Notes to Presenter About This Session:

Notes to Presenter About This Session:
This 5-Day Project & Portfolio Management (PPM) Solution Planning gives PPM customers an opportunity to envision the PPM solution that best meets their business objectives and needs. The engagement will facilitate both business and technology discussions covering methodology, processes and an overview of Project Online or Project Server capabilities. The desired outcome is an implementation plan covering the customer's prioritized business objectives, desired PPM capabilities, estimated timelines and required efforts. The audience for this 5-Day service includes staff from the Business Decision Makers (“BDM”), Project Management Office (“PMO”), and IT. Make the PPM Planning Engagement your own! Tailor these out-of-the-box engagement materials to fit your customer situation and your solution offerings as appropriate. There are multiple hidden slides in this presentation that you may use to supplement your delivery. *This is a hidden slide.

Notes to Presenter Supporting Documents and Guidance for the 5-Day PPM Planning Engagement: Project & Portfolio Management (PPM) Solution Planning Pre-Engagement Questionnaire <to be completed> Project & Portfolio Management (PPM) Solution Planning Delivery Evaluation Form *This is a hidden slide.

Software Assurance Planning Services
Project & Portfolio Management (PPM) Solution Planning Delivery Sessions <First Last name>, <Title> <Month, Year>

Notes to Presenter Placeholder slide for presenter notes.
*This is a hidden slide.

Project & Portfolio Management (PPM) Solution Planning
Day 1 – Delivery Session 1 Introductions

Facilities Building Hours Parking Restrooms Meals Phone Smoking
Review the local logistics before delivery. Make sure you have identified any special requirements or conditions. You should also include information about the schedule for the day, breaks, duration of lunch, and anticipated finish, which you either provide in a hand-out or list on a flip chart, so the audience can refer to that information at any time.

Introductions Facilitators Participants
<Insert facilitator names, roles and contact information here> Participants Name Company Affiliation Job Title / Function Key Responsibilities PPM Related Experience Expectations from this Session Sara Davis Contoso contractor Project Manager Management of the XYZ and ABC projects None Learn about Project Online and how we will deploy it at Contoso. Facilitators from MCS or Partner organizations should include their information in this slide. Have the Participants identify themselves, and capture the information on this slide.

PPM Planning Engagement: Goals
Capture business objectives and facilitate knowledge transfer to produce guidance for a successful PPM implementation Prioritize customer PPM related business needs Plan an effective implementation and adoption path Document guidelines for configuration of PPM solution

5-Day Agenda Project & Portfolio Management (PPM) Solution Planning customer engagement

Envisioning, Planning and Design
10/19/2017 Envisioning, Planning and Design Day 1 Agenda – Business objectives alignment Time Topic Description Target Audience 9:00 AM Intro/Kick-off Review PPM Planning Services agenda and goals Business, PMO, IT 9:30 AM Customer’s key business objectives Key stakeholders involved to provide a dialogue of their business objectives for the PPM 10:30 AM Break 10:45 AM PPM Presentation and Overview Presentation (.PPT) of Microsoft’s PPM solution 12:00 PM Lunch 1:00 PM Deep dive discussion and PPM solution walkthrough Demonstration focused on processes and solution modules addressing customer business objectives. 2:30 PM 2:45 PM Deep dive discussion – continued 4:00 PM Review/Next Steps Agenda setting and focus area decisions 4:30 PM Deliverables and documentation Capture dialogue into deliverable documentation: Key business objectives Challenges, concerns, and expectations Prioritization of solution modules Partner Audience: Primary sponsor = All Day / Project Manager / Project Manager (rep) Business SME = e.g. – R&D Leadership, CEO, CFO, Finance rep , Operations, CIO, Resource Manager Technical SME = PMO, Applications Admin, IT reps (networking, database, security, etc) PMO Director = as needed © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

