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- 1. Project Server 2010 Demand Management (Part 1 of 4) Tim Cermak, PMP Advisicon, Inc. www.Advisicon.com
- 2. Create and Select PhasesMay 11 Test the Theory and ReviewMay 25 May 9, '10 May 16, '10 May 23, '10 Microsoft® Project Server 2010: Demand Management webcastsMay 4 - May 25 Plan, Manage, and Close PhasesMay 17 OverviewMay 4 Project Server 2010 – Demand Management WebcastsWhat to Expect Overview (Part 1 of 4) – May 4th Create and Select Phases (Part 2 of 4) – May 11th Plan, Manage, and Close Phases (Part 3 of 4) – May 17th Test the Theory and Review (Part 4 of 4) – May 25th Upcomingand recorded webcasts/podcasts: www.microsoft.com/events/series/epm.aspx Built using Microsoft® Project Professional 2010 ©
- 4. Overview of Demand Management
- 5. Demand Management in Action
- 6. Are You Microsoft® Project 2010 Ready?
- 8. What Is Demand Management? Control Deliver Capture Project Lifecycle Management - PLM (many variations) Optimize the consolidation of a significant number of essentially related processes and capabilities Drive top- and bottom-line growth: deliberate strategic actions against demands Help organizations to: Gain visibility into projects and operational activities Standardize and streamline data collection Enhance decision making Subject initiatives to the appropriate governance controls throughout the PLM Business Group C Workflow Strategic Impact Assessment Business Group A Workflow Business Group B Workflow 4 4
- 9. Microsoft Demand Management Enables… Blueprint(s) for approach Packages of standards, workflows, and steps Work / information traceability paths Lifecycle(s) Select Close Manage Create Plan 5
- 11. Align project selection with business objectives
- 12. Operate with existing resources and use them effectively, efficiently, and in a secure environment
- 13. Ensure timely completion for projects by passing them through stringent phase-wise approvals For all who are responsible for overseeing multiple initiatives that involve diverse stakeholders and are tied to cost or corporate measurements
- 14. Importance of Demand Management 7 In today’s economy… Theoretical economic models are moving away from [role] as a decision maker acting in isolation to the socialization of that persona with other stakeholders in the system Success means: Adopting human-input converged with tools and processes Resolving strategic objective conflicts Results – achieve return on investment (ROI) by: Influencing lifecycle iterations Embracing governance
- 16. Do the investments align with the strategic objectives?
- 17. Do I have sufficient resources to deliver the selected investments?
- 18. Will the investments be delivered on time and within budget?
- 19. Are my investments delivering the forecast benefits?8
- 20. Demand Management in Action Needs Results Resource Capital Relationship Capital Innovation Capital Remain: Competitive Current Solvent Valuable / Accountable to Stakeholder Classes User Empowerment Unified Approach Convergence How you get the right plans done
- 21. User Empowerment Roles Industries Information Technology (IT) Fast-Moving Consumer Goods (FMCG) Engineering/Manufacturing Telecommunications Energy Senior Management Project Management Office (PMO) Functional Leaders Project Sponsors and Functional Managers Department Managers, Division Directors Product Managers and Domain Experts Auditors, Line Managers 10
- 22. Unified Approach You Leverage You Gain Lifecycles Standardization Project Types Workflows/Stages/Phases Communication Repository Analysis / Actions Alignment with Objectives 11 EPT across Departments
- 23. Convergence You Leverage You Gain Inflection Point(s) Equilibrium Relationship Meet stakeholder expectations Think global / act local Lifecycle execution and adjustments 12 Demand Management Population: 6 billion
- 24. Complex Lifecycle(s) Efficiency You Leverage You Gain Propose your project Communicate it effectively The right tools and processes Stakeholder/shareholder results Updated processes Intellectual properties 13
- 25. 14 Are You Project 2010 Ready?Using Project Server for Demand Management
- 26. Project Server 2010 Demand Management 15 Simple and Intuitive User Experience Unified Project and Portfolio Management Simple to use as information is collectedin stages Interface similar to SharePoint® Central place to enter all types of work Track projects from start to end Align demand request with business strategies Single server with end-to-end PPM capabilities Flexible project capture and initiation Enhance governance through workflow Powerful portfolio selection analytics
- 28. Enterprise Project Type (EPT) Enables project creation with template schedule, workflow, and workspace It encapsulates phases, stages, a single workflow, and Project Detail Page Each EPT represents a single project type Project types helps to categorize projects within the same organization that have a similar project life
- 29. Project Server Workflow Workflow supports Simple project lifecycle Complex project lifecycle Allows custom workflow approval process Not all EPTs required workflow
