demo script for project portfolio management...

Demo: Project Portfolio Management

Presenter ScriptJuly 2008Version 1.0

Presenter Script of 93

ContentsQuick Reference..........................................................................................................................................................................................2Demo Overview...........................................................................................................................................................................................3Presenter Introduction.................................................................................................................................................................................4Portfolio Dashboard.....................................................................................................................................................................................4Module 1: Create.......................................................................................................................................................................................12Module 2a: Select (Prioritization and Optimization)...................................................................................................................................25Module 2b: Select (Advanced Analytics)....................................................................................................................................................45Module 3: Plan...........................................................................................................................................................................................52Module 4: Manage.....................................................................................................................................................................................70Disclaimer..................................................................................................................................................................................................91

Quick ReferenceF1: HelpTilde (~): Toggle full screenHome: Show/hide presenter script and instructionsPage up or Esc: Go to first screenPage down: Go to last screenLeft arrow: Move to previous screenRight arrow: Move to next screenCtrl + pause: Close the demoEnd: Show/hide title barTab / Space / Right-click: Show the hotspot where you should click next

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Demo Overview

Summary This 40-minute demo presents an overview of Microsoft’s EPM Solution; an end to end Project Portfolio Management (PPM) offering. PPM is a set of methods used to select, prioritize, and analyze a group of current or proposed projects based on numerous characteristics. In this demo, you’ll see several key roles in an organization (executive, project manager, PMO director, and team member) use a PPM solution from Microsoft to create, select, plan, and manage projects.

Length 40 minutes

Target Audience BDM,

Business Imperative

Portfolio and Project Management

Customer Campaigns

Drive Business Performance, Optimize Your Business Productivity Infrastructure

Capabilities Enterprise Project Management, Enterprise Content & Forms Management, Collaboration

Roles Business decision maker (BDM), Technical decision maker (TDM), IT Pro, Information Worker

Personas (in order of appearance)

Patrick Hines | Portfolio ManagerDavid Jones | Business SponsorKim Ralls | Project ManagerEli Bowen | Team MemberBrian Johnson | PMO Director

Technologies Microsoft® Office SharePoint® Server 2007Microsoft Office Project Server 2007Microsoft Office Project Portfolio Server 2007Microsoft Office Outlook® 2007Microsoft Office Excel® Services

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Presenter IntroductionThis 40-minute demo presents an overview of Microsoft’s EPM Solution an end to end Project Portfolio Management (PPM) offering. PPM is a set of methods used to select, prioritize, and analyze a group of current or proposed projects based on numerous characteristics. In this demo, you’ll see several key roles in an organization (executive, project manager, PMO director, and team member) use a PPM solution from Microsoft to create, select, plan, and manage projects.

Portfolio DashboardTitle Screenshots Discussion Points ActionsPortfolio Dashboard Module

The first phase of the demo describes how an executive might use the Portfolio Dashboard to see an organization’s entire portfolio of projects (both proposed and in progress). In this case, the Portfolio Manager—Patrick Hines—uses the Portfolio Dashboard to measure overall portfolio value and the value realized from any given project. We’ll see Patrick progress through a series of reporting dashboards and see how Patrick can prioritize projects at various levels of detail.

Click Portfolio Dashboard on the Agenda.

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Title Screenshots Discussion Points ActionsDesktop of Patrick Hines

Patrick Hines logs into the system. Click the Microsoft Project Server icon on the taskbar to open the Project Web Access home page.

Portfolio Dashboard

Patrick goes to the Project Server homepage and clicks the Portfolio Dashboard tab to review the overall health of his organization.

Click the Portfolio Dashboard tab.

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Title Screenshots Discussion Points ActionsPortfolio Dashboard

He sees the overall health of individual departments and the number of projects in each governance phase.

Scroll down the vertical scroll bar to view the lower half of the screen.

Portfolio Dashboard

He analyzes the overall business alignment with the business strategy and is able to see a breakdown of the portfolio cost by multiple dimensions in the Investment Analysis pie chart.

Click the View drop-down arrow and select By Project Type to view the pie chart for the type selected.

