Project Portfolio Management (PPM) Symposium Chicago

Transcription

1 1 Project Portfolio Management (PPM) Symposium Chicago May 31, 2007

2 2 Achieving Project Management Excellence Dr. Harold Kerzner Senior Executive Director International Institute for Learning, Inc.

3 3 Copyright Most of the material in this presentation has been taken from two sources; Advanced Project Management: Best Practices on Implementation, 2nd Edition, 2004, and Project Management Best Practices: Achieving Global Excellence, 3rd Edition, 2006, both by Harold Kerzner, John Wiley & Sons Publishers by Dr. Harold Kerzner. All rights reserved. Material and slides cannot be copied or transmitted in any electronic format without written permission of Dr. Harold Kerzner.

4 Today s View of Project 4 Management Today we are managing our business by projects. Project management has evolved into a business process rather than a project management process. The project management enterprise methodology contains business processes. Capturing best practices is a necessity.

5 Benefits of Project Management (1 of 6) 5 Past View Project management will require more people and add to the overhead costs. Profitability may decrease. Present View Project management allows us to perform more work in less time and with less people. Profitability will increase.

6 Benefits of Project Management (2 of 6) 6 Past View Project management will increase the amount of scope changes. Project management creates organizational instability and increases conflicts. Present View Project management will provide better control of scope changes. Project management makes the organization more efficient and effective.

7 Benefits of Project Management (3 of 6) 7 Past View Project management is really eye wash for the customer s benefit. Project management will create problems. Present View Project management will allow us to work closer with our customers. Project management provides a means for problem solving.

8 Benefits of Project Management (4 of 6) 8 Past View Only large projects need project management. Project management will increase quality problems. Present View All projects will benefit from project management. Project management improves quality.

9 Benefits of Project Management (5 of 6) 9 Past View Project management will create power and authority problems. Project management focuses on suboptimization by looking at only the project. Present View Project management will reduce the majority of the power struggles. Project management allows people to make good company decisions.

10 Benefits of Project Management 10 (6 of 6) Past View The cost of project management may make us noncompetitive. Project management delivers products to a customer. Present View Project management will increase our business and our competitiveness. Project management delivers solutions to a customer.

11 Supporting Processes for Best 11 Practices As project management evolved, there appeared supporting processes aligning themselves with project management. Each of these supporting processes have allowed us to capture additional best practices related to both project management and the supporting processes.

12 Processes Supporting Project 12 Management Empower- Total No Quality Concurrent ment and Life Allies Management Engineer- Self- Re- Cycle ing directed engineering Costing Teams Increasing Support 2007 International Institute for Learning, Inc Dr. Harold Kerzner Version 1.1

13 Processes Supporting Project 13 Management Scope Change Control Risk Management Project Offices and COEs Co-Located Teams Multi-National Teams Increasing Support

14 Processes Supporting Project 14 Management Maturity Models Strategic Planning for Project Management Intranet Status Reports Capacity Planning Models Six Sigma Project Mgt. Virtual Project Teams Increasing Support

15 Processes Supporting Project 15 Management Enter. Project Mgt. Knowledge Libraries for Project Management Internal Certification as well as by PMI????????? Increasing Support

16 16 Best Practices Questions DEFINITION VALIDATION DISCOVERY CLASSIFICATION MANAGEMENT REVALIDATION UTILIZATION PUBLICATION IMPLEMENTATION

17 17 Question #1 DEFINITION What is the definition of a best practice in project management? (Past view vs. present view)

18 18 Question #2 DISCOVERY How do we discover best practices? Where should we look first? Who is responsible for the discovery?

19 19 Question #3 VALIDATION How do we validate that something actually is a best practice? Who should perform the validation?

20 20 Question #4 CLASSIFICATION Are there levels or categories of best practices? If so, who is ultimately responsible for determining the levels?

21 21 Question #5 MANAGEMENT Who has the responsibility for the ultimate management / administration of the best practice once it is identified?

22 22 Question #6 REVALIDATION Who has the responsibility for revalidation of current best practices? How is this accomplished and how often?

23 23 Question #7 UTILIZATION How are best practices commonly used by companies once they are validated and / or revalidated?

24 24 Question #8 PUBLICATION What techniques are available by which best practices can be effectively communicated to the employees within a company?

25 25 Question #9 IMPLEMENTATION How do we get employees to use a best practice? How do we validate that it is used properly?

