0. Enterprise Project Management
Enterprise Project Management & PMO By
Khurrum Ghori PMP, MCTS
Microsoft EPM Technology Specialist (MCTS)
Microsoft Certified Solution Architect (MCSD.NET)
PMI Certified Project Management Professional (PMP)

1. AGENDA Introduction The Emergence of the Enterprise View
What is Enterprise Project Management?
Enterprise Project Management as a Solution
PMO (Project Management Office).
PMO Goals & Responsibilities
PMO Key Processes
How to Setup & implement PMO
EPM Solution- Microsoft Office Project 2007 family
Lessons Learned from Industry
This presentation is combination of my four presentation , which I deliver to convince top management to establish PMO in the organization. So I try to combine all in one
I divided this presentation in four section
You cover EPM
PMO & its implementation strategy
Microsoft EPM Solution using Project server 20007
Lessoned learned from industry & tips
Most of my sources are from the PMI.org library & Microsoft TechNet and many of the authors contribute to the PM magazine.

2. The Emergence of the Enterprise Project Management
2009
Program
Management
Portfolio
SharePoint and .NET Platform
Project
Collaboration
Resource
Financial
90’s
Scheduling
Simple Reporting
Task Management
and Print
Resource Tracking 2 2

3. EPM Emerging As Top Concern
Inability to ensure project investments align with strategic objectives
Share data across to gain a full view of project, resource, and financial Information
Lack of established standards and repeatable processes across the organization
Extending and customizing the solution to fit growing business needs 3 3

4. Enterprise Project Management
Enterprise Project Management is not simply an application or a concept:
It is a set of uniform processes, methods, skills, and application solutions that provide discrete benefits supported and managed by People 4

5. Enterprise Project Management (Cont..)
EPM is not just a software solution or product…
Your Business Processes
Your People
Your Organization
Your Software Technology & Tools
Enterprise Project Management
…It’s an approach to integrate processes, people, organization and technology to manage projects on an enterprise wide basis

6. In Short… Enterprise Project Management is a discipline of getting
the right information;
to the right people;
at the right time.
This matters as the information provided affects the short and long-term strategic plans for the organization (enterprise)

7. Who benefits from EPM? Resource Managers IT Managers Project Managers
4/19/2017 2:43 AM
Executive Stakeholders
Project portfolio management, reporting
Resource Managers
Skills-based resource management
Team Members
Use familiar tools to collaborate, report status
IT Managers
Open, secure systems
Project Managers
Intuitive project management
Resource Managers
Who’s available to staff our new projects?
Who's working on what and do they have the skills?
IT Managers
Can we link project data with our front & back office?
What’s the best way to deploy and monitor?
Project Managers
When will we really finish and what will it cost?
Can we re-use best practices across projects?
Team Members
What am I supposed to be delivering this week?
How can I collaborate with people on my team?
Executive Stakeholders
What’s the status of our top 3 initiatives?
How can I see & prioritize initiatives across my org? 7
© 2002 Microsoft Corporation. All rights reserved.
This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

8. So, How do you Begin?
“The development & implementation of Enterprise Project Management (EPM) Solution in your Organization is a Journey… not simply a Destination”

9. The Journey…. Project Management Office (PMO)
People/0rganizational Change Management and Concepts of how you will implement & Integrate EPM Solution into your organization is fundamental to success
Most importantly – You have to align People, Process, and Tools into a seamless and homogenous solution
The Tools should compliment the Process
The Process should compliment the Tools
The Tools and Process need to support the People
You can reach your Destination in this journey through Strong
Project Management Office (PMO)

10. What is a PMO?
A Project Management Office (PMO) is an organizational unit designed to coordinate the management of projects within its domain. (PMBOK-3rd Edition P-17)
It may be called a:
Project Management Office
Project Support Office
Program Management Office
Project Management Group
Project Management Center of Excellence
Directorate of Project Management
1) This is the textbook and PMBOK definition for you. 2) Are these definitions still viable today?
These are PMO definitions from several PM consultants and writers. Today I will give you specific examples of how a PMO can deliver the services and how a PMO is organized.
The PMO strives to standardize and introduce repeatable project delivery process & and can be a source for documentation, guidance, and metrics on the practice of project management and execution.

