Post on 26-Jan-2020
1
MPA Boston Chapter 1
MPA Boston ChapterOctober 26, 2005
Feature Presentation in coordination with2005 Project Summit NE:
Microsoft Office Project, Portfolio Management and IT Governance-What’s it all about?
Presentation will be posted in Members Only area of:www.mympa.org
Burlington Marriott HotelBurlington, MA
MPA Boston Chapter 2
Dinner6:00 PM
EPK Group – Allison J. Robin, Consultant, presenting for Rich Murphy, Managing Partner
Microsoft Office Project, Portfolio Management and IT Governance- What’s it all about?
7:10 PMFeature
Collect Meeting Response/Feedback FormsPrizes DrawingsApprove PMI PDU forms
8:15 PM -8:30 PM
Registration – Networking5:30 PM
MPA Boston–Meeting Response/Feedback Forms–Prizes Announcement - MPA Mission & Benefits–Boston Chapter Officers & Sponsors - Join MPA and Get Active!
Microsoft Project Update - Matt Roderman, Microsoft New England
7:00 PM
Agenda
MPA Boston Chpater - 10/26/05 Meeting
Page 1
2
MPA Boston Chapter 3
Prizes & PMI PDUs
Various prizes will be given out from a drawing using the meeting response cards.PMI PDUs will be issued for attendance at meeting
MPA Boston Chapter 4
MPA Mission
The mission of MPA is to provide the installed user base of Microsoft® Project with a forum to exchange ideas, support, and experience in order to improve understanding and utilization of all Microsoft Project related products.MPA is an independent users group formed with the support and recognition of Microsoft. We will actively seek out related organizations worldwide and collaborate with them to encourage the appropriate exchange of information to MPA membership for all levels of Microsoft Project experience.
MPA Boston Chpater - 10/26/05 Meeting
Page 2
3
MPA Boston Chapter 5
MPABoston Chapter Mission
In support of the MPA Mission, the Boston Chapter will:
Serve as focal point for MS Project User Community in Boston area:– Forum for sharing practical, “how to” knowledge. – Access to “members only” MPA Intellectual Capital.
Foster improvements in productivity & effectiveness thru use of MS ProjectProvide “how to” approaches towards implementing PMI-based project management processes. Provide opportunities for members to network & to enhance professional development. – Increase proficiency with Microsoft Project.– Broaden leadership & organizational skills & experience through
participation in officer positions.– Network & develop business interests through increased visibility within MS
Project user community.
MPA Boston Chapter 6
MPAMembership Benefits
The Project NetworkMonthly Ezine"Members Only" web site Regional meetings MPA's "backdoor" technical support MPA "Members Only" special offers Evaluation, Beta and preview Microsoft software Opportunities for knowledge sharing Networking opportunities
MPA Boston Chpater - 10/26/05 Meeting
Page 3
4
MPA Boston Chapter 7
Boston Chapter OfficersSlide 1 of 3
m.gould@neu.eduwww.ace.neu.edu/professional
Mark GouldDir., Exec. & Prof. Dev. ProgramsNortheastern Univ.
Director- University Relations
kanabar@bu.eduwww.bu.edu/global/ www.bu.edu/met/
Prof. Vijay Kanabar, PhD, PMPBos. Univ. Global/Met. College
Director- University Relations
-TBD - John Cirignano, PMP (Acting)
Secretary/Treasurer
chris.mauck@pcubed.comwww.pcubed.com
Chris Mauck, PMPSenior ConsultantPcubed
Vice-President- Programs/ Commun.
john.cirignano@verizon.netwww.patriotstech.comwww.bu.edu/global/www.bu.edu/met/
Adjunct Prof. John Cirignano, PMPPres., Patriots Tech. ConsultingBos. Univ. Global/Met. College
President
MPA Boston Chapter 8
Boston Chapter Officers Slide 2 of 3
matt.davis@pcubed.comwww.pcubed.com
Matt T. Davis, PMPSenior ConsultantPcubed
Director- Special Projects
avanti_pandit@yahoo.comAvanti Pandit, PMPProduct Release ManagerJenzabar, Inc.
