1. How to Respond, Scale, and Increase thePerformance of a Project ManagementOrganization* *both inside and outside the PMODoc Dochtermann Tim CermakAdvisicon, Inc. VPAdvisicon Inc., Senior Vice President PMI Communities of Practice Industry Community Contributor(s) Social Media Channels www.AdvisiconBlog.com

2. Advisicons Strategic Project Controls Solution Changing Business Cultures Through Project/Portfolio Management Delivering Business Results 3. Advisicon Strategic Project Controls Solution 4. Takeaways from this Presentation Understand That It Is Not Just About Strategy Technology Advantages Knowledge Sharing The Socialization Impact to the Business Innovate: Recognize That Some OrganizationsAre Closing the GAP Between Strategy andExecution Adapt: Learn About The Relationships BetweenStrategic Planning and PerformanceManagement 5. It is Not Just About Strategy!Portfolio Selection: Make Informed Decisions If asked to cut budgets by 15% would you use a scalpel or a hatchet?Demand Portfolio PortfolioAdvancedCapacity MgmtPrioritization OptimizationAnalytics Planning Successful portfolio selection requires a handshake between Value Optimization and Resource Utilization 6. What Does PPM Demand? EveryoneTogether PMOAchievesCollaborationMore For successful ProjectCompletion 7. Business Challenges Without Effective Scheduling Making money Saving money; improving efficiency Bringing products to marketfaster Supporting compliance Maximizing return on portfolioinvestment Staying on track, on budget,in scope Communicating status and reporting Quickly responding and adapting Whats important to you? 8. How Effective Scheduling Rolls up to Program/Portfolios -------Meeting Business Needs1 Gain visibility into projects andoperational activities2 Objectively prioritize, optimize, andselect project portfolios that bestalign with business strategy andmaximize business value3 Proactively and reactively manageresources4 Control and measure project andportfolio financial performance5 Improve communication, informationsharing, collaboration6 Identify, mitigate, and communicateissues and risks7 Invest in scalable, connectible, andextensible platforms 9. What Is Project Portfolio Management LeveragingEffective Scheduling?The continuous process of identifying, selecting and managinga portfolio of projects in alignment with key performance metrics and strategic business objectives. 10. A Vision Without Execution isHallucination. Action Withouta Vision is Random ActivityThomas Edison,Inventor.Tirrell Whitley,Liquid Soul Media. 11. How Scheduling & PPM Can Leverage Technology 12. Scheduling 2.0Collecting Information from Various SourcesSurveys Team Discussion 13. Scheduling and Planning Lifecycle using Enterprise Search Interactive search experience Relevance People search Connectivity Scale and platform flexibility 14. Scheduling Touch points Communities Collaborative content Social feedback and organization User profiles MySites People connections 15. Demand Management A unified view of all work in a central locationDemand ManagementChallengesEstablishingComplianceframework and set ofwith regulatory guidelines for work Accountability Data requirements and traceabilityRequestcollectioncapturing16 16. Portfolio Selection and Analytics A way to align business priorities to maximize ROI and understand resource capabilities and availabilityPortfolio Selection and AnalyticsChallenges1 Defining andForecastingcommunicatingproject2 business Driving executiveIdentifying delivery strategy consensus around Objectively optimal business driver prioritizing portfoliospriorities competingprojects 17 17. Resource Management Proper management and optimal use of resourcesResource Management Challenges MaximizingTracking who is available,resource their capabilities, Finding the right Managing resource utilization& their locationpeople for theassignments andproject overcoming conflicts18 18. Can We Extract Innovation from PPM? 19. Project Scheduling = ROI ROI = Relationships between Strategic Planning andPerformance Management 20. Performance Strategy:Enterprise vs. Organizational Unit The Enterprise Portfolio Management CouncilJames Pennypacker and San Retna, editors 21. Business Process Maturity Levels 22. Enabling Successful Change 23. Movement Along the Commitment Curve 24. Productivity During a Transition Period 25. The 5 BridgesThat Enable People to Traverse the Execution gap.1. Employee Involvement in Decision Making2. The Ability to Manage Change3. Alignment Between Leader Actions and Company Values and Priorities4. Company-Wide Coordination and Cooperation.5. A Structure That Supports Execution 26. Scalability Leveraging Technology and Innovation 27. Organizations That Are and AreNot Closing the Gap Between Strategy and Execution 28. Some That Are NotOnPoint Consultings 2010 Execution Gap Maker Round-Up1. BP2. Toyota 29. and Two That Did1. Netflix2. Barnes & Noble 30. The Bottom Line: ROI 31. Methodology 32. Some Final Parting Thoughts Strategy and Execution are tied together. They cannot be separated. If an organization cant execute, nothing else matters: not the most solid, well thought-out strategy not the most innovative business model not even technology that could transform an industry Turbulent markets and stable organizations Its ALWAYS about the people 33. More Practitioner Resources Microsoft Project Server 2010 White Papers http://download.microsoft.com/download/3/1/E/31EBD219-06BC-4323-A6A3- 7A7B1A98B229/Project%20Server%202010-Portfolio%20Strategy.pdf Product information and trial download Main product site www.microsoft.com/project/2010/ Interactive content Videos/Sessions/Webcasts www.microsoft.com/showcase/en/US/channels/microsoftproject/ www.microsoft.com/events/series/epm.aspx Advisicon Blog http://www.advisiconblog.com Microsoft Project Team Blog http://blogs.msdn.com/project/ 34. Thank YouFor Attending!