2. OPR100: Overview of Enterprise Project Management & Project Management Maturity Models Melinda Curtis Product Manager, Microsoft Office Project

3. Agenda Enterprise Project Management Resource Management Portfolio Project Management Project Management Maturity Levels of Maturity Real World Experiences

4. What is Enterprise Project Management? A systematic approach to achieving organizational goals: Strategic initiatives Operational improvements Business activities Development projects A set of aligned & integrated applications that provides a centralized location for enterprise wide project and resource management People Technology Strategy EPM Process

5. EPM Drives Business Value Program Projects PurposeBenefits Reviews Strategy

6. EPM must address technology in synergy with people, processes, and organization change PM TechnologyPM ProcessesPM OrganizationPM People PM Community of Practice Portfolio Management Project Office Planning Strategic Project Office PM Governance Project Organizational Design Professional Development Professional Staffing Research & Publishing Project Management Maturity Assessment Project Management Value Metrics EPM Improvement Plan

7. Project Management Life-Cycle Process Statement of work (SOW) Work breakdown structure (WBS) Schedule Budget Baseline plan Risk plan Resource needs Change plan Customer approval Scope Objectives Deliverables Constraint matrix Project charter Customer approval Executing Team development Product/system development Quality assurance Status reporting Deliverable approval Closing Deliverable validation Project turnover After-action review Archival of workbook Project controls Scope Quality Risk Cost Schedule Need for Methodology PlanningControlling —PMBOK ® Initiating Initiating

8. What is Resource Management? Aligns people with business goals by allocating resources to your highest priority initiatives Optimizes resource utilization and drives skill development and recruitment to achieve greater financial returns and ensure project success Availability Location Skills

9. Centrally store and standardize resource information Manage resource utilization for optimal allocation and forecasting Build high-performing teams that leverage and maximize talents Technology Adds Value

10. What is Portfolio Management? The ongoing process of identifying, prioritizing, and investing in projects that align with your corporate strategy Continual flow of information provides insight into project performance and supports strategic decision making Strategy Setting & Portfolio Monitoring Process Definition & Improvement Process Definition & Improvement Project Execution & Status Reporting Information Flow

11. Disciplines within PPM General Management ProjectManagement Strategic Management HR Budgeting/Forecasting Strategic Planning CorporateGovernance ResourceManagement PM Processes PM Knowledge Areas Project Reporting & Analysis Performance Reporting Project Portfolio Management Knowledge & Practice ITManagement PM Info. Sys. PPM integrates elements from project management, strategic management and general management knowledge and practice areas

12. Basic Components of PPM PPM is the link between the strategic management processes & projects PPM integrates to other core processes of the organization Project Requests / Solicitation Strategic Management (Goals, Objectives, KPI’s) ProjectPortfolio Selection Prioritization Project 3..n (I-P-E-C-C) Project 2 (I-P-E-C-C) Project 1 (I-P-E-C-C) Resource Allocation Reporting & Perf. Analysis Project Portfolio Review Board or Steering Committee Resource Availabilit y Budgeting / Forecasting

13. 1. Solicitation /Requests 2. Selection/ Prioritization 3. Resource Allocation 4. Reporting and Analysis 5. Portfolio Review / Rebalancing PPM is predicated on accurate individual project planning, execution and control Prior to the PPM selection process, the project initiation phase begins During execution, the project is part of the portfolio and continually reviewed against all other project priorities Integration of PPM and Project Management

14. How Technology Adds Value Roll-up reports to effectively monitor and evaluate your portfolio Powerful analysis to make timely and informed business decisions Modeling to understand the impact of portfolio changes

15. Why is Project Management Maturity Important? Project Management Maturity (PMM) is a measure of the extent to which a specific project management process is defined, repeatable, managed, measurable, and effective.

16. Why Invest in the Development a Project Management Maturity Model? Define the structure within which to mature PM practices Establish a foundation for “EPM”   Provide overall methodology / structure for implementation of an enterprise solution to project management   Enterprise Project Management is intended to be the ‘envelope’ within which all services / products exist

17. Project Management Maturity Model Determine the maturity of your organization’s project management process Map a logical path to improved your organization’s processes Discern the need for a Strategic Project Office and assess where it fits into your organization Track progress against your project management improvement plan Build a culture of project management excellence

18. Level of Maturity Influences ROI Maturity Level Solution Roadmap ProcessTechnologyPeople ProcessTechnologyPeople ProcessTechnologyPeople ProcessTechnologyPeople ProcessTechnologyPeople Minimum Maturity Level for True EPM Initial(1) Repeatable(2) Defined(3) Managed(4) Optimizing(5) DisciplinedProcess StandardConsistentProcess PredictableProcess ContinuouslyImprovingProcess Organization

19. PM Maturity Benchmark Survey of 126 organizations shows that, for overall project management maturity, most organizations are at Level 1

20. PM Frameworks

21. PMMM Architecture: Superior By Design Industry Standard Measures PMBOKSEI/CMM Consistent Processes

22. PMMM Architecture: Actionable Steps Designed IncrementalConsistentDescriptionsTangibleMeasurable

23. PMMM Architecture: Specialty Areas Focus on Success Specialty Areas Focus on Key Success Factors Project Office Management Oversight Professional Development

25. Realized Value in High Performance Project Management Pascal Oriot PSA Peugeot Citroen

26. © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.