Director- Special Projects
gsmbriggs@rcn.comwww.the-skyline-group.com
Graham Briggs, PEProject ManagerSkyline Group
Director- Special Projects
MPA Boston Chpater - 10/26/05 Meeting
Page 4
5
MPA Boston Chapter 9
Boston Chapter Officers Slide 3 of 3
dsinclair@atlanticsys.comwww.atlanticsys.com/
Doug Sinclair , PMPPartnerAtlantic Information Sys., Inc.
Director- Boston MAPMI Liaison
barbara.karten@earthlink.netBarbara J. Karten, PMPProduct Manager
Director- Central MA
PMI Liaison
matthewventura@hotmail.comMatthew Ventura, PMP CTT+Project Management Consultant
Director- RIPMI Liaison
david.lendry@kenrob.comwww.kenrob.com
Dave Lendry, PMP Program ManagerKenrob and Associates, Inc
Director- NHPMI Liaison
MPA Boston Chapter 10
MPA Global Sponsors
Pcubed Inc. – http://www.pcubed.com
Microsoft Corporation – http://www.microsoft.com
MPA Boston Chpater - 10/26/05 Meeting
Page 5
6
MPA Boston Chapter 11
MPA Boston Chapter Sponsors
Atlantic Information Systems, Inc.– http://www.atlanticsys.com/
Boston University/Metropolitan CollegeProject Management Certificate Program
– http://www.bu.edu/global/diploma/project_management/index.htmlMicrosoft New England District
– http://www.microsoft.com/mscorp/info/usaoffices/newengland/default.mspxNortheastern UniversityExecutive & Professional Development Programs
– http://www.ace.neu.edu/professionalPatriots Technology Consulting
– http://www.patriotstech.com/Pcubed Inc.
– http://www.pcubed.comSkyline Group, Inc.
– http://www.the-skyline-group.com
MPA Boston Chapter 12
Sponsor Benefits(Subject to MPA Rules)
Exposure and awareness among a highly qualified Microsoft Project audience. Mention at www.mympa.org with links to the sponsor’s website, grouped by sponsorship level. Sponsors may receive mention in chapter communications. Sponsors may provide marketing materials to be made available at chapter meetings. Sponsors are also permitted to contribute prizes to be given away in the chapter’s usual comment card drawing at the end of each meeting. Sponsors may collect attendee contact information separately on a voluntary basis.
MPA Boston Chpater - 10/26/05 Meeting
Page 6
7
MPA Boston Chapter 13
Join MPA and Get Active!
To join MPA, please visit:– www.mympa.org
To view upcoming Boston Chapter events:– http://www.mympa.org/chapters/BostonMetro/public
.aspx
MPA Boston Chapter 14
MPA Boston Chapter
Matt Roderman
Project and Visio Solutions Specialist
Microsoft Project Update
MPA Boston Chpater - 10/26/05 Meeting
Page 7
8
MPA Boston Chapter 15
This presentation will be posted on mympa.org after this meeting– MPA Members may then download the
presentation and utilize the hot links to view further conference details.
Time Left to Project Conference 2006!: 85 Days
MPA Boston Chapter 16
Project Conference 2006 Announcements– US Show Announcements
New! Show is already 50% booked in the first 4 weeks of registration being opened!New! Mike Angiulo, Project General Manager will keynote on Day 1New! Gene Kranz, Flight Director for Apollo 13 will keynote on day 2 on “Failure is not an Option!”New! Steve Ballmer will keynote on Day 3.New! Show Exhibitor booths are sold out! New! Session Titles will be posted to msprojectconference.com this weekNew! Sponsorship packages are available for partners, contact projconf@microsoft.com for more informationNew! If you are from the Microsoft field and wish to attend, please see Overall Show Information section for information regarding how to register, the Project Conference will be the best way to get readied and trained on Project.
