1. Ensuring a successful EPM initiative Ben Howard EPM Technical Specialist Enterprise and Partner Group Microsoft UK bhoward@microsoft.com malexand@microsoft.com Ben Howard EPM Technical Specialist Enterprise and Partner Group Microsoft UK bhoward@microsoft.com malexand@microsoft.com

2. Today’s objectives Overview of Enterprise Project Management Understand that there is much more to EPM than the technology Overview of the skill sets required for successful implementation Know where to obtain the right skills for your organisation Overview of Enterprise Project Management Understand that there is much more to EPM than the technology Overview of the skill sets required for successful implementation Know where to obtain the right skills for your organisation

3. A recent study by KPMG of 300 large companies found that 65% reported that their projects were: Grossly over budget Far behind schedule Technology was nonperforming Big Problems Perhaps more ominous, over half of the executives interviewed believed this state to be “normal.” They did not consider these numbers either surprising or particularly troubling.

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

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

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

7. Maturity levels Maturity Level Solution Roadmap ProcessTechnologyPeople ProcessTechnologyPeople ProcessTechnologyPeople ProcessTechnologyPeople ProcessTechnologyPeople Minimum Maturity Level for True EPM Initial(1) Repeatable(2) Defined(3) Managed(4) Optimising(5) DisciplinedProcess StandardConsistentProcess PredictableProcess ContinuouslyImprovingProcess organisation

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

9. Tools People Projects Programs Portfolio Process Portfolio - the prioritised set of all projects and programs in an organisation Program - a single coordinated effort with multiple interdependent projects Project - a unique effort with a defined beginning and end, a specific deliverable, and defined resources EPM Scalable Methodology Strategise Implement Operate

10. People, process and tools How much of each? Process People Tools

11. EPM Project Lifecycle Best practices recommend the use of a structured approach for implementation Understanding Measuring Adjusting

12. The EPM implementation roadmap MeasuringMeasuring AdjustingAdjusting UnderstandingUnderstanding MSF Phases Document Sponsor Goals and Objectives Validate Processes and Training Map Goals and Objectives to Processes and Procedures Establish Business Processes Train Users on Processes and Technology EnvisionEnvision PlanPlan DevelopDevelop StabiliseStabilise DeployDeploy Setup and Configure Technology Components

13. EPMVisionEPMVision Moving from Vision to an EPM Roadmap BusinessNeedsBusinessNeeds EPMCapabilitiesEPMCapabilities organisationalReadinessorganisationalReadiness EPMImplementationEPMImplementation EPMPlanningEPMPlanning EPM ROADMAP

14. The Roadmap consists of Implementation Cycles Implementation Includes People (Training, Mentoring, Support) Process (Definition, Documentation, Rollout) Technology (System) organisation (Change Management) 1 st Phase 2 nd Phase 3 rd Phase 4 th Phase Time Complexity EPMObjectives EPMObjectives EPMObjectives EPMObjectives

15. Review What have we achieved so far? We have an EPM Roadmap  Understand EPM and how it addresses your organisational business needs  Take into consideration the critical success factors to adoption of the EPM system  Approach your implementation as a project with its own lifecycle (phases)  Prior to starting, establish a clear vision of the end goal with a robust business case (value from EPM)  Obtain the right skill sets for the implementation  Follow through with planning, implementing and measuring the outcomes from the deployment lifecycle We have an EPM Roadmap  Understand EPM and how it addresses your organisational business needs  Take into consideration the critical success factors to adoption of the EPM system  Approach your implementation as a project with its own lifecycle (phases)  Prior to starting, establish a clear vision of the end goal with a robust business case (value from EPM)  Obtain the right skill sets for the implementation  Follow through with planning, implementing and measuring the outcomes from the deployment lifecycle

16. The EPM implementation roadmap MeasuringMeasuring AdjustingAdjusting UnderstandingUnderstanding MSF Phases Document Sponsor Goals and Objectives Validate Processes and Training Map Goals and Objectives to Processes and Procedures Establish Business Processes Train Users on Processes and Technology EnvisionEnvision PlanPlan DevelopDevelop StabiliseStabilise DeployDeploy Setup and Configure Technology Components

17. Setup and Configure Technology Components Establish Business Processes Build the EPM System Organisational Components For example Portfolio Management Project Management Resource Management Document Management Collaboration management Organisation management Technology architecture Solution Configuration Enterprise standards Technical Components For example

18. Skill Sets required RoleDescription EPM consultant Experienced person who has implemented EPM solutions successfully. Project Management Good quality project manager to work with the EPM consultant to drive the initiative Executive sponsorHands on executive sponsor to drive this from the top

19. RoleDescription MS EPM Specialist Configures the MS EPM solution to support the business processes. Works closely with Business Analyst and Process Owner Project Server Experts Installs and configures: Project Server, Project Web Access, and Project Professional 2003 Technologists (core systems) Design, install, configure, and maintain: computer hardware, operating systems, SQL Server, Windows SharePoint Services, IIS, networks, and tools. Trainers Develops user training material Programmers Creates and maintains custom applications and/or integrates with other applications Testers Validate systems are performing per functional and design requirements Desktop client experts Install and configures desktop client software (Project and PWA ActiveX controls) Skill Sets required

