Enterprise Project Management

New York University Management and Technology Master Practitioner Series

Extending Project Management to the Enterprise

Welcome

Management and TechnologyMaster Practitioner Series


Extending Project Management to the Enterprise

sponsored by NYU SCPS Programs in Business

MS in Management and Systemsa unique interdisciplinary program

an MS degree providing:

solid understanding of business disciplinescutting-edge IT knowledge the knowledge to effectively manage in today's challenging business environment


MS in Management and Systems

Database TechnologiesDatabase Technologies Enterprise Risk ManagementEnterprise Risk Management

Systems ManagementSystems Management Strategy and LeadershipStrategy and Leadership

select from four concentrations

online and onsite courses


Extending Project Management to the

Enterprise

Master Practitioner Series

Doreen P. Fagiano Tommy Fu Peter Ward

Vice President

Profit QuestConsulting

Enterprise Portfolio and Project

Management Solutions Group

Microsoft

Business Collaboration

Manager

InterDyn


Enterprise Project Management

Doreen P. FagianoProfitQuest Consulting Inc.

[email protected]



Enterprise Project Management

The conscious integration of processes, technology, organization structure and people in order to align strategy with the execution of projects.


Project Management

Project Portfolio Management

Program Management

Technology

People

Organization

Processes


Project Management

TIME COST

PERFORMANCE


Benefits of Formalizing PM

Agreement among the project team, customer and management on the goals of the projectA plan that shows an overall path and clear responsibility: to measure progress during the projectConstant, effective communication Controlled scopeManagement support


Project Management


Program Management

Technology

People

Organization

Processes


Establish Consistent PM Processes

PracticesDefined practices that can be implemented consistently

StandardsThat comply with accepted requirements

RolesWith clear responsibilities and decision points


PM Practices

Project life cycle– From kick-off to post project review

Project management methodology– Complex vs Simple– Formal vs informal

Templates, Checklists, Guidelines


Standards

What?When?Who?How much?How long?

Project CharterSOWCommunication planResource planRisk planQuality planChange Management plan


Roles

Authority shapes processes and cultures:Portfolio level: who has the authority to approve or cancel a project?Program level: who has the authority to assign or remove people from project teams?Project level: what are the roles/authority of the project sponsor and project manager?


Project Roles

Who will the project manager report to? What responsibility to the project will this person have?What does it mean to sponsor a project?What responsibility, if any, will functional management have for a project?


Establish an Enabling Organization

Staff augmentationConsultingMentoring

TrainingProject archivesCollecting/disseminating best practicesPromoting/institutionalizing the project management profession

Project Management Office


It’s People who Deliver the Projects

Institutionalizing the best project management practices creates an environment that teaches and reinforces project management skills to our PMs– Unconscious competence

All stakeholders have key roles to play in order to have effective EPM– How do I fit into the big picture?– How do I make a contribution?


Rollout Enabling Technologies

The information and telecommunication technology that enables people to follow the processes


Project Management


Program Management

Technology

People

Organization

Processes


If you don’t know where you’re going…

…any map will do



Microsoft’s Enterprise Project & Portfolio

Management SolutionTommy Fu, EPM SSP

[email protected]


Program Management

Portfolio Management

SharePoint & .NET

Platform

Project Collaboration

ResourceManagemen

t

FinancialManagement

SchedulingTask

Management

Simple Reporting

Resource Tracking

E-mail & Print

Microsoft Project Evolution

2006

1996

#1 Project Portfolio Management Software Vendor 6th Largest business unit at Microsoft2007-2009– $750mm $1billion 23 Different Languages


What Is Enterprise Project Management (EPM)?


Work ManagementVisibility, Insight and Control

EPM SystemEPM System

VisibilityInsightProject and Portfolio

Program

Executives

• Track the entire project lifecycle• Organizational

Visibility

Team Members

See simple view of all projects and

programs

Co

ntro

l

PMO

• Manage scope, risk, quality, issues, and

schedules• Prioritize all project work

with enterprise objectives


Resource ManagementAlign, Automate and Accelerate

Resource Repository

Accele

rate

People & Time

Finance Material

• Track costs and budget to better

understand finances• Create

transparent schedules

Executives

Centralized data facilitates cross project analysis of

finances, resources, schedules and materialsPMO

Resource Managers

Allocate resources based on their skills and

availability

Align Automate


Portfolio Optimization Create, Select, and Manage

• Align selected portfolios with your business

strategy• Determine optimal

portfolio under budget and

business constraints

Prioritize business

strategy and competing

investments

Project Repository

Analysis and

Selection

Man

ag

e

• Quickly realize a return on investment

• Measure and track portfolio performance

Reporting Dash boarding

Create

Select


Team CollaborationStore, share and track

Central Repository

People

Share documents, synchronize calendars, stay up to date with

team events, and assign

tasks

Collaborate via project workspaces and access project information

through the Internet

Manage team documents

with metadata, workflow, search,

check-in and check-out and

document versioning

Information

Project

Tra

ck

Store Share


EPM Solution Components

Line of Business Systems

Executives Portfolio AnalystsProject Managers

Application Managers

Project Managers

Executives Resource Managers

Team Members

Office Project Portfolio Server 2007 integrates with Office Project Server 2007


Enterprise Project & Portfolio Management


Key Takeaways

Facilitates strategic portfolio decision makingLeverages existing investmentsManages work across the entire project lifecycleDelivers an easy to administer enterprise ready platform


Next Steps

Install the EPM Solution evaluation todayLearn more at http://www.microsoft.com/project Learn more about Windows Vista, Exchange 2007 or the 2007 Office system at http://microsoft.com/businesslaunch2007


Implementing Enterprise Project Management and MS Project Server 2007

Peter WardBusiness Collaboration Manager

Web: -www.interdyn.comBlog:- www.wardpeter.com



Cultural Acceptance of Enterprise Project ManagementDevelop a culture centered on project management – This objective is very difficult to achieve– Technology is only an enabler– Behavior often retrogrades to original state– Policies, procedures, accountability and leader

behavior must offer sustained support

“Culture change, that big elusive goal, often starts with one small “WOW” project”

– Tom Peters, Author of In Search of Excellence


Do's and don'ts

Do’s– Treat the process as a project – Get IT involved– Train project manager and users– Review the process

Don’ts– Keep it under the radar– Big bang approach


Perspectives and skills vital to project management

Conceptual

Relatio

nship Skills

Technica

l

Gov

erna

nce

Com

mit

tee

Im

plem

ent.

Tea

m

Oth

er T

ec.

& P

rof’

s.


The Business Objectives

INFORMAL ORGANIZATION

PERFORMANCE

Organization

Group/Unit

Individual

INPUT

Environment

Resources

History

Form Structures& Systems

OUTPUT

Individuals

WORK

The Organization

Leadership

Objectives

FeedbackFeedback

STRATEGY

Feedback


Building a Business Case

• Why is it important?• blogs, wikis, instant messaging and web conferencing• Bean Counters generally buy on:

“We believe that by deploying project management tools we make our employees more productive, thus improving the bottom line (e.g. either making more money or saving more money).”

• ROI Strategy

– Reduce head count by 2 people => $100k saving

– Products go to market not just quicker, but in 4 months, not 6.


NYU MS in Management and Systems

'The M.S. challenges students to examine the intrinsic inter-relationship between business and technology and how leaders and managers can harness that knowledge to advance their companies. This is a new skill set and those who possess it will be the ones to watch.'- Guldem Gokcek, Ph.D, Faculty


Talk and Chalk Sessions