10/19/2017 Envisioning, Planning and Design Day 2 Agenda – Technology Decisions Time Topic Description Target Audience 9:00 AM Review and Agenda Confirmation Review PPM Planning Services agenda and goals IT, PMO 9:30 AM PPM: Online/Server Delta: Customer infrastructure needs and policies Discussion of the customer’s specific infrastructure, policies, toolsets in use, etc. IT, PMO, Business 10:30 AM Break 10:45 AM PPM configuration: Authentication, Security, LOB System Integration, Customization, etc. Discussion on IT needs to support business objectives. Optional discussion on differences between Project Server and Project Online. 12:00 PM Lunch 1:00 PM PPM configuration – Continued Continued 2:30 PM 2:45 PM On premises architecture planning (if required) 4:00 PM Review/Next Steps Summary and consent 4:30 PM Deliverables and documentation Capture dialogue into deliverable documentation Partner Audience: Primary sponsor = All Day / Project Manager / Project Manager (rep) Business SME = e.g. – R&D Leadership, CEO, CFO, Finance rep , Operations, CIO, Resource Manager Technical SME = PMO, Applications Admin, IT reps (networking, database, security, etc) PMO Director = as needed © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

10/19/2017 Envisioning, Planning and Design Day 3 Agenda – Strategy Alignment Time Topic Description Target Audience 9:00 AM Review and Agenda Confirmation Review PPM Planning Services agenda and goals Business, PMO 9:30 AM Portfolio Demand Management Strategic Alignment and Portfolio management 10:30 AM Break 10:45 AM – continued Project intake, demand management, workflows, templates, PDPs 12:00 PM Lunch 1:00 PM Reporting and BI Reporting for PMs, PMOs, RMs, Executives 2:30 PM 2:45 PM Reporting and BI – Continued 4:00 PM Review/Next Steps 4:30 PM Deliverables and documentation Capture dialogue into deliverable documentation Partner Audience: Primary sponsor = All Day / Project Manager / Project Manager (rep) Business SME = e.g. – R&D Leadership, CEO, CFO, Finance rep , Operations, CIO, Resource Manager Technical SME = PMO, Applications Admin, IT reps (networking, database, security, etc) PMO Director = as needed © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

10/19/2017 Envisioning, Planning and Design Day 4 Agenda – Reporting and BI Time Topic Description Target Audience 9:00 AM Review and Agenda Confirmation Review PPM Planning Services agenda and goals Business, PMO 9:30 AM Enterprise Project Management Project tasks planning and scheduling, views, KPIs 10:30 AM Break 10:45 AM Enterprise Project Management – continued 12:00 PM Lunch 1:00 PM Resource Management Resource types, capacity, demand 2:30 PM 2:45 PM Enterprise Resource Management – Continued Resource scheduling, resource plans 4:00 PM Review/Next Steps 4:30 PM Deliverables and documentation Capture dialogue into deliverable documentation Partner Audience: Primary sponsor = All Day / Project Manager / Project Manager (rep) Business SME = e.g. – R&D Leadership, CEO, CFO, Finance rep , Operations, CIO, Resource Manager Technical SME = PMO, Applications Admin, IT reps (networking, database, security, etc) PMO Director = as needed © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

10/19/2017 Envisioning, Planning and Design Day 5 Agenda – Enterprise Project and Collaboration Time Topic Description Target Audience 9:00 AM Review and Agenda Confirmation Review PPM Planning Services agenda and goals Business, PMO 9:30 AM Project Team Communications Enterprise and team communications, Project sites 10:30 AM Break 10:45 AM Project Task Statusing and Timesheets Status management, single-mode entry 12:00 PM Lunch 1:00 PM Deployment planning and approach Build the high level deployment plan based on business needs and adoption capabilities Business, PMO, IT 2:30 PM 2:45 PM Engagement Wrap-up / Parking Lot 4:00 PM Closeout Review/Next Steps 4:30 PM Deliverables and documentation Capture dialogue into deliverable documentation Partner & customer’s PM/Sponsor Audience: Primary sponsor = All Day / Project Manager / Project Manager (rep) Business SME = e.g. – R&D Leadership, CEO, CFO, Finance rep , Operations, CIO, Resource Manager Technical SME = PMO, Applications Admin, IT reps (networking, database, security, etc) PMO Director = as needed © 2012 Microsoft Corporation. All rights reserved. Microsoft, Windows, and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Notes to Presenter This session is to help capture the customer’s “vision” for using the tool. Lead a discussion about the key business objectives of each and every participant – from the PMO, to HR, to Finance, etc. – to help everyone understand the inputs and outputs of the PPM solution. Document the inputs and output. For example: “Currently we track project financials using an Excel spreadsheet. We get updated reports from SAP, and status updates from Project Managers, and need to combine them. We would like to automate this by producing an up to date financial status report on a weekly basis.” “We need a time tracking solution for projects, but don’t care about non-project time.” “Our financial system is the system of record. We need to keep accurate financial records, so we’ll need to extract data from the PPM system.” “We don’t have a resource skill set database. I’ve heard that PPM can do this, so we could use that for tracking competencies.” Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 1 – Delivery Session 2 Identifying Key Business Objectives