20. Build the Business Processes Portfolio Management  E.g. Balanced in terms of risk, cost, delivery. Project Management  E.g. Change Control, Project initiation. Resource Management  E.g. matrix managed, functional managed. Document Management  E.g. Controlled documents, workflow, team documents. Collaboration management  E.g. Meetings, data flows. Organisation management  E.g. reporting lines, RBS. Portfolio Management  E.g. Balanced in terms of risk, cost, delivery. Project Management  E.g. Change Control, Project initiation. Resource Management  E.g. matrix managed, functional managed. Document Management  E.g. Controlled documents, workflow, team documents. Collaboration management  E.g. Meetings, data flows. Organisation management  E.g. reporting lines, RBS.

21. Build the Business Processes How do I do this? Requirements gathering  Interviews, workshops For each requirement, define and document the process Decide which requirements to deliver in each phase Configure EPM to support the processes Provide communication and training to support the processes Requirements gathering  Interviews, workshops For each requirement, define and document the process Decide which requirements to deliver in each phase Configure EPM to support the processes Provide communication and training to support the processes

22. Two customer examples Same industry Both are similar size implementations Same industry Both are similar size implementations

23. Customer 1 No written requirements No senior sponsor No phased approach Several changes of project manager Spent £1M Spent 1 year Did not engage an EPM partner Approached the project as a technology project No written requirements No senior sponsor No phased approach Several changes of project manager Spent £1M Spent 1 year Did not engage an EPM partner Approached the project as a technology project Failure

24. Customer 2 Defined, documented and communicated requirements CXO sponsorship  Senior management seminars Phased implementation Good quality internal project manager Engaged a quality EPM partner from day 1 Defined, documented and communicated requirements CXO sponsorship  Senior management seminars Phased implementation Good quality internal project manager Engaged a quality EPM partner from day 1 Success

25. Evidence of challenges with EPM deployments Technology Skills and Capabilities Needs of the Business Addressed by EPM Clearly articulated project plan for success Cultural Change Requirements Capabilities of EPM Accessible to the organisation Consensus on the approach to EPM within the organisation Technology Skills and Capabilities Needs of the Business Addressed by EPM Clearly articulated project plan for success Cultural Change Requirements Capabilities of EPM Accessible to the organisation Consensus on the approach to EPM within the organisation At EPM initiation, what was level of understanding: Medium Low *Preliminary Results of EPM System Implementation Benchmark Survey, Center of Business Practices, 2004. Subject to change based on final results.

26. Evidence of challenges with EPM deployments Culture Change (User Resistance) Lack of Knowledge on EPM System and Req’s Executive Sponsorship Importance of PM to the organisation Long Term Funding Current State of PM Processes and Practices Technology Capabilities Competing Initiatives Culture Change (User Resistance) Lack of Knowledge on EPM System and Req’s Executive Sponsorship Importance of PM to the organisation Long Term Funding Current State of PM Processes and Practices Technology Capabilities Competing Initiatives Rate the following EPM System Challenges: 100% 80% 60% 40% *Preliminary Results of EPM System Implementation Benchmark Survey, Center of Business Practices, 2004. Subject to change based on final results. Extremely or Somewhat

27. Skills assessment Which skills do you have in house?  No organisation will have all these skills Where are you strong/weak Many organisations ignore the soft skills required to implement EPM – they only have limited success. Please - go and seek the advice of an experienced EPM partner Which skills do you have in house?  No organisation will have all these skills Where are you strong/weak Many organisations ignore the soft skills required to implement EPM – they only have limited success. Please - go and seek the advice of an experienced EPM partner

28. Build and configure tools Technology Overview Define technology architecture and implement Configure the solution to support the processes Configure the solution to support Enterprise Standards Define technology architecture and implement Configure the solution to support the processes Configure the solution to support Enterprise Standards

29. There are multiple possibilities   Single server – has all elements within 1 machine   Two servers – Project Server + SQL Server   Multiple servers – Project Server + IIS + Services + SQL Server tables Depends on size, availability, scalability, scope etc. Build and configure tools Establish and deploy technical architecture

30. Build and configure tools Tools Tools  Project Server 2003 Planning guide  Project Server 2003 Installation guide  Project Server 2003 Disaster recovery guide  Project Server Health Monitor  MOM tool  Smoke test tool Tools  Project Server 2003 Planning guide  Project Server 2003 Installation guide  Project Server 2003 Disaster recovery guide  Project Server Health Monitor  MOM tool  Smoke test tool

31. Build and configure tools - overview Define technology architecture and implement Configure the solution to support the processes Configure the solution to support Enterprise Standards Define technology architecture and implement Configure the solution to support the processes Configure the solution to support Enterprise Standards

