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Enterprise Project Management 2007

Enterprise Project Management 2007. Gaurav Aggarwal Senior Consultant | Microsoft India MCA: Database, MCA : Solutions, PMP gauravag@microsoft.com. Session Objective. Introduction to Enterprise Project Management 2007

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Enterprise Project Management 2007

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  1. Enterprise Project Management 2007 Gaurav Aggarwal Senior Consultant |Microsoft India MCA: Database, MCA : Solutions, PMP gauravag@microsoft.com

  2. Session Objective • Introduction to Enterprise Project Management 2007 • Showcase how VSTS and EPM can be used together to provide program level insight into multiple software development projects

  3. Agenda • Why Enterprise Project Management • Introduction to Enterprise Project Management 2007 • Demo – Possibilities Using Microsoft VSTS and EPM • Market Perception • Q&A

  4. Mega Trends: New World Of Work • Transparency • Regulatory Compliance (FISMA, SOX) • Access to Information • IT: Participation and Governance • One Worldof Business • Collaboration • Nomadic Workforce • IT: Ubiquity and Interoperability • Others • Cost Control • Increase in move towards project management frameworks like APM, PMM, PRINCE2, PMBoK, • Increase in move towards Organization Project Management Maturity (OPM3), CMMI • Portfolio Management • Migration from earlier versions or competition • Always On, Always Connected • Work and Family Life Balance • Information Overload • IT: Contextual and Role-based • Changing Workforce • Demographic Changes • Projected Talent Shortfall • IT: Consumerization and IP Management

  5. What Drives the Need for Effective Project Management? • Business Challenges • Justifying using resources, taking initiatives • Aligning resources with organizational needs • Building proven processes to handle ever-changing business needs and to support organizational needs • Implementing best practices to leverage “lessons learned” • IT Challenges • Aligning IT initiatives with overall organizational strategy • Bridging the gap between IT managers and business unit owners and bringing them closer, making them equally responsible • Enabling effective communication among dispersed teams

  6. The Business Needs Align work with strategic objectives Rationalize investment 0 Gain visibility and control over projects Manage projects and resources effectively

  7. Enterprise Project Management Can Help • More than 94% of the respondents stated that implementing project management added value to their organizations • All size organizations in all industries reported improvement The Value of Project Management, Project Management Solutions, 2002

  8. What is Enterprise Project Management (EPM)? • A systematic approach to achieving organizational goals through a continual nucleus of projects, which include: • Strategic initiatives • Business transformation activities • Operational improvements • Traditional development projects Strategy EPM Process People Technology • EPM leverages your people, processes, and technology to generate the change needed to keep your organization current and competitive

  9. What Is Enterprise Project Management (EPM)? EPM Definition The Enterprise Project Management (EPM) Solution manages the entire investment and project life cycle—from strategic portfolio decisions to work management. Capabilities • Demand Management • Portfolio Selection • Work Planning • Collaboration & Reporting Core Microsoft Products Represented

  10. Executive Stakeholders • How can I see & prioritize initiatives across my org? • What’s the status of our top 3 initiatives? Participation Across the Organization…

  11. Exec Stakeholders Insight and Reporting Participation Across the Organization…

  12. Exec Stakeholders Team Members Insight and Reporting • What am I supposed to be delivering this week? • How can I collaborate with people on my team? Participation Across the Organization…

  13. Team Members A clear understanding of ownership Exec Stakeholders Insight and Reporting Participation Across the Organization…

  14. Team Members A clear understanding of ownership Exec Stakeholders Insight and Reporting • Resource Managers • Who’s available to staff our new projects? • Who's working on what and do they have the skills? Participation Across the Organization…

  15. Resource Managers What resources are available Team Members A clear understanding of ownership Exec Stakeholders Insight and Reporting Participation Across the Organization…

  16. IT Managers • Can we link project data with our front & back office? • What’s the best way to deploy and monitor? Resource Managers What resources are available Team Members A clear understanding of ownership Exec Stakeholders Insight and Reporting Participation Across the Organization…

  17. Resource Managers What resources are available Team Members A clear understanding of ownership IT Exec Stakeholders Open, secure systems Insight and Reporting Participation Across the Organization…

  18. Resource Managers What resources are available Team Members • Project Managers • When will we really finish and what will it cost? • Can we re-use best practices across projects? A clear understanding of ownership IT Exec Stakeholders Open, secure systems Insight and Reporting Participation Across the Organization…

  19. Resource Managers What resources are available Team Members A clear understanding of ownership IT Exec Stakeholders Open, secure systems Insight and Reporting Project Managers Intuitive project management Participation Across the Organization…

