The document discusses the SoftPMO Project Management Toolkit. It provides statistics that show high failure rates of projects and initiatives. It then outlines features of the Toolkit, which includes a methodology, templates, and web-based tools to help users successfully plan, execute, and deliver projects. The Toolkit is designed to standardize best practices based on PMI frameworks and provides a robust yet practical guide for managing all aspects of a project.

1. Enterprise Project Management

2. Introducing the SoftPMO
PROJECT MANAGEMENT
TOOLKIT

3. “The most crucial success factor in
project management is effective
communications to all
stakeholders—a critical core
competency to all organizations. In a
complex and competitive business
climate, organizations cannot afford to
overlook this key element of project
success and long-term profitability.”
~Project Management Institute, Inc.
© 2014 MAK CON LLC

4.  An alarming 38% of projects don’t
meet their business goals and 17%
fail altogether. Failure rates have
been climbing since 2008.
 For every US $1MM spent on
projects, US $135K is gone forever
because of project failure.
 80% of the leaders in the C-suite
say executing strategic initiatives
is critical to their existence, yet
50% of all strategic initiatives fail.
 54% of IT project failures can be
attributed to project
management, whereas only 3
percent are attributed to
technical challenges. ~ IBM
[ Download report here ]
© 2014 MAK CON LLC

5.  Top organizations achieve project success 90% of
the time by standardizing on project management
practices. ~PMI
 90% of CEOs identify communications as critical
to the success of their strategic initiatives. ~ the
Economist
 #1 CSF for building a successful PMO: One
consistent project management approach. ~IBM
 High-performing organizations put 14 times
fewer dollars at risk. ~PMI
© 2014 MAK CON LLC

6.  35% of organizations provide no
training on project management
tools and techniques. Down from
41% in 2010.
 Only 45% of organizations have a
process to develop project
management competency (down
from 52% in 2010)
 Only 44% of organizations have a
process to mature existing project
management practices. Down from
51% in 2010.
 In 2012, only 59% of organizations
provided training on project
management tools and techniques.
Down from 65% in 2010. ~PMI
[ Download report here ]
© 2014 MAK CON LLC

7.  90% of CEOs say
communications is the key
CSF for their strategic
initiatives. ~ the Economist
 For every US$1 spent on a
project 56% is at risk due
to poor communications.
~PMI
 50% of CEO’s say
communications is critical
for strategic planning and
execution. ~Forbes`
 Effective communications
increases the projects
chance to finish on budget
by 17%. ~PWC
 Companies that
communicate effectively
outperform their peers
financially by 17%.
~Towers Watson
 50% of projects fail due to
poor communications.
~PMI
© 2014 MAK CON LLC

8.  Top-performing teams communicate effectively
about the projects objectives, budget, schedule,
scope, outcomes and business benefit.
 Additionally, top-performers are great at
delivering project communications in a timely
manner, with appropriate clarity and detail, using
business language, and proper channels or media
for the delivery.
 Top-performing teams use communications
plans often, and effectively.
© 2014 MAK CON LLC

9.  Portfolio Management: Our Portfolio Management services help you get
the most value and benefit from your project and program investments,
equipping you with full trust and reliability in delivery of strategy, goals,
and benefits within cost, resource and time limitations.
 We help you build trust based, good practice methods, techniques and
tools for selection, inclusion, optimization, and delivery of the portfolio.
 Program Leadership: Our Program Leadership services help you ensure
that your important programs deliver business value.
 We help you reduce execution risk through proper setup, management and
control.
 Project Execution: Our Project Execution services help you create a
quality state to constantly and repeatedly execute and deliver
transformation projects and initiatives to cost, time, and quality.
 We ensure performance improvement by providing health assessments,
project frameworks, management tools, and practitioners to improve
execution delivery, capability and overall performance.

10. Enterprise Project Management (EPM)
 The implementation of EPM and the return on investment to
the business is determined and driven by the company’s
ability to handle, manage and deal with cultural, organizational
and process changes. Technology is an enabler and just that.
 Our SoftPMO EPM Solutions provide a great fit and answer for
extending your EPM software investment to make available a
more comprehensive, flexible and complete solution.
 SoftPMO's approach is to build EPM features and functionality
using a hybrid approach to include maturing the project
management organizational capability and enhancing EPM
solution functionality iteratively, and over time, so that the
build-out has the best possible user adoption.

11. The SoftPMO Project Management Toolkit:
Introduction and Concepts
Learn a complete and broad model for project management activities,
which is used to manage projects and programs.
If you want to manage a project, and do it successfully, you need the
right tools and a good kick start. We walk you through a time tested
model that works well, and discuss approaches to plan and organize a
project while introducing quality, risk and change management
concepts. We introduce the structure and usage of the Toolkit and
finally, we talk about how all of the components come together into a
cohesive package.
The SoftPMO Project Management Toolkit provides and describes a
broad model for project management activities, which is applicable to
both projects and programs.

