Overview of Microsoft Project Technical Briefing Seattle, June 1 to 4, 2004

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Overview of Microsoft Project Technical Briefing
Seattle, June 1 to 4, 2004

• Boris Bazant
• Portfolio Manager, Central and Eastern Canada
• QuantumPM

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Overview of Microsoft Project Technical Briefing
Seattle, June 1 to 4, 2004

• Agenda
• Purpose of Microsoft Project Technical Briefings
• What to expect when you attend Microsoft Project
  Technical Briefing partners customers,
  selecting session tracks etc.
• Latest trends and issues identified
• Service Pack (SP1) for Microsoft Office Project
  2003 technical review
• Q A

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Seattle Icons what is that?
The 1997 total assessed value of this house was
53,392,200 with the land value being 9,122,200
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• What were property taxes for 1998 for Bill Gates
  House
• 520,000
• 620,000
• 820,000
• 1,020,000

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Purpose of Microsoft Project Technical Briefings
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What to expect when you attend Microsoft Project
Technical Briefing (PTB)
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PTB 2004 Tracks

• Deployment Configuration
• Developer
• Miscellaneous
• Organizational Planning Readiness
• Partner Lead
• Product Overview

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PTB 2004 Keynotes

• Also, several important keynotes were delivered
• Seamless Computing Innovation with Impact by
  Bill Gates
• Microsoft Information Worker Platform by Chris
  Capossela, Microsoft Corporate VP
• To Deployment and Beyond Wachovias Experiences
  with Microsoft Office EPM Solution by Treb Gatte,
  Vice President

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Seattle Icons what is that?
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PTB 2004 - Latest Trends and Issues Identified

• Finally, companies are realizing that EPM
  platform based on Project Server 2003 is a
  complex set of technologies that requires
  Enterprise approach and mindset
• EPM is (slowly) becoming part of core corporate
  competencies Corporate Health
• Bill Gates is aware of how important EPM solution
  is for Microsoft ?
• Integration with other LOB systems is happening
  much quicker than expected, SAP, Siebel, AD
  Starter Kits were released

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Service Pack (SP1) for Microsoft Office Project
2003 technical review

• SP1 for Project Server 2003 is released Many
  problems features and performance related - are
  fixed
• Views processing can be split between multiple
  servers (very important for large EPM
  deployments)
• New set of administrative and troubleshooting
  tools

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Service Pack (SP1) for Microsoft Office Project
2003 technical review
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Service Pack (SP1) for Microsoft Office Project
2003 technical review
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New Administrative and Maintenance Tools for
Microsoft Project Server 2003

• Testing And Monitoring Tools
• Data Population Utility
• Smoke Test Utility
• ConnInfo Utility
• Project Server Health Monitor Tool
• Administraitive and Maintenance Tools
• Project Server Cleaner Utility
• EditSite Utility
• Project Renaming Utility
• RestoreP.exe Utility
• Project Server Set Tracing Utility
• View Backup and Restore Tool
• View Effective Rights Tool
• View Populator Utility

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New and Updated Microsoft Project Server 2003
Guides

• Project Server 2003 Administrators Guide
• Project Server 2003 Application Configuration
  Guide
• Project Server 2003 Configuration Planning Guide
• Project Server 2003 Disaster Recovery Guide
• Project Server 2003 Executives Guide
• Project Server 2003 Installation Guide
• Project Server 2003 Medium-Scale Installation
  Guide
• Project Server 2003 Portfolio Managers Guide
• Project Server 2003 Project Managers Guide
• Project Server 2003 Resource Managers Guide
• Project Server 2003 Security Group Guide
• Project Server 2003 Single Computer Installation
  Guide
• Project Server 2003 Small-Scale Installation
  Guide
• Project Server 2003 Team Leads Guide
• Project Server 2003 Team Members Guide

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Corporate Health

• What does a healthy organization look like?
• Strong Performance (Business Results)
• Financial/Operational Performance
• Project Performance
• Happy, long-term Customers
• Right Resources/Right Mixture
• Vital Group of Products and Services
• A healthy organization monitors the health of the
  above against its corporate strategy.

