© 2007 Sequence Advisors. All Rights Reserved

Driving Change With Microsoft EPM Solutions David Luper, MBA, PMP, MCP

© 2007 Sequence Advisors. All Rights Reserved

Sequence Advisors: Who Are We? Agenda Case Study: Using Microsoft EPM Solutions to Drive Business Transformation Business Transformation Why an EPM Solution? Wrap Up

© 2007 Sequence Advisors. All Rights Reserved Implemented Project Server 2003 / 2007 at over 40 companies in 10 industries, including manufacturing, professional services, information technology and pharmaceuticals Great team with high skills, deep knowledge and project management expertise Complete platform experience, including SQL Server, SQL Reporting Services, SharePoint Portal Server and the Project Server stack Flexible and versatile to adapt to client’s methodology

© 2007 Sequence Advisors. All Rights Reserved Case Study BackgroundProblem StatementSolutionResults One of the largest combination natural gas and electric utilities in the United States ~20,000 employees focused on the company’s primary business: the transmission and delivery of energy Provides natural gas and electric service to ~15 million people in a 70,000 square mile service area In response to economic trends and customer needs, the company initiated a business transformation effort to better serve its customers and optimize the use of business assets. The effort needed to model best practices and showcase the results of an integrated program.

© 2007 Sequence Advisors. All Rights Reserved The company is currently undertaking a major business transformation—one that will significantly restructure its operations Goals · Fundamentally improve service · Increase efficiency of product delivery The company has projected significant savings based on the business transformation effort – over hundred million dollars Investment · Over 1000 employees and contractors · Over 35 initiatives · Hundreds of million s of dollars

© 2007 Sequence Advisors. All Rights Reserved EPM enables meaningful performance measurement and improvement: 51% of all projects come in over budget or run past the original deadline (Standish Group CHAOS Chronicles 2003) 15% of all projects fail altogether (Standish Group CHAOS Chronicles 2003) 33% decrease of Project Manager administrative overhead (Nucleus Research ROI) 8% increase in staff utilization (FluidIQs Case Study) 20% decrease in schedule variance (FluidIQs Case Study) Hundreds of millions invested, and over $ 100 million in cost savings at stake

© 2007 Sequence Advisors. All Rights Reserved

Case Study BackgroundProblem StatementSolutionResults One of the largest combination natural gas and electric utilities in the United States. ~20,000 employees focused on the company’s primary business: the transmission and delivery of energy Provides natural gas and electric service to ~15 million people in a 70,000 square mile service area In response to economic trends and customer needs, the company initiated a business transformation effort to better serve its customers and optimize the use of business assets. The effort needed to model best practices and showcase the results of an integrated program. Microsoft Project Server 2003 SQL Reporting Services SharePoint Portal Server Together with industry best practices in: Project management Program management PMO development Goal: To provide real data around schedule, scope, cost, risk and vendor management.

© 2007 Sequence Advisors. All Rights Reserved LOB Systems SQL Reporting Services 2003 SharePoint Portal Server

© 2007 Sequence Advisors. All Rights Reserved Schedule Standards, Templates, and Training Program Metrics and Reporting Project Diagnostics Project Management Consulting

© 2007 Sequence Advisors. All Rights Reserved Developed scheduling standards that were manageable by a disparate group of PMs Directly supported PMs in developing dynamic schedules, but avoided overwhelming with details Met with teams to evangelize on the benefits of web-based updates, views, and automated reports Delivered training sessions on an ongoing basis to make time-entry possible in a fluid “roll on, roll off” environment Proved out “integrated work planning” approach

© 2007 Sequence Advisors. All Rights Reserved Evolved over time as the program’s project management maturity increased Started with simple Schedule and Work Effort Variance reports to give program leads early indicators of issues Expanded dramatically as the program moved into IT-heavy projects Deployed and supported a comprehensive set of schedule, scope, and cost metrics; Currently reviewed by company officers monthly, and by Program PMO weekly

© 2007 Sequence Advisors. All Rights Reserved Metrics Reports Program Overview Detailed Productivity Detailed Earned vs. Burned Availability Resource Utilization Schedule Performance Critical Milestone Report Integrated Program View Financial MetricsRisk and Issue Dashboard

© 2007 Sequence Advisors. All Rights Reserved Tasks Not Started Tasks Not Finished Over-Allocated Resources Under-Allocated Resources Projected vs. Actual Effort Milestone Planned vs. Actual

© 2007 Sequence Advisors. All Rights Reserved Identify potential areas of schedule slippage within sub-programs and across the entire program Proactively identifying risk areas in projects and programs Focus on schedule maintenance within the context of resource allocation Forced teams to evaluate their planning and develop risk mitigation strategies Identifying and addressing staffing capacity issues before impact on project and program performance Metrics reports delivered fact-based information on schedule and effort Became incorporated into monthly Executive Dashboard used by company officers to manage the program Assessing project and program performance in order to gauge Portfolio health Reporting Infrastructure Enabled Program and Project Management

© 2007 Sequence Advisors. All Rights Reserved Provided full-time support to Program PMO to train Program Leads, PMs, and teams in the use of the EPM Solution Prepared the Integrated Program View monthly and interpreted the results Facilitated cross- program project management Provided direct “make-it-happen” assistance to programs on their integrated work plans Hired and currently training company resources to take over consultative and support roles This is hard work! The client invested in cultural and behavioral change.

© 2007 Sequence Advisors. All Rights Reserved Case Study BackgroundProblem StatementSolutionResults One of the largest combination natural gas and electric utilities in the United States. ~20,000 employees focused on the company’s primary business: the transmission and delivery of energy Provides natural gas and electric service to ~15 million people in a 70,000 square mile service area In response to economic trends and customer needs, the company initiated a business transformation effort to better serve its customers and optimize the use of business assets. The effort needed to model best practices and showcase the results of an integrated program. Microsoft Project Server 2003 SQL Reporting Services SharePoint Portal Server Together with industry best practices in: Project management Program management PMO development Goal: To provide real data around schedule, scope, cost, risk and vendor management. Data-driven decision making Proactive instead of reactive program management Realization of the fact that project management is core to the company’s ability to effectively reduce operating costs and improve customer service

© 2007 Sequence Advisors. All Rights Reserved Fact-based decision making is critical to successfully managing large numbers of projects and programs Program and project metrics developed from Project Server provide huge credibility—when backed up by real data This is hard work and companies must commit to the investment to be successful

© 2007 Sequence Advisors. All Rights Reserved © 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.