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Title Screenshots Discussion Points ActionsThis screen describes the Portfolio Earned Value Trend.

Patrick scrolls down to review value earned so far against the total cost and the planned estimate. He finds that the earned value has been slipping in the last couple of weeks and decides to drill down to the cause of the problem.

Scroll down the vertical scroll bar to view the bottom of the screen.

Scroll up the vertical scroll bar to move to the top of the screen.

Operations Dashboard

He scrolls up to the key performance indicators (KPIs) by department and clicks on the Operations department to drill down.

Click Operations to move to the next screen.

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Title Screenshots Discussion Points ActionsThe overall health of the Operations department is yellow because four out of five KPIs for Operations are yellow.

Scroll down the vertical scroll bar to view the middle of the screen.

Even the overall earned value for this department seems to be lagging behind the actual cost and the estimated value.

Scroll down the vertical scroll bar to view bottom of the screen.

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Title Screenshots Discussion Points ActionsPatrick quickly reviews the overall health and KPIs for all Operations projects and sees that a couple of the projects are red.

There are also a couple of active risks and issues at the department level that need immediate attention.

Scroll back up the screen

Operations Dashboard

Patrick decides to review the details of the project named ‘Production Employee Retraining’.

Click the Production Employee Retraining report icon.

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Title Screenshots Discussion Points ActionsProject Detail

Using the project-level dashboard, Patrick can see the risks and issues that are causing the project to slip.

Specifically, he sees: A table of all upcoming and completed

milestones Active issues for the project Active risks for the project

Scroll down to view the bottom half of the screen.

Click the Dashboard-Operations tab on the taskbar to return to the Operations Dashboard.

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Title Screenshots Discussion Points ActionsOperations Dashboard

On returning to the 'Operations' dashboard, Patrick decides to drill down a step deeper to see what tasks on this project are actually causing the problem. He clicks on the Project link to view more details about the project.

Click the Production Employee Retraining link.

Project Center view

As Patrick looks at the Project Details report, he sees that the status of a couple of tasks in the ‘Build’, ‘Test’, and ‘Launch’ Phases are red.

Patrick can use this information to work with the associated project manager to improve the health of the project and, thus, improve the overall health of the ‘Operations’ department.

Click anywhere in the screen to move to the next screen.

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Module 1 - CreateTitle Screenshots Discussion Points ActionsCreate Module

The following module provides a comprehensive overview of how the ‘Portfolio Builder’ module can help organizations standardize their business case development process across the enterprise.

Click the highlighted section to move to the next screen.

Desktop of David Jones

David Jones a business sponsor—logs into the system.

Click the Microsoft Project Server shortcut icon on the taskbar to open the Project Web Access Home page.

Click the Portfolio Server tab.

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Title Screenshots Discussion Points Actions

Portfolio Selection

David will use Microsoft Office Project Portfolio Server 2007 to review his project business cases.

David expands the Information Technology line of business….

Expand the Information Technology portfolio in the Portfolio Selector list.

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Title Screenshots Discussion Points Actions… and drills down within the Development portfolio to view the list of projects within it.

Expand the Development portfolio in the expanded list.

Portfolio Selection

He then clicks on the MobiPAC Application Development project request to review the business case.

Click MobiPAC Application Development project to view its content.

Click the Edit button at the bottom of the screen.

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Title Screenshots Discussion Points ActionsProject Edit

This displays the detailed information tabs for the project request.

David can review some high level information for the request in the Project Information tab.

Click the Funding for Project Planned? To open the list for various funding states.

Scroll down the vertical scroll bar to view the latter half of the screen.

By scrolling down, David sees more details about the project request, including a list of stakeholders and a financial summary.

Click the drop-down arrow for Project Requester.

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Title Screenshots Discussion Points ActionsHe also sees a list with names of the project requester.

Click the Close button to close the list.

Now, David scrolls up to check the project workflow and validate that all the steps required to complete the request are done.

Scroll up to move up the screen.

Click the “ ” icon to move to the next screen.