- 30. Project/Program Governance workflow Creating a rich lifecycle for proposal/demand Management of events necessary to complete a project from start to finish Highly customizable and flexible
- 31. Phases Phases represent a collection of stages grouped together to identify a common set of activities in the project life cycle It gives users and option of organizing stages into logical groups Examples Project Creation Project Selection Project Management
- 32. Stages A stage represents one step within a project lifecycle Stages at a user level appear as steps within a project At each step, data must be entered, modified, reviewed, or processed
- 33. Project Detail Page (PDP) A PDP represents a single Web Part Page in Microsoft® Project Web Access PDPs can be used to display or collect information from the user
- 34. 23 DEMO
- 35. Case Study Microsoft Human Resources, which supports the 93,000 employees Human Resources has used Project Server 2010 to improve the ways it collects information on projects and how it reports that information to executives These improvements have helped leadership make better decisions and pare the portfolio from 200 to 25 projects The result is higher-quality projects and smoother scheduling, with improvements in transparency, accountability, and collaboration
- 36. Summary Benefits of using Project Server 2010-Demand Management Collaborative platform featuring workflow management, business case, schedule tools A portfolio analysis engine that organizations need to comprehensively manage the demands of their organization Portfolio What-If scenario planning giving ability to objective decision making in regards to projects and resources Track progress against strategic goals to act early in case of non success
- 38. Setup, Upgrade, Administration, and Operation
- 40. © 2009 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.
Notas do Editor
- “demand management is a cyclical, reinforcing process.”As stated in Maturing Your Demand Management PracticesBy Susan Cramm, Executive Coach … can be defined as the process of allocating capital and human resources in a constrained environment to the overall benefit of the enterprise …. while improving the relationships among corporate divisions and its business partners. When fully implemented, demand management provides executives the information and capabilities to understand project/program costs, evaluate potential investments and convert corporate investments into business results. In short, demand management ensures the right work gets identified, funded and done.Demand Management as a business process and/or lifecycle management process really supports many PLM variations, and is recognized across a number of industries --- including:Program lifecycle management Portfolio lifecycle management Project lifecycle management Product lifecycle management Process lifecycle managementLooking beyond the acronym, Demand Management also can be referred to as:Supply chain managementRisk managementIssue trackingConflict managementCost managementCommunication management Demand management reinforcing processes can be found and leveraged by organizations of all sizes --- from small/mid-sized looking to grow and remain nimble to large enterprise companies looking for consistencies across departments and leveraging assets. Finally, DM/PLM includes the following tenants:Strategic Planning provides the prioritization context for all investments (including strategic fit, value, risk and architecture).Portfolio Management translates the strategy into investment categories (e.g., enterprise, business enhancements, maintenance and compliance); defines the targeted financial allocation, risk thresholds and return targets; and facilitates cross-organization project review.Delegated Authority defines the decision rights necessary to drive responsible business demand decisions. Financial Planning determines the amount of funding available for corporate investments and where to budget to stay in line with the strategic plan, portfolio targets and delegated authorities. Project Prioritization decisions occur across and down the organization (as defined by delegated authority) in line with criteria established during strategic planning, portfolio management and financial management. Realize Valueaccountability torealize tangible business impacts
- Microsoft’s Demand Management offers a unified view of all work in a central location. Its purpose is to quickly help organizations gain visibility into projects and operational activities; standardize and streamline data collection; enhance decision making; and subject initiatives to the appropriate governance controls throughout their life cycles.Demand Management addresses the problem of balancing requests through the various Demand channels, prioritizing the requests by category against constraints to determine what service to provide while managing stakeholder expectations. Once implemented Demand Management is responsible for identifying, estimating, and prioritizing work in the time efficient manner to ensure that you are working on the highest priority work.The result will