Enterprise E5
Key to driving
results &
delivering products
and services to
customers

11. 1. INTRODUCTION

12. A transparent, efficient, and stable
financial system.
Promote financial stability by
delivering high-quality financial
data, standards, and analysis for
the FSOC and the public.
The Dodd-Frank Wall Street
Reform and Consumer Protection
Act of 2010 established the
Office of Financial Research to
support the Financial Stability
Oversight Council (FSOC), FSOC
member organizations, and the
public.

13. To manage programs, lead the
successful delivery of projects, and
develop associated metrics,
analysis and reporting for the
OFR’s portfolio.
Partnering to drive results that
provide value individually and
collectively
MOTTO

14. 2. OUR JOURNEY

15. CHALLENGES

16. Project
Management
Value
Requirements,
Time
Technical
EnvironmentCulture
Common Challenges to selection and implementation

17. OFR Programs
Microsoft PPM
Selection &
Data Migration
Resource Management
Portfolio Management (Prioritization)
PPM PMO Pilot
PPM Office-
wide Rollout
Governance, Standards &
Processes 2.0

18. 3. SUCCESS FACTORS

19. SECURE PRODUCTIVE
Enterprise E5
Key to driving
results &
delivering
products and
services to
customers

20. An organization’s
appetite for
project data,
analysis, and
capabilities is key
for success

21. Initial
(Standards)
Develop
(Consistent)
Define
(Integration)
Improve
(Comprehensive)
Optimize
(Improvement)
“If you don’t know where you are going, any road will get you there!”
- Lewis Carroll

22. “
”

23. ToolPeopleAppetite
Leadership’s Directive

24. WhenWho Where
Strategic & Tactical Decisions
What Why

26. Manage our
portfolio to
accomplish our
strategic goals
OFR Prioritized Portfolio
Ideas
Proposed
efforts Active
work

27. Identify who is needed
to accomplish our
portfolio of work

28. Plan on when to deliver
our internal and
external products and
services

29. Provide strategic alignment
and business case:
• Total costs
• Risks
• Constraints
• Dependencies
OFR Project Intake Form – Business Case
General Information
Business Case ID (assigned by PMO) Proposed by
Business Case Name Owner
Proposal Submission
Date
Business Lead
Start Date Research Lead
End Date Technology Lead
Business Case Type Project Manager
Lead Organization Associated Program
Project Description and Objectives
Provide a brief overview of the project. [This should be no more than one paragraph.]
What is the project seeking to accomplish? [This section should be no more than three sentences, but clearly identify
the project’s desired outcome. It should indicate whether it is a direct project or a project to support another project
(e.g., data project to support research or technology project to support the Data Center.)]
Project Description
Provide a brief overview of the project. [This should be no more than one paragraph.]
Project Objectives
What is the project seeking to accomplish? [This section should be no more than three sentences or bullets, but clearly
identify the project’s desired outcome. It should indicate whether it is a direct project or a project to support another
project (e.g., data project to support research or technology project to support the Data Center.)]
Project Deliverables and High Level Milestone Dates
What are the top 5 major milestones for this project, and what are the target dates for reaching those milestones?
(Deliverables should be listed as milestones, in addition to any other relevant progress markers.)
Initial Project Team Members Names
COTR
Data
Tech
Research
Procurement
External Agencies
Others
Key Stakeholders (using OFR Reference Model identify the key stakeholders external to OFR and project’s impact)
Stakeholder Impact

30. PMO partnering with
EPM Solutions and OFR
IT and Business to create
a nimble team

31. CHAMPIONS ARE KEY

32. Adapt to the time
Set expectations
each step of the way

33. Keep a Pulse
Shift to
Programmatic View

34. A good plan,
violently executed
now, is better than
a perfect plan next
week.
General George S. Patton
“
“

35. Build, change and run
the business

36. Flexible and Robust

37. OFR Programs
Microsoft PPM
Selection &
Data Migration
Resource Management
Portfolio Management (Prioritization)
PPM PMO Pilot
PPM Office-
wide Rollout
Demand and Capacity Planning
Cost and Budget Capabilities
Metrics, Dashboards, and KPIs
Systems Integration
Governance, Standards &
Processes 2.0

38. “The first rule is to always get the data.
Data rules all. It is an important element in
every negotiation, task, and strategic
initiative. The one who has the most data,
the best understanding of that data, and
the most influential way to present it will
come out ahead.
Rick A. Morris//
Author of Stop Playing Games!
”

39. Portfolio
Programs
Project
Schedules
Risks &
Issues

41. Work Efforts PortfolioAbility to add enterprise
work effort types allowed
us to grow our portfolio
from 30 active projects to
150+ work efforts

42. Enable Role-based
Security to grow the
scope of our portfolio
X
X
X
X
X
X

43. Support the
project lifecycle
and capacity to
add workflow for
project governance
and approval
Pre-Initiation Initiation
Planning &
Analysis
Execution
& Control
Close Out
Benefits
Realization
Governance Review
Governance
Reviews QuarterlyGovernance Review
Governance Review

44. Focus on milestones
and deliverables for
our roadmap
Expand detail
planning

45. Provide second
layer of details to
the roadmap

46. Portfolio Major Deliverables
Program Work Effort Name
Effort
Status Start Finish Deliverable Due Date
Program A Project A Active 5/1/2015 10/1/2017 Service X 6/15/2016
Project A Active 5/2/2015 10/2/2017 Product B 9/1/2017
Project B Proposed 10/1/2016 9/1/2018 System A 5/15/2018
Major Activity A Active 7/5/2016 9/3/2016 Paper A 9/30/2016
Major Activity B Active 7/16/2016 11/5/2016 Briefing B 11/1/2016
BAU A Active 8/9/2015 9/17/2018 Release 1.5 10/1/2016
Generate
deliverables and
release dates to
support external
stakeholder
management

47. Capture and analyze
resource data to inform
resource decisions and
work force planning
0 5 10 15 20 25 30
Program A
Program B
Program C
Program D
Program E
Program F
Program G
Program H
# Resources
Programs
Programs Named/Generic Resources
Named Generic

48. Various level of
reporting is key
when addressing
the different
levels of
management

49. X
X
X
X
X
X
X

50. Resource Management
Portfolio Management (Prioritization)
Demand and Capacity Planning
Cost and Budget Capabilities
Metrics, Dashboards, and KPIs
Systems Integration

52. 4. LESSONS LEARNED

54. Insights for everyone
Lessons Learned

55. Insights for everyone
Include a formal user acceptance test team
Improve gathering of requirements
Formulate metrics up front
Understand the performance and system overhead up
front
Understand the integration of our existing environment
and security protocols up front

56. Appendix