This document discusses large scale vs small scale enterprise portfolio management. Large scale EPM involves global standardization, complex migrations, multi-level portfolios, application integrations, customization, and new technologies. Small scale EPM involves local standardization, simple migrations, single portfolios, no integrations or customization, and familiar technologies. The document outlines 12 key EPM process areas and describes how optimizing Project Server in an EPM environment involves considerations for configuration, integration with existing systems and processes, and deployment to the PMO and organization.

1. Presented by:
Sharon Rene Summers
For: Paragon Solutions
October 21, 2011

2. Topic #1
 Describe the defining characteristics for large scale vs.
small scale Enterprise Portfolio Management with
respect to strategy, structure and engagement (with
business, project teams etc.) model

3. Large or Complex Scale EPM Types
 Global PMO – International Standardization
 Large number of Projects – Complex Migrations
 Multi-Level Portfolios – Varied Rollups
 Satellite PMOs - Disconnected methods & technologies
 SAP/PSoft or other Application Integrations – db links
 Customized/Automated – Developers required
 Cloud Scenarios – EPMO has less control due to hosted solution
 New Technology – Additional training
 SOX Requirements – System may be location of audits
 Low PMO Maturity Level - Raising of Level is required
 Divestitures – Ownership of Technology and PMO Process
Note: Size of Company does not determine the size or complexity

4. Small Scale or Simple EPM Types
 Local Office PMO – Standardization is local
 Small number of Projects – Simple Migrations
 Single Level Portfolios – One Rollups
 No Application Integrations – no db links
 Not Customized/Automated – Developers not required
 Corporate PMO – EPMO has control
 Familiar with Technology – Standard Training
 No SOX via EPM – System may be linked to Documentum
 High PMO Maturity Level – Ease of Building an EPMO
 EPM Process in place – Upgrade and Migration of new Technology
 No Divestitures – Ownership of Technology is local
Note: Size of Company does not determine the size or complexity

5. 12 Key EPM Process Areas
Demand Portfolio Program Project
Management Management Management Management
Resource Quality Financial Change
Management Management Management Management
Risk/Issue Vendor Time Strategy &
Management Management Management Scoping
Each EPM Process area contains a High Level and Sub-Level Workflows

6. Sub-Process Workflow Areas
Resource Financial Portfolio Quality
Management Management Management Management
Resource Financial Dashboard
Stage Gate
Allocation Analysis Reporting
Resource
Financial Project Release
Optimizatio
Reporting Registration Mgmt.
n

7. EPM Artifacts Portfolio
Management
Dashboard
Reporting
Dashboar
d Rpt.
Project
Prioritization
Priority
List
Project
Registration
Registratio
n

8. Process Leads to Technology
ENGINEER
RE-ENGINEER
Build your EPM with the Best Practice
Engineer your EPM Process for your
Enterprise PMO
Install your EPM Technology

9. Engagement Strategy

10. Large Scale EPM Strategy
 PMO Assessment (based on Microsoft REJ)
 Business Analysis (BRD & TRD)
 Roadmap
 EPM Process Build out 3-5 workflow levels
 EPM Technology Installation & Configuration
 Customization with Development
 EPM Process Training
 Project Server 2010 Training
 EPMO Organizational Build
 EPM Support Model

11. High Level Steps
 Build the Best Practice Process
 Design and engage the organization
 Test the EPM Process
 Align PMO Method or Methods to EPM
 Approve the EPM Process and Train
 Install EPM Technology
 Configure Mapping of Process to Technology
 Implement the EPM Technology
 Test the EPM Technology
 Approve the EPM Technology and Train

12. EPM Team Large Scale
EPM
Solutions
Provider
Engagement EPM Process
Manager Engineer
Business Analyst Project Manager Change Manager
SharePoint Project Server
Server Engineer
Specialist Specialist
SharePoint Project Server Database
Developer Developer Administrator

13. EPM Team Small Scale
EPM Solutions
Specialist
Business Project
Analyst Manager
SharePoint Project Server Server
Specialist Specialist Engineer
Database
Administrator

