Microsoft Office

Project Server 2003 Deployment Considerations

Presented by:

Duncan Griffin

Introductions

 

Duncan Griffin Pcubed

Paris

Pcubed’s

Cologne

Background

Seattle San Francisco Los Angeles Boston New York Philadelphia Wash., DC Denver

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Global Presence

World’s pre-eminent project management solutions company.

More than 375 trained specialists and consultants.

Clients across all major industries worldwide.

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Our Culture

A pragmatic, no-nonsense philosophy. “Quick hit” successes and long-term client solutions. Our mission…

every project successful

Pcubed’s Microsoft Relationship

   

Premier “go-to” Microsoft Project Partner

Microsoft Project Advisory Council Co-sponsor, Global Microsoft Project Users Group Strategic Microsoft Office Project Launch Partner Microsoft Consulting Services EPM Supplier

"From the first time I met Pcubed I was immediately impressed...The thing that Pcubed has that's unique is a balance between really understanding the strategic business value...but also balancing that off against the deep technical understanding of how to implement products and solutions that solve that business problem.“

Todd Warren, Microsoft - General Manager, Manager Microsoft ® Embedded Windows Former General Manager, Microsoft Project

"It is clear to me since joining the project team… that Pcubed is far and away Project's best partner...You guys are really the leaders when it comes to the business value that we deliver."

Chris Capossela Microsoft - Corporate Vice President Manager Microsoft® Office System

Project Planning Tool Evolution

What EPM Stakeholders use

• • •

Resource Managers

See Project Status Assign Resources Report Time & Progress

Executives Team Members

• • Configure System Manage Users & Permissions

IT Administrators

• • • Construct Plans Allocate Resources Develop Schedules & Milestones

Project Managers

Portfolio Management

Portfolio Management Enterprise Resource Management Collaboration and Project Management Centralise project, scope and cost information to:

   

Gain consolidated view of activities to evaluate and prioritise Ensure activities stay aligned with strategic objectives Maximize profits by effectively managing costs across activities Manage schedules and resources to maximise productivity

Enterprise Resource Management

Portfolio Management Enterprise Resource Management Collaboration and Project Management Unify disparate resources in one resource pool to:

   

Maximise resource utilisation Align human capital with strategic initiatives Effectively plan and manage your workforce Gain flexibility to optimise resources

Project Collaboration

Portfolio Management Enterprise Resource Management Collaboration and Project Management Team Project Manager Team Lead Team Member Managers Hub Team Member Managers External Project Manager Team Member Members Team Member Share real-time knowledge across your organization to:

  

Improve communications and decision making Eliminate redundancies and rework Enhance sense of ownership though involvement



Reuse and take advantage of best practices and processes

Enterprise Project Management

Portfolio Management Alignment with Business Objectives Corporate Strategy Real-time Executive Decision Support Enterprise Resource Management Integrated Delivery Framework Programs, Initiatives Collaboration and Project Management Projects Tools, Technology, Training and Knowledge Transfer Investment, Resource and Prioritisation Decisions Integrated Portfolio of Managed Projects Consistent, Repeatable Project Delivery

More Productive Projects

Architecture

Team Participation Easily Create Enterprise Project Plans Line of Business Systems Get more from your IT Investments Centrally Store Projects, Resources & Reporting Project Documents, Issues/Risks & Tasks

The need for Organizational MI

Roles

CEO CFO COO CIO HR

Primary Concern – Focus Areas  Identify, prioritize and selection of projects that align with bus. objectives  Optimize the investment portfolio mix of programs, projects & resources  Continuous performance improvement & the ability to do more with less  IT’s responsiveness to constant business & technology change Relevant EPM Metrics - Deliverables    Project portfolio “save/kill” decisions Earned value & Reliable speed to market Customer loyalty & retention    ROI and payback period Profitability & cost reduction Actual vs. planned budget variance     Cost/benefit analysis Resource utilization & availability Internal cost of quality Early Notification of Late Delivery    IT project portfolio mix Utilization of IT project resources User satisfaction within bus. units  Optimize people resources, skills & career development    EPM skills inventory & training Project team satisfaction & retention Team performance reviews/rewards

The need for Project MI

Roles

Program Managers (& Sponsors) Project Managers

Project Issues     Project inter-dependencies Resource/skills optimization Process & tool integration Stakeholder expectations     Project time, cost & people Milestones & deliverables Preventing scope creep Stakeholder satisfaction

Project Teams

   Daily task assignments Project team collaboration Stakeholder communication Career development Performance Metrics     Project baseline variances Early warning detection Status of serious issues/risks Lessons learned, failure rate     Schedule & budget variances Project status reporting Resource utilization Estimated time to completion     Status reporting updates Overdue tasks/deliverables Billable & non-billable hours Team evaluation reports