26 Evaluation of a Best Practice (1 of 2) 26 Best Practice Characteristics Yes No Measurable Metric Measurable Efficiency Measurable Effectiveness Adds Value to the Company Adds Value to Our Customers Transferability to Other Projects Has Potential for Longevity Applicability to Multiple Users Differentiates Us from Competitors

27 Evaluation of a Best Practice (2 of 2) 27 Best Practice Identification Training Required Governance Required Proprietary Knowledge

28 28 Levels of Best Practices Three levels of best practice maturity have been defined with minimum requirements for an associate best practice, best practice, and mastery best practice. (EDS)

29 29 Levels of Best Practices Note: Each level contains a percentage of the ideal characteristics or drivers. Characteristics or Drivers of the Ideal Best Practice Wish List Level 4: > 60% Level 3: 40 % - 60% Level 2: 20 % - 40% Level 1: 0 % - 20%

30 Project Management and Sales (1 of 2) 30 When asked about his vision for Ericsson into the 21st century, Robert Shepherd believes that there will be: a stronger tie to sales where the project manager supports the sales phase to ensure successful proposal generation and project implementation to meet the customer s contractual requirements, which leads to customer satisfaction.

31 Project Management and Sales (2 of 2) 31 According to Jim Triompo, Group Senior Vice President at ABB: Project management is being introduced into areas that traditionally haven t used project managers. Project management in a sales organization has proven to be critical and should be made a central part of the sales process.

32 Best Practices and the Sales Force 32 How do we get salespeople to discuss best practices with the clients? (both internal and external clients) The salespeople must know the best practice and what value / benefit can be achieved with it. The salespeople must make the best practice easy for the customer to understand.

33 33 Need for a Best Practices Library Every new project should directly build on the learning from any similar project undertaken anywhere else in the world. Bill Gates in the Speed of Thought

34 Best Practices Library Effectiveness and Efficiency Future Business Technology Advances Satisfaction Project Management 34 METHODS FOR SUCCESSFULLY WINNING NEW BUSINESS COMPANY-WIDE BUSINESS PERFORMANCE IMPROVEMENT INITIATIVES BUSINESS APPLICATIONS ENGAGEMENTS CUSTOMER INTERFACING, REPORT PREPARATION, AND STANDARD PRACTICES INTERFACING USING STATE-OF-THE- ART TECHNOLOGY TECHNOLOGY TECHNOLOGY PROJECT MANAGEMENT CONTINUOUS IMPROVEMENTS

35 Growth of Knowledge Management 35 Integration of Business Processes into the EPM Methodology Project Knowledge Base or Technology Knowledge Base (PKB or TKB) Quantity of Information PM Best Practices PM Best Practices Libraries Knowledge Repositories (PM and Business Knowledge) Time

36 Growth of Enterprise Project 36 Management Functional Project Management (Products) Enterprise Project Management (Solutions) Suppliers Customers Extended Enterprise Project Mgt. (Partnerships)

37 37 Engagement Project Management Engagement project management describes the steps that must be accomplished to successfully leverage your project management skills (including best practices) to attract new customers and receive follow-on work from existing customers.

38 Engagement Project Management 38 What are you selling? Solutions generated by your EPM system Sharing of best practices and lessons learned including Six Sigma expertise Continuous flow of information from the EPM system to the customer (perhaps EPM to EPM systems) In exchange for this, you want the customer to treat you as a long-term partner, not just a contractor

39 39 Engagement Project Management Factors Conventional Selling Engagement Selling Project Focus Project Completion Long-Term Relationships Approach Single Sale Follow-On Work Customer Contact When Required Continuous / Structured Selling Emphasis Product Features Customer Value Deliverables Products / Services Solutions Time Horizon Short-Term Long-Term Customer Service Low Importance High Importance Quality Concern Product Quality Solution Quality

40 40 The Hexagon of Excellence Behavioral Excellence Integrated Processes Culture Informal Project Mgmt. Training and Education Management Support

41 41 The Hexagon of Excellence Integrated Processes

42 Integrated Processes for the 21st Century Project Management 42 Concurrent Engineering Total Quality Management And Six Sigma Change Management Risk Management

43 Integrated Processes (Past, Present, 43 and Future) Yrs: Integrated Processes Project management Total quality management Concurrent engineering Scope change management Risk management Current Integrated Processes Yrs: Integrated Processes Supply chain management Business processes Feasibility studies Cost-benefit analyses (ROI) Capital budgeting