Key Participants Business Units PMO IT

Session Objectives Facilitate discussions to gather customer business objectives for a PPM solution Uncover goals from various business teams involved in deploying and interacting with PPM Document inputs and outputs, existing PPM related business systems and tools Capture key requirements and business needs

Documented Customer Decisions
Placeholder slide for capture of customer needs, decisions, design, etc.

Sample Presentation Materials

Examples Enforce financial reporting framework…
Improve collaboration of involved parties… Replace monthly project reports with live reporting capabilities… Provide better project cost and financial information… Understand resource capacity, demand, allocation and utilization… Select a better portfolio of projects… Replace the XYZ timesheet solution... …

Comprehensive Project and Portfolio Management Solution
Issue and Risk Management Demand Management Comprehensive Project and Portfolio Management Solution Work Management Reporting Business Intelligence Team Collaboration Performance Management Program Management Portfolio Analysis & Selection Task and Timesheet Reporting LOB System Integration Resource Management Schedule Management Financial Management Get Started Easily

Notes to Presenter Presenter to deliver a standard BDM targeted PPM presentation, with a high level overview of the end- to-end Microsoft PPM solution. The most recent PPM presentations may be obtained from regional Project SSPs or from the BG, and may be specifically targeted towards the customers business (e.g. Financial, Oil & Gas, Construction, Public Sector, etc.) Presenter should customize the content based on their experiences and customer audience PPM experience and maturity. Some sample slides have been provided to give an overview of the breath and depth of the solution. *This is a hidden slide.

Day 1 – Delivery Session 3 Microsoft PPM Presentation and Overview

Session Objectives Explore Microsoft’s Project and Portfolio Management solution

Choose the Right Tools that Will Evolve with You
From individual project managers to an enterprise-grade solution, both on-premises or as a service Enterprise Project & Portfolio Management Team Workgroup Collaboration and Reporting there is “no such thing as a one size fits all Project and Portfolio Management (PPM) solution” A small or mid-size company may have different PPM requirements when compared to a multi-national organization. Interestingly, departments within a large organization may operate at different PPM maturity levels and therefore a full PPM solution may not be the optimal solution for all departments With this in mind Project 2013 offers CHOICE, by providing work management solutions for individuals, teams and the enterprise. This flexible approach will help ensure organizations can select the right tools to meet their current and future business requirements. Select a solution that can grow with you and allow you to work the way you want to work. Individuals Individual project managers can take advantage of Project Standard 2013 and Project Professional 2013 new and improved user interface. It is now easier than ever to create simple or complex project schedules and effectively deliver projects Teams Teams that do not require a full PPM solution can take advantage of: Project Professional’s 2013 SharePoint sync to effectively collaborate SharePoint Server 2013 or Office 365 Web-based project editing to create and manage projects in the browser Enterprise Organizations that require a full Project and Portfolio Management solution that can scale to meet enterprise requirements can choose Project Server 2013 (built on SharePoint Server 2013) Now, both desktop application and enterprise solution (PPM) available in the cloud. Desktop application and the PPM solution in the cloud Individual Project Managers Enterprise Project Management Maturity Low Medium High

Notes to Presenter This deep dive demonstration should follow the standard demo script as provided by Microsoft to the Project SSPs and Partners. Presenters can customize the demonstration script and steps to skip over areas that are not of interest to the customer, and spend more time in areas that are key. A few sample slides are provided to introduce the “Create-Select-Plan-Manage” lifecycle as found in the demonstration script. If using the Microsoft Office Demos demonstration tenants for this deep dive demonstration, the latest demo guide and files are available on the resources page at *This is a hidden slide.