Need for Focus on Improvement

EPM Goals

On Time On Budget Within Scope Stakeholder Expectations

Desired Outcome (Best Practices…) Within 10% to 15% of original schedule estimate Harsher Reality… 75% to 120% schedule overrun Within 10% to 15% of original cost estimate 40% to 80% project cost overrun Retain 90% + of original, approved features 50% to 80% feature retention rate 40% of project success tied to stakeholder buy-in & meeting expectations 30% of failures tied to poor involvement & unrealistic expectations

Source:

Pcubed field experience, Standish Group and META Group research.

Building a Strong Case for ROI

Organizations with enterprise PM standards, including PMOs, will experience half the project cost overruns, delays and cancellations of those that don’t.

Gartner Group

More than 45% of all PMOs in place today will be stymied at the lowest maturity levels due to the lack of corporate support and investment in core PM practices.

The Meta Group

Nearly 70% of all projects are seriously challenged, and 20% to 30% are likely to fail outright.

Standish Group …Ultimately, ROI is tied to a company’s responsiveness to change, while minimizing unnecessary risk, cost and lost opportunity

Deployment Considerations

Deployment Methodology

• Business Solution • Implementation not installation • Analogous to ERP implementation • People / Process / Technology • Maturity / Capability – Solution Design • Rapid implementation cycles

• •

Solution Considerations

System Roles – System Ownership (PMO?) – User types (definition of user types and roles) – Security profiles (definition of data and functionality requirements) System Design – Architecture (definition of server / client architecture and parameters) – Scalability (definition of architectural impacts) – Security (definition of authentication issues and architectural impacts) – Performance (definition of performance requirements) – Distributed Access requirements

• •

Solution Considerations

Project Definition – Project coding structures (definition of project based attributes and properties) – Baselines (Use and configuration of) – Versions (definition of project versioning) – Templates (definition of standard phases, gateways, milestones) – Global Fields (definition of reporting fields, views, groups, filters, calendars, etc) Resource Definition – Resource coding structures (definition of resource based attributes and properties) – Skills parameters (definition of generic resources, skills attributes and structures) – Resource pool information (definition of cost rates, type, role and user identification) – Synchronisation required

• •

Solution Considerations

Project intelligence – Updating cycles (definition of timesheet requirements, update fields, and progress reporting method and functionality) – Reporting requirements (definition of views and status reports) – Management elements (definition of document repository structure and issue management system) System defaults – Cube and notification generation engines (definition of processing defaults) – SharePoint Team Services defaults (definition of web site generation process and defaults) – Interface customisation (definition of interface functionality)

• •

Solution Considerations

Interface Integration – Accounting systems (definition of any interfaces to accounting systems) – HR interface (definition of any interfaces to HR systems) – Portal, DM, CRM integration (definition of any interfaces to portal, Document Management, CRM systems) Customisation – Project guide (definition of project guide / organisational methodology integration) – Project management components (definition of additional tool elements risks, change control, quality management, budgeting, etc) – Dashboard reporting (definition of management reporting structure and web parts)

Project management maturity

EPM Expectation PM Capability Risk 5 4 3 1 2 Ad Hoc (Initial)

• Milestones and issues defined differently for each project • Weak scope definition • Status reports with no baseline

Planned (Repeatable)

• Gateway process • Milestone management • Basic document visibility and control • Structured reporting • Issue management

Organized (Defined) Project Complexity Integrated (Managed)

• Plans created down to activity level with baselines and tracking • Roll-up reporting • Resource management at the project level • Cross project dependencies managed • Change management implemented • Get gateway processes defined and used • Managing multiple projects across one or more business units • Projects driven by business objectives; begin integrating PM tools and business/IT requirements • Improve risk response & managing a “portfolio” of projects

Optimized (Sustained)

• Strategic alignment of all key projects with company objectives • Formal PM lifecycle, career path, certification & best practices • Measurable value from enterprise portfolio management (customers, suppliers & partnerships)

EPM and The Role of the PMO

What is a PMO

• Project Management Office • Programme Management Office – Centrally co-ordinated place for maintaining consistency and progress throughout a programme or enterprise – OR… • Centres of Excellence?

• Bottleneck?

Benefits of PMO

• Central point of Communication • Methods & Standards • Education • Change Agent • Resource Evaluation and Control • Reporting • Project Review and Analysis • Quick Start to new Projects • Visibility, Insight, Control

The PMO and Project Server

• Standards • Fields • Plans • Documents • Issues/Risk • Resource Management • Reporting – Portfolio Analysis • Centralised Architecture • Enterprise Global • Enterprise Resource Global

EPMO?