14. Small Scale Characteristics
 A Small Scale EPM Strategy is one of the following:
 May only require limited Build out Key Process
Framework with no sub-levels – High level Process
 Build out of Migration only of Project Plans and not the
EPM Process & SharePoint functionality
 Direct Mapping of Process to Technology
 Does not Require Customization
 One Methodology or SDLC is on Board
 No Stage Gates
 Corporate Mandate & Sponsorship

15. EPM or PPM? (example)
 If an Organization requests only the following:
 Demand of Projects
 Project Prioritization
 View of List of Projects in a Portfolio
 Financial Management of a Portfolio
 Optimization of Projects in a Portfolio
 Projects to Portfolio Value
 then the PMO Organization does not require an EPM
but a PPM (A smaller Development of Process and
Technology to report to Executive Management).

16. Project Server as a PPM

17. PPM Solution
 Organizations with Top Down Approach
 Demand Management Focus
 Capacity Planning
 Project Prioritization
 Change Management
 Financial Planning
 Budget Analysis
PPM is an abbreviated version of Enterprise Portfolio Management and
at one level below the EPM as Portfolio Management is one key area.

18. Topic #2
 Outline the Critical Success Factors for the above to
ensure EPM success in and of itself, and business value

19. CSF’s
 Corporate Support and Executive Sponsorship
 Organizational Readiness
 Business and IT Investment
 PMO Maturity Level
 Business Goal Alignment
 Comprehensive Business and Technical Requirements
 Organizational Change Management
 Ability to Maintain and Support the EPM

20. Benefits – Project Server 2010
Top 10 Benefits
1. Unified project and portfolio management.
2. Drive accountability and control with governance
workflow.
3. Standardize and streamline project initiation.
4. Select the right portfolios that align with strategy.
5. Easily build Web-based project schedules.
6. Intuitively submit time and task updates.
7. Gain visibility and control through reports and
dashboards.
8. Simplified administration and flexibility.
9. Gain additional value from the Microsoft platform.
10. Extensible and programmable platform.

21. Business Values
 Consolidation of Projects = Cost Savings $
 Resource Management = Cost Savings $
 Managed Scope of Portfolio = Cost Savings $
 Time Management = Cost Savings $
 Alignment to Business = Cost Savings $
 Standardization = Cost Savings $
 Web Access = Cost Savings $
 A Business Value proposition should be provided by
the vendor to the client.

22. Topic #3
 Discuss the key reports and reporting dimensions (e.g.
financial) that allow the baselining and ongoing
measurement of EPM and the related/resulting
activities and initiatives

23. Example of Financial Mgmt Reports
 Estimation Accuracy
 Estimates to Completion
 Planned vs. Actuals
 Cost and Budget Analysis
 Actual vs. Demand
 Portfolio Financial Analysis
 Annual Budget Reporting
 These Reports allow tracking of Portfolio Baseline

24. EPM Reports General
 Portfolio Analysis
All Reports allow baselining of
 Dashboard Report metrics based on the organization’s
criteria
 Financial Reports
 Project Reports
 LOB Activity
 Staffing Plans
 Resource Allocation
 Resource Optimization

25. Metrics of EPM
 Number of Projects on Budget
 Number of Projects now aligned to the business
 Number of Processes aligned to operating model
 Number of Resources optimized
 Number of Resource hours gained by Time Management Process
 Number of Consolidation of Projects
 Number of Projects Approved in Timely Manner
 Number of Projects Prioritized effectively
There are hundreds of potential metrics. The Goal is to
recommend metrics to the organization and provide the
Business need.

26. Topic #4
 Describe how Project Server would be optimized in an
EPM environment – from considerations when
configuring, integrating with existing systems and
processes, and deploying to the PMO and organization

27. Integration Points
 SAP, Hyperion
 HR Database or PeopleSoft
 Time Management Systems
 Statement #1 “When integrating with HR System and Financial
Applications Project Server is streamlined for one-time entries as well
as time savings in administration
 Statement #2 “When deploying with existing Processes take into
consideration EPM process and re-engineering efforts.”
 Statement #3 “If Time Management Systems are not integrated
duplicate Time Sheets are required. Integration is key to see benefits.
Sharon Rene Summers
EPM Specialist

28. Thank You
Sharon Rene Summers
EPM Specialist
A Microsoft Partner
609-372-3524