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Title Screenshots Discussion Points ActionsProject Workflow

The project lifecycle is supported by the workflow management feature. The workflow itself is not only configurable (organizations can have any type of workflow they want); it is also scalable (smaller projects can have a less rigorous workflow) based on a project’s class. The workflow management feature ensures each project is subject to the appropriate governance control throughout its lifecycle.

Currently, the project is in the Create phase, and David ensures that all steps needed to complete the request have been sequentially followed.

Click the “ ” icon to move to the next screen.

Project Workflow

David decides to review the pre-requisites for this project and drill down in to the status of the workflow.

Click the Workflow link at the top.

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Title Screenshots Discussion Points ActionsProject Workflow

This project is in the third lifecycle step: ‘Complete Request’. All of the pre-defined deliverables for the step must be completed before this project can move to the next lifecycle step.

Scroll down the vertical scroll bar.

Deliverables State

The screen shows that this project is not yet complete because there are three questions in the ‘Risk’ tab. David sees that all the required data in the other tabs has been entered successfully (in other words, the status of the other required tabs is shown as ‘OK’).

Scroll up the vertical scroll bar to move up the screen.

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Title Screenshots Discussion Points ActionsCurrent Project Status

Side note: When the risks are addressed and the user signs off, the project will move to the ‘Request Review’ lifecycle step. This transition will automatically trigger an e-mail notification to instruct the appropriate people to review and approve the project’s business case.

Click the Audit Trail link to view the workflow record.

Workflow Progress

Project Portfolio Server maintains an audit trail of each change in workflow status. Each entry includes the workflow status, date, action, user name, and an optional comment by the user.

Click the Edit Project MobiPAC Application Development’ link on the top.

Click the Budget Cost tab to view the cost of budget.

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Title Screenshots Discussion Points ActionsProject Budget Cost

David moves on to review what the project will cost in the coming years.

The ‘Cost’ Tree is configured to capture detailed cost by different categories by time.

The ‘Drill-down’ feature allows the user to capture cost estimates at different levels within the cost tree.

The workflow also controls the time granularity. In this example, the user is being asked to capture cost estimates by year.

Under the Drill Down section, click the down arrow in the Go To box.

Select Level 4 from the drop-down list.

Cost Center

In addition to the Cost Tree, each node can be associated to a configurable set of ‘Cost Centers’. These can be used to relate project costs to general ledger cost centers and allow roll up and reporting of financials by cost center.

Click the Budget Resource tab to view resource detail.

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Title Screenshots Discussion Points ActionsBudget Resource

David clicks on the ‘Budget Resource’ to analyze what kind of resources (by skills) are required over time.

The Portfolio Builder only captures resource data at the skill level. It also enables organizations to dynamically aggregate named resource data from Microsoft Project Server to the skill level within Project Portfolio Server.

Click the Benefits Estimates tab.

Benefits Estimate

The Portfolio Builder allows users to capture both financial and non-financial benefits data.

Therefore, David uses this view to see the benefits of this project.

Just like the cost structure, the financial benefits categories (or nodes) can be configured by the administrator to meet an organization’s unique requirements.

Under the Drill Down section, click the drop-down arrow in the Go To box.

Select Level 3 from the drop-down list.

Click the drop-down arrow in the Financial Benefits box and select the Non-Financial Benefits option.

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Title Screenshots Discussion Points ActionsAfter reviewing the financial benefits of the project, David reviews the non-financial benefits of the project, which include ‘Percentage increase in Market Share’ and ‘Employee Retention Rate’.

Click the forward button on the right of the icon and then click the Strategic Impact tab

Strategic Impact

David next reviews the strategic impact of the project. The way that Portfolio Server determines strategic impact is by asking the project requestor a set of questions that map to the business drivers of the organization. Based on the answers to these questions and the ranking of the business drivers, Portfolio Server will assign a numerical value to the project. This value will be used later on to prioritize projects.

Click the drop-down arrow next to Expand into new markets and segments.

Scroll down to see the bottom of the screen.

Scroll up to move up the screen.

Click the forward button on the right of the icon and then click the Risk tab.

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Title Screenshots Discussion Points ActionsProject Risks

Similarly, David reviews the associated risks in this project and updates them to reflect actuality.