44 44 The Hexagon of Excellence Culture

45 45 The Hexagon of Excellence Management Support

46 46 The Executive Interface IMMATURITY Executive is actively involved in projects Executive acts as the project champion Executive questions the project manager s decisions Priority shifting occurs frequently Executive views project management as a necessary evil Very little project management support MATURITY Executive involvement is passive Executive acts as the project sponsor Executive trusts the project manager s decisions Priority shifting is avoided (if possible!!) Executives view project management as beneficial (for the company) Visible, ongoing support

47 47 The Project-Line Interface IMMATURITY Project manager is vested with power/authority over the line managers Project manager negotiates for best people Project manager works directly with functional employees Project manager has no input into employee performance evaluations Project manager-centered leadership MATURITY Project and line managers share authority and power Project manager negotiates for deliverables Project manager works through line managers Project manager makes recommendations to the line managers Team-centered leadership

48 48 The Hexagon of Excellence Training and Education

49 49 The Hexagon of Excellence Informal Project Mgmt.

50 50 The Hexagon of Excellence Behavioral Excellence

51 The Five Levels of Maturity Basic Knowledge Level 1 Common Language Process Definition Level 2 Common Process Process Control Level 3 Singular Methodology Process Improvement Level 4 Benchmarking Level 5 Feedback 51 Continuous Improvement

52 52 The Project Office (PO) or the Project Management Office (PMO)

53 53 Governance Issues Poor alignment between project objectives and broader business goals Poor business case development resulting in the goahead of projects that provide limited or no value Badly specified project outcomes measured in real business terms (QA)

54 54 The Project Office (COE) (1 of 6) Benefits A strategic planning focal point for the project management process An organization dedicated to continuous improvement and cost reduction Benefits An organization dedicated to benchmarking for project management Organizational mentorship for inexperienced project managers

55 55 The Project Office (COE) (2 of 6) Benefits Centralized lessons learned files on completed projects Benefits An organization for sharing ideas and experiences A hot line for problems without involvement senior management An organization for creating project management standards

56 56 The Project Office (COE) (3 of 6) Benefits Assist Human Resources in the creation of a project management career path ladder or competency model Centralized project planning and scheduling Benefits Assist Human Resources in the creation of a project management curriculum and course content Centralized cost control and reporting

57 57 The Project Office (COE) (4 of 6) Benefits Development of project management templates Assessing risks Benefits Identification of best practices, internal and external Planning for disaster recovery

58 58 The Project Office (COE) (5 of 6) Benefits Globalization and training on EPM Establishing metrics Benefits Customer relations management Multilingual tools especially for networked PMOs

59 59 The Project Office (COE) (6 of 6) Benefits Development of a corporate capacity planning model Stakeholder management Benefits Maintain project management information systems The guardian of project management intellectual property

60 60 The Project Office (COE) Companies are now struggling with the organizational reporting location for the Project Office/COE.

61 61 Types of Project Offices Functional Project Office: Resource Management Corporate Project Office: Strategic and Operational Issues Customer Focus Project Office: Customer Management

62 62 Project Office Growth According to Jim Triompo, Group Senior Vice President at ABB: The project office does not deliver projects. The projects managed by the project management office are limited to process/ tools development, implementation, and training. The project management office is sometimes requested to perform reviews, participate in division-level risk reviews, and operational reviews in various countries.

63 63 Exel s Networking PMOs CEO Americas Senior Director Solution Design EPM PMO Mexico PMO Brazil PMO UK/Europe / PMO Asia

64 Role of the PMO in Portfolio 64 Management Planning Recommendations Are we working on the right projects? Are we working on enough of the right projects? Evaluation Recommendations Are we doing the right projects right? Are there projects that should be terminated so that the resources can be applied elsewhere?

65 Evaluate projects Ideas are generated throughout the entire organization Business Case then evaluated using a standard business case Opportunity options Resource requirements Refined project costs Refined savings Benefits (financial, strategic, payback) Project metrics Benefits realization Risks Exit strategies Refined people, process, technology impacts Schedule / milestones Complexity Standard technology? non-value added opportunities & projects are eliminated Filter NON-VALUE ADDED BUSINESS CASES 65

66 66 Cost Savings Due to Software Typical cost per meeting = $550 As a result of the new software, meetings eliminated per week = 4 Total annual savings = ($550/meeting) x (4 meetings/week) x ( 52 weeks/year) = $114,400 per year.

