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Implementing Enterprise Project Management (EPM). Christopher Pond Technical Solution Professional – Microsoft EPM b March 2011. “ The problem with how we understand the developing world isn’t ignorance. It’s preconceived ideas. ” Hans Rosling. Before we begin.

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Implementing Enterprise Project Management (EPM)

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    1. Implementing Enterprise Project Management (EPM) Christopher Pond Technical Solution Professional – Microsoft EPM March2011 “The problem with how we understand the developing world isn’t ignorance. It’s preconceived ideas.” Hans Rosling

    2. Before we begin fold your arms now unfold them fold your arms the other way round (so the arm usually on top is underneath) Did you try the experiment? Did you feel awkward doing it? Did you not want to do it? Did you get it wrong first time? This exercise highlights how implementing changes can involve resistance, discomfort and error. with thanks to Irvin Munir

    3. Christopher Pond • 14 years experience delivering EPM / Collaborative Solutions • Business Change • Training • Technology • UK’s only Microsoft Technical Solution Professional for EPM

    4. Corporate Project Solutions Experts in Portfolio, Portfolio, Programme, & Project Management Combining ‘People Process & Technology’ Tens to Thousands of Seats Implemented Over 700 Clients Over 11,000 users trained • Established 1995 • Fifteen years Enterprise Solutions Implementation Experience • From Lotus Notes and GroupProject to Microsoft SharePoint and Project Server • 2010 Launch Partner

    5. Some of our clients

    6. Two questions What is Enterprise Project Management (EPM) What does “implement” mean? People | Process | Organisation | Strategy | Technology it’s not just about “some software”

    7. People | Process | Organisation | Strategy | Technology • People – Ensuring there is a focus on skills and competencies by carrying out multi-level training. • eaton • Processes– common approach for people to collaborate around projects & programmes Technology –Implemented to assist people carrying out the process. • Strategy– the drivers for change and the vision of a future state to roadmap a feasible, path to get there. • Organisational “will” to support change

    8. Another Way of Looking at it… Organisation Technology Process People Finance Change? HR CRM EPM Strategy

    9. Education There are known knowns; there are things we know we know. We also know there are known unknowns; that is to say we know there are some things we do not know. But there are also unknown unknowns – the ones we don't know we don't know. Former United States Secretary of Defense Donald Rumsfeld

    10. Common issues faced by organisations Work not prioritised Lack of authorisation No definitive list of projects / work packages Visibility of progress Undefined project controls Ability to manage project risks & issues Delivering the wrong products Understanding of resource capacity or allocation process Limited control of budgets Inconsistent approaches No control of project documentation Project benefits are not managed or realised Business Intelligence

    11. Maturity - a continuous process • Analogy to P3M3 • Level 0 Nothing • Level 1 Immature / initial – a named entity • Level 2 Established, repeatable – needs improvement • Level 3 Grown up / defined – successful, capable • Level 4 Mature, managed – analytics, KPI • Level 5 Optimised

    12. Why implement EPM? • Deliver business improvement through change • lean & competitive • Maximise value for taxpayers & shareholders. • Can organisations repeatedly cut resources & deliver more? • Business demands value in every project • Are resources being utilised efficiently? • Can we prioritise effectively? • Can we provide the necessary programme and project controls? • The reasons will differ for each organisation

    13. Key benefits of PPM

    14. What have we learnt so far? Implementing EPM is about changing the culture of an organisation Supported by training, processes & technology > on an on-going basis < Please support

    15. It always comes round to… the technology question

    16. BI / Dashboards

    17. BI / Dashboards

    18. Highlight / Status Report

    19. Portfolio Management • Prioritise your portfolio by various constraints • Total cost • ROI • etc • Compare multiple what-if scenarios • Strive for the Efficient Frontier

    20. Technology Enables Twitter & Facebook Dictators were toppled Internet = democracy Q.E.D Twitter & FB did not cause the changes we’re currently witnessing The tools supported & enabled the change

    21. Common questions & statements Our end users won’t need training if they’ve used Project before, will they?  How tricky can it be? Aren’t Microsoft products simply plug’n’play? Surely 10 days is plenty of time to get it implemented? We don’t need to worry about managing the change!

    22. Isn’t it just another Microsoft product? No

    23. How much does > it < cost? An example where money isn’t everything

    24. Getting started • What’s the problem? • What are your aspirations? • Internal costs for change • Timing and phasing • “Buy-in” • External support & consulting • Hardware • Software • External hosting • Software as a Service (SaaS) • Training • On-going support for the change • Continuous improvement hint: nothing is free

    25. Enterprise Project Management Enterprise Project Management Solution Team Collaboration Resource Management Portfolio Optimization Work Management 4

    26. What Is Project Portfolio Management? • The continuous process of identifying, selectingand managinga portfolio of projects in alignment with key performance metrics and strategic business objectives.

    27. Who do you need to consider? • Demand Management • Portfolio Selection • Capacity Planning • Portfolio Reporting Portfolio Management Alignment with Business Objectives Executives and Portfolio Managers • Resource Management • Financial Management • Project Reporting • Project Scheduling • Program Management EnterpriseProject Management Visibility & Control PMO, Resource and Project Managers Project Team Members Collaboration • Time Reporting • Team Collaboration • Issue and Risk Work Management 5

    28. Capabilities • But which ones? • What will you need to change? • How should it be phased?

    29. What to do to get going…ideally • Set the capability / benefit expectations – so that success can be measured • Establish ‘Organisational Will’ at the right level • Is the organisation / department engaged? • Appoint a capable Programme Manager – to deliver effectively • Assess the current stateof strategy management & 'P3 organisation’ provision – to make change provision feasible • Appoint a Senior Responsible Owner – a business person to front the change • Devise a problem statement – to gain stakeholder engagement • What issues do we currently face? • Map out the vision for how the objectives can be met – keeping short and long term needs visible • Prepare Benefit Profiles, a Business Case, Programme Brief, Programme Preparation Plan & Vision statement Perspective is important

    30. Example Road Map Phase 1 Phase 2 Phase 3 Project Delivery Governance Risk and Issue Management Visibility Across the Project Portfolio Project Repository Milestones High Level Risks & Issues Highlight reports RAG Annual Business Planning Cycle and Portfolio Management Request Governance – Project Approval Enterprise Resource Pool Time Tracking Detailed Project Schedule Management & Resource Allocations Foundation Progrss collection Time and cost actuals Capacity Planning at Role Level High Level Project Plans & Resource Allocations Resource Management Time & cost actuals

    31. Outline Implementation Plan Phase 4 Phase 2 Phase 1 Design Design Design System Configuration System Configuration System Configuration Validation Testing Validation Testing Validation Testing Training Training Training Roll Out Roll Out Roll Out Month 9 Month 10 Month 7 Month 5 Month 6 Month 4 Month 2 Month 1 Month 3 Month 8 Proof of Concept Workshops and Iterative Prototyping Iterative Prototyping Design Phase 3 System Configuration Validation Testing Training Roll Out Technical Design and Installation Project Management

    32. The good news Don’t be worried, frightened or put-off by what I have said about implementing EPM properly. It’s simply about manageable steps to ensure success

    33. What have we learnt so far? Implementing EPM is about changing the culture of an organisation Supported by training, processes & technology > on an on-going basis < Please support

    34. Christopher Pond 07973 796 629 / 01628 895 600 Find me on LinkedIN