Enterprise Project Management

Portfolio Management Alignment with Business Objectives Corporate Strategy Real-time Executive Decision Support Enterprise Resource Management Integrated Delivery Framework Programs, Initiatives Collaboration and Project Management Projects Tools, Technology, Training and Knowledge Transfer Investment, Resource and Prioritisation Decisions Integrated Portfolio of Managed Projects Consistent, Repeatable Project Delivery

EPM Processes

Process-Centric View

Consistent Project Delivery Portfolio Management Real Time Communication & Data Corporate Strategy Programs & Initiatives Collaboration & Project Management Resource Allocation Resource Management Project Prioritization

Project Management Processes

Project Creation

Open Blank Project Template PMO Enter Project Paramaters PMO Save

Skeleton

Project PMO Assign Project Manager PMO Opens Project PM Enters Tasks & Resources PM Saves Basline PM Publishes Project & Assignments PM

Project Update Cycle

Completes Timesheet TM Process Updates PM Reschedule Project PM RePublish Project & Assignments PM

Resources Management Process

Sources of demand are distributed around the organization and are seldom defined in detail Lack of visibility results in “law of the jungle” resource allocations Sources of supply are distributed inside and outside the organization Ad-hoc Employees Support Project Demand Demand Profile Analysis & Allocation Capacity Profile Admin.

Status No capacity check results in far too much work and no priorities Manpower Plan Fights for critical resources continue to hamper execution Work Execution Skills & Labour Supply New Staff 3 rd Parties Contractors

Resources Management Process

Project Plans & Team Builder ensure requests are defined Portfolio Analyser & Resource Centre allows executive control of resources Global Resource Pool ensures ALL resources are reviewed on a like-for-like basis Ad-hoc Employees Support Project Demand Demand Profile Analysis & Allocation Capacity Profile Skills & Labour Supply New Staff 3 rd Parties Admin.

Portfolio Modeler allows to produce powerful “what-if” scenarios Status Work Execution Contractors Manpower Plan Status Reports & Timesheets feedback time spent and work achieved

PMO Processes

• New Resources • Project Reporting • Project Auditing • PM Assignment • Training…

EPM Security

Project Server Security

• All users that access Project Server will require a user account.

• Project Server identifies the user and personalizes the interface and data that is displayed.

• The interface and data is restricted to the permission and category configuration settings for each user.

• Security facilitates processes

Project Server Security

Project Server 2003 Client Application SOAP & XML Project Data Service (PDS) SQL Server Views Tables

PDS Acts as Security Gatekeeper

Security follows Windows Protocol

Security Objects

- Items that can have actions carried out on them or contain data. In Microsoft Project Server this includes

Categories

that consist of collections of projects, resources, assignments, and ‘

Views

’.

Security Principles

- Define access to security objects. In Microsoft Project Server

Users

Groups

have rights or

Permissions

and over security objects. This allows them to access or manipulate Microsoft Project Server objects.

Security Templates -

Maps for applying security principles to security objects. In Microsoft Project Server

Users

and

Groups

have

Permissions

or rights assigned to them depending upon the role they play. Predefined permission profiles can be stored as roles.

Security Templates

for each of these

Security applied in Layers

Authentication Org. Permissions User / Group Permissions Categories Limits who can access the server Limits functionality of server for all users Limits categories of information and functionality a user / group has access to Limits scope of projects, resources, assignments and views of data that can be seen Category Permissions Views Limits functionality of the views of specific categories Limits the project fields in every view and filters the tasks, resources, and assns, within the views

Project Server Security

• Uses for security: – Protect confidential data from other users – Secure data from malicious or accidental damage – Provide data depending on the information needs and functionality requirements of the user – Enforce project management processes discipline within the organization

Project Server Security

• Understanding PWA Permissions – You can allow or deny permissions to individual PWA users or groups of users.

– You can use categories to define the specific projects, resources, and views to which you allow users and groups various levels of access.

– Users and groups are the security principals. Projects, resources, and views are the security objects. Categories are collections of security objects. Use permissions to allow or deny security principals access to security objects.