An essential part of a project business case is the risk assessment. A questionnaire is used to quantify the overall risk level of the project.

Click the drop-down arrow in the box next to Previous Experience and select Yes, BAU from the drop-down list.

Click the empty space in the screen to fill all other drop-down lists.

The questionnaire is structured in three tiers: categories, questions, and responses. Categories and questions have weights, and each response has a score.

The risk questionnaire is configurable to allow organizations to adapt the questionnaire to their needs.

Scroll down to see the information at the bottom of the screen. Scroll back up.

Click the forward button on the right of the icon and then click the Schedule tab.

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Title Screenshots Discussion Points ActionsSchedule Finally, David moves on to the ‘Schedule’ tab to

review the project start and end dates and other key milestones.

The ‘Schedule’ tab contains a high-level summary of the project schedule data. It captures phases, milestones, and inter-project dependencies.

Click the My Scorecard link.

Having reviewed all the needed elements of this project request, David comes back to his departmental scorecard.

This screen shows the Portfolio Selector view.

This concludes our demo of the Create phase of projects. Next, we move on to the Select phase.

Click anywhere in the screen to move to the next screen.

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Module 2a - Select (Prioritization and Optimization)Title Screenshots Discussion Points ActionsPrioritization and Optimization

This module focuses on prioritizing, optimizing, and selecting a project portfolio that best aligns with the organization’s business strategy.

Click the highlighted region to move to the next screen.

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Title Screenshots Discussion Points ActionsDesktop of Patrick Hines

Patrick Hines, the Portfolio Manager, logs in. Click the Microsoft Project Server shortcut icon on the taskbar to open the Project Web Access home page.

Click the Portfolio Server tab.

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Title Screenshots Discussion Points ActionsPortfolio Selector

Project Portfolio Server opens on the ‘My Scorecard’ screen, which shows the organizational hierarchy.

Patrick will use Project Portfolio Server to help company executives to prioritize and select project portfolios that align with the organization’s strategic priorities.

Select the Information Technology portfolio from the list of portfolio selectors.

Click Optimizer on the menu bar to open the Optimization Route Map.

Optimization Route Map

The ‘Optimization Route Map’ process diagram summarizes the key steps within the Business Alignment Framework. This best practice methodology helps portfolio analysts align their portfolios with the organization’s business strategy.

Patrick starts the Optimizer Analysis.

Click the drop-down arrow next to the Entity box and select Projects.

Click the Analyze link on the menu bar to start the optimizer analysis.

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Title Screenshots Discussion Points ActionsPortfolio Analysis

Today, Patrick is looking to optimize projects. (Portfolio Server gives him the option to optimize programs and applications)

Click the Create New Analysis tab.

He creates a new Analysis and picks the default selections. Had Patrick previously saved an analysis, he could have loaded that one as well.

Click the Go to button at the bottom of the page.

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Title Screenshots Discussion Points ActionsDefining the Business Driver Priorities

Patrick uses the Pairwise Comparison Matrix to objectively prioritize the business drivers defined in columns and rows.

In the Pairwise comparison matrix you compare each business driver on the rows with each business driver on the columns.

For example, ‘Expand into new markets and segments’ is ‘Extremely More Important’ when compared to ‘Reduce Expense Base’.

He performs a similar one-to-one comparison for other business drivers.

Click the drop-down arrow under the Reduce Expense Base business driver.

Select Extr More Imp priority option in the drop-down list.

Click the cell under the business driver Improve customer satisfaction score and then click the drop-down arrow there.

Select the Mod More Imp priority option in the drop-down list.

Click the Load Matrix button.

Click Yes in the Confirmation dialog box that appears.

In the Load relational matrix window, click the Select relation attribute box.

Click the CIO Pairwise option.

Click OK.

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Title Screenshots Discussion Points ActionsThe business driver prioritization can be undertaken with a group of executives or individually.

To save time, Patrick loads the completed matrix for the CIO.

Click Next Step button.

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Title Screenshots Discussion Points ActionsConsistency Ratio of Business Drivers

The business drivers have now been prioritized and assigned comparative scores. The top business priority has received a weighting of 25.4181 percent and the bottom priority of 3.3568 percent.

