EPM / PPM 07 Implementation and migration

1. EPM / PPM 07 Implementation and migration Chris Vandersluis HMS Software chrisv@hmssoftware.ca

2. HMS Software? • HMS is a Canadian-based Microsoft Gold Certified Partner who has provided enterprise project management and enterprise timesheet systems and expertise since 1984 • HMS has been on the Microsoft Project Solution Provider list since 1995 • We are headquartered in Montreal with offices in Toronto and representatives in over 20 countries

3. ServicesHMS has maintained an enterprise project management practice since its inception in 1984. HMS has worked on hundreds of epm implementations in both mid- and large-sized organizations TimeControlTimeControl is an enterprise timesheet system designed to work both with Microsoft Office Project and with Finance/ERP systems simultaneously The Two Aspects of HMS

4. Some of our projects Ontario Nuclear Plants Light Armored Vehicle Hibernia Oil Platform James Bay Hydro CF18 Upgrade

5. According to a surveydone of 385 IT and Finance VPs, 82% do not possess information whichis of sufficientquality, trustworthiness or usefullness to manage theiroperations. Computing Canada April 7, 2006

6. Silo Project Management • Microsoft Project’s ease of use was a primary factor in many project managers ability to manage projects without central interference • Microsoft now has the largest deployment of project scheduling software in the world • Most Microsoft Project environments are stand-alone: meaning individual users managing their own projects using MS Project.

7. Should there be a PMO? • We all talk like having a PMO is a good thing but, as with any other significant investment and change to an organization, you must evaluate what the return on that investment is. • What will you gain and what will you lose if you create a PMO? • We tend to talk about having a PMO as an essential step in increasing our Project Management Maturity

8. Maturity Level Solution Roadmap Continuously Improving Process Continuous improvement (5) Organization Organization Organization Organization Organization Process Process Process Process Process Technology Technology Technology Technology Technology People People People People People Optimal Maturity Level for EPM Benchmarking (4) Predictable Process Singular methodology (3) Standard Consistent Process Common processes (2) Disciplined Process 89% of Organizations are at Level 1 Common language (1) Using the PMM Source: Project Management Maturity Model, Providing a Proven Path to Project Management Excellence, J. Kent Crawford, 2002, PM Solutions, Inc.

9. Should you have a PMO • Who says that being at a higher score on the PMM model is better? You must evaluate the benefit for each organization. • Will you lose the incentives of the hungriest project managers in the name of a consistent process? • Will you become more or less effective as an organization by gaining that compliance; that consistency?

10. Should you use MSP Standard or Server? • There are many great features included with Project Server and SharePoint that make up the Microsoft EPM Solution but what could you accomplish with Project Standard? Here are some questions to ponder: • What are we trying to accomplish? • How do we/will we collaborate? • How do we/will we manage resources • Are resources competed for between projects? • Are resources centrally allocated? • How do we/will we manage project progress? • Timesheet, Finance, Billing

11. Why doesn’t everyone do it? • Project managers like being independent • Because they believe their more effective when they don’t have to answer constant questions or; • Because they fear being beaten with their own data • There are some occasions where the truth is not desired by anyone – “Ostrich management” or “Plausible deniability” • No one in management desires to define their project as “priority 2” • There can be more effort in conforming to set standards than to just doing it your own way

12. Why doesn’t everyone do it? • But now we have MS Project 2007 – right? • Just because it’s now technically possible to implement epm using MS Project doesn’t automatically change your organization to make them collaborate • Corporate culture must be conditioned to accept: • Sharing of data • Prioritization of projects for resource re-allocation • Following corporate standards for projects • If the organization isn’t ready for these changes, then deploying the technology can be worse than doing nothing.

13. John Chambers, CEO - Cisco • John Chambers, CEO of Cisco corporation, commissioned a study on the effectiveness of automating processes. • The study found that for organizations which changed their process then automated, overall effectiveness increased from 21% to 25%!