MPA Boston Chpater - 10/26/05 Meeting
Page 8
9
MPA Boston Chapter 17
Overall Show Information– For more information on the Project Conference 2006
visit http://www.msprojectconference.com/For questions about registration or logistics questions contact:Microsoftevents@dynamicevents.comFor questions about event sessions, tracks, exhibitor and sponsorship information contact ProjConf@microsoft.comTo register non-Microsoft attendees visit http://www.msprojectconference.com/
– Registration InformationUS Show Confirmed Registrations: 520 (50% of Plan)Who’s Invited: Project Partners, Customers, MVPs and fulltime Microsoft employees $349 registration fee required to attend
MPA Boston Chapter 18
US Overall Show Info– Show Hours/Location: Jan 17-19 - 8 AM – 5:00PM –
Westin Hotel - Seattle, WA – Tracks: 9 tracks >
http://www.msprojectconference.com/tracks.htmAll sessions will be recorded.
– Show Sessions/Schedule: 85 Sessions (75 mins in length), all sessions will be recorded.
– Partner involvement: 15 exhibitor booths, 5+ partner lead sessions
– Keynotes: Day 1 – Mike Angiulo GM ProjectDay 2 - Gene Kranz, NASA Flight Director for Apollo 13Day 3 – Steve Ballmer, CEO Microsoft.
– Evening Event: Wednesday Night - Seattle, WA
MPA Boston Chpater - 10/26/05 Meeting
Page 9
10
MPA Boston Chapter 19
Raffle Prizes Donated by Microsoft
1 copy of Visio Standard 20032 128 MB USB Flash Disks2 Copies of the Visio IT Resource Kit
– Valued at over $1,000– This tool Kit allows IT Managers to auto-
Discover their network devices and to visually manage their network in Visio
MPA Boston Chapter 20
Raffle Prizes Donated by Microsoft (cont.)
MPA Boston Chpater - 10/26/05 Meeting
Page 10
11
MPA Boston Chapter 21
MPA Boston ChapterFeature Presentation
Allison J. Robin, Consultant. ajr@epkgroup.com
Presenting for
Rich Murphy, Managing Partner richmurphy@epkgroup.com
EPK Group6671 W Indiantown Rd., Ste 56 PMB 153
Jupiter, FL 33458 561-310-7279
Microsoft Office Project, Portfolio Management
and IT Governance - What’s it all about?
MPA Boston Chapter 22
Allison J. RobinBiographical Note
Independent consultant specializing in the IT process management and systems development fields. Formerly Director – Microsoft Solutions Framework. – Led the team inside Microsoft that developed, promoted, and trained
Microsoft's customers, partners and internal staff on the Microsoft approach to overall systems development and deployment.
More than 20 years experience in project management and systems development:– Microsoft– A multinational chemical company– Two major financial institutions– US Navy.
Allison was a member of EPK’s Product Advisory Council which helped guide key product design concepts for the firm.
MPA Boston Chpater - 10/26/05 Meeting
Page 11
12
MPA Boston Chapter 23
Rich MurphyBiographical Note
More than 35 years of experience in project management, commercial software development, and engineering fields. Initial project management experience was as Project Controls Engineer for the engineering and construction effort of a $4 billion nuclear power plant. Since 1980, he and his long-time partners have led the development of many leading commercial project management software systems.
– After Microsoft’s acquisition of a system developed by this team in August 2000, Rich joined Microsoft, and participated in the development of Project Professional & Project Server.
– Original Solution CEO for Microsoft’s Enterprise Project Management system. In December 2002, Rich and his team formed EPK Group LLC, to build a comprehensive portfolio and resource management system based on Microsoft’s platforms.Rich has held a variety of executive, management, and engineering positions in the project management, software development, marketing, and nuclear energy arenas.Authored many articles on project management and project support offices that have been published by leading industry periodicals, and been a speaker at national project management symposiums. Served as charter membership chairman and as a founding member of the Nuclear Records Management Association (NRMA), an organization charged with developing a uniform approach for utility companies to meet federal requirements for document management at nuclear power plants.Rich holds a bachelor’s of science degree in electrical engineering from Rensselaer Polytechnic Institute in Troy, N.Y.
MPA Boston Chpater - 10/26/05 Meeting
Page 12
1
Microsoft Office Project,Portfolio Management, and IT Governance.
What’s it all about?