11. PMO Goals & Responsibilities
Facilitate effective project management across all projects & programs
Project Management Mentoring, consulting & Coaching to Project Heads/Leads/teams across organization
Customized projects’ health Report for Management (e.g. project status & Progress report)
Software Process & Project Management Templates Development & Deployment across all organization
Collect, organize, and integrate project data for the entire organization.
Centralized Project documents repository for project collaboration.
Analyze, develop and implement new process as required for departments improvement
Monitoring, controlling, Audits (e.g. process, risk, quality) & Tool Selection
Support Program management & Portfolio management

12. Why introduce PMO? Some typical issues
Projects are not effectively prioritised
Projects happen without authorisation
No definitive list of project’s tasks
Project benefits are not managed or realised
No visibility of progress
Limited understanding of resource capacity
Lack of control of project Schedule
Project risks are not captured and mitigated
Inconsistent approaches
Minimal control of project documentation

13. PMO: Key Processes Project Management Office Program Management Office
Governance
Communications Management
Project
Management
Resource
Change
Cost
Governance
Program and project prioritization and risk/cost/value analysis
Decision-making, including commitment of time, money and resources
Issue resolution
Project monitoring and integration
Project Management
Project definition and initiation
Task planning and execution
Project completion and acceptance
Project Management Office
Governance
Communications Management
Project
Management
Resource
Change
Process
Process Management
Preliminary Process assessment/ analysis
Process improvement
tracking and variance review
Project Management
Project definition and initiation
Task planning and execution
Project completion and acceptance
Resource Management
Skill-to-task matching
Resource gap analysis and resolution
Global resource optimization
Change Management
Identification and elimination of organizational barriers to change
Management of employee resistance to change
Assurance of effective involvement of, and communication with, all project and program constituencies
Cost Management
Preliminary cost/benefit analysis
Project budgeting
Expenditure tracking and budget variance review
Communications Management
Centralized program and project reporting mechanisms
Inter-project communications
Post-implementation tracking and feedback
Governance
Program and project prioritization and risk/cost/value analysis
Decision-making, including commitment of time, money, and resources
Issue resolution
Project monitoring and integration
Resource Management
Skill-to-task matching
Resource gap analysis
Rresource optimization
Change Management
Identification and elimination of organizational barriers to change
Management of employee resistance to change
Assurance of effective involvement of, and communication with, all project and program constituencies
Communications Management
Centralized program and project reporting mechanisms
Inter-project communications
Post-implementation tracking and feedback 13

14. PMO Assistance/Support Areas
The Project Management
Office
Project
Support
Project reviews/evaluation
Project initiation/closing
Assist with troubled projects
- Identification of suitable
Resources for projects
- Management of resources
across projects
Project
Resources
Consulting
and
Mentoring
Knowledge transfer
PM best practices competency
Succession planning
Provide SE Process trainings
Provide PM T& tools trainings
Provide Training Materials
Training
Adherence to PM & SE Standards
Promote PM & SE Methods
Accessibility of Methodology
Methods
and
Standards
SE = Software Engineering
PM = Project Management 14

15. Types of PMO
Early on in PMO history, the Gartner Group identified three PMO models as flourishing: Project Repository Model, Project Coach Model & Enterprise PMO Model
There are Many types of PMO Models defined in various books but I PMO categorize in 3 types:
The Supportive/Reporting PMO (Project Management Office). This is the most common type of PMO. It doesn't control or direct projects. Instead it supports projects by offering training, mentoring, administration and reporting to the stakeholders.
The Controlling PMO (Project Management Office). Supportive services may not be enough to put projects back on track. By offering controlling services (such as project reviews, audits and assessments), the PMO can influence project delivery.
The Directive/Enterprise (Project Management Office). The least common, but sometimes most effective type of PMO, is one that directs projects.
Now I will briefly describe the three models of PMO’s and some of their benefits. Think about your company and which, if any, of these PMO models is in place. Do you have a hybrid of these models or none at all? Which model would work best for your organization?
The Supportive/Reporting PMO (Project Management Office).
Its purpose is to empower Project Managers and teams to deliver projects. It is some time Call repository & coaching model
The Controlling PMO (Project Management Office).
It may also enforce project standards and processes to minimize project risk.
The Directive (Project Management Office).
This helps to group the project work within an organization to being under one department-the PMO & help to select right project (Portfolio optimization). 3PO now introduce as a standard dor it by UK business group department