67 67 Cost Savings Due to Software Current average number of meetings required per project schedule approval = 10 Expected average number after organization begins using software = 5 Average number of attendees/meeting = 10 Average duration of a meeting = 1.25 hours Fully burdened labor rate = $70/hour Total annual savings = (204 projects) x (5 meetings/project) x (10 people) x (1.25 hours/meeting) x ($70/hr.) = $892,500

68 68 Project Management Software 95 % of Today s Software INITIATION PLANNING EXECUTION CONTROLLING CLOSURE Areas of Deficiency Portfolio management Benefit-cost analyses Feasibility studies Criteria definition Assumptions defined Evaluation criteria Risk management Behavioral software Portfolio Management Lessons learned Best practices library Failure analyses

69 69 Project Portfolio Management (PPM) Symposium Chicago May 31, 2007

70 70 Managing the Entire PPM Lifecycle Using MSFT s EPM Suite

71 Agenda 71 Portfolio Management What is it? Why do Portfolio Management? Case Study: Haemonetics Portfolio Management Lifecycle

72 Linking Strategy to Execution 72 Goals Strategies Projects Buy and integrate Company X Grow to $2B Improve Customer Satisfaction Acquisitions Develop Sales Channels in Europe Build Customer Survey Program Buy and integrate Company Y Implement 3 additional sales channels Establish survey programs Build online survey tools Increase Market Share Build industry leading competency in X Fund university collaborative Build recruitment program Increase direct marketing efforts Develop catalog Execute direct marketing campaign

73 73 Resource Constrained Project Scheduling Consider two scenarios Scenario 1 Resource A is working on 2 projects simultaneously (50% on each). ROI 12 Month Period 10 Months Scenario 2 Resource A works on one project (at 100%) and then begins the second project when the first is complete. ROI 12 Month Period 5 Months 10 Months Resource A (50%) $ 10K/Mo Resource A (50%) $ 5K/Mo Total Potential Benefit = $ 30K Resource A (100%) $ 10K/Mo Resource A (100%) $ 5K/Mo Total Potential Benefit = $ 70K + 10K = $ 80K

74 74 Portfolio Mgmt Portfolio Governance Business Case Dev Benefits Forecasting Prioritization / Valuation Portfolio Optimization Adv Portfolio Analytics Capacity Planning Project Mgmt Project Planning Cost Management Resource Management Time Reporting Change Management Issue Management Project Reporting Collaboration Successful Organizations Utilize Both Disciplines Project Portfolio Mgmt answers the following questions: Have I selected the right investments? Do the investments align with the strategic objectives? Do I have sufficient resources to deliver the selected investments? Will the investments be delivered on time and within budget? Are my investments delivering the forecast benefits? Portfolio Reporting Benefits Realization

75 75 Case Study - Haemonetics Background: Design and manufacture of automated blood processing systems Business Goals: Needed to innovate and expand product portfolio to meet growing customer needs and be seen as the market leader Improve profitability Strengthen new product pipeline Current Environment: Spending weeks manipulating a manual spreadsheet to run simulation of project selection/staging scenarios Solution: Chose Microsoft EPM Suite (both Portfolio Server and Project Server) as their portfolio/project management solution

76 Project Portfolio Lifecycle 76 Identify Define Prioritize Select Stage Plan Execute/ Track New ideas Initiatives Enhancements Regulation Mandates Benefits Strategic Alignment Resources Budget Ownership Dependencies Strategic Value Financial Value Risk Value Criteria Weighting Mapping Optimization Constraint Force I/O Risk Sequence Capacity Max ROI Baseline Tasks Milestones Schedule Leveling Resources Budget Risks Baseline Actuals Variances EVM Reporting Utilization Work Auth Issues Risks Close % Comp Approval Final Docs Historicals Measure Cost Time ROI Quality Success PPS PPS PPS PPS PPS/PS PS PS PS PPS 1

77 77 Determine Selection Criteria Gather C-level personnel and identify business drivers and impact statements, for example: Expand into new markets and segments Grow revenue by over $3M Grow revenue by $1M - $3M Grow revenue by $500K - $1M Grow revenue by up to $500K No Impact

78 78 Prioritize Selection Criteria Conduct Pairwise Comparison session with C-Level personnel

