1. Presenter Microsoft sales representative Audience Business decision makers (BDMs) who are interested in Project Portfolio Management Purpose Introduce the BDM to this solution Introduce the BDM to this solution Persuade the BDM to take the next steps Persuade the BDM to take the next steps Guidance To best present the deck, follow these guidelines: Delete hidden slides like this one before you present to your customer Delete hidden slides like this one before you present to your customer Familiarize yourself with the speaker notes Familiarize yourself with the speaker notes Customize the speaker notes to your audience (if necessary) Customize the speaker notes to your audience (if necessary) Use a demo specific to your audience Use a demo specific to your audience Customize the benefits/challenges slides for your audience (if necessary) Customize the benefits/challenges slides for your audience (if necessary) Using this presentation

2. Project Portfolio Management Business Priorities Presentation

3. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

4. Business Context 70 percent of projects fail to meet schedule, cost, and quality goals Gartner 50 percent of projects are delivered over budget Gartner Fewer than 40 percent of projects met business objectives one year after initiation KPMG 80 percent of IT organizations are putting processes in place to improve alignment Forrester

5. Business Drivers Align investments with business strategy Measure corporate performance Manage the costs of projects and programs Optimize resource allocation across the organization Maximize productivity of individuals working on projects

6. Business Select project proposals that have the highest value Execute projects effectively Collaborate and manage project work Have the right people for the right job at the right time Optimize investment return vs. cost Choose investments objectively instead of subjectively Challenges Challenges Track time spent on managed work Provide meaningful reports on business initiatives Alleviate management concern over complexity and high cost of IT Prove the business value of IT projects IT Challenges

7. A solution should help… …by providing the ability to …by providing the ability to ALIGN INVESTMENTS WITH BUSINESS STRATEGY Define, prioritize, and communicate the actual business strategy Consistently evaluate, rank, and rate competing investment requests Ensure investments are properly aligned with business strategy MEASURE CORPORATE PERFORMANCE Use key performance indicators (KPIs) for corrective actions Use early indicators of project performance to support decision making Provide better visibility into and control of risk factors and issues MANAGE THE COSTS OF PROJECTS AND PROGRAMS Predict financial performance Gain visibility into work efforts across business units Optimize initiatives to increase productivity with fewer resources OPTIMIZE RESOURCE ALLOCATION ACROSS THE ORGANIZATION Build a skills inventory Effectively allocate resources Track resource performance MAXIMIZE PRODUCTIVITY OF INDIVIDUALS WORKING ON PROJECTS Share and find project artifacts Ensure project leaders communicate clear objectives about work performance Solution Support

8. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

9. Demo Guidance Choose a demo that is most relevant to your customer from the following document libraries:

10. Demo [ Insert Demo Title ]

11. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

12. Solution’s Business Drivers ALIGN INVESTMENTS WITH BUSINESS STRATEGY MAXIMIZE PRODUCTIVITY OF INDIVIDUALS WORKING ON PROJECTS OPTIMIZE RESOURCE ALLOCATION ACROSS THE ORGANIZATION MANAGE THE COSTS OF PROJECTS AND PROGRAMS MEASURE CORPORATE PERFORMANCE

13. Sophistication of the Solution ALIGN INVESTMENTS WITH BUSINESS STRATEGY MAXIMIZE PRODUCTIVITY OF INDIVIDUALS WORKING ON PROJECTS OPTIMIZE RESOURCE ALLOCATION ACROSS THE ORGANIZATION MANAGE THE COSTS OF PROJECTS AND PROGRAMS MEASURE CORPORATE PERFORMANCE Phase 1 Provides basic support for the most critical elements of the business driver Phase 2 Provides adequate, typical support for critical and priority elements of the business driver Phase 3 Provides thorough, streamlined support for the business driver that enables differentiated levels of performance

14. Guidance Use the next few slides to discuss each of the business drivers with the BDM. Use the next few slides to discuss each of the business drivers with the BDM. Capture feedback as you discuss each business driver. For example, you should note the following: Capture feedback as you discuss each business driver. For example, you should note the following: Relative priority of the business driver compared to other drivers Relative priority of the business driver compared to other drivers Relevant key challenges, process improvements, and the relative priorities of each Relevant key challenges, process improvements, and the relative priorities of each Business capabilities that the BDM resonates with and their relative priorities Business capabilities that the BDM resonates with and their relative priorities Use the “Business Priorities Guide” to discuss and capture this feedback Use the “Business Priorities Guide” to discuss and capture this feedback Give a copy to the BDM during this segment of the presentation Give a copy to the BDM during this segment of the presentation Mark up your copy to capture feedback Mark up your copy to capture feedback

