1. Gaurav Aggarwal Senior Consultant | Microsoft India MCA: Database, MCA : Solutions, PMP gauravag@microsoft.com

2. Session Objective Introduction to Enterprise Project Management 2007 Showcase how VSTS and EPM can be used together to provide program level insight into multiple software development projects

3. Agenda Why Enterprise Project Management Introduction to Enterprise Project Management 2007 Possibilities Using Microsoft VSTS and EPM Demo – Possibilities Using Microsoft VSTS and EPM Market Perception Q&A

4. Transparency Regulatory Compliance (FISMA, SOX) Access to Information IT: Participation and Governance One World of Business Collaboration Nomadic Workforce IT: Ubiquity and Interoperability Changing Workforce Demographic Changes Projected Talent Shortfall IT: Consumerization and IP Management Always On, Always Connected Work and Family Life Balance Information Overload IT: Contextual and Role-based Mega Trends: New World Of Work Others Cost Control Increase in move towards project management frameworks like APM, PMM, PRINCE2, PMBoK, Increase in move towards Organization Project Management Maturity (OPM3), CMMI Portfolio Management Migration from earlier versions or competition

5. What Drives the Need for Effective Project Management? Business Challenges Business Challenges Justifying using resources, taking initiativesJustifying using resources, taking initiatives Aligning resources with organizational needsAligning resources with organizational needs Building proven processes to handle ever-changing business needs and to support organizational needsBuilding proven processes to handle ever-changing business needs and to support organizational needs Implementing best practices to leverage “lessons learned”Implementing best practices to leverage “lessons learned” IT Challenges Aligning IT initiatives with overall organizational strategyAligning IT initiatives with overall organizational strategy Bridging the gap between IT managers and business unit owners and bringing them closer, making them equally responsibleBridging the gap between IT managers and business unit owners and bringing them closer, making them equally responsible Enabling effective communication among dispersed teamsEnabling effective communication among dispersed teams

6. The Business Needs 0 Align work with strategic objectives Manage projects and resources effectively Gain visibility and control over projects Rationalize investment

7. Enterprise Project Management Can Help More than 94% of the respondents stated that implementing project management added value to their organizations All size organizations in all industries reported improvement The Value of Project Management, Project Management Solutions, 2002

8. What is Enterprise Project Management (EPM)? A systematic approach to achieving organizational goals through a continual nucleus of projects, which include: Strategic initiatives Business transformation activities Operational improvements Traditional development projects People Technology Strategy EPM Process  EPM leverages your people, processes, and technology to generate the change needed to keep your organization current and competitive

9. What Is Enterprise Project Management (EPM)?

10. Participation Across the Organization… Executive Stakeholders How can I see & prioritize initiatives across my org? What’s the status of our top 3 initiatives?

11. Participation Across the Organization… Insight and Reporting Exec Stakeholders

12. Participation Across the Organization… Insight and Reporting Exec Stakeholders What am I supposed to be delivering this week? How can I collaborate with people on my team? What am I supposed to be delivering this week? How can I collaborate with people on my team? Team Members

13. Participation Across the Organization… Insight and Reporting Exec Stakeholders Team Members A clear understanding of ownership

14. Participation Across the Organization… Insight and Reporting Exec Stakeholders Team Members A clear understanding of ownership Resource Managers Who’s available to staff our new projects? Who's working on what and do they have the skills? Resource Managers Who’s available to staff our new projects? Who's working on what and do they have the skills?

15. Participation Across the Organization… Insight and Reporting Exec Stakeholders Team Members A clear understanding of ownership Resource Managers What resources are available

16. Participation Across the Organization… Insight and Reporting Exec Stakeholders Team Members A clear understanding of ownership Resource Managers What resources are available IT Managers Can we link project data with our front & back office? What’s the best way to deploy and monitor? IT Managers Can we link project data with our front & back office? What’s the best way to deploy and monitor?

17. Participation Across the Organization… Insight and Reporting Exec Stakeholders Team Members A clear understanding of ownership Resource Managers What resources are available IT Open, secure systems

18. Participation Across the Organization… Insight and Reporting Exec Stakeholders Team Members A clear understanding of ownership Resource Managers What resources are available IT Open, secure systems Project Managers When will we really finish and what will it cost? Can we re-use best practices across projects? Project Managers When will we really finish and what will it cost? Can we re-use best practices across projects?

