In these demanding economic times, many executives are facing sharper scrutiny of their discretionary spending. This increases the importance of effectively identifying, selecting, and delivering product portfolios that best align with an organization’s business strategy. Best-practice portfolio selection techniques provide a handshake between value optimization — that is, alignment with business priorities and maximizing ROI — and resource utilization, meaning the understanding of resource capabilities and availability. Together, these techniques help PMOs recommend not only which product to undertake, but to forecast their delivery. Vision Organizations can make business strategies more objective by adopting structured techniques for defining, prioritizing, and communicating business imperatives, and consistently evaluating each competing initiative that contributes to strategic priorities. Adopting a structured portfolio selection process helps organizations accomplish the following: Define and communicate the business strategy: Many organizations publish mission statements and high-level strategic objectives. Few of them, however, break down their strategy into actionable, measurable, and unique business drivers. Defining and effectively communicating the business strategy provides a blueprint that organizational departments can understood and implement. Drive executive consensus around business driver priorities: Objectively prioritizing the business strategy and driving executive consensus can help your organization more effectively assess competing initiatives and select the optimal portfolio. Objectively prioritize competing products from multiple dimensions: Prioritizing products by using a variety of value measurements (e.g., strategic value, financial value, and risk) provides a framework for assessing requests from multiple dimensions and for creating a common currency with which to make comparisons. Identify the optimal portfolio under varying budget and portfolio constraints: Facing budget cuts or requests that exceed the allocated budget creates a daunting task for PMOs. Additional variables, such as inter-product dependencies and regulatory requirements, can further compound the problem, creating a challenge in effectively modeling scenarios that will help identify the right products for an organization to undertake. Accurately capturing realistic cost and benefit estimates for products early in their lifecycle helps executives effectively select portfolios that maximize ROI under varying budget constraints and measure financial performance during product execution. Effectively communicate tradeoffs: Budget, available resources, dependencies, pet products, and compliance requirements can potentially affect the overall value of selected product portfolios. Being able to identify and alter constraints helps PMOs communicate tradeoffs to the executive team and enhance the potential value gained from the resulting

1. David J. Rosenthal
President & CEO, Atidan
March 11, 2015
Microsoft MTC, New York City
Transforming Project
Management in
Manufacturing &
Resources

2. Project scenarios in manufacturing & resources
Innovation Management
Product Portfolio Management (PPM)
Resource Management
Operational Cost Management

3. Evaluate new ideas and collaborate with colleagues to optimize product portfolio during
INNOVATION MANAGEMENT

4. Submit new ideas and
view all submissions in
central repository
Determine governance
workflow and approvals
for new ideas
Define and prioritize
strategic business drivers
for comparing ideas
Workflows Business Drivers Ideas
Benefits  Streamline idea submission process  Increase visibility across submitted ideas  Improve quality control
Define governance
process and submit ideas
Innovation Management

5. Benefits  Reduce subjective decision-making  Enable faster what-if analysis  Realize optimal ideas portfolio
Identify idea costs
(e.g., test runs, actual
production, etc.) and
potential value
Costs
Build business case for
ideas, and identify
portfolio with
maximum value
Portfolio Value
Analyze and compare
ideas portfolio against
business drivers and
strategic objectives
Strategic Alignment
Engage with
colleagues to discuss,
expand, refine and
rate ideas
Collaboration
Lync
Collaborate, evaluate and
optimize idea portfolio
Innovation Management

6. Manage product lifecycle workflows to improve financial return on R&D investments with PPM

7. Analyze resources, costs,
etc., for all existing and
upcoming products
Define, assess, escalate and
resolve risks throughout
product lifecycle
Product Analysis Risk Evaluation
Benefits  Realize optimal product mix  Identify and address risks early
Assess competing products
and potential risks
PPM — Risk Management

8. Benefits  Help ensure products are delivered on-time  Reduce scheduling conflicts  Increase production efficiencies
Build and edit schedules,
and identify inefficiencies
throughout product
lifecycle
Build Schedules
View timelines, deadlines
and resource tasks in
single location, and
address potential risks
Manage Task & Risks
Assess resources
and build teams that
align with product
requirements
Build Teams
Enable instant team
collaboration and
communication on any
device
Collaborate
Lync
Build and manage teams,
and enable collaboration
PPM — Teams, Schedules and Collaboration

9. Assess resources and costs, then build and manage teams throughout project lifecycle with
RESOURCE MANAGEMENT

10. Benefits  Gain visibility across resources  Enhance collaboration  Reduce subjective resource planning
Build teams comprising internal
and external resources that
align to project requirements
Build Teams
Assess resources, both human
and material, against project
requirements
Assess Resources
Share suggested resource
assignments with executive
team for funding allocation
based on budgets
Allocate Funding
Assess resources
and build teams
Resource Management