Relative weighting allows you to compare the importance of each business driver and normalized score allows you to assess investment alignment.

Click the Chart wizard button to open the Chart Wizard window.

Divergence of opinion chart

Patrick decides to view how CIO priorities rank with the priorities of the other executives. To do so, he selects the Divergence of opinion chart.

In the Chart Wizard window, select the Divergence of opinion chart option.

Click Next.

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Title Screenshots Discussion Points ActionsHe decides to compare the business drivers of the following roles within the company: Human Resources (HR) Chief Financial Officer (CFO) Chief Information Officer (CIO) Chief Operations Officer (COO)

Click the checkboxes next to the following: HR executive

Driver Priorities CFO Driver

Priorities CIO Driver

Priorities COO Driver

Priorities

Click Next.

Click the drop-down arrow for the Selected Attribute box and then select CIO Driver Priorities option.Click Finish to close the chart wizard window.

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Title Screenshots Discussion Points ActionsIn this divergence of opinion chart, Patrick sees the ‘Business Driver’ priorities for each of the executives.

Patrick decides to use this chart to facilitate a business driver prioritization workshop with the executives. This main objective of this workshop is to drive consensus on the business driver priorities for the upcoming planning period.

Click the Maximize button at the top right corner of the Chart Display window.

Click the Close button at the top right corner of the Chart Display window.

For now, Patrick closes the chart and sees the Analysis page again.

On the button menu, click the Previous Step button to go back to the business driver’s matrix.

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Title Screenshots Discussion Points ActionsPairwise Comparison matrix

As mentioned before, the best way to gain consensus around the business driver priorities is to hold a facilitated Business Driver Prioritization Workshop. The facilitator can use the results of the divergence of opinion assessment to focus executives on the key areas of discrepancy.

Click the Load Matrix button to open the Load relational matrix window.

In the Load relational matrix window, click the Select relational attribute box and then select Executive consensus Pairwise.

Click OK.

During the workshop the executives complete the Pairwise comparison matrix, discussing the importance of each business driver pairing.


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Title Screenshots Discussion Points ActionsHaving completed the Pairwise comparison matrix the business driver priorities are calculated.

The top business priority is weighted at 31.0051 percent and the bottom priority at 3.0984 percent.

Click Next Step button again to view the impact matrix for the projects.

Impact Definition

The next step in the Business Alignment Framework is to prioritize the competing projects within the portfolio.

Patrick uses the impact matrix to prioritize the project portfolio by assessing the level of contribution that each project has against each of the business drivers.

Click the Impact Definition tab on the bar chart.

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Title Screenshots Discussion Points ActionsImpact Definition

The impact matrix creates a heat map that shows how the projects within the portfolio support the business drivers.

Click Hide Chart.

The primary purpose of the impact matrix is to prioritize the competing projects within the portfolio.


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Title Screenshots Discussion Points ActionsProject Prioritization

The next screen shows the Strategic Value score for each competing project.

Scroll down the vertical scroll bar to move down the list of the projects.

Scroll up the vertical scroll bar to move up the list of the projects.

In addition to prioritizing projects based on their strategic value, Patrick also wants to prioritize projects based on the expected financial value and risk. Project Server allows him to prioritize projects on these elements and also see combined priority scores.

Click the Weights Menu button and select the Load from Multiple Attributes option.

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Title Screenshots Discussion Points ActionsTo do this, Patrick selects varying fields from the Weights Menu.

Check the Project Risk Score checkbox.

Scroll down. Check the Project NPV and Relative Strategic Value checkboxes.

Click Next.

Patrick can set the weights for each of the variables selected

In this example, Patrick creates a combined priority score using the following attributes and weights: Project Risk Score = 20 percent Strategic Value = 40 percent NPV = 40 percent

Click the scale marker region.

Click Next.

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Title Screenshots Discussion Points ActionsPriority Score

This results in a new combined priority score that considers the project’s strategic importance, expected return on investment and risk

Click Next.

Click Maximize.

Click Close to exit without saving.