16. Which type of PMO model is suitable for your Organization?
If you're implementing a PMO (Project Management Office) for the first time, then the "Supportive/ Reporting" model is best. It helps you add value to projects by offering reporting, training and monitoring services, without taking on the responsibility for the projects themselves.
If you have an established PMO (Project Management Office) and you want to ensure that projects are independently assessed, then the "Controlling" model is best. You can directly influence the success of projects, as well as implement best practices, standards, and tools.
If your organization has a set of high risk projects & drives you business, then usually the "Directive/Enterprise" model is best. 16

17. Tools for PMO
To set up and run a PMO (Project Management Office), you need three types of tools.
Templates Provide your Project Managers with templates to help them complete project documents faster and more efficiently.
Methodology Implement a Methodology for managing projects. The methodology helps guide your projects towards completion.
Software Use EPM software for the day-to-day effective planning, tracking and reporting of projects.
Right People Right Data 17

18. Setup & Implementation Strategy
PMO
Setup & Implementation Strategy

19. Five Steps to Set-up PMO
Prepare Tools, Processes & Templates
Develop PMO Master Plan
Nominate and Confirm PMO Team
Set-up PMO 1 3 2 4
Conduct First
PMO Session 5
1. Nominate and confirm PMO team:
Identify, nominate and obtain approval for the PMO leadership from senior management as identified in PMO organogram
2. Setup PMO:
Determine relevant stakeholders, participants and structure PMO appropriately
Communicate key interested officers’ required involvement and PMO expectations
3. Prepare tools, processes and templates:
Prepare all required tools, processes and templates
Prepare project reporting, issue management, change management, and planning and communication management processes
4. Develop PMO master plan:
Conduct interviews, meetings, and workshops with key interested stakeholders
Prioritize work initiatives and conduct high-level review of any dependencies, overlaps, and issues
Consolidate tentative work initiative project plans into a consolidated master plan
5. Conduct first PMO session:
Conduct first basic PMO workshop, communicate timing and agenda of first PMO session to all stake holders
Discuss issues, dependencies, project plan recommendations, role of PM Going forward 19

20. Implementing a PMO: Basic Stages
Assessment
Assess current environment: PMO Need Assessment, Current Projects Assessment, ROI and Cost Model Assessment
Definition
Define Program Management Office (PMO): PMO Strategy and Mission Document
Commitment
Gain Executive Commitment to Build and Maintain PMO
Initiation
Initiate PMO Project: Governance Process, Business Case Development and Sign-off
Planning
Plan PMO Implementation: PMO Manual, PMO Project Plan Sign-off
Execution / Control
Build and Implement the PMO: Initiate Training, Support, PMO Processes
Transition / Shutdown
Hand-over to Client, Close Project: Transition Plan, Project Review
PMO Improvements
PMO Maturity Level: Assessment & improvement

21. Implementation Timeline-Estimated
Baby PMO
(initial)
Young PMO
(Define)
Maturing PM)
(Managed)
Mature PMO
(Optimized)
Timeline
0-4 Month
4-8 month
8-12 month
12-16 month
Vision
Developing (Framework, Methodology, policies & Templates)
aligning somewhat with Organization
aligned with Organization Strategy
fully integrated
Operations
Trial & error approaches
- Some planned activities
- Projects of variable size
- Basic project Management methodology in use
- Planned activities
- Projects, programs & portfolio Management
- Well defined Processes
- Projects, programs & portfolios Management
People
New
Mix of core and new resources
cohesive team
high performing team with established career path
Metrics
Not Used
Minimal
consistent, repeatable methodology in use
focused on continuous improvement and growth

22. PMO Maturity Model
Tactical Strategic
ESI International Maturity Model

23. Adopt a Basic Capability Maturity Model
Level 5
Optimizing: Continuous Improvement
Level 4
Managed: Focus on QA & QC Measures
Level 3
Defined: Process Management Focus
Level 2
Repeatable: Project Management Focus
Level 1
Initial: Ad hoc, informal, hero driven
Careful planning and execution is required
to climb from step to step

24. PMO Trend
“The trend is rising within the IT function to create a PMO to drive an effective project management.
By 2009, 60 percent of Global 2000 enterprises will adopt an enterprise portfolio management approach to strategically and tactically deliver business value, optimize all enterprise investments, and lay the groundwork for a technologically sophisticated business strategy.”
– META Group, 2005

25. Microsoft Enterprise Project Management Solution
EPM Definition
The Enterprise Project Management (EPM) Solution manages the entire investment and project lifecycle – from strategic portfolio decisions to work management.
Core Microsoft Products Represented
The Office EPM Solution helps your organization gain visibility, insight, and control across all work, enhancing decision-making, improving alignment with business strategy, maximizing resource utilization, and measuring and helping to increase operational efficiency.