11. Benefits  Improve PMO efficiencies  Reduce scheduling conflicts  Improve project success rate
Define resource KPIs and
develop progress reports for
executive team review
Assign tasks and monitor
resource activities in real-time
View competing projects to
understand resource priorities
and deadlines
Real-Time Monitoring Custom InsightsProject Comparisons
Manage resources
throughout project
Resource Management

12. Track project performance and surface valuable data to create and share reports with
OPERATIONAL COST MANAGEMENT

13. Benefits  Anticipate changes in project expenses  Deliver profitable, on-time projects  Reduce IT burden
Surface data from various
financial systems
Lines of Business IntegrationBudget to Cost Comparison
Establish project baselines, and
compare budgeted vs. actual
material and labor costs
Track project performance
across financial systems
Operational Cost Management

14. Capture project data in
central repository for
portfolio analysis
Access reports and other
project data from multiple
devices
Translate data into highly
visual reports and
dashboards for executive
analysis
Centralized Project Data Reports and Dashboards Devices Access
Benefits  Improve data organization, analysis  Reduce subject decision-making  Enable access to data from any device
Create and share
cost reports
Operational Cost Management

15. — Rafael Farias,
Budget and Cost Analyst,
Intelbras
Intelbras, which manufactures
telecommunications equipment for Latin
America and Africa, chose Project for its
accelerated reporting capabilities,
compatibility with multiple browsers,
and seamless interoperability with other
Microsoft tools, like SharePoint and Lync.
Benefits
 Faster decision-making and follow-up
with reports produced in minutes, not
weeks
 Increase efficiency and data safety
with centralized data repository
 Improve team collaboration with
SharePoint and Lync interoperability

16. — Kirt Eberts,
IT Manager, Enterprise
Scheduling Team,
Intel
Intel, the world’s largest semiconductor
chip manufacturer, chose Project to
consolidate disparate project
management tools, increase project
flexibility and realize environmental
benefits from virtualization.
Benefits
 Realize cost-savings from
consolidating disparate, user-designed
project management tools
 Enable more robust project
management with flexible features
 Reduce carbon footprint with
virtualization of scheduling
environment
 Increase user adoption and
satisfaction (95% of people who
started using Project were still using it
six months later)

17. — Stéphane Perrin,
Director, Product Planning and
Project Management Solutions,
Volvo IT
Volvo IT, the group responsible for
project management at the Volvo Group,
chose Project to improve resource
planning and save time entering project
data.
Benefits
 Improve anticipation of internal and
external resource demands, and
allocate appropriately
 Reduce time spent entering data,
such as project summaries and time-
reporting information, by 40%
 Enable customization to meet
demands specific to the Volvo Group

18. Airbus Group, an aerospace and
defense corporation, chose Project to
optimize the management of its
complex international projects, and to
enhance insight into progress and costs.
Benefits
 Seamless integration between SAP
and project management, scheduling
and financial systems
 Better insight across project activities
to enable project managers to spot
issues faster
 Standardized best practices and tools
to increase the success of process
implementations
— Christian Borel,
Central PMO Manager,
Airbus Group (formerly the EADS Group)

19. Next steps:
project@Atidan.com
Proof of
Concept
Atidan will lead a demonstration and working session
that focuses on the value of Project specific to your
organization.
Atidan
Workshop
During this workshop, Atidan will demonstrate Project
and how its capabilities can specifically benefit your
organization.
Monthly
Webcasts
Join our monthly webcasts to learn about new
capabilities, and how specific solutions within Project can
help your organization thrive.
CIE
Our Customer Immersion Experience (CIE) will give you
hands-on experience with Project, and help you better
understand how its robust and integrated features can
benefit your organization.
Social Channels
Follow Project on Twitter, Facebook and LinkedIn.
msftproject@project microsoft-project

20. Challenges in manufacturing & resources
Collaborating with external partners
Addressing unexpected project changes
Accelerating product development and
time-to-market
Finding the best-available project
resources
Completing projects under budget
Driving new products and services into
market

21. Trends in project management
17%
According to PMI, fewer than
two-thirds of projects meet
their goals and business intent,
while about 17% fail outright1
94%
According to PWC, nearly 94%
of organizations agree that
project management enables
business growth2
$135M
According to PMI, for every
$1 billion spent on a failed
project, $135 million is
unrecoverable1
17%
According to PWC, effective
communications increase the
likelihood of finishing a project
within budget by 17%2
1. “PMI’s Pulse of the Profession: The High Cost of Low Performance.”
Project Management Institute. 2013. Hyperlink to PDF.
2. “Insights and Trends: Current Portfolio, Programme, and Project
Management Practices.” PricewaterhouseCoopers. 2012. Hyperlink
to PDF.