Portfolio Optimization

The next phase in the Business Alignment Framework is to optimize the project portfolio.Optimization can be broken into three steps:1. Charting Analysis: Use different charting

techniques to develop a better understanding of the portfolio before finalizing funding decisions.

2. Constraint Analysis: Optimize the portfolio under varying budget constraints (e.g., cost and resource) to identify the optimal project portfolio.

3. Advanced Portfolio Analytics: Use advanced techniques to analyze and refine the selected portfolio to align with the organization’s business strategy.

Click the Chart Wizard button to open the Chart Wizard window.

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Title Screenshots Discussion Points ActionsProject Portfolio Server includes an advanced charting engine that allows Patrick to generate charts to evaluate the project portfolio.

In this case, Patrick decides to use a Bubble chart to display how projects are aligning with business strategy.

In the Chart Wizard window, check the Manage Existing Charts checkbox.

Click the drop-down arrow and select Bubble chart PPM: Strategic, Cost, NPV and Risk.

Bubble Chart

This screen shows the chart wizard that Patrick uses to generate a bubble chart that has already been defined and added to the library.

Click Open.

Click Maximize.

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Title Screenshots Discussion Points ActionsThe bubble chart has been generated using the following attributes: X axis = The total One Time Cost of the

project Y axis = The strategic value of each project Bubble size = The NPV of each of the

projects Color = The risk level assessed for each of

the projects (represented with the green, yellow, red risk coding)

The projects in the top left quadrant that are large and green are the preferred projects.

Click Close View button.

Having ranked projects by business driver alignment, Patrick runs the projects through the constraint analysis wizard. This helps him see which projects are still possible under certain constraints.


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Title Screenshots Discussion Points ActionsConstraint Analysis allows analysts to run “what-if” scenarios to optimize the portfolio under varying budgetary constraints.

Patrick selects a couple of constraints, and Portfolio Server automatically ranks the projects in descending order of their priorities and also shows them in a graphical representation.

In the Load Constraints from Attributes window, select: TOTAL One Time

Cost TOTAL Resource

Budget

Click OK.

Scroll down the vertical scroll bar to move down the project list.

The scatter chart on the right shows the value/cost distribution of the project portfolio: the X axis represents the cost of each project and the Y axis represents their strategic value. If the company does not have enough budgets to complete all requested projects within the portfolio, an analyst can enter budget constraints (in the “Limit Vector”) and run optimization scenarios to recommend the projects that should be selected in an optimal portfolio.

For this analysis, Patrick adds the following constraints in the Limit Vector: TOTAL One Time Cost = 37,000,000 Total Resource Budget = 450

On clicking the next step, the Optimizer will automatically optimize the portfolio and recommend the projects that best align with the organization’s strategic priorities, while considering constraints and interdependencies.

Click 72,896,291 at the bottom of the TOTAL One Time Cost column to replace it with 37,000,000.

Click 1061.45 at the bottom of the TOTAL Resource Budget column to replace it with 450.00.

Click Next Step.

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Title Screenshots Discussion Points ActionsThe screen shows the recommended portfolio in the scenario appearing to the right of the resource constraint column. Circles with ticks represent projects that

have been selected in the scenario. Empty circles represent projects that have

been excluded from the scenario.Patrick notes that even though he had reduced the One Time Cost and Resource Budget by half, he is still able to realize 71 percent of the perceived benefits from the selected projects.

Patrick now decides to run another analysis with a Resource budget threshold of 400.

Scroll down.

Click 450.00 at the end of the TOTAL Resource Budget column to replace it by 400.00.

Click Next Step.

The portfolio is automatically re-optimized and the new scenario is displayed to the right of the first scenario.

Due to the reduction in the resource availability, the portfolio’s total strategic value has fallen slightly to 69.7 percent.


Scroll up the vertical scroll bar to move up the list of projects.

On the button menu, click the Optimizer Menu button.

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Title Screenshots Discussion Points ActionsWhile this view shows a list of the optimal projects, Patrick knows that there are certain projects that his organization definitely needs to complete even though their benefits are not optimal. Therefore, Patrick decides to force in/out certain projects to see how much value he can realize with these constraints.

Select Force In-Out from the options and then select Show Force In/Out Column.


