going beyond business as usual
the pci group
Integrated Project & Portfolio Management
Microsoft Project Server 2003 – ProSight Portfolios Interface
Presented by
the pci groupEmre Guzelaydin
10-20-04
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Objective
Maximizing Value from Projects
Project and Portfolio Management
Integrated Model for Success
ProSight Portfolios Microsoft Project BridgeDescriptionDemo
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Getting More Value Out of Your Projects
Why Is There So Much Focus Recently On
Getting More Value Out of Projects ?
Companies are under tremendous pressure to reduce cost (budgets are being cut)
Greater productivity gains must be realized with fewer resources
Shareholder expectations increasing
Competitive pressure mounting
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Strategic Challenges
Are projects in the portfolio aligned with strategic objectives of the company?Will the project portfolio yield maximum value?Are projects prioritized to ensure optimum use of resources?Are project priorities, objectives, deliverables, milestones, etc. communicated clearly to project teams and peers? Are there too many small, short-term, low- impact projects?Is the mix of projects balanced to minimize risks to the organization?Are the budget and resources available to accomplish the objectives of all projects?
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
More Strategic Challenges…
Do I have a way of continually monitoring the health of my project portfolio ?Do we have too many projects for the limited resources available?Do we have high project failure rates (low throughput)?What corrective action must I take to bring the project back on course?What are the issues/risks that could jeopardize my project ? What is my action plan for dealing with those risks ?Do I have the budget & resources needed to accomplish my project’s objectives?Are we catching under-performing, off-strategy projects quickly and adjusting resource allocations accordingly?Do we have accurate and timely information from active projects to facilitate decision making?
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In Summary…
Are we working on the right projects? PORTFOLIO MANAGEMENTPORTFOLIO MANAGEMENT
Are we doing projects right?PROJECT MANAGEMENTPROJECT MANAGEMENT
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“The greatest waste in business is doing the wrong thing well.” Henry Ford
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Premise
Tomorrow’s successful organizations will be Tomorrow’s successful organizations will be determined by the ultimate value of the projects determined by the ultimate value of the projects they they selectselect and how well they and how well they simultaneously simultaneously integrate,integrate, manage,manage, and and controlcontrol their multiple their multiple projects - projects that are vital to their continued projects - projects that are vital to their continued corporate success.corporate success.
Doing the Right ProjectsDoing the Right Projects
Doing Projects RightDoing Projects Right
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Portfolio Management
Portfolio Management answers the following questions:
1. Have I defined my key business objectives for my organization?
2. Does each of my projects support one or more of my key business objectives?
3. How do I prioritize my projects?
4. How do I select the projects that will provide the greatest return on investment?
5. How do I balance my projects to minimize the risk to my organization?
6. Do I have the budget and resources needed to accomplish the objectives of all of my projects?
7. Do I have a way of continually monitoring the health of my project portfolio?
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Portfolio Management
Dynamic decision process, whereby a business’s list of active and candidate projects is constantly evaluated and revised
Process of transforming company objectives into prioritized list of programs and projects
Art of continuously evaluating and allocating scarce company resources to optimum mix of projects that deliver the maximum value to the organization
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Project Prioritization Process
Ideas
Screen for Completeness of Information
Rejected Ideas
Strategic Alignment ScorecardBusiness Value ScorecardProject
CandidatesProjects
Prioritization
ScorecardPrioritizedProjects
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Goals of Portfolio Management
Value Maximization
Strategic Alignment
BalanceRisk vs. RewardAcross Business ObjectivesAcross Business Units/Departments
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Project Management
Project Management answers the following questions:1. Is my project on schedule and within budget?
2. Which tasks are on the critical path?
3. What corrective action must I take to bring the project back on course?
4. What are the risks that could jeopardize my project ? What is my action plan for dealing with those risks?
5. Do I have the budget & resources needed to accomplish my project’s objectives?
6. Is the project status communicated timely, clearly and accurately to appropriate people?
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Project Management
Application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Accomplished through use of processes such as: InitiatingPlanningExecutingControllingClosing
Project team manages project work typically involving:Competing demands for: scope, time cost and quality.Stakeholders with different needs and expectations. Identified requirements
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Challenge…
Are we working on the right projects? PORTFOLIO MANAGEMENTPORTFOLIO MANAGEMENT
Are we doing projects right?PROJECT MANAGEMENTPROJECT MANAGEMENT
Do we have an integrated process to ensure information flow, and top-down & bottom-up communication?
