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Leveraging MS Project in an Integrated Portfolio Management Solution
MSPUG- Phoenix Chapter
Agenda
• Pacific Edge Background
• Portfolio Management Overview
• Leveraging MS Project in PE Portfolio Management
• Customer Examples
• EPM Processes – Enterprise interdependencies
• Product Demonstration
• Visor Drawing
Corporate History
• Founded in 1998
• Privately Held Company
• Headquartered in Bellevue, WA
• Numerous Industry Accolades
• Early Pioneer of Project
Portfolio Management Software
• An Industry Leader of
Enterprise Portfolio
Management Software
Customers
Portfolio Management Vs Project Management
Project Portfolio Management
Are we doing the RIGHT projects
Do we have the RIGHT resources
Are we spending in the RIGHT areas
Project Management
Are we doing projects well?
Are projects on time and budget?
Do resources know what they are doing?
Strategic Tactical
Portfolio Management Definition
PORTFOLIO MANAGEMENT is the continuous process of selecting, prioritizing and managing the optimum mix of corporate investment in products, R&D, projects, hardware/software, assets, operations, etc. to deliver maximum business value.
In this decision making process, management can focus their limited resources on investments that are achievable and strategically aligned with business goals.
The resulting portfolio delivers a balance of what is possible and what is needed.
Business Drivers for Portfolio Management
Agility in a Rapidly Changing Marketplace
• Monitor business performance
• React to sudden environmental shocks
• Multiple planning cycles
• Risk mitigation
• Decrease organizational reaction time
“It is not the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.”– Charles Darwin
Manage Complexity
• Reduce 75% failure rate for complex projects through better selection
• Improve visibility of investments across organizations
• Reduce costs by consolidating legacy and duplicate investments
Business Drivers for Portfolio Management
Business Drivers for Portfolio Management
Optimize Resources
• Remove high cost, low performance, and off-strategy investments
• Re-allocate, re-balance, and re-sequence portfolio of investments for maximum effectiveness
More than 40% pared back budgets at some point in 2002.– Morgan Stanley CIO Survey
Business Benefits of Portfolio Management
Reduce costs by identifying low value, non-strategic, redundant, or poorly performing assets and projects.
Increase return on enterprise portfolios through improved selection, prioritization, sequencing, and governance of corporate investments.
Optimize the use of critical resources by balancing risk and focusing on the most valuable investments.
Achieve competitive advantage by reducing the time required to realign the enterprise investment portfolio with rapidly changing business needs.
How are Enterprises doing Portfolio Management Today?
Spreadsheets Presentations E-Mails Planning Meetings Microsoft Project Accounting Apps Custom DB Apps Lotus Notes/Groupware
MS Project in Pacific Edge Portfolio Management
Top down project planning to ascertain value and risk
Build the tactical plan that executes the project Provide estimate dates, actual dates and
assignments As project progresses, updated information is
provided back to Project Office Portfolio Up to date information regarding execution is
visible in Portfolio Edge
Project Office 4.0
Top down planning: create a project without defining all of the work items.
Centralized Document Management: Provides a central repository for managing project documents with check-in/out and versioning.
Project Team Collaboration: Capture lists of information related to a project, like risks, issues, changes, or requirements and enable project teams to collaborate on them.
Project Office 4.0
My Projects: Enables project managers and projects teams to access the project profile, documents, logs, links, and project summaries rolled up from Microsoft Project.
Centralized Document Management: Provides a central repository for managing project documents with check-in/out and versioning.
Project Team Collaboration: Capture lists of information related to a project, like risks, issues, changes, or requirements and enable project teams to collaborate on them.
Project Office 4.0 Connectors
Together with the Project Office Connector, Project Office 4.0 links detailed project planning and portfolio management for a complete closed-loop solution.
XML-based Data Exchange: New Project Office Connector allows project managers to manage task plans with MS Project 98, 2000, and 2002.
Summary Level Publishing: Publish task summary information to Project Office while managing the details offline.
Assign Pool Resources: Assign resources to tasks and synchronize project resources with the Project Office resource pool.
- Pacific Edge
Portfolio Edge provides instant, high-level visibility into the program and project information managed by the Pacific Edge’s Project Office Suite
100% web-based, zero-client architecture
User-maintained, personalized dashboard
Chart history
On-demand and scheduled publishing
Custom charts and indicators.
Multiple chart formats
Portfolio Management Results
$4 million savings within 18 months
Reduced IT resources by 20% while maintaining customer satisfaction
Eliminated or consolidated off-strategy or duplicate projects
$9 million savings within 18 months
Mercy Health Results
Situation Project users, but many areas using spreadsheets,
white boards etc Lack of strategic focus Poor project inventory methods Constrained resources Inconsistent reporting
Alignment Projects are strategically aligned with organizational
goals. Enhanced project approval and prioritization process
for management. Improved resource allocation. Increased customer satisfaction.
Value $4 million savings after 18 months. Reduced IT resources by 20%.
Schlumberger Results
Situation
MS Project Users
Poor strategic alignment
Millions wasted on duplicate investments
Alignment Alignment of investments to strategy
visible to management Resource utilization and alignment
through better time capture Eliminated or consolidated off-
strategy or duplicate activities
Value $9 million savings after 18 months
Step 1Step 1
ValueValue
Steps to Business Value
Step 4Step 4
Step 3Step 3
Step 2Step 2
Portfolio Balancing Investment lifecycle Cost/ROI Investment Risk and Value Resource capacity/demand
Portfolio Clean-up Data Clean-up Redundant Programs/Investments Off Strategy Investments Low value/high risk investments
Portfolio Alignment / Pipeline Management Proposals Scoring and Ranking Phase Gate / Approval Processing
45 Days 90 Days 9-18 Months
Portfolio Inventory Configuration Data Capture Visibility & Communication
2%-5% Return
25% Return
Enterprise Portfolio Management Process
Enterprise Portfolio ManagementMay 2003