Post on 02-Jan-2016
Enterprise Project Management 2007
Gaurav AggarwalSenior Consultant | Microsoft IndiaMCA: Database, MCA : Solutions, PMPgauravag@microsoft.com
Session Objective
Introduction to Enterprise Project Management 2007Showcase how VSTS and EPM can be used together to provide program level insight into multiple software development projects
Agenda
Why Enterprise Project Management Introduction to Enterprise Project Management 2007Demo – Possibilities Using Microsoft VSTS and EPMMarket PerceptionQ&A
14Transparency
Regulatory Compliance (FISMA, SOX)
Access to Information IT: Participation and Governance
One Worldof Business
Collaboration Nomadic Workforce
IT: Ubiquity and Interoperability
Changing Workforce
Demographic Changes Projected Talent Shortfall
IT: Consumerization and IP Management
Always On, Always
Connected Work and Family Life Balance
Information Overload IT: Contextual and Role-based
Mega Trends: New World Of Work
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
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
The Business Needs
0
Align work with strategic objectives
Manage projects and resources effectively
Gain visibility and control over projects
Rationalize investment
Enterprise Project Management Can HelpMore than 94% of the
respondents stated that implementing project management added value to their organizationsAll size organizations in all industries reported improvement
25%
15%
15%
20%
Return onInvestment
Productivity
Time to Market
Project/ProcessPerformance
The Value of Project Management, Project Management Solutions, 2002
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 activitiesOperational improvements Traditional development projects
People
Technology
Strategy
EPM Process
EPM leverages your people, processes, and technology to generate the change needed to keep your organization current and competitive
EPM leverages your people, processes, and technology to generate the change needed to keep your organization current and competitive
Participation Across the Organization…
Executive StakeholdersHow can I see & prioritize initiatives across my org?
What’s the status of our top 3 initiatives?
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Participation Across the Organization…
Insight and ReportingExec Stakeholders
What am I supposed to be delivering this week?
How can I collaborate with people on my team?
What am I supposed to be delivering this week?
How can I collaborate with people on my team?
Team Members
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Team MembersA clear understanding of
ownership
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Team MembersA clear understanding of
ownership
Resource ManagersWho’s available to staff our new projects?
Who's working on what and do they have the skills?
Resource ManagersWho’s available to staff our new projects?
Who's working on what and do they have the skills?
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Team MembersA clear understanding of
ownership
Resource ManagersWhat resources are
available
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Team MembersA clear understanding of
ownership
Resource ManagersWhat resources are
available
IT ManagersCan we link project data with our front & back office?
What’s the best way to deploy and monitor?
IT ManagersCan we link project data with our front & back office?
What’s the best way to deploy and monitor?
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Team MembersA clear understanding of
ownership
Resource ManagersWhat resources are
available
ITOpen, secure systems
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Team MembersA clear understanding of
ownership
Resource ManagersWhat resources are
available
ITOpen, secure systems
Project ManagersWhen will we really finish and what will it cost?
Can we re-use best practices across projects?
Project ManagersWhen will we really finish and what will it cost?
Can we re-use best practices across projects?
Participation Across the Organization…
Insight and ReportingExec Stakeholders
Team MembersA clear understanding of
ownership
Resource ManagersWhat resources are
available
ITOpen, secure systems
Project ManagersIntuitive project management
What is Visual Studio Team System?
IncreasedReliability
QualityEarly & Often
Predictability& Visibility
Design forOperations
ProjectManager
SolutionArchitect
DeveloperTester
InfrastructureArchitect
Single suite of software lifecycle tools for project teams: project managers, architects, developers and testers
ApplicationsManagement
Process guidance
Requirements management
Design
Code management
Test management
Bug tracking
Technical Focus Business Focus
Project & Development Management Risk management
Change management
Planning and assigning
Real time status reporting
Scenario management
Documentation
Program & Portfolio Management
Resource management
Financial management
Executive analysis
Program & Portfolio alignment
Manage all projects in the enterprise
Advanced planning & scheduling
What Can VSTS and EPM Do For My Business?
What Can VSTS and EPM Do For Programs?
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.
Project managers gain control of delivery through better planning and communications.
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.
Program delivery to time, budget and quality. Realizing forecast program business benefits. Shorter SDLC. Business decisions based on good information.
What Can VSTS and EPM Do For My Business?
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.
Development and product managers: able to map team activity to business strategy and value metrics. Able to measure the reliability and value of applications.
Enterprise Project Management Office (EPMO) supporting executive decision-making: on the project and maintained apps portfolios.
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.
Organization Profiles for the EPM Capability in the BPIO Model
GenericProductivity
Tool
(e.g. MS Office:Using Excel for
task manageme
nt,Outlook forassigning
resources,…)
SpecializedProject MgtStandalone
Desktop Tool(e.g. MS Project
Std)
Project &Portfolio Mgt
(PPM)Solution
Enterprise-viewWeb access
Collaboration
(e.g. MicrosoftEPM Solution)
AdvancedPPM SolutionWith LOB app integrationOptimized PPM
algorithmsEnterprise-wide
deployment
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
Feedback / QnA
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Contact
http://blogs.msdn.com/gauravagg
Email Address - gauravag@microsoft.com
© 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.
The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after
the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.
PMI’s Standard
Benefits all projectmanagement communitiesProvides Project Managementapplication expertiseComplements PMBOK methodologiesNew GenerationCertification Family**
* Reprinted with permission of the Project Management Institute, Inc. ** Project Portfolio Server planned as future MCITP certification.
Demonstrates competency in the use of Project 2007
ServerDemonstrates competency in the use of Project 2007
desktop
Demonstrates competency inthe use of Project 2007
Serverfor large complex projects
and programs
Exam: 70-632
July 2007Course: 5927
August 2007
Exam: 70-633
October 2007Course:
5928January 2008
Exam: 70-634
January 2008Course: 5929
March 2008
EPM 2007 Curriculum And Credentials
EPM Professional(MCITP)
EPM Technology Specialist (MCTS)
Desktop Technology Specialist (MCTS)
Resulting in Enhanced Management and Organization NeedsGain a consolidated, real-time view of
initiatives across your organizationStaff the right people on the right jobsAvoid duplicating work for each engagementShare and retain knowledge and apply lessons learned across your organization
The Costs to Your Organization are Real51% of all projects come in over
budget or run past the original deadline15% 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.
IT Governance Product Development
Quality Management
ING Peugeot-Citroen Dr. Reddy’s Laboratories
http://download.microsoft.com/documents/customerevidence/25231_Aquila_Solution_Brief_final.doc
Allianz Samsung Black & Veatch
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