BRIDGING PORTFOLIO & PROJECT MANAGEMENT BRIDGING PORTFOLIO & PROJECT MANAGEMENT
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Process IT
Organization
PPM Integrated Model
(Bri
dgin
g t
he
Gap)
Str
ate
gic
Alig
nm
ent
Por
tfol
ioM
anag
emen
t
Portfolio of Projects
Strategic Product
Operational Capital Expansion
Project 1 Project 1
Project 1 Project 1
PMO
Identify, Prioritize, Select & Review Projects Optimize the Portfolio
Resource Allocation Inter-project Coordination Consolidated Reporting
Project Life Cycle PMBOK Standards PM Tools & Processes Training PM Skillset
Dept. 1 Dept. 2Dept. 3Dept. 4Dept. 5Dept. 6
Project A
Project B
Project C
Pro
ject
& P
rogr
amM
anag
emen
tS
trat
egic
Man
agem
ent
Key Objectives
Mission and Vision Key Business Objectives
Enterprise Project Management
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Integrated PM Process VisionP
roje
ct
Ma
na
ge
me
nt Initiative n
Initiate Plan KickoffExecute
& Control CloseoutInitiative 2
Initiate Plan KickoffExecute
& Control CloseoutInitiative 1
Initiate Plan KickoffExecute & Control Closeout
Initiation
ModifyPriority, Assignment
Consolidate
Status ReviewResource Mgmt.
Revised Priorities, Objectives
Initiative Objectives
Initiative Status
Initiative Selection
Periodic Executive ReviewPrioritize, Modify Goals, Cancel
Business ObjectivesBusiness
Objectives
Portfolio Status, Metrics
Initiative Objectives
Priorities, Targets
Pro
gra
mM
anag
emen
tP
MO
Str
ateg
icM
anag
emen
t
Por
tfol
ioM
anag
emen
t
2005 Initiatives
Supporting PM ProcessesChange Mgmt, Risk Mgmt, Issues Mgmt, Lessons Learned
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Key Enablers to Enterprise Project Management
Project/Program Management Office
Processes
Organizational Infrastructure
Trained Staff
Executive Sponsorship
The “Right” Software
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Introducing…MS Project Server and ProSight Interface
MS Project Server 2003
ProSight Portfolios
ProSight Portfolios Bridge for MSP Server 2003
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
MS Project Server and ProSight Interface Workflow
Prioritize and select projects (Establish Portfolio)
Prioritize and select projects (Establish Portfolio)
Define project level targets, high-level plans (life cycles)Define project level targets, high-level plans (life cycles)
Establish enterprise parameters
Establish enterprise parameters
Create projects from ProSight
Create projects from ProSight
Develop detailed task plans, resource assignments
Develop detailed task plans, resource assignments
Track ProgressTrack Progress
Update life cycle and resource informationUpdate life cycle and resource information
Evaluate PortfolioEvaluate Portfolio
Revise project level data as required
Revise project level data as required
Revise task plans and resource assignmentsRevise task plans and resource assignments
Publish
Update
Update
PublishUpd. Proj. enterprise codes
BridgeBridgeManage data mapping between ProSight and
MS Project
ProSight PortfoliosProSight Portfolios MS Project Server 2003MS Project Server 2003
Import
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ProSight Portfolios – MS Project Bridge Demo…
1. Review Portfolio in ProSightScorecardInvestor MapsProject Form and Workbook: Life Cycle
2. Publish a portfolio of projects to MS ProjectOpen a ProSight project in MS Project ProfessionalRevise dates, assign resources, add tasks, etc. Link to the project in ProSight and review changesOpen Project Web Access from ProSight and review portfolio
Copyright 2003 by the pci group. All rights reserved.www.pcigroup1.com
Questions & Answers