be to create an environment which has visibility of the demands being made on resources and can prioritize these demands in a way aligned in meeting corporate and/or division strategic business objectives while making informed decisions on the future budget impact from fulfilling these requests will have. So what is an information traceability path? There is an old saying that water runs the path of least resistance. Changes in path and behavior are based on obstructions and other external factors. Governance (or information inflection points) ensures that the path is accurate, or if additional ‘obstruction(s)’ need to be introduced. Demand Management is a process for the creation and control of the information path(s) converging with corporate strategic objectives. Demand Management enables project/program/portfolio management processes, setting the tone for the evolution of the campaign(s). Essentially, we can say that each information path follows its own lifecycle, whether it is organic, synthetic or synthesized with other lifecycles. Each path has to be an inbound and an outbound component through the following program states:CreateSelectPlan ManageClosureThe advantage of understanding and using the Create, Select, Plan, Manage and Closure processes is that it provides a simple framework for improving Demand Management capabilities. After evaluating your organization’s capability maturity for each phase in the Create, Select, Plan, Manage and Closure framework, you can identify areas for improvement by assessing your current state and defining your future state.
- Demand Management is a piece of the over all MS EPM solution… to allow companies to capture and observe all of their project and proposals in a single placeThere is general agreement that demand management should encourage, rather than stifle, innovation through all levels of the enterprise. In response to the need to managedemand, many organizations have begun to engage demand management, but to varying degrees. Depending on the level of demand management maturity within organizations, they may be, for example, using business cases to approve projects but just beginning to create formal corporate strategies that can be used to put the business cases in context.Using the MS EPM 2010 Demand management capabilities, companies typically cycle through four stages of demand management maturity:Reactive – Company leaders approving arbitrary spending levels and politically charged project-funding decisions –where departments/division business plans may or may not be aligned with corporate plansLeverage the proposal and non or basic workflow capabilities to better define pending actions.Responsive – allows company leaders to mediate the planning and decision processes using business priorities derived from existing business plans and using available resources and budget.Using customized views and web-based scheduling will enable departments and regional offices to incorporate plan definition as part of their planning practicesAligned – extends capabilities to company leaders to integrate corporate and departmental planning, providingtransparency and establishes a decision and accountability process that provides business-unit autonomy while protecting the needs of the enterprise.Project types and customized enterprise tables allow for departmental and sub-group planning to be in synch with corporate/global planningEnabled - transfers primary responsibility for demand management to the business in order to increase innovation across and down the enterprise.Workflows, templates, project types and customized forms allow virtually infinite group types within an organizations to maximize their respective role while extending corporate objectives.
- As a project stakeholder, you may be asking yourself a few of the follow questions:Does your company need this new system?How will your company benefit from Project 2010, and/or do you really need it? What size of organization typically adopts a Demand Management tool? What if your company is small to mid-sized, or does this pertain only to large companies of over a thousand employees?Let’s assume companies of varying sizes and industry-focus execute project planning differently. However there is evidence that many times, projects are decomposed to a point that the stated project goals and objectives have a marginal impact (the project is barely unique). Conversely, many projects are killed, or simply fail and surpass any estimated costs and time objectives because they were too unique (initiative may have been done in a department in isolation). As noted in the research results on this slide, executives agree that there continues to be corporate pressures of capturing essential knowledge, constraints and requirements to effectively design and execute strategic objectives and launch initiatives to support those objectives.Company leaders and functional management in either a large or small/mid-sized organization recognize the benefit to leverage technology that addresses the need of using diverse resources, budgets and requirements while maximizing the business lifecycles.