Project Server Security

• Examples of Use: – Exec’s to have access to ALL Projects (Read Only) – Project Managers to only have access to their projects – Resources to only have summary access to their projects and their tasks – 3 rd Parties only have access to milestone info – Resource Managers only have access to projects where their resources are deployed – PM can save but not create projects

EPM

Integration and Development

Plus! New Features for IT & Developers

• Increased Scalability, Performance & Manageability – Support for 2 and 3-way db partitioning – Improved Project Professional response time – Easily delete resources from resource pool – Self-service project manager check-in • Integration – Windows SharePoint Services – Microsoft Office System – Active Directory synchronization • Improvements for Developers – Enhanced line of business integration through PDS improvements – Project Professional Object Model improvements – Out of the box customizable web parts – Expanded reporting through OLAP cube extensibility

Understanding Integration Methods

• Three basic integration methods: – Client Side Programmability (using Microsoft Project) • Full Support of ALL legacy object model calls • New Object Models for Enterprise Data/Project Guide – Server Side Programmability (Via OLE DB) • OLE DB Extended for accessing Enterprise data – Server Side Programmability (Via PDS) • Provides Security gate and Data Services

Client Side

Pros:

Programmability

Solomon Project Info Solomon Task Info •Shorter development cycle (VB Skills) •Little PS db expertise required •Use of Project Methods About Solomon Integration Validates data Request Synchronize with Solomon View Actuals & Budgets

Cons:

•Process is distributed to Client Side, relies on User Input

Recommended Use:

•Project Manipulation Macros •Project Guide Customization •Office Integration •Bespoke Project Analysis Requirements

Server Side Programmability (OLE DB)

Project Server 2003 SQL Server ODBC Client Application Views Tables

Pros:

•Strong Reporting Function through OLE DB and OLAP

Cons:

•PS db expertise required •Can lead to data corruption •Data Structure not future proof

Recommended Use:

•Reporting via SQL Report Server •Extend Notification Services •OLAP Extendibility

Server Side Programmability (PDS)

Project Server 2003 SQL Server Client Application SOAP & XML Project Data Service (PDS) Views Tables

Pros:

•Middle Tier Object acts as a security layer •Data exposed via XML for easy translation •Methods validate requests

Cons:

PDS Methods, may require additional methods

Recommended Use:

•Data Manipulation •Data Synchronization

What is Report Server

• Microsoft SQL Server 2000 Reporting Services • A framework for generating and delivering reports • Released Early 2004 • Microsoft’s answer to Crystal and other reporting services • If Deployed on same server as SQL no additional licensing is required (Very unlikely in medium to large deployments)

Why use Report Server?

• Structured and consistent framework for reporting* • Expose hard to reach data • Build report subscriptions/distributions • Cross Project/Portfolio Reporting • Maintain Reporting history *For those currently using MS Access Reports they could be imported into Report Server using a wizard.

Dashboards

What is a Digital Dashboard?

• A Digital Dashboard is a customized Microsoft solution for knowledge workers which pulls together key information sources into a consolidated view.

• Digital Dashboard can be used by workers to: – View daily activities – Collaborate with co workers – Gain insight into performance of company – Enable a faster flow of knowledge

Digital Dashboard

Dashboard – Project Perspective

• A Web-based Information and Decision Support System for: – Management, – Stakeholders, – Project Managers and – Team Management, • Enabling them to view accurate, timely project/portfolio information – Project Plan metrics -- cost, schedule, resource & milestones, etc.

– Ability to access to other related metrics (e.g. financial, HR)

What is a Project Server Webpart?

• A cut down section of the Project Server web page • Uses URL parameters after the main url to control the display • Add or Remove menus, sidebars etc.

• E.g. http://localhost/projectserver/Views.asp

?..

• Controlled by SimpleUI and NoMenu • Built in Sharepoint Services Web Parts

Planning a Deployment

• Use Microsoft Deployment Materials • Contact a Microsoft Partner • Whatever you choose your Framework should cover…

EPM & Portfolio Management

Implement “value add” reporting & control processes Identify and build the right skills Develop and encourage accountability ‘Projectise’ the organisation Deploy pragmatic and efficient tools Implement effective and consistent Project Management processes Understand the Business value of projects

Pcubed’s Unique 6D Methodology

Ensuring consistent Pcubed delivery of client solutions worldwide.

     

Discover

Business Needs & Vision Current Environment PM Maturity Assessment Gap Analysis & Roadmap Business Case/Charter

Envisioning Environment

     

Define

Scope & Deliverables PM Methodology & Process Skills, Roles & Responsibilities Issues, Risks & Barriers Tools & Technology Requirements

Evaluation Environment

     

Develop

Process, Templates & Guidelines Status Reporting & Communications Training & Documentation Technology & Tools Customization Implementation Plan Approval

Proof of Concept Environment

     

Deliver

Initial Training & Mentoring Organizational Validation Process Validation Technology & Tool Validation Integration Validation

Pilot Environment

    

Drive

Benefits Realization Operational & Technical Support Resource Optimization Continuous Improvement Knowledge Transfer      

Deploy

Controlled Implementation Operational & Technical Training Performance Verification Management Decision Support User Acceptance & Lessons Learned

Production Environment

Pcubed’s 6D Methodology

Pcubed’s

6D methodology provides a consistent deployment life cycle improving overall quality, control and repeatability. It allows

Pcubed

to continually redefine what is essentially best practice in the field of Portfolio Management Solution Deployment.

