1. going beyond business as usual the pci group Integrated Project & Portfolio Management Microsoft Project Server 2003 – ProSight Portfolios Interface Presented by the pci group Emre Guzelaydin 10-20-04

2.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Objective Maximizing Value from Projects Project and Portfolio Management Integrated Model for Success ProSight Portfolios Microsoft Project Bridge Description Demo

3.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Getting More Value Out of Your Projects Why Is There So Much Focus Recently On Getting More Value Out of Projects ? Companies are under tremendous pressure to reduce cost (budgets are being cut) Greater productivity gains must be realized with fewer resources Shareholder expectations increasing Competitive pressure mounting

4.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Strategic Challenges Are projects in the portfolio aligned with strategic objectives of the company? Will the project portfolio yield maximum value? Are projects prioritized to ensure optimum use of resources? Are project priorities, objectives, deliverables, milestones, etc. communicated clearly to project teams and peers? Are there too many small, short-term, low- impact projects? Is the mix of projects balanced to minimize risks to the organization? Are the budget and resources available to accomplish the objectives of all projects?

5.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com More Strategic Challenges… Do I have a way of continually monitoring the health of my project portfolio ? Do we have too many projects for the limited resources available? Do we have high project failure rates (low throughput)? What corrective action must I take to bring the project back on course? What are the issues/risks that could jeopardize my project ? What is my action plan for dealing with those risks ? Do I have the budget & resources needed to accomplish my project’s objectives? Are we catching under-performing, off-strategy projects quickly and adjusting resource allocations accordingly? Do we have accurate and timely information from active projects to facilitate decision making?

6.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com In Summary… Are we working on the right projects? PORTFOLIO MANAGEMENT Are we doing projects right? PROJECT MANAGEMENT

7.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com “The greatest waste in business is doing the wrong thing well.” Henry Ford

8.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Premise Tomorrow’s successful organizations will be determined by the ultimate value of the projects they select and how well they simultaneously integrate, manage, and control their multiple projects - projects that are vital to their continued corporate success. Doing the Right Projects Doing Projects Right

9.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Portfolio Management Portfolio Management answers the following questions: 1.Have I defined my key business objectives for my organization? 2.Does each of my projects support one or more of my key business objectives? 3.How do I prioritize my projects? 4.How do I select the projects that will provide the greatest return on investment? 5.How do I balance my projects to minimize the risk to my organization? 6.Do I have the budget and resources needed to accomplish the objectives of all of my projects? 7.Do I have a way of continually monitoring the health of my project portfolio?

10.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Portfolio Management Dynamic decision process, whereby a business’s list of active and candidate projects is constantly evaluated and revised Process of transforming company objectives into prioritized list of programs and projects Art of continuously evaluating and allocating scarce company resources to optimum mix of projects that deliver the maximum value to the organization

11.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Project Prioritization Process Ideas Screen for Completeness of Information Rejected Ideas Strategic Alignment Scorecard Business Value Scorecard Project Candidates Projects Prioritizatio n Scorecard Prioritized Projects

12.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Goals of Portfolio Management Value Maximization Strategic Alignment Balance Risk vs. Reward Across Business Objectives Across Business Units/Departments

13.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Project Management Project Management answers the following questions : 1.Is my project on schedule and within budget? 2.Which tasks are on the critical path? 3.What corrective action must I take to bring the project back on course? 4.What are the risks that could jeopardize my project ? What is my action plan for dealing with those risks? 5.Do I have the budget & resources needed to accomplish my project’s objectives? 6.Is the project status communicated timely, clearly and accurately to appropriate people?

14.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Project Management Application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Accomplished through use of processes such as: Initiating Planning Executing Controlling Closing Project team manages project work typically involving: Competing demands for: scope, time cost and quality. Stakeholders with different needs and expectations. Identified requirements

15.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Challenge… Are we working on the right projects? PORTFOLIO MANAGEMENT Are we doing projects right? PROJECT MANAGEMENT Do we have an integrated process to ensure information flow, and top-down & bottom-up communication? BRIDGING PORTFOLIO & PROJECT MANAGEMENT

16.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Process IT Organization PPM Integrated Model (Bridging the Gap) Strategic Alignment Portfolio Management Portfolio of Projects StrategicProduct Operational Capital Expansion Project 1 PMO Identify, Prioritize, Select & Review Projects Optimize the Portfolio Resource Allocation Inter-project Coordination Consolidated Reporting Project Life Cycle PMBOK Standards PM Tools & Processes Training PM Skillset Dept. 1Dept. 2Dept. 3Dept. 4Dept. 5Dept. 6 Project A Project B Project C Project & Program Management Strategic Management Key Objectives Mission and Vision Key Business Objectives Enterprise Project Management

17.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Integrated PM Process Vision Project Management Initiative n Initiate Pla n Kick off Exec ute & Cont rol Clo seo ut Initiative 2 Initiate Pla n Kick off Exec ute & Cont rol Clo seo ut Initiative 1 Initiate Pla n Kick off Exe cute & Cont rol Clo seo ut Initiation Modify Priority, Assignment Consolidate Status Review Resource Mgmt. Revised Priorities, Objectives Initiative Objectives Initiative Status Initiative Selection Periodic Executive Review Prioritize, Modify Goals, Cancel Business Objectives Portfolio Status, Metrics Initiative Objectives Priorities, Targets Program Management PMO Strategic Management Portfolio Management 2005 Initiatives Supporting PM Processes Change Mgmt, Risk Mgmt, Issues Mgmt, Lessons Learned

18.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Key Enablers to Enterprise Project Management Project/Program Management Office Processes Organizational Infrastructure Trained Staff Executive Sponsorship The “Right” Software

19.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Introducing… MS Project Server and ProSight Interface MS Project Server 2003 ProSight Portfolios ProSight Portfolios Bridge for MSP Server 2003

20.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com MS Project Server and ProSight Interface Workflow Prioritize and select projects (Establish Portfolio) Define project level targets, high-level plans (life cycles) Establish enterprise parameters Create projects from ProSight Develop detailed task plans, resource assignments Track Progress Update life cycle and resource information Evaluate Portfolio Revise project level data as required Revise task plans and resource assignments Publish Update Publish Upd. Proj. enterprise codes Bridge Manage data mapping between ProSight and MS Project ProSight Portfolios MS Project Server 2003 Import

21.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com ProSight Portfolios – MS Project Bridge Demo… 1.Review Portfolio in ProSight Scorecard Investor Maps Project Form and Workbook: Life Cycle 2.Publish a portfolio of projects to MS Project Open a ProSight project in MS Project Professional Revise dates, assign resources, add tasks, etc. Link to the project in ProSight and review changes Open Project Web Access from ProSight and review portfolio

22.  Copyright 2003 by the pci group. All rights reserved. www.pcigroup1.com Questions & Answers