- Demands on companies today are as complex as ever before. Corporate debt may reach all-time highs, and profit margins continue to be squeezed in a growing global economy. Managing and forecasting resource capacity, ensuring quality delivery to customers and meeting shareholder expectations means innovation and planning has become a fundamental activity that has to be efficient and effective. Ideally, companies are yearning to tap the potential user base across all domains. However, as of now, only subsets of the PM ecosystem use a formal tool and, as such, projects are often not seen as supportive of corporate lifecycles. The evolution is now underway as easy-to-use interfaces and features of MS Project 2010 are such that any user at all levels will be able to use for its planning, tracking, reporting, and resource management capabilities. Previous versions or Project leveraged roles (e.g. executive, PM, team member). With Project 2010’s Demand Management capabilities, stakeholder classes are represented --- so people/groups can play their respective role as part of the corporate lifecycles.The truth is that companies of various sizes have strategic and tactical needs. These needs are directly linked to stakeholder class requirements (e.g.: customers, shareholders, employees, etc.) Different requirements, processes, and skill-sets often delineate the types of projects companies launch. Typically, the main differences between companies with a staff of 72 versus a company with a staff of 52,000 are the number of digits in the balance sheet. Companies of all sizes have the need to remain competitive, current, solvent, and valuable to its customer base as well as accountable to its shareholders. Additionally, every project failure, regardless of company size or project specifications, has a negative impact to that organization’s bottom-line, not to mention hits on intangible assets, such as credibility, morale and customer perception.A growing demand to: Take into account the resource needs and constraints during business planning (build resource capital)Synchronize planning and management activities across departments, regions, divisions (build relationship capital)Capture input from enlightened individuals (build innovation capital)
- It would be inaccurate to think that only Project Managers (PMs) have project management skills or use project management methodologies. Frankly, any person who needs to manage multiple tasks, involving multiple persons and has a deadline to meet uses project managementtechniques …. But are they armed with the right tools --- and those tools also can adopt business processes / lifecycles. Unfortunately, many organizations restrict the usage of project management tools to PMs and/or Information Technology (IT) Departments, as often the tools are often viewed as too rigid, and require additional costs for skills and competency development. Unfortunately this practice is limiting the benefits of Project Management and related tools because other departments are deprived of the efficiency gained by using Project Management techniques and tools.Historically, non-PM users are also unwilling or limited in their ability to learn an extra tool for managing projects. Usually Projects are subject to spatial dynamics where users or stakeholders end up managing projects on paper, in Outlook or Excel, or even a mobile phone calendar and progress project based on their respective environment (e.g. management by walking around) ---. Often, this environment produces comments like “that is how things are done around here). Project 2010’s empowers end users by providing demand management capabilities that each stakeholder can leverage while remaining in a PM lifecycle environment. Examples of stakeholders who would benefit outside of PM are:Sales and Marketing (campaign management, brand management, event management, product lifecycle management, market research, public relations)Human Resources (training and development scheduling, recruitment planning and execution, appraisal execution, organizational development planning, growth planning)Finance (budgeting, variance monitoring, investment planning, mergers and acquisition planning, IPO planning and execution, following compliance and disclosure procedures)Top Management (strategic planning, monitoring initiatives across departments, cash flow monitoring, resource planning, expansion planning, managing value lifecycle, crisis management)Manufacturing (process improvement, capacity expansion planning, building new factories, quality management, defect management, Kaizen)Any role (manage complex interdependent tasks efficiently)Home Users (planning parties or weddings, building/repairing a house, managing personal finance, tracking investments, buying/selling property, managing cash flow, orchestrating moving from one residence to another)Ideally, companies are yearning to tap the potential user base across all domains. However, as of now, only subsets of PMs use a formal tool and, as