Day 1 – Delivery Session 4 Microsoft PPM Deep Dive Demonstration

Session Objectives Demonstrate the Microsoft PPM solution from end-to-end Walk through all main functionality using a sample demo script

End to End Lifecycle Portfolio Management
Create Submit proposals Manage demand Business cases Select Optimize Prioritize What-if Analysis Plan Schedule Assign Build Manage Track Report Analyze

Create…

Select…

Plan…

Manage…

Day 2 – Delivery Session 1 Review and Agenda Confirmation

Session Objectives Review of Day 1 content
Examine and review customer key business objectives Day 2 agenda review and scheduling

Notes to Presenter Ensure that the following Project Server 2013 vs. Project Online elements are discussed: Reporting (OLAP, Reporting Database, OData, SSIS solutions, Azure solutions) Archival, administrative backup and restore Team Foundation Server and Exchange Server integration LOB system integration Extensibility using PSI, CSOM, SharePoint Store, etc. Cover total cost of ownership considerations: On Premises – hardware, installation, configuration, maintenance, licenses (entire stack), backup and restore O365 – configuration, subscriptions Examine options for migration from on-premises to cloud or the reverse. Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 2 – Delivery Session 2 PPM: Defining Technology Framework

Session Objectives Define technology framework
Highlight key differences between the Project Server and Project Online solutions Focus on differences affecting key business objectives (e.g. reporting, integration, etc.) Select the appropriate solution

Supporting Materials A feature/function comparison of Project Online and Project Server 2013 Online and On-Premises Solutions for Project Server (white paper) A Comprehensive Guide to Project Online (white paper) Find information about Project Online Project Online: software boundaries and limits

Project Server 2013 Architecture (on-premises)

Not directly accessible by code.
Project Online Architecture Not directly accessible by code.

Cloud Services Partner options Packaged Software/ Infrastructure
On-Premise Storage Servers Networking O/S Middleware Virtualization Data Applications Runtime You manage Infrastructure (as a Service) Storage Servers Networking O/S Middleware Virtualization Data Applications Runtime Managed by vendor You manage Software (as a Service) Managed by vendor Storage Servers Networking O/S Middleware Virtualization Applications Runtime Data You manage Slide Objectives: Explain the differences and relationship between IaaS, PaaS, and SaaS in more detail. Speaking Points: Here’s another way to look at the cloud services taxonomy and how this taxonomy maps to the components in an IT infrastructure. Packaged Software With packaged software a customer would be responsible for managing the entire stack – ranging from the network connectivity to the applications. IaaS With Infrastructure as a Service, the lower levels of the stack are managed by a vendor. Some of these components can be provided by traditional hosters – in fact most of them have moved to having a virtualized offering. Very few actually provide an OS The customer is still responsible for managing the OS through the Applications. For the developer, an obvious benefit with IaaS is that it frees the developer from many concerns when provisioning physical or virtual machines. This was one of the earliest and primary use cases for Amazon Web Services Elastic Cloud Compute (EC2). Developers were able to readily provision virtual machines (AMIs) on EC2, develop and test solutions and, often, run the results ‘in production’. The only requirement was a credit card to pay for the services. PaaS With Platform as a Service, everything from the network connectivity through the runtime is provided and managed by the platform vendor. The Windows Azure Platform best fits in this category today. In fact because we don’t provide access to the underlying virtualization or operating system today, we’re often referred to as not providing IaaS. PaaS offerings further reduce the developer burden by additionally supporting the platform runtime and related application services. With PaaS, the developer can, almost immediately, begin creating the business logic for an application. Potentially, the increases in productivity are considerable and, because the hardware and operational aspects of the cloud platform are also managed by the cloud platform provider, applications can quickly be taken from an idea to reality very quickly. SaaS Finally, with SaaS, a vendor provides the application and abstracts you from all of the underlying components. Partner options