79 Project Portfolio Lifecycle 79 Identify Define Prioritize Select Stage Plan Execute/ Track New ideas Initiatives Enhancements Regulation Mandates Benefits Strategic Alignment Resources Budget Ownership Dependencies Strategic Value Financial Value Risk Value Criteria Weighting Mapping Optimization Constraint Force I/O Risk Sequence Capacity Max ROI Baseline Tasks Milestones Schedule Leveling Resources Budget Risks Baseline Actuals Variances EVM Reporting Utilization Work Auth Issues Close % Comp Approval Final Docs Historicals Measure Cost Time ROI Quality Success PPS PPS PPS PPS PPS/EPM EPM Risks EPM EPM PPS

80 Project Portfolio Lifecycle 80 Identify Define Prioritize Select Stage Plan Execute/ Track New ideas Initiatives Enhancements Regulation Mandates Benefits Strategic Alignment Resources Budget Ownership Dependencies Strategic Value Financial Value Risk Value Criteria Weighting Mapping Optimization Constraint Force I/O Risk Sequence Capacity Max ROI Baseline Tasks Milestones Schedule Leveling Resources Budget Risks Baseline Actuals Variances EVM Reporting Utilization Work Auth Issues Close % Comp Approval Final Docs Historicals Measure Cost Time ROI Quality Success PPS PPS PPS PPS PPS/EPM EPM Risks EPM EPM PPS

81 Project Portfolio Lifecycle 81 Identify Define Prioritize Select Stage Plan Execute/ Track New ideas Initiatives Enhancements Regulation Mandates Benefits Strategic Alignment Resources Budget Ownership Dependencies Strategic Value Financial Value Risk Value Criteria Weighting Mapping Optimization Constraint Force I/O Risk Sequence Capacity Max ROI Baseline Tasks Milestones Schedule Leveling Resources Budget Risks Baseline Actuals Variances EVM Reporting Utilization Work Auth Issues Close % Comp Approval Final Docs Historicals Measure Cost Time ROI Quality Success PPS PPS PPS PPS PPS/EPM EPM Risks EPM EPM PPS

82 82 We re not done yet... Model portfolio based on constraints (i.e. cost, resource, etc)

83 Project Portfolio Lifecycle 83 Identify Define Prioritize Select Stage Plan Execute/ Track New ideas Initiatives Enhancements Regulation Mandates Benefits Strategic Alignment Resources Budget Ownership Dependencies Strategic Value Financial Value Risk Value Criteria Weighting Mapping Optimization Constraint Force I/O Risk Sequence Capacity Max ROI Baseline Tasks Milestones Schedule Leveling Resources Budget Risks Baseline Actuals Variances EVM Reporting Utilization Work Auth Issues Risks Close % Comp Approval Final Docs Historicals Measure Cost Time ROI Quality Success PPS PPS PPS PPS PPS/PS PS PS PS PPS 1

84 Project Portfolio Lifecycle 84 Identify Define Prioritize Select Stage Plan Execute/ Track New ideas Initiatives Enhancements Regulation Mandates Benefits Strategic Alignment Resources Budget Ownership Dependencies Strategic Value Financial Value Risk Value Criteria Weighting Mapping Optimization Constraint Force I/O Risk Sequence Capacity Max ROI Baseline Tasks Milestones Schedule Leveling Resources Budget Risks Baseline Actuals Variances EVM Reporting Utilization Work Auth Issues Risks Close % Comp Approval Final Docs Historicals Measure Cost Time ROI Quality Success PPS PPS PPS PPS PPS/PS PS PS PS PPS 1

85 85 Case Study - Haemonetics Benefits Ability to provide the PMO and Executives with clear success metrics against all projects globally Can quickly model different project and program scenarios and optimize the portfolio Portfolio has higher strategic value Time savings from replacing manual effort with automated toolset

86 About Project Solutions Group 86 Certified Microsoft Partner Over 150 EPM implementations Custom software development Custom reporting Custom systems integration Microsoft Certified Professionals Project portfolio management Methodology & process development Staff augmentation PMO development Project audit & recovery Earned value management 25 public & private enrollment courses PMI Registered Educational Provider Partnership with University of Wisconsin Madison Executive Education Center, School of Business

87 87 Project Portfolio Management (PPM) Symposium Chicago May 31, 2007

88 88 The EPM Advantage Using EPM to deliver company strategic initiatives Robert Guswiler Vice President, Program Planning Professionals

89 Using EPM to deliver company strategic initiatives 89 EPM is not just a way to support project management anymore; it has become a comprehensive solution helping organizations manage their key critical strategic initiatives.