22. Innovation
management
Use metadata to
compare all projects in
Project Center view
Project Center’s timeline view is
updated in real-time as project teams
revise progress and adjust deadlines.
Project managers can also sort projects on
select metadata, helping them decide which
projects to accelerate, delay or eliminate.
Project managers can group current and upcoming
projects under dozens of categories, making it easy to
compare relevant metadata (e.g., capacity, cost, etc.).
Screenshot from Project Online

23. Innovation
management
Compare products against
business drivers with
Strategic Impact Matrix
Once executives determine the organization’s business
drivers, project managers can select which drivers best
apply to the portfolio they want to analyze.
The Strategic Impact Matrix provides five default rankings: None, Low, Moderate, Strong
and Extreme. Executives can define each of these to remove ambiguity from the ranking
process. Rankings are later used determine priority scores for each project (see next slide).
Screenshot from Project Online

24. Innovation
management
Use Efficient Frontier
chart to determine
optimal portfolio based
on constraint thresholds
The optimal number of projects and their combined strategic value, based on the Strategic Impact Matrix
and cost constraint, is illustrated by the Efficient Frontier. In this example, achieving 100% strategic value —
that is, undertaking all proposed projects — would violate the cost constraint by $70,000.
Project managers can create their own cost constraints by which to
determine the portfolio mix. In this case, projects are moved in and
out of the portfolio as project managers change budget values.
Projects are prioritized based
on results from the Strategic
Impact Matrix.
Screenshot from Project Online

25. Product
portfolio
management
Identify product risks, capture
their potential impact and
probability of occurrence with
Risk Forms
Risk Forms give project managers the opportunity to describe
risks in great detail, and include text fields for Description,
Mitigation Plan, Contingency Plan and Trigger Description.
After defining the probability, impact
and cost, project managers can create
detailed reports to compare risks.
Risk Forms help project managers identify and define project
risks before they occur. Risk Forms can be stored in a central
location so all involved stakeholders can access them.
Screenshot from Project Online

26. Product
portfolio
management
Store, search for and
share product documents
in central location with
Project Team Sites
Project and SharePoint’s interoperability with Lync enables
project team members to see who’s available, and easily begin
a video, chat or audio conversation.
SharePoint’s search capabilities help project
team members quickly find the documents
they need when they need them.
Project Team Sites, powered by SharePoint, enable project
teams to share documents, deliverables, calendars and
other important project resources in a central location.
Screenshot from Project Online

27. Product
portfolio
management
Highlight issues, identify their
root cause, and resolve
associated problems with
Task Inspector
The Task Inspector recommends corrective actions for
resolving scheduling conflicts. Here, it suggests moving the
task deadline to address the resource and due date issues.
Scheduling conflicts are highlighted with red icons and
underlines. Here, the proposed resource is over-allocated,
while the due date conflicts with a necessary preceding task.
Scheduling conflicts are also
highlighted with a squiggly bar on the
timeline.
Screenshot from Project Professional 2013

28. Product
portfolio
management
Review and approve all
timesheets, task updates and
administrative time requests
with Approval Center
The Approval Center allows projects managers to define what activities require
approval, such as resource reassignments or status updates. Project managers can
then view and approve all requests across multiple projects in a single location.
Screenshot from Project Online

29. Resource
management
Capture all named resources
and assess their metadata
(e.g., skills, location, cost, etc.)
in Resource Center view
Resources can also be sorted by the same categories used for grouping. Here, the resources
are first grouped by Type (i.e., Material or Work), and then sorted by their earliest available
date, for which more information is available in the Resource Assignments view (next slide).
Resources can be grouped by dozens of categories in up to
three layers, making it easy to see how certain resource
groups compare to others.
Screenshot from Project Online

30. Resource
management
Assess resources across various
project metrics (e.g., start dates,
% work complete, etc.) with
Resource Assignments
Resource Assignments provides project managers with two views: Gannt
Chart, shown here, and Timephased Data. The latter displays the
Planned, Actual and Overtime costs for each resource per task, per day.
Resources can be grouped by multiple categories, giving project
managers more or less detail depending on their needs, and helping
them determine resource assignments for upcoming projects.
Screenshot from Project Online

31. Resource
management
Compare all project
assignments in a single,
interactive view with
Team Planner
With Team Planner’s interactive views, project managers can see the details of a
specific task, and compare those details to other activities. Project managers can
also easily drag and drop tasks between resources to optimize project efficiency.
Task Inspector, which helps project managers identify and resolve
scheduling conflicts, is also available in Team Planner. Here, the
scheduling conflict is highlighted on the timeline by red brackets.
Screenshot from Project Professional 2013