32. Configure the solution to support the processes Tools Project Server 2003 resource kit  Administrator’s guide  Application Configuration guide Project Server 2003 resource kit  Administrator’s guide  Application Configuration guide

33. Build and configure tools Overview Define technology architecture and implement Configure the solution to support the processes Configure the solution to support Enterprise Standards  Setting organisational standards Define technology architecture and implement Configure the solution to support the processes Configure the solution to support Enterprise Standards  Setting organisational standards

34. Setting organisational standards Templates Calendars Custom fields Outline codes Resource pool Project guide - methodology Templates Calendars Custom fields Outline codes Resource pool Project guide - methodology

35. Review – Where are we in the process? MeasuringMeasuring AdjustingAdjusting UnderstandingUnderstanding MSF Phases Document Sponsor Goals and Objectives Validate Processes and Training Map Goals and Objectives to Processes and Procedures Establish Business Processes Train Users on Processes and Technology EnvisionEnvision PlanPlan DevelopDevelop StabiliseStabilise DeployDeploy Setup and Configure Technology Components

36. Stabilise - skills RoleDescription MS EPM Specialist Configures the MS EPM solution to support the business processes. Works closely with Business Analyst and Process Owner Project Server Experts Installs and configures: Project Server, Project Web Access, and Project Professional 2003 Technologists (core systems) Design, install, configure, and maintain: computer hardware, operating systems, SQL Server, Windows SharePoint Services, IIS, networks, and tools. Trainers Develops user training material Programmers Creates and maintains custom applications and/or integrates with other applications Testers Validate systems are performing per functional and design requirements Desktop Client experts Install and configures desktop client software (Project and PWA ActiveX controls

37. Stabilise Testing the complete solution Verify the hardware sizing (as far as possible) Verify the procedures Verify the management information Verify any LOB connections Verify training material Train champions, help desk etc Verify the hardware sizing (as far as possible) Verify the procedures Verify the management information Verify any LOB connections Verify training material Train champions, help desk etc

38. Review – Where are we in the process? MeasuringMeasuring AdjustingAdjusting UnderstandingUnderstanding MSF Phases Document Sponsor Goals and Objectives Validate Processes and Training Map Goals and Objectives to Processes and Procedures Establish Business Processes Train Users on Processes and Technology EnvisionEnvision PlanPlan DevelopDevelop StabiliseStabilise DeployDeploy Setup and Configure Technology Components

39. Deploy Skills Everyone, including the customer

40. Deploy Post implementation Formally close out phase 1 of the project Hand over to operations Review  Good, bad and the ugly – be honest Planning for phase 2 Formally close out phase 1 of the project Hand over to operations Review  Good, bad and the ugly – be honest Planning for phase 2

41. Where are we in the process? MeasuringMeasuring AdjustingAdjusting UnderstandingUnderstanding MSF Phases Document Sponsor Goals and Objectives Validate Processes and Training Map Goals and Objectives to Processes and Procedures Establish Business Processes Train Users on Processes and Technology EnvisionEnvision PlanPlan DevelopDevelop StabiliseStabilise DeployDeploy Setup and Configure Technology Components Phase 1 complete

42. Summary EPM initiatives live or die depending on how well you have understood the business requirements and their translation to a process You will not have all of the required implementation skills in-house Find an experienced project partner to help you EPM initiatives live or die depending on how well you have understood the business requirements and their translation to a process You will not have all of the required implementation skills in-house Find an experienced project partner to help you

43. Take Action! Learn more about the Microsoft Office Enterprise Project Management Solution   http://www.microsoft.com/office/project/prodinfo/epm/overview.mspx http://www.microsoft.com/office/project/prodinfo/epm/overview.mspx Engage a Microsoft Project Partner   http://directory.partners.extranet.microsoft.com/project/default.aspx http://directory.partners.extranet.microsoft.com/project/default.aspx Register to local and online EPM events   http://www.microsoft.com/usa/events/search.asp http://www.microsoft.com/usa/events/search.asp   http://www.microsoft.com/usa/webcasts http://www.microsoft.com/usa/webcasts Learn more about Microsoft Office Project 2003   http://www.microsoft.com/office/project/default.asp http://www.microsoft.com/office/project/default.asp

44. Web resources Microsoft Office Project TechNet site  http://www.microsoft.com/technet/prodtechnol/office/proj200 3/default.mspx http://www.microsoft.com/technet/prodtechnol/office/proj200 3/default.mspx Microsoft Office Project MSDN site  http://msdn.microsoft.com/office/understanding/project/defa ult.aspx http://msdn.microsoft.com/office/understanding/project/defa ult.aspx Microsoft Office Project TechNet site  http://www.microsoft.com/technet/prodtechnol/office/proj200 3/default.mspx http://www.microsoft.com/technet/prodtechnol/office/proj200 3/default.mspx Microsoft Office Project MSDN site  http://msdn.microsoft.com/office/understanding/project/defa ult.aspx http://msdn.microsoft.com/office/understanding/project/defa ult.aspx

45. © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.