Notes to Presenter This session covers the planning and design for core architectural elements: Scalability for Project Server 2013 Authentication options, authorization, security and permissions Project Server Permissions mode, SharePoint Permissions mode, defaults, advantages, disadvantages RBS, Groups, Categories, SharePoint Central Administration and Project Web App Administration Deployment and Upgrade Operations and Monitoring Active Directory Integration Overview of Customization and Development options Project Web App Administration and Configuration Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 2 – Delivery Session 3 PPM Configuration

Key Participants PMO IT

Session Objectives Plan and design core architectural elements:
Authentication, Security, Authorization and Permissions Solution Architecture LOB System Integration Reporting and BI Customization and development Server Settings and Administration: Enterprise Data – Enterprise Custom Fields and Lookup Tables, Calendars Look and Feel – Views and Formats Time and Task Management policies

Supporting Materials Plan for Project Server 2013
The Office 365 Trust Center Find information about Project Online Project for developers Project Ignite Training – Project 2013 training for IT pros and developers Project Data – Project 2013 OData service reference

Project Web App Server Settings

Key Participants Business PMO IT

Session Objectives Review of Day 1-2 content
Examine and review customer key business objectives and decisions taken Day 3 agenda review and scheduling

Notes to Presenter Explain the various building blocks for Portfolio and Business Strategy Alignment Workflows, Enterprise Project Types, Project Detail Pages, etc. Explain Strategic Business Drivers and Prioritizations Walk through the creation of some sample business drivers Complete a pair-wise comparison Capture customer specific details about: High-level workflows PDPs required, information captured Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 3 – Delivery Session 2 Portfolio and Business Strategy Alignment

Session Objectives Describe a typical high-level end-to-end Project Management lifecycle E.g. Create, Select, Plan, Manage, Close, or alternative PMI lifecycles Understand Demand Management building blocks with PPM: Enterprise Project Types, Project Detail Pages, Workflows Explain Strategic Portfolio Management elements: Strategic Business Drivers, Driver Prioritizations, Dependencies

Supporting Materials Portfolio analysis overview
Portfolio Analysis with Microsoft Project Server (Note: still applicable to 2013) Project Ignite Training – Project 2013 training for IT pros and developers – Module 10: Demand Management and Workflow in Project Server 2013 Using workflow for demand management in Project Server 2013

Business value from adoption of Microsoft’s PPM framework
Explain the concept of Effectiveness vs. Efficiency Portfolio Mgt Project Mgt Effectiveness – “Do the right things” Business value from adoption of Microsoft’s PPM framework This diagram is a simple yet powerful way to explain the concept of Effectiveness vs. Efficiency in Microsoft’s PPM framework. This will help the customer to differentiate the essence of portfolio management from project management and understand the great value in implementing the portfolio selection module. The Y axis represents the level of excellence in Portfolio Management (portfolio optimization in particular) or in other words the level of alignment of our portfolio of project to the business strategy – “Do the right things”. The X axis represents the level of excellence in Project Management or in other words how good is our project execution – “ Do the things right” The grey area represents the potential space for improvement or excellence. The bright green (square) area represents the current level of excellence in both Portfolio Management and Project Management which describes the customer’s value obtained from his project investments. Arrows represent the efforts of improvement in ‘Portfolio Management’ and ‘Project Management’. Efficiency – “Do the things right”

Enterprise Project Types (EPTs)
Categorize and Classify Reporting Identify Project Server SharePoint Server Projects, Resources, Tasks Organizational, Financial Sponsors, Funding, Benefits, Costs, Risks Project Center, Timesheets, Schedules Excel, InfoPath, BI, 3rd Party Information Collection Security Grouping Project details, Resource requirements, Schedules, Business Drivers Expose, hide, read-only, etc. PDPs are containers Workflow Phases and Stages Enterprise Project Types (EPTs) Project Detail Pages (PDPs) Project Detail Pages (PDPs) Project Detail Pages (PDPs) Custom Fields Web Parts Custom Fields Web Parts Custom Fields Web Parts Custom Fields Web Parts

