Project Management Tools for the PMO and for the PM Doc Dochtermann VP Strategy & Policy PMI -SVC July 25, 2007

2 Mark “Doc” Dochtermann, PMP, CISSP, MSP Black Belt Portfolio Project Management Solution Specialist  Over 20 years managing large IT projects  Over 10 years training Experience  Over 7 years of scheduling experience  Managed several large PPM deployments  Microsoft Project Black Belt  Vice President, PMI-SVC  PMI College of Scheduling (PMICOS) PMI-SVC PMO Forum

Agenda Project Portfolio Management Overview The PPM Market - Forrester Wave? What is Gartner Saying These Days? Governance Lifecycle Best Practice PPM Tool Demonstration Summary 6/12/20163PMI-SVC PMO Forum

Why is your Project Late? 4 USFK Seoul Korea

Application Lifecycle Management (ALM) Build / Update Inventory Derive Assessment Scores Finalize Transformation Decisions Project & Program Management Analyze Portfolio Product Lifecycle Management (PLM) Build / Update Inventory Derive Assessment Scores Finalize Transformation Decisions Analyze Portfolio Portfolio Analytics Develop Business Case Portfolio Prioritization Portfolio Optimization Capacity Planning Portfolio Selection Detailed Planning Execution / Delivery Update Portfolio Inventory PPM is a Growing Market Gain Visibility & Control Across all Investment Portfolios 6/12/2016PMI-SVC PMO Forum5

Key Focus Areas for PPM 6/12/2016PMI-SVC PMO Forum6

Portfolio Reporting Benefits Realization Project Management Project Planning Cost Management Resource Management Time Reporting Change Management Issue Management Project Reporting Collaboration Portfolio Management Have I selected the right investments? Do the investments align with the strategic objectives? Do I have sufficient resources to deliver the selected investments? Are my investments delivering the forecasted benefits? Will the investments be delivered on time and within budget? Portfolio Management answers the following questions: Portfolio Management Portfolio Governance Business Case Dev Benefits Forecasting Prioritization / Valuation Portfolio Optimization Adv Portfolio Analytics 7

What deliverables are produced? Will the deliverables be completed on time and within budget? What are the current issues impeding the success of the project? What changes are requiring a rework of the project scope, resources, schedule? What are the potential risks that require mitigation or avoidance? Project Management answers the following questions: Portfolio Reporting Benefits Realization Project Management Project Planning Cost Management Resource Management Time Reporting Change Management Issue Management Project Reporting Collaboration Portfolio Management Portfolio Governance Business Case Dev Benefits Forecasting Prioritization / Valuation Portfolio Optimization Adv Portfolio Analytics 8 Project Management

What PPM Must Deliver © 2006, Forrester Research, Inc. Visibility. To become a successful IT organization, visibility is critical for all IT processes Graphical and tabular portfolio analytics Process automation that enables, not inhibits, planning and execution. More efficient management of IT work Budget creation at various levels to forecast and track running costs Various work- and investment-related reporting. 6/12/2016PMI-SVC PMO Forum9

PPM Market Today © 2006, Forrester Research, Inc. The pure-play or best-of-breed vendors, which bring maturity and depth. The vendors in this category — Artemis, Business Engine, ITM Software, Pacific Edge, PlanView, and Primavera — focus completely on all aspects of planning and delivery. The ERP vendors, which leverage integration to provide breadth. The power of PPM becomes clear when users are able to analyze demand against resource and cost data to better manage constraints. Vendors like Oracle and SAP enable customers to leverage data created elsewhere in the product suite for use in the PPM modules. The solutions vendors, which target more specific project needs. With the exception of Compuware, the development and solutions vendors — IBM, Mercury, and Microsoft — are where the ERP vendors were one to two years ago. 10PMI-SVC PMO Forum

2006 Forrester Wave of leading Project Portfolio Management (PPM) applications Functionality Products The Forrester Wave © 2006, Forrester Research, Inc 6/12/201611PMI-SVC PMO Forum

Evaluation Criteria © 2006, Forrester Research, Inc Demand management Portfolio management Project management Resource management Financial management Methodology Workflow Reporting Integrated IT management Application technology Process Demand? Analysis of portfolios? Support Project Tracking? Resource Tracking? Management of Budgets? Configurable? Handle Workflow? Support Various Reports? Support of IIM? Types of Technology? 6/12/2016PMI-SVC PMO Forum12

Gartner © 2007, Gartner Inc We consider applications to be in the PPM market of they support the nine areas described in the Project Management Institute Body of Knowledge (PMBOK) from the Project Management Institute (PMI) The prerequisite core is an integrated approach to the areas of resource, time and cost management 6/12/2016PMI-SVC PMO Forum13

Gartner Magic Quadrant © 2007, Gartner Inc 6/12/2016PMI-SVC PMO Forum14

Evaluation Criteria © 2007, Gartner Inc Ability to Execute  Product / Service  Overall Viability  Sales Execution/Pricing  Market Responsiveness  Marketing Execution  Customer Experience  Operations Completeness of Vision  Market Understanding  Marketing Strategy  Sales Strategy  Product Strategy  Business Model  Vertical Industry Strategy  Innovation  Geographic Strategy 6/12/201615PMI-SVC PMO Forum

PMI Process Groups 1.Initiating 2.Planning 3.Executing 4.Monitoring & Controlling 5.Closing Reprinted from PMI PMBOK 3 rd Edition 6/12/201616PMI-SVC PMO Forum

1 Capture the project request and build detailed business case. Select the optimal project portfolio Export selected projects to Project Server Track and manage the project to a successful conclusion Capacity analysis and detailed project planning 5 17

Business drivers prioritization Business case: strategic and financial benefits Portfolio analysis/optimization Resource Capacity Planning/what-if analysis Portfolio balancing schedules-skills Select portfolio Planning/scheduling Resource assignment Project tracking Time reporting Resource management Status reporting Portfolio investment tracking Portfolio performance tracking Portfolio benefits realization tracking Portfolio risk analysis Project lifecycle cost tracking Proposal Project Benefits 6/12/201618PMI-SVC PMO Forum

* Reprinted with permission of the Project Management Institute, Inc. ** Project Portfolio Server planned as future MCITP certification. Demonstrates competency in the use of Project Server November 2007 Demonstrates competency in the use of Project desktop August 2007 Demonstrates competency in the use of Project Server for large complex projects & programs February 2008 EPM Professional (MCITP) EPM Technology Specialist (MCTS) Desktop Technology Specialist (MCTS) PMI’s Standard * -New Generation Certification Family** -For all project management communities -Complement PMBOK methodologies Scheduling Certification

Summary People, Process, and then Technology Demonstrate Competency Methods / Tools Define a Governance Model Define Success Criteria Engage Expertise to Ensure Success Evangelize, Evangelize, … Evangelize 6/12/201620PMI-SVC PMO Forum