Rich MurphyManaging PartnerEPK Group LLCrichmurphy@epkgroup.com
Allison J. RobinConsultantajr@epkgroup.com
Agenda
What is Portfolio Management?Why it’s importantFacts and historyWhy “Project” Management alone isn’t enoughSome Tips for good Portfolio ManagementQ&A
MPA Boston Chpater - 10/26/05 Meeting
Page 13
2
Some DefinitionsProject management is the process of planning, measuring, and taking corrective action to complete a specific project on time and within budget
A Program is a project or a collection of related projects which facilitate the realization of Strategic Business Objectives.
Program Management is that set of management activities and processes which facilitates the transition from where you are to where you want to be.
Some Definitions
Portfolio Management is the process of aligning investments with corporate business needs and the analysis and proper mitigation of investment risks. It involves the selection of work to be managed and delivered as well as the oversight of progress against plan.
IT Governance is the responsibility of the board of directors and executive management. It is an integral part of enterprise governance and consists of the leadership and organizational structures and processes that ensure that the organization’s IT sustains and extends the organization’s strategies and objectives. (IT Governance Institute)
MPA Boston Chpater - 10/26/05 Meeting
Page 14
3
Relationship of project, program, portfolio management
IT G
over
nanc
e
People, Process & Technology
ProjectMgmt.
Consistent, Repeatable Delivery
ProgramMgmt.
Program & Project Dependencies
Integrated Delivery
Portfolio Mgmt.
Investment & Prioritization Decisions
Alignment with Objectives
Vision, MissionPortfolio Performance review
Identification, categorization, evaluation, selection, prioritization, balance and authorization of Portfolio components
Project / Program performance review
Project / Program management process
Delivering completed Project / Program to Operations
Project/ProgramRequests
Strategic Objectives
Source: PMI draft Portfolio Management Standard
Operations
StrategicPlanning
PortfolioManagement
Project/ProgramManagement
MPA Boston Chpater - 10/26/05 Meeting
Page 15
4
Why is all this important?
• Which projects best support the corporate strategy?
• How is our resource plan impacted when a new project is added to the portfolio?
• Which programs, projects, and infrastructure support effortsare currently behind schedule, over budget , and why?
• Do we have enough of the right people to successfully take on a key initiative?
• Where should the resources from a project nearing completion best be allocated?
• What project should be the next to start?
Because answers are needed to:
71% of all IT projects fail, come in over budget or run past the original deadline. Every year, $75 billion is
spent on failed IT projects in the U.S.Source: The Standish Group 2001
Plus, we aren’t doing so wellon project management:
~ 70-75% of IT effort goes to operations/support ~ 25-30% goes to major “projects”~ only ¼ of the major “projects” produce
strategic/”bottom line” resultsSource: various industry analyst studies
MPA Boston Chpater - 10/26/05 Meeting
Page 16
5
Audience Participation
Who would like to share some insight on a successful project?
What would you say is the major reason for its success?
How about some that didn’t fair so well?And what was the most significant factor why?
“This thing isunpredictable – wekeep discoveringnew problems”
Symptoms of Challenged Projects
“It’s just too difficult to use”
“ We couldn’t getthe informationwe needed to do our work”
“We were unawareof how the work of
other team membersaffected our work”
“We had noexecutivesupport”
“ What was built really isn’t what
we needed”“It doesn’t meet
our expectations –we’re not happy” “We didn’t
understand clearlywhat we were
supposed to do”
“We can’t get it to operate well in our
environment”
Source: Microsoft Solutions Framework Courseware
MPA Boston Chpater - 10/26/05 Meeting
Page 17
6
“Enterprise Project Management”How are we doing?
Project Management Challenges (what worries you most?):
20022001Issues
49%*50%Scope Clarity33%*34%Project Management Skill Level
21%20%Alignment between project and organizational goals
36%*37%Risk Assessment and Management40%35%Change Management50%43%Changing Organizational Priorities
Source: BIA and Giga Information Group
* Showed slight improvement (just 1% year on year)
So what does this mean?One conclusion: “We’re developing project management processes, but we’re not seeing real overall improvements outside of some individual projects”Most firms still aren’t buying into the concept of “enterprise project management”Result is that reactive behaviors stemming from habit and external pressures tend to preside over proactiveones.Personal and political preferences decide priorities more than alignment with business goals.“Project” Management alone can’t solve the problem.Good PM processes combined with good portfolio management can.