Sample: Business Driver Pairwise

Sample: Enterprise Project Types

Sample: Workflow Phases

Sample: Workflow Stages

Notes to Presenter Explain the various reporting options, including:
Differences between Project Server 2013 and Project Online OLAP, Reporting Database, OData, etc. Illustrate the reports that are included out of the box Illustrate how to view and use reports in Project Pro Illustrate how to use the Timeline view in Project Pro and in PWA Illustrate how to develop a basic Project Summary OData report using Excel Discuss and analyze customer specific reports, both existing and desired Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 3 – Delivery Session 3 Reporting and BI

Session Objectives Describe out of the box reporting capabilities:
Individual: Project Pro Reporting Team: PWA Project, Resource and Portfolio Center Reports Enterprise: PWA BI Center Understand report extensibility and options: Accessing data and data sources OData

Supporting Materials Project Ignite Training – Project 2013 training for IT pros and developers – Module 5: Business Intelligence in Project ProjectData - Project 2013 OData service reference

Project Desktop Reports
New “Excel-like” out of the box report templates Charts, tables, shapes and images to compose the report Copy/paste reports and individual items into Office applications Good for viewing and printing

Sample: OData Report in Excel Online

Notes to Presenter Note that the goal of this session is NOT to teach project management skills, but rather how to use the PPM solution to manage projects. Discuss Portfolio/Program/Project management and how to use Project level Enterprise fields and/or Master projects to represent Portfolios and Programs in the tool. Illustrate the various ways to create projects: Project Pro, Project Center with or without workflows, with or without templates. Illustrate Project Pro to Project Server/Online connectivity and how to manage accounts and log on. Discuss accounts and security rights required to create, manage, publish or delete projects and project templates. Discuss the local cache, check-in and check-out, working offline, etc. Deliver a detailed walkthrough of the Project Center, including options for views, grouping, filtering, etc. Discuss workflows and Enterprise Project Types, including PDP structure, Phases, Stages, etc. Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 4 – Delivery Session 2 Enterprise Project Management

Session Objectives Creating Enterprise Projects:
From Workflow, Project Pro, using templates Project properties and Enterprise Fields Working with Enterprise Projects: The local cache, check-in / check-out, working offline The Project Center Project Detail Pages and Project Schedule web part Closing and Archiving Enterprise Projects

Supporting Materials More ways to create or import projects
Project Server 2013 Administrator's Guide Getting started developing Project Server workflows

Sample: Project Center

Notes to Presenter Note that the goal of this session is NOT to provide detailed training about assigning and using resources on Project Plans. Describe the different Resource types and their uses: Work, Material, Cost, Cost Budget, Generic, Inactive, Local Discuss how to add/modify/inactivate Enterprise Resources to Project Server/Online Discuss the relationship between User accounts and Resources Deliver a detailed walkthrough of the Resource Center, including options for filtering, grouping, etc. Illustrate the Resource Assignments and Resource Availability web parts (within Resource Center) Illustrate Resource Plans and how to apply them to Projects and to “Operational” type projects for the purpose of consuming resource availability. Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 4 – Delivery Session 3 Enterprise Resource Management

Session Objectives Creating Enterprise Resources:
Adding resources: methods and sources Resource Types: Cost, Work, Material, Generic, Local, etc. Resource attributes Working with Enterprise Resources: Viewing Resource information Assigning Resources