  20. IncreasedReliability QualityEarly & Often Design forOperations Predictability& Visibility Developer SolutionArchitect Tester InfrastructureArchitect ProjectManager What is Visual Studio Team System? • Single suite of software lifecycle tools for project teams: project managers, architects, developers and testers

  21. ApplicationsManagement Project & Development Management Program & Portfolio Management • Resource management • Financial management • Executive analysis • Program & Portfolio alignment • Manage all projects in the enterprise • Advanced planning & scheduling • Process guidance • Requirements management • Design • Code management • Test management • Bug tracking • Risk management • Change management • Planning and assigning • Real time status reporting • Scenario management • Documentation BusinessFocus Technical Focus What Can VSTS and EPM Do For My Business?

  22. DEMO Possibilities Using Microsoft VSTS and EPM

  23. What Can VSTS and EPM Do For Programs? Program delivery to time, budget and quality. Realizing forecast program business benefits. Shorter SDLC. Business decisions based on good information. Connected work processes and systems mean PMOs free up time from chasing data and are able to manage organization-wide program dependencies, risks and benefits. Project managers gain control of delivery through better planning and communications. Confident delivery of IT solutions (predictability, reliability, quality, timeliness and cost) as a result of using proven, integrated tools and methods for design, development and testing.

  24. What Can VSTS and EPM Do For My Business? CIOs able to prove the value of their inventory to the business. Reduced application support and development costs. Tracking the benefits of projects or existing applications. Enterprise Project Management Office (EPMO) supporting executive decision-making: on the project and maintained apps portfolios. Development and product managers: able to map team activity to business strategy and value metrics. Able to measure the reliability and value of applications. Better apps – quality, timeliness, reliability and cost. Reduced duplication of apps. Streamlined processes and tools for design, development and testing. Teams all working with the same data.

  25. Microsoft on Leader quadrant - Forrester

  26. Microsoft on Leader quadrant - Gartner

  27. Organization Profiles for the EPM Capability in the BPIO Model Generic Productivity Tool (e.g. MS Office: Using Excel for task management, Outlook for assigning resources,…) Project & Portfolio Mgt (PPM) Solution Enterprise-view Web access Collaboration (e.g. Microsoft EPM Solution) Specialized Project Mgt Standalone Desktop Tool (e.g. MS Project Std) Advanced PPM Solution With LOB app integration Optimized PPM algorithms Enterprise-wide deployment

  28. References • Learn more about EPM: • http://www.microsoft.com/office/project/prodinfo/epm/overview.mspx • Learn more about VSTS: • http://lab.msdn.microsoft.com/teamsystem • Learn more about Microsoft solutions for managing IT: • http://www.microsoft.com/windowsserversystem/dsi/dsioverview.mspx

  29. Feedback / QnA • Your Feedback is Important! Please take a few moments to fill out our online feedback form • Use the Question Manager on LiveMeeting to ask your questions now!

  30. Contact • http://blogs.msdn.com/gauravagg • Email Address - gauravag@microsoft.com

  31. EPM 2007 Curriculum And Credentials Benefits all projectmanagement communities Provides Project Managementapplication expertise Complements PMBOK methodologies New GenerationCertification Family** EPM Professional(MCITP) PMI’s Standard Demonstrates competency inthe use of Project 2007 Serverfor large complex projects and programs EPM Technology Specialist (MCTS) Desktop Technology Specialist (MCTS) Demonstrates competency in the use of Project 2007 Server Exam: 70-634January 2008 Demonstrates competency in the use of Project 2007 desktop Exam: 70-633October2007 Course: 5929March 2008 Exam: 70-632July 2007 Course: 5928January 2008 Course: 5927August 2007 * Reprinted with permission of the Project Management Institute, Inc. ** Project Portfolio Server planned as future MCITP certification.

  32. Resulting in Enhanced Management and Organization Needs • Gain a consolidated, real-time view of initiatives across your organization • Staff the right people on the right jobs • Avoid duplicating work for each engagement • Share and retain knowledge and apply lessons learned across your organization

  33. The Costs to Your Organization are Real • 51% of all projects come in over budget or run past the original deadline • 15% of projects fail altogether • $55 billion wasted on failed projects in US alone! How do your business initiatives measure up? The Standish Group, CHAOS Chronicles, 2003.

  34. Customer Stories Transcontinental: http://www.microsoft.com/canada/casestudies/transcontinental_Inc.mspx RTL Television: https://members.microsoft.com/customerevidence/search/EvidenceDetails.aspx?EvidenceID=4728&LanguageID=1&PFT=Enterprise%20Project%20Management&TaxID=25528

  35. Customer Momentum

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