such, projects are often not seen as co-interrelated within the corporate lifecycles. Project 2010 Demand Management also is positioned to serve many industries.Essentially, you want to leverage the corporate information system and create connections between ‘what is’ and ‘what needs to be’. PPM processes tie in to the strategic planning by effectively realizing business strategies and subjecting varying initiatives and work to the right level of control. These processes unify disparate lines of business and drive accountability and traceability. To name a few methodologies used within respective vertical industries are:Product development lifecycleRisk management processStrategic and tactics portfolioIssues management Process improvement/Continuous improvement Inventory ProcessAgile / SCRUMRollin Wave planning
- Demand derives from written, verbal, or assumed requirements. Requirements represent the information between consumer and producer, between management and developers, and between planning and execution. Visibility emerges by leveraging a lifecycle framework that integrates all of those interests and participants.Consolidating all of these processes and data centrally eliminates the single most critical problem facing PMOs today which is the ability to both see the big picture and drill down to specific details in an automated fashion. Today’s PMOs are essentially integrated on the fly and are top heavy with manual processes. The key to PLM is to understand that the PMO runs on information. Having a unified approach means that information must be easily accessible, transportable, translatable and available directly to the decision-makers without going through layers of expert interpretation first. This doesn’t mean that diverse stakeholders or SME don’t add value to the information, there will always be a need for diverse input, views and skills in the PMO. What is realized is companies can consolidate critical communication channels and discussions, build a repository of planning and executing IP (strategy vault) --- and more data, work packages and programs will receive the benefit of analysis and actions across the corporate domain without major overhead or bogged-down procedures. As a note, Project Server 2010 provides the flexibility of creating custom workflows and templates mapping the organizational governance structure --- and projects kicked off at the user level while staying within the Demand Management environment.
- Convergence theories, along with other economic and business system concepts, are pushing companies to embrace a more democratized project and program management system. Cross-sectional/cross- departmental analysis of challenges and requirements determination within an organization often proves to be a serious obstacle. Inflection Point:While maintaining the knowledge of the past, what are some scenarios when we introduce new data, knowledge or other lessons not learned yet?As a decision maker/stakeholder you also recognize the need to include people as part of the planning equation --- skill pool, capabilities, ideas, knowledge IP.Leveraging Demand Management for project convergence means that there are strengths and weaknesses in the different approaches to project management systems. On one hand, classic project management supports a strong governance model and best practices, and its maximum efficiencies lies at the lowest level common denominator. However, corporate globalization initiatives and related agile planning leverage a decentralized approach, more of a ‘think global/act local’ approach. Thus, a balancing act is launched:Capital versus Social PPM: Capitalistic-based PPM: Revenue-driven and Socialized-based PPM: Human-drivenThe strengths and weaknesses of these two conflicting theories are often found in economic and governmental models --- where one side depicts the perspective of a monetary-focused system that is more of a ‘survival of the fittest’. The other is a perspective of embracing all social elements for a common good.Capitalistic-based PPM: Revenue-drivenDesperate resource useWide skills poolBusiness/process cyclesHigh Product/Output efficienciesStrong Balance sheet efficienciesClient-focused measurementsSocialized-based PPM: Human-drivenFull resource utilizationBaseline skills poolPredictive evolutionMarket disparityInternalized equityUser-focused measurementsProject Server 2010 Demand Management will enable companies to start tying resource constraints, cost constraints, workflows, project types and other critical requirements to each and every project and proposal within the organizations. Projects may not go as planned, or may turn out to be a different type of project with different requirements after it was already launched. Project 2010’s Demand Management allows for these changes to occur while maintaining the essential components of the original campaign.There is no more starting over if you find that your project/program is diverting from strategic objectives or stakeholder requirements.