14. John Chambers – again • The study commissioned by Cisco CEO, John Chambers showed another interesting statistic. Automating without first changing the process, risked decreasing efficiency by as much as 9%!

15. Prerequisites to an EPM environment • Common data structure and globalized data • Requires common naming conventions • Common practices and procedures • Centralized authority for standards • Project sponsorship from senior management

16. Should you use Project or Portfolio Server? • Microsoft now offers both Project Server and Portfolio Server • But wait – didn’t we always say that Project Server did manage project portfolios? So how do we determine which of these tools is the best fit?

17. Between 1999 & 2001 American companies spent $130 billion on technologies never used Mastering the Three Worlds of Information Technology (Harvard Business Review, A. McAfee Nov. 2006, pp. 141 -149)

18. Should you use Project or Portfolio Server? • If Project Server is about doing projects “right” then Portfolio Server is doing the right projects. • Overlap: Dashboards, Project Progress, Resource allocation • Key Question: • Are you trying to manage projects which are already underway or are you trying to create a process to select the projects which would be best for the organization?

19. What about SharePoint and VSTS? • There are other technologies at Microsoft for managing projects. These include the Dynamics products for project management from a financial perspective as well as SharePoint and Visual Studio Team Services. Both SharePoint and VSTS have links to Microsoft Project. SharePoint “Lightweight” Project

20. Should you integrate with Finance? • For some organizations, the driving technical force behind the project management environment will be the Finance System. If that’s the case, then the project scheduling system may be relegated to delivering projected dates back to Finance • Key questions: • Where does the authority lie to make decisions? • If you want us to feed the Finance system: • What will you do with the data that will result in more effective decision making and • What is the volume of transactions that should be transferred?

21. What about just using a timesheet? • A 2007 Survey of TimeControl clients found over 50% had elected to not link to a project scheduling system at all. • These organizations had determined that tracking the “Actuals” in a more stringent manner was more effective than putting the effort into managing an integrated plan and tracking system. • If you can tell what people are “actually” doing with their time, we can make the entire organization more effective.

22. Breaking epm into components

23. Process Tools People Creating The Implementation Plan 14 Elements for EPM Mastery Awareness Planning Support Training Processes Portfolio PMO Communication Rewards Workshops Software Metrics Transition Readiness

24. Creating your roadmap

25. PMO / EPM Deployment Schedule Rapid Adoption Framework

26. Lifecycle spectrum Project Portfolio Server Project And Project Server Work Management

27. Big Bang approach Phased approach Return on investment Instant Bang approach Time Big Bang vs. Phased Approach

28. Implementation schedule • There are two basic approaches: • Big Bang Spend lots of time and effort getting the pm processes as advanced as possible then move everyone over to the new structure in as short a time as possible • Phased Start early with a small part of the project environment then advance the implementation project by project or group by group

29. Deployment strategies • Go for compliance first • Spend your initial efforts getting the data stored in the same place – once people are mostly compliant, you can move to cross-project analysis • Go for minimizing culture shock • It’s easy to look at a project environment and think of another, maybe better way to do things but there’s a cost to culture shock – start with doing things as much the same as possible • Start with the easiest group, not the hardest, definitely not the loudest • Many people will want to jump on board – some because they want to see the implementation work, some just because they don’t want to be left behind. Save your toughest customers for last.

30. Change Management is key Some of the challenges you’ll face include: • Acceptance of centralized standards and who gets to make them • Creating a common coding structure so data comes together • Convincing everyone to participate • Convincing management to support the project long-term

31. Take a free online tour of Project 2007 on us: www.epmconnect.com/PB_Registration.asp?PartnerID=1318&LDT=Tour To find out more about TimeControl: www.timecontrol.com To request a hosted demo of TimeControl: sales@hmssoftware.ca To find out about HMS Software’s other solutions: www.hms.ca Take action!

32. For more information on HMS Services: www.hms.ca To reach Chris Vandersluis: chrisv@hmssoftware.ca Questions?

33. Thank You!