OPR100: Overview of Enterprise Project Management & Project
Management Maturity Models Melinda Curtis Product Manager,
Microsoft Office Project
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Agenda Enterprise Project Management Resource Management
Portfolio Project Management Project Management Maturity Levels of
Maturity Real World Experiences
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What is Enterprise Project Management? A systematic approach to
achieving organizational goals: Strategic initiatives Operational
improvements Business activities Development projects A set of
aligned & integrated applications that provides a centralized
location for enterprise wide project and resource management People
Technology Strategy EPM Process
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EPM Drives Business Value Program Projects PurposeBenefits
Reviews Strategy
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EPM must address technology in synergy with people, processes,
and organization change PM TechnologyPM ProcessesPM OrganizationPM
People PM Community of Practice Portfolio Management Project Office
Planning Strategic Project Office PM Governance Project
Organizational Design Professional Development Professional
Staffing Research & Publishing Project Management Maturity
Assessment Project Management Value Metrics EPM Improvement
Plan
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Project Management Life-Cycle Process Statement of work (SOW)
Work breakdown structure (WBS) Schedule Budget Baseline plan Risk
plan Resource needs Change plan Customer approval Scope Objectives
Deliverables Constraint matrix Project charter Customer approval
Executing Team development Product/system development Quality
assurance Status reporting Deliverable approval Closing Deliverable
validation Project turnover After-action review Archival of
workbook Project controls Scope Quality Risk Cost Schedule Need for
Methodology PlanningControlling PMBOK Initiating Initiating
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What is Resource Management? Aligns people with business goals
by allocating resources to your highest priority initiatives
Optimizes resource utilization and drives skill development and
recruitment to achieve greater financial returns and ensure project
success Availability Location Skills
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Centrally store and standardize resource information Manage
resource utilization for optimal allocation and forecasting Build
high-performing teams that leverage and maximize talents Technology
Adds Value
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What is Portfolio Management? The ongoing process of
identifying, prioritizing, and investing in projects that align
with your corporate strategy Continual flow of information provides
insight into project performance and supports strategic decision
making Strategy Setting & Portfolio Monitoring Process
Definition & Improvement Process Definition & Improvement
Project Execution & Status Reporting Information Flow
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Disciplines within PPM General Management ProjectManagement
Strategic Management HR Budgeting/Forecasting Strategic Planning
CorporateGovernance ResourceManagement PM Processes PM Knowledge
Areas Project Reporting & Analysis Performance Reporting
Project Portfolio Management Knowledge & Practice ITManagement
PM Info. Sys. PPM integrates elements from project management,
strategic management and general management knowledge and practice
areas
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Basic Components of PPM PPM is the link between the strategic
management processes & projects PPM integrates to other core
processes of the organization Project Requests / Solicitation
Strategic Management (Goals, Objectives, KPIs) ProjectPortfolio
Selection Prioritization Project 3..n (I-P-E-C-C) Project 2
(I-P-E-C-C) Project 1 (I-P-E-C-C) Resource Allocation Reporting
& Perf. Analysis Project Portfolio Review Board or Steering
Committee Resource Availabilit y Budgeting / Forecasting
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1. Solicitation /Requests 2. Selection/ Prioritization 3.
Resource Allocation 4. Reporting and Analysis 5. Portfolio Review /
Rebalancing PPM is predicated on accurate individual project
planning, execution and control Prior to the PPM selection process,
the project initiation phase begins During execution, the project
is part of the portfolio and continually reviewed against all other
project priorities Integration of PPM and Project Management
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How Technology Adds Value Roll-up reports to effectively
monitor and evaluate your portfolio Powerful analysis to make
timely and informed business decisions Modeling to understand the
impact of portfolio changes
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Why is Project Management Maturity Important? Project
Management Maturity (PMM) is a measure of the extent to which a
specific project management process is defined, repeatable,
managed, measurable, and effective.
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Why Invest in the Development a Project Management Maturity
Model? Define the structure within which to mature PM practices
Establish a foundation for EPM Provide overall methodology /
structure for implementation of an enterprise solution to project
management Enterprise Project Management is intended to be the
envelope within which all services / products exist
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Project Management Maturity Model Determine the maturity of
your organizations project management process Map a logical path to
improved your organizations processes Discern the need for a
Strategic Project Office and assess where it fits into your
organization Track progress against your project management
improvement plan Build a culture of project management
excellence
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Level of Maturity Influences ROI Maturity Level Solution
Roadmap ProcessTechnologyPeople ProcessTechnologyPeople
ProcessTechnologyPeople ProcessTechnologyPeople
ProcessTechnologyPeople Minimum Maturity Level for True EPM
Initial(1) Repeatable(2) Defined(3) Managed(4) Optimizing(5)
DisciplinedProcess StandardConsistentProcess PredictableProcess
ContinuouslyImprovingProcess Organization
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PM Maturity Benchmark Survey of 126 organizations shows that,
for overall project management maturity, most organizations are at
Level 1
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PM Frameworks
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PMMM Architecture: Superior By Design Industry Standard
Measures PMBOKSEI/CMM Consistent Processes
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PMMM Architecture: Actionable Steps Designed
IncrementalConsistentDescriptionsTangibleMeasurable
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PMMM Architecture: Specialty Areas Focus on Success Specialty
Areas Focus on Key Success Factors Project Office Management
Oversight Professional Development
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Realized Value in High Performance Project Management Pascal
Oriot PSA Peugeot Citroen
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2004 Microsoft Corporation. All rights reserved. This
presentation is for informational purposes only. Microsoft makes no
warranties, express or implied, in this summary.