MPA Boston Chpater - 10/26/05 Meeting
Page 18
7
What are the Business Challenges that portfolio management can solve?
How do I prioritize initiatives across my organization?
What is the status of our top five initiatives?
Do we have the right people working on the right projects?
Do we leverage knowledge and best practices across people and projects?
Do we have the skills and capacity within our organization to achieve our long term goals?
Portfolio Management is about helping to manage the future. It is not about accounting for the past
Keys to Successful Portfolio Management
To properly control and manage this environment:There must be a total inventory of projects, operations, initiativesManagement must be able to prioritize relative to business objectivesDecisions must be evaluated against resources capacity and budgetsAll efforts must follow a common process (stage gate workflow)Accurate tracking of actual performance against budgets and resource plans is required
MPA Boston Chpater - 10/26/05 Meeting
Page 19
8
Vision
Mission
Corporate Strategy andObjectives
High-level Operations Planning &Non-Management
ProjectPortfolio Planning &Management
Management of On-going operations(recurring activities)<<Producing value>>
Management of authorizedPrograms and projects(projectized activities)<< Increasing value production capability>>
Organizational resources
Source: PMI draft Portfolio Management Standard
Organizational Context of Portfolio Management
So how do we get there?
Some starting point tips
MPA Boston Chpater - 10/26/05 Meeting
Page 20
9
Tip # 1 - Start with a simple inventory of all efforts
Don’t assume you have a complete list because management has a list they useGather some common information about every effort:
Planned start and finishOverall manpower budget (must be time-phased)What business goals does it support?Who’s in charge?Don’t create so much data that it allows execs to “micro-manage” each effort
How this inventory can help.An actual situation
A large organization with $750M in annual revenues; 5,000 employees, and 150 IT staff.Historically successful, but struggling to reduce costs to keep pace with economic downturn “Silo” culture where projects are “thrown over the wall to other departments”CEO hires a new CIO with a clear mandate to turn things around.
MPA Boston Chpater - 10/26/05 Meeting
Page 21
10
First Steps for CIOInitiates a 6-week review of current portfolio:
200 “projects” on the original listNot much data on each effortSome projects used Project, other Excel, other WordMany projects had no plans at all!Low confidence in the list, even by those who created it
Tells senior staff he wants them to recommend a standard set of measures and planning approach for all work Wants recommendations for retaining, consolidating or killing projects.Also wants assessment and recommendations on organizational project management maturity
ResultA Major Portfolio Realignment
Of the original 200 projects, more than one-third were either killed or absorbed.
(Kill Criteria: Redundant, Conflicting, Out of Control, Irrelevant)
Maintain (84) 43%
De-prioritize (28) 14%
Absorbed (23) 11%
Kill (47) 23%
Accelerate(8) 4%
Rescue (11) 5%
MPA Boston Chpater - 10/26/05 Meeting
Page 22
11
Tip #2 - Implement a “stage-gate”review process
“Stage-gates” are NOT “phases” of a projectThey are the approval/review process steps that all major efforts should pass throughEach “stage-gate” has business rules regarding the required data to move to the next stage.IT Governance Board should be directly involved in certain stage-gate reviews based on a published criteria.
What are Stage-gates?
Example of Stage-gate process
MPA Boston Chpater - 10/26/05 Meeting
Page 23
12
Carefully consider reporting needsException based reportingOrient reports to management levelsExtensive graphical viewsLimit number of reports any person receives
Tip # 3 – Reporting and Views
Example-Scorecard View
MPA Boston Chpater - 10/26/05 Meeting
Page 24
13
Example-Top-Down Budgeting
Example-Key Milestone View
MPA Boston Chpater - 10/26/05 Meeting
Page 25
14
Example-Interactive Scenario View
Example-”Bubble Chart”
MPA Boston Chpater - 10/26/05 Meeting
Page 26
15
Resource Report
Resource Graph
MPA Boston Chpater - 10/26/05 Meeting
Page 27
16
Summary
“Project” and “Portfolio” Management are needed“IT governance” requires both plus solid processes to support themStart with an inventoryDevelop a process to initiate and review new ideasTake the time to evaluate reporting needsContinue to advance your PM skills
Q and A
MPA Boston Chpater - 10/26/05 Meeting
Page 28