Supporting Materials Add a resource to Project Web App

Sample: Resource Center

3 Strategies to Capture Resource Effort
Project Online provides several ways to capture resource demand, each with its own merits and complexities: Resource Plans Project Schedule Hybrid: Project Schedule using Proposal task line. Credit: Michael Wharton, Michael Wharton, MVP, MBA, PMP, MCT, MCTS, MCITP, MCSD, MCSE+I, MCDBA Michael Wharton is a Project/SharePoint Consultant and Trainer. Michael’s career started as a software developer before moving into project management. His passion to improve project management processes begin in 2003 using tools like project professional and server. Since then he has trained hundreds of project managers and implemented project server in over twenty-five PMOs. He has passed over forty Microsoft certification exams giving him a solid technical background with Project and SharePoint Server. Michael is active in the community. He is the past President-Elect and past Director of Programs for the NC Piedmont PMI, board member of the Triad SQL Server User Group, Triad Developers Guild and Enterprise Architect Roundtable. He is currently writing a book about implementing Portfolio Management using Project Server 2013.

Capture Resource Effort: Resource Plan
The resource plan works well when estimating resource skills, timeframes, and the number of hours for a proposal. The resource estimates are stored in tables within the project server database and not included in the project schedule. The resource plan represents a high order estimate, and is created by an experienced project or resource manager. Other costs are captured in the project detail pages but they are not in the resource plan itself. In my personal experience, I haven't seen them in use - however it's a great tool for gathering and storing resource estimates and determining if resource as available in the future. Let's take a quick look at the resource plan above. This resource plan is an estimate for a small software development project. We can quickly observe several things: (1) even a small project can easily take six months and about two thousand hours to complete, (2) many other roles are required to help with this project, and (3) many of these people are already working a full day in supporting their function. The resource plan provides the organization a relatively easy, top-down approach to estimating how much resource demand may be required for future projects. It is also important to remember that in a resource plan, the scope, deliverables, and costs are not considered in proposal stage and project selection.

Capture Resource Effort: Project Schedule
In contrast to a resource plan, a more bottom-up approach is forecasting resource load using a project schedule. This approach captures the general overhead required for planning much more easily. You can also assume a high-level scope before detail requirements determined. In the software development project schedule below, we can easily see that the planning effort and getting the project approved can quickly push the cost of small project into six months and two thousand hours of effort. A project schedule offers a more accurate estimate than the resource plan simply because it uses more details and fact lessons learned to create a project template with general estimates. You can use more or less detail to modify the schedule. Although the planning phase has been collapsed in the example above in order to keep the diagram short, you can still see that roughly 320 hours are used in this phase. You can also notice that the deliverable called "Project Management" has included general work effort for all those little things that PMO, project managers, and team members do that may not be specifically for one deliverable.

Capture Resource Effort: Hybrid: Project Schedule w/Proposal task line
The final method that can be used is a hybrid between the resource plan and the project schedule. This project template removes all of the generic resources from tasks and features only one single task line on the top for forecasting resources. The task labeled "Resource Load and Cost Work Area" is a placeholder for adding the generic resources. The hybrid works much like the resource plan; the PMO analyst adds generic resources to task along with an estimate on work effort. However, the hybrid also allows you to include additional fixed costs to the task line. This provides more details about costs than the resource plan, and it may be easier for project and resource managers to understand. Project and resource managers are typically more comfortable with project schedules than resource plans. Once a proposal is approved and a project manager has been assigned, the project manager will move hours out of the "Resource Load and Cost Work Area" task and into the tasks in the template. Once all of the hours are moved into the project plan, the "Resource load and Cost Work Area" can be deleted because it is no longer needed. The example above shows the resource load for each generic on the task line 1. There are many other ways the load can be planned. For example, the resource load could be loaded using the Resource Usage or Task Usage view. One other note is that creating a task on the top line in a project schedule can be either manual or automatic. I prefer the manual option, because it's still in planning and a dynamic schedule task isn't need at this point. The purpose of the temporary proposal task is to simply create a place holder to assign resources to and to maintain fixed or proposal costs. In summary, the PMO governance needs to define a strategy for estimating the resource workload. Each method has its advantages and disadvantages, but the best way to determine what is best for your organization is to try each one and then decide as a group. After all, it’s the PMO governance decision that provides the organization direction and efficiency.