26. Microsoft EPM Solution -Functional Overview
BPIO University EPM Module 1: Overview
Microsoft EPM Solution -Functional Overview
User Interface
Microsoft Office Project Professional
Project and Portfolio Web access
3rd party apps (LOB, ERP, CRM, etc.)
Microsoft Office
EPM Sub-capabilities
Work
Management
Resource
Management
Team
Collaboration
Portfolio
Optimization
EPM Components
Scheduling
Resource Plans
Data Warehouse
Timesheet
Portfolio Analysis
Budgeting
Event/Notifications
Task Assignment
Reporting
Portfolio Selection
Platform
Operating System
Portal/Web
Database
Analysis
Reporting
© 2007 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary. 26

27. Microsoft EPM Solution - Technical Overview
Platform
Services
Timesheet
Reporting
Resource Plans
Data Warehouse
Security
Event/Notifications
Task Assignment
Scheduling
Budgeting
Project Portfolio Server
Capabilities
Portfolio Selection
Portfolio Gov
Capacity Planning
LOB:
ERP
CRM
Front-
end

28. EPM Solution Deployment Options
Big Bang Approach
Phased Approaches
Deploy all products within the EPM Solution at the same time
Utilize a phased approach to deploy the products within the EPM Solution to address specific pain points
Option 1
Phase 1
Phase 2
The EPM Solution can be deployed in a “Big Bang” approach or deployed in a “Phased” manner in accordance with the organization pain points.
Option 2
Phase 1
Phase 2 28

29. Successful PMO Using Microsoft EPM Solution
Manage & Control all Types of Work
Improve Visibility & Insight
Resource Managers
Project Managers
Senior Management
Team Members
Enterprise level visibility across projects
Report progress against assignments 29

30. Benefits from EPM Solution?
4/19/2017 2:43 AM
Executives
Optimum Experience for Portfolio, Program, Project & Resource Managers
Clearly Understand Responsibilities- Dashboard view of ownership
Increase Visibility, better Control & accomplish More
Effectively Participation- Collaborate with other project team members & Contribute to multiple projects
Extensive reporting yielding better business insight
Increases Business Awareness- Assure that projects align with overall business objectives
Project Managers
Resource Managers
Team Members
IT Admins 30
© 2002 Microsoft Corporation. All rights reserved.
This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

31. Successful PMO- Capacity Planning

32. Successful PMO- Detailed Planning

33. Successful PMO - Manage & Track Project Performance
Track Progress
Project Workspaces
Timesheets
Project Manager
Team Members
Task Assignments
Timesheets
Issues & Risks Mgmt
Status Reports

34. Prioritize Business Drivers
4/19/2017 2:43 AM
Portfolio Prioritization
Assess the impact of each project request against the prioritized business drivers
Use proven techniques to define and prioritize business drivers
Business Drivers
Projects
Prioritize Business Drivers
Impact Assessment
Derive a priority score to evaluate each project request (that is, strategic value, financial value, risk)
Analyze the project portfolio before attempting to make funding decisions
Prioritize Projects
Investment Maps
© 2004 Microsoft Corporation. All rights reserved.
This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary. 34

35. Project Dashboard

36. Lessons Learned from Industry
Critical success factors in implementing a PMO
Developing a Multidisciplinary & Focus team
Actively engage your stakeholders & organization’s Executives.
Develop a Strong Business Case for the EPM Initiative -Clear and complete business goals, requirements, and usage scenarios
Focus on Groundwork/Up-Front Time
Define PMO Structure - The Organizational Structure Can Facilitate or Hinder the “Project Culture”
Effective & Continuous communication at all levels.
Make your PMO Test Bench/Test Drive ready for testing & deployment before Installed in real environment
Train the users at all Experience/usage Levels–Using Customized Instructions
Fostering a project management culture
Change Takes Patience & Perseverance
Project Management is not for the Faint of Heart -The Project Management Role Requires True Leadership

37. The Noblest Pleasure Is The Joy Of Understanding. -Leonardo da Vinci
Q&A Session
The Noblest Pleasure Is The Joy Of Understanding Leonardo da Vinci

38. Enterprise Project Management
“Project Management Office” A Necessity for Today’s Global, Complex Projects
Thank You!