19. Participation Across the Organization… Insight and Reporting Exec Stakeholders Team Members A clear understanding of ownership Resource Managers What resources are available IT Open, secure systems Project Managers Intuitive project management

20. What is Visual Studio Team System? Increased Reliability Quality Early & Often Predictability & Visibility Design for Operations Project Manager Solution Architect Developer Tester Infrastructure Architect Single suite of software lifecycle tools for project teams: project managers, architects, developers and testers

21. Applications Management  Process guidance  Requirements management  Design  Code management  Test management  Bug tracking Technical Focus Business Focus Project & Development Management  Risk management  Change management  Planning and assigning  Real time status reporting  Scenario management  Documentation Program & Portfolio Management  Resource management  Financial management  Executive analysis  Program & Portfolio alignment  Manage all projects in the enterprise  Advanced planning & scheduling What Can VSTS and EPM Do For My Business?

22. Possibilities Using Microsoft VSTS and EPM

23. What Can VSTS and EPM Do For Programs? Confident delivery of IT solutions (predictability, reliability, quality, timeliness and cost) as a result of using proven, integrated tools and methods for design, development and testing. Project managers gain control of delivery through better planning and communications. Connected work processes and systems mean PMOs free up time from chasing data and are able to manage organization-wide program dependencies, risks and benefits. Program delivery to time, budget and quality. Realizing forecast program business benefits. Shorter SDLC. Business decisions based on good information.

24. What Can VSTS and EPM Do For My Business? Better apps – quality, timeliness, reliability and cost. Reduced duplication of apps. Streamlined processes and tools for design, development and testing. Teams all working with the same data. Development and product managers: able to map team activity to business strategy and value metrics. Able to measure the reliability and value of applications. Enterprise Project Management Office (EPMO) supporting executive decision-making: on the project and maintained apps portfolios. CIOs able to prove the value of their inventory to the business. Reduced application support and development costs. Tracking the benefits of projects or existing applications.

25. Microsoft on Leader quadrant - Forrester

26. Microsoft on Leader quadrant - Gartner

27. Organization Profiles for the EPM Capability in the BPIO Model GenericProductivityTool (e.g. MS Office: Using Excel for task management, Outlook for assigningresources,…) Specialized Project Mgt Standalone Desktop Tool (e.g. MS Project Std) Project & Portfolio Mgt (PPM)SolutionEnterprise-view Web access Collaboration (e.g. Microsoft EPM Solution) Advanced PPM Solution With LOB app integration Optimized PPM algorithms Enterprise-wide deployment

28. References Learn more about EPM: http://www.microsoft.com/office/project/prodinfo/epm/ov erview.mspx Learn more about VSTS: http://lab.msdn.microsoft.com/teamsystem Learn more about Microsoft solutions for managing IT: http://www.microsoft.com/windowsserversystem/dsi/dsi overview.mspx

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30. Contact http://blogs.msdn.com/gauravagg Email Address - gauravag@microsoft.com

31. © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista 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.

32. PMI’s Standard Benefits all project management communities Provides Project Management application expertise Complements PMBOK methodologiesComplements PMBOK methodologies New Generation Certification Family** * Reprinted with permission of the Project Management Institute, Inc. ** Project Portfolio Server planned as future MCITP certification. Demonstrates competency in the use of Project 2007 Server Demonstrates competency in the use of Project 2007 desktop Demonstrates competency in the use of Project 2007 Server for large complex projects and programs Exam: 70-632 July 2007 Course: 5927 August 2007 Exam: 70-633 October 2007 Course: 5928 January 2008 Exam: 70-634 January 2008 Course: 5929 March 2008 EPM 2007 Curriculum And Credentials EPM Professional (MCITP) EPM Technology Specialist (MCTS) Desktop Technology Specialist (MCTS)

33. Resulting in Enhanced Management and Organization Needs Gain a consolidated, real-time view of initiatives across your organization Staff the right people on the right jobs Avoid duplicating work for each engagement Share and retain knowledge and apply lessons learned across your organization

34. The Costs to Your Organization are Real 51% of all projects come in over budget or run past the original deadline 15% of projects fail altogether $55 billion wasted on failed projects in US alone! How do your business initiatives measure up? The Standish Group, CHAOS Chronicles, 2003.

35. IT GovernanceProduct DevelopmentQuality Management INGPeugeot-Citroen Dr. Reddy’s Laboratories http://download.microsoft.com/documents/customerevidence/25231_Aquila_Solution_Brief_final.doc AllianzSamsungBlack & Veatch Customer Stories Transcontinental: http://www.microsoft.com/canada/casestudies/transcontinental_Inc.mspx http://www.microsoft.com/canada/casestudies/transcontinental_Inc.mspx RTL Television: https://members.microsoft.com/customerevidence/search/EvidenceDetails.aspx?EvidenceID=4728&Langu ageID=1&PFT=Enterprise%20Project%20Management&TaxID=25528 https://members.microsoft.com/customerevidence/search/EvidenceDetails.aspx?EvidenceID=4728&Langu ageID=1&PFT=Enterprise%20Project%20Management&TaxID=25528

36. Customer Momentum