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Corporate Strategy

• Two Additional Keys to Corporate Health
• Governance (Awareness)
• Effective Strategy Deployment
• Environment
• Focus on the internal and external factors that
  will define the future
• It is not the strongest of the species who
  survive, nor the most intelligent, but the ones
  most responsive to change.
• -Charles Darwin

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Change

• There are three types of organizations
• Those crashing into brick walls
• Those swerving to avoid brick walls
• Those out in front building brick walls for their
  competitors
• Harris, Jim. Blindsided.
• Capstone Publishing Ltd.
• 2002.

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Corporate Health

• How does an organization reach wellness?
• By aligning its work with its strategy
• By focusing on the future
• By adapting to change
• By creating change

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Corporate Health

• How does an organization maintain wellness?
• Regular checkups (Metrics Measures)
• Healthy lifestyle (Lean processes, proactive
  environment)
• Wellness requires flexible processes and
  information for real-time decision-making and
  leadership

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Regular CheckupsMetrics and Measures

1. Strategy Alignment
2. Resources people and infrastructure
3. Customers satisfaction and potential
4. Performance business results
5. Products/Services quality, market fit
6. Environment internal and external

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Healthy LifestyleLean Processes in a Proactive
Environment

1. Processes have owners
2. Processes are agile with a focus on results
3. Processes are usable and in use
4. Processes are easy to modify
5. Processes are focused on continuous improvement
6. Processes are monitored and modified

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Complete the Circle for Corporate Health
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Traditional Views

• Operational/Financial View
• Functional Focus
• General Ledger Reporting Requirement
• Annual/fiscal budget view
• Project View
• Focus is on goal-based work
• No GAAP type reporting expectation
• Multi-year span

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Operational/Finance Fundamentals

1. Time Expense
2. Time Billing
3. Workflow
4. Operation Control

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Project Fundamentals

1. Governance
2. Project Prioritization
3. Project-Based Budgeting
4. Standards
5. Sustainable Processes
6. Metrics

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Paradigm Differences
PPM (visibility)
Deliverables
Timesheets (status)
Timesheets
Strategic Initiatives
Billing
Expense
Integration with Accounting
Cost
Financial/Operational (viability)
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The Role of PPM
Bridging the Gap
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Components of Bridges
PROJECT MANAGEMENT
OPERATIONAL

• Status Tasks
• Resource Rates and
• Budget Planning
• Budget in Total and Yearly
• Forecasting Budget
• Resource Scheduling Forecasting

• Resource Time
• Skill Rates
• Budget Yearly
• Forecasting Budget
• Yearly Budgeting FTE

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Components of Bridges
OPERATIONAL
PROJECT MANAGEMENT

• Portfolio Grouping Reporting
• Project Grouping
• Portfolio Grouping
• Portfolio Budgeting
• Portfolio Scheduling Prioritization

• GL Grouping

Strategic Initiatives (ROI Based)
Achievement against Strategic Initiatives
Post Project Metrics
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Alignment of Views
Actuals Data Comes Directly from the Projects
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Executive Dashboard
Operational
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Seattle Icons what is that?
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Seamless Computing Innovation with Impact by
Bill Gates
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Take Action!

• Learn more about the Microsoft Office Enterprise
  Project Management Solution www.microsoft.com/solu
  tions/epm/
• Engage a Microsoft Project Partner
  www.microsoft.com/office/project/techinfo/partners
  .asp
• Register to local and online EPM events
• www.microsoft.com/usa/events/search.asp
• www.microsoft.com/usa/webcasts
• Learn more about Microsoft Office Project 2003
• www.microsoft.com/office/project/default.asp

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Resources

• Microsoft Office Project TechNet Site
• http//www.microsoft.com/technet/project/
• Microsoft Office Project MSDN Developer Center
• http//msdn.microsoft.com/project
• Microsoft Office Project User Groups
• http//www.mpug.org

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QA