15. Business Priorities Guide Business Priorities Guide 1a Reference this guide to help you discuss the business drivers that are most compelling to the BDM. Capture feedback in the exact language that the BDM uses. Business Priorities Guide 1b Use this guide to discuss potential business capabilities of a solution that supports the BDM’s business priorities. Capture feedback from this discussion, noting the BDM’s solution preferences. EXAMPLE

16. Range of Business Capabilities Business Driver: Align investments with business strategy Phase 1 Phase 2 Phase 3 Communicate business strategy effectively by using diagrams, charts, and written descriptions, and then collect, update, and manage initiative requests and related information Collect project investment requests and establish a system to rank and assess them Prove investment worth by defending investment positioning Collect and objectively prioritize business drivers, and then drive consensus among executives Identify and select project investment requests by scoring that is aligned with business drivers Select investments based on rational decisions rather than emotions Provide organizational control and action according to business strategy Enable a rationalized approach to choose which investments have the highest return and alignment to business strategy Enhance the business value of the portfolio, to ensure that the mix of investments aligns to established business strategy

17. Range of Business Capabilities Business Driver: Measure corporate performance Phase 1 Phase 2 Phase 3 Report corporate effectiveness or failure Get early performance information regarding projects Identify and collect information about project risks and issues Make KPIs and underlying performance data available organization-wide Make better decisions by standardizing work effort reporting Identify and fix problems at a project level by using risk mitigation Automate action on trends, alerts, and performance Transmit work effort to LOB and financial systems, pull metrics from financial systems, and combine the results in a comprehensive corporate reporting portal Build tools to support a comprehensive risk management program

18. Range of Business Capabilities Business Driver: Manage the costs of projects and programs Phase 1 Phase 2 Phase 3 Measure financial performance per project Maintain a list of projects that is distributed to executives across the organization Track organization-wide budget performance Track financial performance consistently across all projects and initiatives Eliminate duplicate work effort by making work performed and the results more visible Select investments based on prioritized business value and budget Ensure that project financial data automatically flows into and from financial systems Reduce effort on low-value projects and programs Plan demand-management scenarios and make informed decisions about outsourcing

19. Range of Business Capabilities Business Driver: Optimize resource allocation across the organization Phase 1 Phase 2 Phase 3 Assess capacity vs. demand on a skill level Assign resources as they're needed without formal processes Track resource performance per project manually Find the right people based on matching their skills, identify optimal project start dates, and assess when to delay projects Select the right resource based on skill set and availability, make resource assignments centrally visible, and communicate effectively with resources Automate resource tracking Understand organizational capabilities across work management scenarios, make headcount and outsourcing decisions, and normalize capabilities decisions from multiple sources Make smart scheduling decisions about the planning horizon based on forecasted projects and programs Plan demand-management scenarios and make informed decisions about outsourcing

20. Range of Business Capabilities Business Driver: Maximize productivity of individuals working on projects Phase 1 Phase 2 Phase 3 Increase worker productivity and the consistency of deliverables Enable project teams to understand a basic schedule and deadlines for work assignments Collectively create, find, and store project artifacts in real time Ensure that project schedules and deadlines are enforced Improve cross-team collaboration Provide a single interface to enter time information, and automatically post employee work data in billing systems

21. AgendaAgenda Business Drivers / Challenges Business Capabilities Summary and Next Steps Demonstration

22. Potential Business Benefits Optimize the portfolio of initiatives to maximize business value Enable highly efficient and productive project teams Save time and money executing projects Standardize investment procedures, rules, and plans

23. Infrastructure Optimization Sales Approach Audience Solution Implementer Guide Architecture Guide Infrastructure Optimization Sales Support Materials Solution road map Solution areas Industry Horizontal Customer business strategy Capability Discussion Guide Capability Discussion Presentation 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach 1. Present relevant integrated capabilities Present relevant integrated capabilities 2. Position the Integrated Enterprise Platform approach Position the Integrated Enterprise Platform approach Business Priorities Guide Business Priorities Presentation 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities 1. Understand business needs and priorities Understand business needs and priorities 2. Discuss range of potential solution capabilities Discuss range of potential solution capabilities Optimization gap analysis => Projects, architecture, products BDM TDM IT Pro

24. Next Steps Discuss your priorities with IT Map to systems requirements Understand what can be leveraged Develop a high-level road map for deploying integrated capabilities Translate back into business capabilities enabled/supported Review the proposed business capability road map

25. © 2010 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.