“

Pcubed's

6D Methodology helps to ensure the delivery of repeatable client solutions anywhere in the world.”

Adrian Balfour Founder and CEO Pcubed

Pcubed’s 6D: Discover

     

Discover

Business Needs & Vision Current Environment PM Maturity Assessment Gap Analysis & Roadmap Business Case/Charter

Envisioning Environment

Resource & Skills Management Business Decision Making

Discover EPM Define Develop

Collaboration & Knowledge Management

Rapid Pilot Deployment

Business Process Adoption

Pcubed’s 6D: Define

     

Define

Scope & Deliverables PM Methodology & Process Skills, Roles & Responsibilities Issues, Risks & Barriers Tools & Technology Requirements

Evaluation Environment

EPM Define

Define:

The focus is on achieving EPM system “awareness” using migrated client project plans & project data.

Initial focus is on the EPM technology platform as a solution enabler.

Pcubed’s 6D: Develop

     

Develop

Process, Templates & Guidelines Status Reporting & Communications Training & Documentation Technology & Tools Customization Implementation Plan Approval

Proof of Concept Environment

EPM Define Develop

EPM Develop:

The focus is on system “validation” using the client’s own project data, including a “thin” layer of supporting EPM processes.

Initial focus is on the EPM technology platform as a solution enabler.

Pcubed’s 6D: Deliver

     

Deliver

Initial Training & Mentoring Organizational Validation Process Validation Technology & Tool Validation Integration Validation

Pilot Environment

Resource & Skills Management Business Decision Making

EPM Define

EPM Deliver:

The Rapid Pilot focus is on system “readiness” with enough business process awareness to fully leverage the Microsoft-enabled technology platform.

Develop

Collaboration & Knowledge Management

Rapid Pilot Deployment

Business Process Adoption

Initial focus is on the EPM technology platform as a solution enabler.

Pcubed’s 6D: Deploy

     

Deploy

Controlled Implementation Operational & Technical Training Performance Verification Management Decision Support User Acceptance & Lessons Learned

Production Environment

Resource & Skills Management

• Business Case Realization • Project Reporting & Analysis • Gateway & Deliverables Mgmt.

• Project Dependency Mgmt.

• Business Benefits Analysis • Business Systems Integration EPM Define

Focus on High Priority EPM Requirements:

A custom EPM solution that delivers general system & process readiness, but with in-depth coverage Day 1 EPM Requirements

Collaboration & Knowledge Management

Develop Rapid Pilot Deployment

Business Process Adoption Note:

Pcubed can also address all EPM modules – either individually or in any combination.

Pcubed’s 6D: Drive

Resource & Skills Management

• Resource Time & Cost Tracking • Resource Allocation & Leveling • Resource Skills Assessment • Resource Optimization • Accountability & Conflict Resolution • Training & Mentoring *

& Skills Management Decision Making Collaboration & Knowledge Mgmt.

• Project Team Web Portals • Project Team Collaboration • Project Portfolio Collaboration • Email Alerts & Notification • Document Management • Lessons Learned & Knowledge Transfer

Integrated EPM Solution Collaboration & Knowledge Management Business Process Adoption

    

Drive

Benefits Realization Operational & Technical Support Resource Optimization Continuous Improvement Knowledge Transfer

Business Decision Making

• Business Case Realization • Project Reporting & Analysis • Deliverables & Gateway Management • Project Dependency Management • Business Benefits Analysis • Business Systems Integration

Business Process Adoption

• PM Cultural Analysis • PM/Business Process Integration • PM Life Cycle Management • Project Guide Customization • Enabling Core PM Processes • EPM Process Mentoring Client Objective: Full-scale EPM Deployment Readiness.

• • • • • •

Project Links

Microsoft Project Product Page: – http://www.microsoft.com/office/project/ Microsoft Project MSDN Developer Center: – http://msdn.microsoft.com/project Microsoft Project Deployment Kit: – http://www.microsoft.com/technet/prodtechnol/office/proj20 03/reskit/default.mspx

Microsoft Project TechNet Site: – http://www.microsoft.com/technet/project/ Microsoft Project Partner Program: – http://www.microsoft.com/office/project/resources/partners.

htm Me… – [email protected]