Notes to Presenter This section focuses on using Project Sites for management of related project artifacts such as Issues, Risks and Documents. Discuss project related collaboration functionality in the default PWA interface, such as the use of out of the box web parts for communicating information, and the ability to house a variety of project related artifacts in PWA libraries and lists. Illustrate the use of Project Sites for collaboration amongst team members for specific projects Illustrate the nesting of Project Sites to represent programs or portfolios Illustrate adding Issues, Risks, and Documents, and linking these to project tasks Discuss existing tools for project collaboration, and integration with or replacement of these tools with the Project Site functionality Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 5 – Delivery Session 2 Project Team Collaboration

Session Objectives Understanding Project Collaboration:
Areas and opportunities for collaboration Creating and connecting Project Sites Default data types Consuming Project Site data: Linking Project Site data to projects Reporting on projects and portfolios Customization of Project Sites: Basic enhancements

Notes to Presenter Explain the key differences between reporting using Task Progress, Timesheets, and Single Entry Mode Explain all Server Settings | Time and Task Management options Detail Administrative time capture and discuss customer objectives Discuss existing time and status capture tools and processes Capture customer specific details and design decisions regarding: Fiscal Periods Time Reporting Periods Administrative Time Single Entry Mode usage *This is a hidden slide.

Day 5 – Delivery Session 3 Task Progress and Time Tracking

Session Objectives Understanding options: Reporting Task progress
Difference between Task Progress and Time Tracking Enterprise modes available Reporting Task progress Understanding the tasks page Entering progress Submitting Timesheets Understanding the timesheet page Entering time

Supporting Materials Blog post – Timesheet Improvements for End Users in Project Web App Blog post – Timesheet Improvements for Administrators and Developers in Project Web App Project Ignite Training – Project 2013 training for IT pros and developers – Module 6: Timesheet and Statusing

Sample: Timesheet

Project Plan/Reporting
Timesheets Overview Single Entry Mode (SEM) Timesheets My Work (Statusing) Project Plan/Reporting

Notes to Presenter Use this session to build a high level deployment plan. Focus on high level functionality only. E.g. Portfolio Management (Strategy) is a high priority and needs to be deployed as part of Phase 1. Avoid committing to detailed time or cost estimates so as to avoid customer dissatisfaction issues if a subsequent quote for implementation services is different. Time estimates should be high level only. Identify what core PPM functionality will be deployed, and which functionality is not needed at the present time. Identify which core business needs are addressed with out of the box (or lightly configured) functionality, and which business needs require customization or 3rd party tools. Capture customer specific details and design decisions on the data capture slide for this section. *This is a hidden slide.

Day 5 – Delivery Session 4 Deployment Planning and Approach

Session Objectives Develop a high level deployment plan:
Review and prioritize business needs and objectives Review solution capabilities Assess delta: Surplus solution capabilities Custom solutions required Outline deployment phases Objectives, timelines and resource requirements

PPM Functionality and Business Needs
PPM Native Functionality Surplus PPM Functionality (disabled) Customer Business Needs Business Needs requiring custom development or 3rd party tools

PPM Functionality and Business Needs
Business Needs requiring custom development or 3rd party tools PPM Native Functionality Surplus PPM Functionality (disabled)

Notes to Presenter This section is designed so that “parking lot” items may be addressed. The “parking lot” is where we place topics of discussion that are not covered by the core training materials. Typically you will be able to address questions as the engagement proceeds, but if something comes up that is too far off topic, too sensitive, or perhaps too distracting or time consuming, placing it in the parking lot is an effective way to address the question without losing the focus of the current session. *This is a hidden slide.

Day 5 – Delivery Session 5 Engagement Wrap-up / Parking Lot

Session Objectives Address ”parking-lot” items Wrap-Up engagement
Deliverable should probably encompass: Business objectives, business units involved, identification of sponsors, timelines, efforts (customer, 3rd party), deliverables, COS (conditions of satisfaction)…

Master “Parking-Lot” List of Items
Placeholder slide for capture of “parking-lot” items throughout the engagement

Notes to Presenter About This Session:

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