12. How to Set-up the Project Office
The most comprehensive course for starting-up the Project Office
This workshop, customized to fit the requirements of individual organizations,
helps project managers to set-up a project office to oversee multiple projects
and project teams. It is intended for organizations that need to improve project
management discipline. It is also intended for project managers who have
experience managing their own projects and who now must oversee a group of
projects.
Accelerating Project Start-up
The definitive workshop for ensuring that your project gets off to the right start
Getting a project set-up staff engaged and running is challenging. Why is it
challenging? New people are joining the team, they need to figure-out how to
work together; space, facilities and services have to be arranged. How does
SoftPMO help? We get you focused early in the project on documenting ‘how the
project gets managed’, and then engage the team to use the new processes.

13. Introducing the SoftPMO
PROJECT MANAGEMENT
TOOLKIT
Project

14.  Effective in real circumstances
 Written in plain English
 Enables you to succeed
 Easy to access and use
 Increases project success
 Saves you time and money
© 2014 MAK CON LLC

15. Project Server
 Everywhere you go, your plan is there
 Project planning made easy for teams
 Your data security is our top priority
 Designed for mobile and tablet use
 Website and document templates
 Easy to customize process model
 Use in the cloud, or on premise
 It's never been simpler to succeed
© 2014 MAK CON LLC

16. With the right tools, anyone
can produce a professional
project plan. The SoftPMO
Project Management
Toolkit is filled with the
features and advice you need
to forget your concerns and
create your plan with the
confidence of a Pro. And get
expert results! © 2014 MAK CON LLC

18. Creating project plans,
schedules and financial
budgets doesn’t have to be a
chore. The SoftPMO Project
Management Toolkit
makes it easy to create your
budgets and then easily
track your performance
month-by-month as you
execute and deliver project
objectives
© 2014 MAK CON LLC

19. The SoftPMO Project
Management Toolkit helps
you design your project
management plan and strategy
from beginning to end. It is
powered by the SoftPMO™
Project Execution Guide which
has been called the “world’s
most practical project
management cook book”.
© 2014 MAK CON LLC

20. © 2014 MAK CON LLC

21. If you're showing your project plan
to customers, managers, or staff
members, you better make sure
it's got all the information they're
going to need to make decisions
and execute. The SoftPMO
Project Management Toolkit is
filled with tools to make sure your
plan is complete and accurate,
and even includes a chart to help
you analyze stakeholders
influence and power!
© 2014 MAK CON LLC

22. © 2014 MAK CON LLC

23. Whether you're just starting a
new project or have been
running one for awhile, you know
the difference between good
practice and success can't be
ignored. Measuring how your
project is doing against its
baseline is the best way to make
sure you're on track or to make
fast track corrections when you're
not. And it's easy with the special
features built into the SoftPMO
Project Management Toolkit.
© 2014 MAK CON LLC

24. © 2014 MAK CON LLC

25. When you buy the SoftPMO Project
Management Toolkit, you're not
just getting the best-selling project
management “cook book” available.
You're also getting tons of extra
value from our partners who offer
tools and services that every project
needs. Regardless of where you are
or what computer you're using,
SoftPMO is there. When you want to
work on your project plan, log in
from any modern Internet browser -
most are fully supported.
© 2014 MAK CON LLC

27. © 2014 MAK CON LLC

29. “Great ideas are often derailed from
greatness as a result of a poor
execution plan. This book on project
management is organized in a well
thought-out and easy to reference
guideline. Users can increase their
percentage for success by utilizing
these proven methodologies and
templates. This is a must read for those
who want to move great ideas into
successful outcomes! “
~ Mitchel Laskey, CEO Brijot Imaging System
© 2014 MAK CON LLC

31. The SoftPMO Project Management
Toolkit provides a robust project management
framework, which includes a methodology
containing tasks, charts, tables and examples.
The Toolkit is designed to help guide you
through the successful planning, execution and
delivery of your project. In addition to the
project management process, it also contains all
of the project management templates and forms
needed to execute your project.
Key benefits of the Toolkit
 Effective in real situations
 Written in plain English
 Enables you to succeed
 Easy to access and use
 Increases project success
 Saves you time and money © 2014 MAK CON LLC

32. The Toolkit is a web based project
management solution for your entire
company. It helps you execute and
deliver projects successfully. It maps out
the project step-by-step. It includes
practical templates and examples. It’s
easy to customize and share.
Based on best practices
To ensure that the steps, tasks and activities defined in the
Toolkit are best practice, we have aligned the content with
the principles set out by the Project Management Institute
(PMI®) as documented within "A Guide to the Project
Management Body of Knowledge" (PMBOK® Guide). The
PMBOK® is the global standard for Project Management.
© 2014 MAK CON LLC

33. Use the SoftPMO Project Management Toolkit
to implement and maintain a project
management framework which identifies and
documents the breadth and guidelines for
managing projects. Establish the approach to be
used and practiced for every committed project.
Integrate the project and program management
frameworks.
Value Drivers
 Improves the probability for project success
 Decreases the time and cost needed to startup
projects
 Increases communication for objectives, tasks,
and status
 Provides a consistent method for processes and
tools
© 2014 MAK CON LLC