90 21 st Century Project Management 90 Project Management isn t what it used to be It s not about the Project Manager It s not about managing the schedule, budget, issues and risks It s not about status And it s not about increasing the organization s maturity So, what is it about?

91 21 st Century Project Management 91 Delivering the critical initiatives of the business in an effort to achieve expected results Managing the organization in an effort to get optimal output from all resources Project Management must be a fabric of the furniture like all other business functions Project Management is a driving force behind a company or organization s success everything is a project

92 Enterprise Project Management Microsoft Project Server Is about getting the most out of your organization s people, process, culture and tools proper balance and alignment is critical to success Microsoft s Portfolio Server, also part of the EPM Solution suite, is essential to ensure the right project investments are being made but does not alone ensure delivery Microsoft s Project Server is now, more than ever, helping drive key critical business initiatives, and at the center of managing an organization

93 93 Case Study: Major Automobile Club Supporting Strategic Investments and Managing How Projects are Executed A 6,000+ employee enterprise producing $2B annual revenue, delivering a wide range of services, including; Auto and homeowners insurance Travel Roadside assistance Financial services to more than four million members.

94 94 Problem / Opportunity Statement Problem: Membership has eroded significantly; revenue down There is now broad competition Competitor is giving services away Club relationship with members has diminished Opportunities! Increase membership it s been done before Improve and differentiate club membership & services Strive to demonstrate value-add to members everyday Challenge: Reinvent the club and its services

95 95 Dilemma The Club s Enterprise Portfolio Management Office (EPMO), is challenged with: managing a unprecedented $150MM project portfolio needing to realize and account for an overall portfolio Return On Investment (ROI) multi-faceted programs and projects (advertising, business process redesign, product / service development, technology, etc ) Practicing top notch project, program & portfolio management

96 The Business Challenge 96 Confidence in delivery needed to be maintained

97 Solution utilizing Microsoft Project EPM Architecture 97 Portfolio Analysis & Reporting Enterprise Capacity Analysis Bridges Portfolio Tool Portfolio Planning Project Teams, Business Managers, Executives Line of Business Systems Project/Program Managers Multi-dimensional, Bottom-up and Top-down Analysis Access to Business Data Central Project, Resource Shared Documents, Issues, Risks, etc SQL Reporting Services

98 Along with consistent processes 98 Portfolio Strategic Initiative (s) Scope Management Risks Management Issues Management Schedule Management Program Program Program Program Document Management Communications Management Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Project Change Management Resource Management Dependencies Management Governance Expectations for adherence to processes are managed by using consistent key performance indicators

99 Project Management Center of Excellence Created 99 Project Process Training / Support Infrastructure Governance Staffing Process Guides Process Training Enhancements Project Management Assessment PM Role Definition Desk top Guides Training Curriculum Dashboard Project Metrics Management PM Career Path Process Framework PM Support Administration PM Skills / Qualification Specification Facilitating Tools/ Templates Project Management Center of Excellence goal; Institutionalize Project Management within Auto Club PM Assignment Process

100 The Results 100 Processes are deployed across the portfolio with supporting documentation, templates and forms

101 The Results 101 PM Training drives skills development and performance capability

102 The Results 102 Center of Excellence manages solution with users; Dashboard & custom reports generated for Management

103 The Results 103 Governance provides confidence in delivery through rigorous performance assessment and Earned Value Management

104 The Results 104 Status Scope Status Scope Status Status Scope Scope Roles definition provides clear expectation of PM duties for internal and external PM assignments

105 Overall Results & Conclusions 105 This Auto Club s membership has increased significantly There is a restored credibility in their value vs. the competition They are only two years into a 3-year program; not abandoning or easing up on tools or governance Planning upgrade to EPM 2007, including Portfolio Server Plan to manage their operational effectiveness using EPM following the program

106 Enterprise Project Management Microsoft Project Server In conclusion, project management is changing; how you leverage tools should as well! Pcubed, a premiere Gold Certified Partner whose more proven than any other in EPM, can help you leverage EPM to successfully deliver your company strategic initiatives, OR manage the enterprise! Robert Guswiler VP, Central Region (Chicago, Detroit) Robert.guswiler@pcubed.com (734)