1. 1 Implementing A PMO & Enterprise Project Management at NIH February 3, 2005 Bill Vesey, PMP Manager EPM Consulting Practice Forte Systems, Inc. 5568 General Washington Dr. Alexandria, VA 22312 703-916-9670 x 405 703-861-9251 Mobile bvesey@fortesys.com

2. 2 Agenda Background Schedule Development Project Control Progress

3. 3 Why Implement A PMO? Poor Project Performance CMM Level 1 Ad Hoc Unacceptable to Sr. Management at NIH Unacceptable to OMB/HHS

4. 4 The Critical Success Factors SENIOR MANAGEMENT SUPPORT POLICIES & PROCEDURES MOST IMPORTANT

5. 5 PMO Process Step 1: Develop Policies & Procedures: 1.Project Initiation 2.Project Planning 3.Project Execution 4.Project Control 5.Project Close Out Step 2: Configure MS Project 2002/Project Server Step 3: Train Project Managers, Resource Managers, Team Members on how MS Project 2002/Project Server supports P&P

6. 6 Tonight’s Focus Project Planning –Schedule Development Enterprise Templates Enterprise Codes Building the Project Team Publishing the Schedule Project Control –Timesheets –Executive Summary Views –Portfolio Analyzer

7. 7 MS Project 2003 Architecture Team Member Timesheets, Project Managers, Sr. Management for Control Project Managers & Resource Managers Schedule Development Line of Business Systems

8. 8 Schedule Development: Enterprise Templates

9. 9 Schedule Development: Enterprise Codes

10. 10 Schedule Development: Building the Project Team Building Project Team Demonstration

11. 11 Schedule Development: Building the Project Team

12. 12 Schedule Development: Publishing the Schedule

13. 13 Project Control: Timesheets

14. 14 Project Control: Timesheets

15. 15 Project Control: Timesheets

16. 16 Project Control: Executive Summary View

17. 17 Project Control: Portfolio Analyzer View

18. 18 Progress Cultural Progress Customer Challenges CMM Progress

19. 19 CMM Progress October 1, 2003December 1, 2004 Project Integration Project Plan Development Project Plan Execution Integrated Change Control Scope Management Project Initiation Scope Planning Scope Verification Scope Change Control Project Time Management Activity Definition Activity Sequencing Schedule Development Schedule Control

20. 20 CMM Progress (Continued) October 1, 2003December 1, 2004 Project Cost Management Resource Planning Cost Estimating Cost Budgeting Performance Measurement Cost Control Project Quality Management Quality Planning Quality Assurance Quality Control Project HR Management Organizational Planning Staff Acquisition Team Development

21. 21 CMM Progress (Continued) October 1, 2003December 1, 2004 Communications Management Communications Planning Information Distribution Performance Reporting Risk Management Risk Management Planning Risk Identification Risk Quantification Risk Response Planning Risk Monitoring and Control Procurement Management

22. 22 Questions?