34. Use the SoftPMO Project Management
Toolkit to setup a project management
approach which corresponds to the size,
and proportion for each project.
Implement roles, responsibilities and
accountabilities for key stakeholders, and
mechanisms to meet responsibilities.
Ensure sponsors have authority to deliver
projects.
Value Drivers
 Effective use of project management
resources
 Accountability and commitment for
decisions and tasks based on roles
 Business and project objectives aligned
 Project exceptions handled in a timely
manner
© 2014 MAK CON LLC

35. Use the toolkit to obtain commitment and
participation from key stakeholders in
the definition and execution of the
project for the total program.
Value Drivers
 Enhanced probability that the project
will deliver as expected
 Consistent understanding of the
project objectives across all
stakeholders
 Stakeholder commitment and
engagement for the project
© 2014 MAK CON LLC

36. Implement an integrated and approved project
management plan to guide project execution.
Document and explain multi project tasks and
dependencies for the program. Maintain the
project plan for the life of the project. Approve
changes to the project plan in accordance with
project and program governance.
Value Drivers
 Increased probability that project milestones,
cost or scope are met
 Enhanced management awareness of potential
delay, and the ability to respond
 Better mechanisms for sharing project plan
and progress in a consistent manner
 Progress tracked and communicated
© 2014 MAK CON LLC

37. Define and document the scope for
each project. Validate shared
understanding for projects and their
scope within the total program. Gain
the Sponsors approval for the Project
definition before initiating work.
Value Drivers
 Formalizes the understanding of the
Project charter by the delivery team
 Provides the plan components so the
Defining activities can be controlled
 Documents the core attributes of the
project in a single document
© 2014 MAK CON LLC

38. Create the Project quality management plan
which describes the quality system for the
project and how it will be implemented. Review
and agree to the Project quality management
plan with key project stakeholders and then
incorporate tasks into the project management
plan.
Value Drivers
 Enhanced opportunity for deliverables to
meet customer expectations as defined in
Agreements
 Increased probability that product and, or
services satisfy business and user
requirements
 Improved and consistent levels of quality
assurance across projects, including third
parties
© 2014 MAK CON LLC

39. Systematically manage project risk
through a process of planning,
identifying, analyzing, responding to,
monitoring and controlling events, or
areas that have the likelihood to cause
unwanted change. Record and risks in
a centrally located area.
Value Drivers
 Decreased risk occurrence
 Planned responses for risk
occurrence, including contingency
and budgets for handling tasks
 Contingency reserves to handle risk
affecting project costs and schedules
© 2014 MAK CON LLC

40. Define project team roles and
responsibilities, authority to make decisions,
and performance criteria. Specify
assumptions and approach for acquiring and
assigning the project staff, and contractors to
the project. Plan and manage the
Procurement of products and services for
the project in accordance with the
organization’s acquisition practices.
Value Drivers
 Better tools for staff planning, estimating
staff costs, coordinating acquisition and
controlling staff levels, and team-building
activities over the life of the project
 Skills and resources efficiently and
effectively allocated and assigned within
the project
© 2014 MAK CON LLC

41. Review project changes requests using the
approved Project Change management
system. Incorporate approved change orders
into the project management plan and ensure
they are properly aligned with the program
and project governance procedures.
Value Drivers
 Defined, and clear priorities for handling
resource conflicts
 Increased ability to manage and track
changes to project scope
 Improved decision making for change
requests made properly and efficiently
© 2014 MAK CON LLC

42. Measure and assess project performance
success criteria for project scope, schedule,
cost, quality, and risk. Quantify performance
variations and determine the impact of
variations to the project. Discuss results
with key stakeholders. Recommend and
discuss corrective actions for improving
project performance.
Value Drivers
 Increased business satisfaction and
customer attention
 Variations and exceptions to the plan
handled in a timely manner
 Favorable progress published and
communicated and enhanced stakeholder
commitment and confidence
© 2014 MAK CON LLC

43. Determine if project stakeholders received
expected project benefits and results. Create a
“punch list” of outstanding project tasks which
must be done in a limited time to achieve
expected benefits and results of the program,
and communicate their status. Identify, create
and assimilate a lessons learned document for
use on future projects and programs.
Value Drivers
 Increased opportunity for the project to
achieve expected business benefits and
results
 Strengths identified in the project
management system for future projects
 Enhanced attention on closing-out remaining
work tasks needed to deliver benefits
© 2014 MAK CON LLC

44. Michael Kaplan
New York area
(917) 763-4626
michael@softpmo.com
@mkaplanpmp

45. Insights and Trends:
Current Portfolio,
Programme, and Project
Management Practices
IBM: Keys to Building a
Successful Enterprise
Project Management
Office
THE HIGH COST OF LOW
PERFORMANCE: THE
ESSENTIAL ROLE OF
COMMUNICATIONS
The 2011 – 2012 Change
and Communication ROI
Study Report: Clear
Direction in a Complex
World
PMI’s Pulse of the
Profession™ The High
Cost of Low Performance
Forbes Insights Strategic
Initiatives Study:
ADAPTING CORPORATE
STRATEGY TO THE
CHANGING ECONOMY
© 2014 MAK CON LLC