- PLM enables instant visibility and reconciliation of the many seemingly diverse program elements that exist across a complex enterprise. This usually occurs through visual tracking and automated reports, which illustrate the potential issues and interdependent relationships between requirements and other program elements. No matter how many systems or component/vender organizations are involved, if there is a centralized single-instance PLM framework, then the various processes and lifecycles associated with an enterprise can be holistically tracked and managed. Consolidating all of these processes and data centrally eliminates the single most critical problem facing PMOs today which is the ability to both see the big picture and drill down to specific details in an automated fashion. Today’s PMOs are essentially integrated on the fly and are top heavy with manual processes. Large companies benefit from a matrix-style system of project support by scaling projects based on size, revenue, and other strategic factors. Typically, longer and more expensive projects secure executive sponsorship and corporate governance while smaller projects are of an agile style or rolling-wave planning environment. Small and mid-sized companies typically will view most initiatives as projects because of their limited resource pool and operating capital. Many times though, things get done through more ad-hoc and/or reactive means. What is missing for both large and smaller companies is the ability to channel all campaigns through project lifecycles in order to consolidate all costs, resource usage and requirements. Project Server 2010 supports integrated project and portfolio management capabilities. Demand Management using the tightly integrating project and portfolio management capabilities within the Enterprise Project Management Solution provides for a consistent user interface, common data storage and centralized administration. Improving and extending existing capabilities across the solution now enables companies to incorporate (just to name a few):Project portfolio managementNew product development/project lifecycle managementInternal workflows/approvalsRegulatory and/or compliance management
- Stakeholders are providing the ‘push’ for use requirements, process cycles and capital capacity provides the controls --- sometimes referred to as project ‘bottle-necks’. Companies of all sizes would love to provide virtually infinite delivery and quality to stakeholders – but it is just not possible to make everyone happy. Capturing all “demand” (i.e. work proposals) in one single placeMaking decisions on which proposals to approve and track progressProject Server 2010’s support for Demand Management is flexible:Simple projects that don’t require approvals and workflowComplex projects with complex lifecycles involving multi-stage approvals and workflow
- Companies of all sizes face increasing levels of information and demand on their business infrastructure while striving to be nimble enough to quickly respond to changing markets. Project success is dependent on an understanding of what needs to be done. Microsoft’s Demand Management leverages the multiple PLMs organizations may be using. Often, an organization will initially target launching one kind of project, but may learn that a different type of project is needed. The EPT enables streamlining of the data collection which improves cycle times. Project Server 2010’s EPT provides a single location and best-practice template for capturing new requests. User-driven project initiation provides an intuitive and repeatable framework that drives efficiency and reduces the time it takes to create and submit both simple and complex requests.
- During the project lifecycle, many stakeholders (e.g.: PM, project sponsor, etc.) will benefit from having visibility into the status of the projects from a workflow perspective. Project Server 2010 dedicates a Proposal Stage Status page to each project, designed to provide a single portal for all workflow informationThe Status page displays:The name of the current workflow stage that the project is inThe status of each deliverable required to be completed for the current phaseA table of all stages in the workflow, with their corresponding deliverablesApproval and rejection commentsion, and to intuitively guide users through the workflow
- In many organizations there remains a gap in the governing surveillance of project activities. Companies typically operate on the basis of a global or regional matrix of product groups and market territories. Demand Management is really the requirements elicitation to determine the goals, objectives and business drivers that will enable information paths from the beginning. This is essentially doing top- down and then bottom-up planning.
- The Microsoft Project 2010 Demand Management features gives each stakeholder within the organization the tools they need to help them define, standardize, communicate, and enforce governance processes to control all types of work, project and operational, throughout the lifecycle of any initiative. The flexible Demand Management capabilities help organizations capture all requests in a central repository to enhance visibility across the enterprise, enabling executives and key stakeholders to do Portfolio what-if scenarios It’s a fact that organizations of various sizes and industry focus manage projects differently depending on a variety of factors including project size, impacts and other strategic and corporate influences. Project Server 2010’s end-usergovernance capabilities help PMOs quickly define and manage different types of projects—for example, business projects, marketing and sales campaigns, research, operational deployments, as well as IT projects—throughout project lifecycles, and create event-driven workflows to control other activities, such as, issue and risk management, change management, document approval, and so on.In summary, the Project 2010 Demand Management end user experience:Is simple to useCollects information in StagesProvides convenient sections/tabs for viewing and organizing informationOffers an interface similar to SharePointCreates proposals with or without a scheduleIs powerful, robust, and flexible