Epm presentation itvamp paragon_102111 (3)

Enterprise Portfolio Management

Presented by:Sharon Rene SummersFor: Paragon Solutions

October 21, 2011

Topic #1Describe the defining characteristics for

large scale vs. small scale Enterprise Portfolio Management with respect to strategy, structure and engagement (with business, project teams etc.) model

Large or Complex Scale EPM Types Global PMO – International Standardization Large number of Projects – Complex Migrations Multi-Level Portfolios – Varied Rollups Satellite PMOs - Disconnected methods & technologies SAP/PSoft or other Application Integrations – db links Customized/Automated – Developers required Cloud Scenarios – EPMO has less control due to hosted solution New Technology – Additional training SOX Requirements – System may be location of audits Low PMO Maturity Level - Raising of Level is required Divestitures – Ownership of Technology and PMO Process

Note: Size of Company does not determine the size or complexity

Small Scale or Simple EPM Types Local Office PMO – Standardization is local Small number of Projects – Simple Migrations Single Level Portfolios – One Rollups No Application Integrations – no db links Not Customized/Automated – Developers not required Corporate PMO – EPMO has control Familiar with Technology – Standard Training No SOX via EPM – System may be linked to Documentum High PMO Maturity Level – Ease of Building an EPMO EPM Process in place – Upgrade and Migration of new Technology No Divestitures – Ownership of Technology is local

Note: Size of Company does not determine the size or complexity

12 Key EPM Process Areas

ResourceManagement

PortfolioManagement

DemandManageme

nt

QualityManagement

Risk/Issue Management

Financial Management

ProgramManagement

ProjectManagement

VendorManagement

ChangeManagement

TimeManagement

Strategy &Scoping

Each EPM Process area contains a High Level and Sub-Level Workflows

Sub-Process Workflow Areas

Financial Manageme

nt

Portfolio

Management

Stage GateFinancialAnalysis

Project Registratio

n

ResourceOptimizati

on

FinancialReporting

Resource Allocation

Quality Manageme

nt

DashboardReporting

ReleaseMgmt.

Resource Manageme

nt

EPMProcess

Visio Workflows

EPM Artifacts Portfolio Management

Project Registration

DashboardReporting

Dashboard Rpt.

Registration

Project Prioritization

Priority List

Process Leads to Technology

ENGINEER

RE-ENGINEER

Build your EPM with the Best Practice

Engineer your EPM Process for your Enterprise PMOInstall your EPM Technology

Engagement Strategy

Large Scale EPM StrategyPMO Assessment (based on Microsoft REJ)Business Analysis (BRD & TRD) Roadmap EPM Process Build out 3-5 workflow levelsEPM Technology Installation & ConfigurationCustomization with DevelopmentEPM Process TrainingProject Server 2010 TrainingEPMO Organizational BuildEPM Support Model

High Level StepsBuild the Best Practice ProcessDesign and engage the organizationTest the EPM ProcessAlign PMO Method or Methods to EPMApprove the EPM Process and TrainInstall EPM TechnologyConfigure Mapping of Process to TechnologyImplement the EPM TechnologyTest the EPM TechnologyApprove the EPM Technology and Train

EPM Team Large ScaleEPM

Solutions Provider

Engagement Manager

Business Analyst Project Manager

SharePoint

Specialist

SharePoint

Developer

Project Server

Specialist

Project Server Develop

er

Server Enginee

r

Database

Administrator

Change Manager

EPM Team Small ScaleEPM Solutions Specialist

Business Analyst

SharePoint Specialist

Project Server Specialist

Server Engineer

DatabaseAdministrator

Small Scale CharacteristicsA Small Scale EPM Strategy is one of the

following:May only require limited Build out Key Process

Framework with no sub-levels – High level ProcessBuild out of Migration only of Project Plans and

not the EPM Process & SharePoint functionalityDirect Mapping of Process to TechnologyDoes not Require CustomizationOne Methodology or SDLC is on BoardNo Stage GatesCorporate Mandate & Sponsorship

EPM or PPM? (example)If an Organization requests only the

following:Demand of Projects Project PrioritizationView of List of Projects in a PortfolioFinancial Management of a PortfolioOptimization of Projects in a PortfolioProjects to Portfolio Value

then the PMO Organization does not require an EPM but a PPM (A smaller Development of Process and Technology to report to Executive Management).

Project Server as a PPM

PPM SolutionOrganizations with Top Down ApproachDemand Management FocusCapacity PlanningProject PrioritizationChange ManagementFinancial PlanningBudget Analysis

PPM is an abbreviated version of Enterprise Portfolio Management and at one level below the EPM as Portfolio

Management is one key area.

Topic #2Outline the Critical Success Factors for the

above to ensure EPM success in and of itself, and business value

CSF’sCorporate Support and Executive

SponsorshipOrganizational ReadinessBusiness and IT InvestmentPMO Maturity LevelBusiness Goal AlignmentComprehensive Business and Technical

RequirementsOrganizational Change ManagementAbility to Maintain and Support the EPM

Benefits – Project Server 2010Top 10 Benefits1. Unified project and portfolio management.2. Drive accountability and control with governance

workflow.3. Standardize and streamline project initiation.4. Select the right portfolios that align with strategy.5. Easily build Web-based project schedules.6. Intuitively submit time and task updates.7. Gain visibility and control through reports and

dashboards.8. Simplified administration and flexibility.9. Gain additional value from the Microsoft platform.10. Extensible and programmable platform.

Business ValuesConsolidation of Projects = Cost Savings $Resource Management = Cost Savings $Managed Scope of Portfolio = Cost Savings $Time Management = Cost Savings $Alignment to Business = Cost Savings $Standardization = Cost Savings $Web Access = Cost Savings $

A Business Value proposition should be provided by the vendor to the client.

Topic #3Discuss the key reports and reporting

dimensions (e.g. financial) that allow the baselining and ongoing measurement of EPM and the related/resulting activities and initiatives

Example of Financial Mgmt ReportsEstimation AccuracyEstimates to CompletionPlanned vs. ActualsCost and Budget AnalysisActual vs. DemandPortfolio Financial AnalysisAnnual Budget Reporting

These Reports allow tracking of Portfolio Baseline

EPM Reports GeneralPortfolio AnalysisDashboard ReportFinancial ReportsProject ReportsLOB ActivityStaffing PlansResource AllocationResource Optimization

All Reports allow baselining of metrics based on the organization’s criteria

Metrics of EPMNumber of Projects on BudgetNumber of Projects now aligned to the businessNumber of Processes aligned to operating modelNumber of Resources optimizedNumber of Resource hours gained by Time Management

ProcessNumber of Consolidation of ProjectsNumber of Projects Approved in Timely MannerNumber of Projects Prioritized effectively

There are hundreds of potential metrics. The Goal is to recommend metrics to the organization and provide the

Business need.

Topic #4Describe how Project Server would be

optimized in an EPM environment – from considerations when configuring, integrating with existing systems and processes, and deploying to the PMO and organization

Integration PointsSAP, HyperionHR Database or PeopleSoftTime Management Systems

Statement #1 “When integrating with HR System and Financial Applications Project Server is streamlined for one-time entries as well as time savings in administration

Statement #2 “When deploying with existing Processes take into consideration EPM process and re-engineering efforts.”

Statement #3 “If Time Management Systems are not integrated duplicate Time Sheets are required. Integration is key to see benefits.

Sharon Rene SummersEPM Specialist

Thank You

Sharon Rene SummersEPM Specialist

A Microsoft Partner

609-372-3524