He runs the portfolio through the Force-in/out wizard and manually selects a few projects that were left out by the optimizer.

As the force In/Out is displayed, the following projects are selected: IT Vendor System Rollout HTTP Traffic Monitoring System Compliance DB System Implementation Word Processing system upgrade

Click the circles in the Force IN/OUT column to select the projects.


Click Hide Chart button.

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Title Screenshots Discussion Points ActionsThe new optimization scenario is automatically generated and recommends the optimal portfolio under the constraints employed.

You can see that the new strategic value score is 52 percent, which has fallen by approximately 12 to 13 percent.


Click anywhere on the screen to move to the next screen.

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Module 2b - Select (Advanced Analytics)Title Screenshots Discussion Points ActionsAdvanced Analytics

The third step in the optimization process is Advanced Portfolio Analytics.


Optimized Scenario

Having prioritized the projects in his portfolio, Patrick decides to run advanced analysis.

Click the last Total One Time Cost cell, select the Advanced Analysis option, and select Insight Analysis.

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Title Screenshots Discussion Points ActionsInsight Analysis

The Efficient frontier has been plotted using Strategic Value on the Y axis and Cost on the X axis.

This type of graph shows if an organization is getting a maximum return on investment. In this example, for $37 million dollars the strategic value gained from the portfolio is 56 percent.

The constraints identified on the top right hand side of the screen are prohibiting the portfolio from reaching the efficient frontier: Force In/Out Resource Constraints

Uncheck the Force In/Out impact checkbox.

Click Close Insight button.

Optimized Scenario

The screen shows the Optimized scenario. Click the last Total One Time Cost cell, select the Advanced Analysis option, and then select Sensitivity Analysis from the options.

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Title Screenshots Discussion Points ActionsSensitivity Analysis

The screen shows the sensitivity of the Optimizer. The values in the columns show the Priorities of the projects in percentage, Cost of the project, and the Resource Budget.

Scroll the horizontal scroll bar to move to the right side of the screen.

Click the Business Drivers button to view the business drivers priorities.

Business Drivers

The pop-up window shows the Business Driver priorities. The business driver “Expand into new markets and segments” is the top priority. Patrick decides to bring the second driver to the top priority to see which projects will still be worth pursuing. This is a very useful tool to do what-if analysis and see which projects are useful when business drivers change sometime in the future.

In the Business Drivers Priorities window, click the Scale markup area to change the priorities.

Click OK.

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Title Screenshots Discussion Points ActionsCompute Business Drivers Costs

Finally, Patrick runs the optimizer to Compute Business Drivers Costs to assess the alignment of the investment back to the business drivers.

Scroll the horizontal scroll bar to move to the right side of the screen.

Click the Close Sensitivity button at the top right corner to close the Optimizer Sensitivity window.

Click the last Total One Time Cost cell, select the Advanced Analysis option, and then click Compute Business Driver Costs.

Compute Business Drivers Costs

First, the cost of the Business Drivers is calculated by including all project entries.

Check the Include all Project Entries checkbox.

Click OK.

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Title Screenshots Discussion Points ActionsCost Vs Priority Chart

The Cost vs. Priority chart shows the following: Results of the Business Alignment

Assessment generated from the projects that Patrick selected in the last optimization analysis.

Total cost from the selected projects expressed proportionately to the business driver priorities. This provides a visual representation of how well the proposed portfolio is aligned with the company’s strategic priorities.

Correlation between spend and the business driver priorities

This chart shows that the portfolio is not that well aligned with the business drivers (e.g. Over-spending on the lower business drivers and under-investing in the op business drivers)

Click Close.

Compute Business Drivers Costs

In the next step, the Business Driver costs are calculated by selecting “Including only Project entries in solution” option.

Click the last Total One Time Cost cell, select the Advanced Analysis option, and then select Compute Business Driver Costs.

Click OK.

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Cost Vs Priority Chart

You can see that after running the optimization analysis the alignment of the portfolio to the business drivers has improved.

Click Close.

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Title Screenshots Discussion Points ActionsProject Portfolio

As this module has shown, Patrick has done an advanced analysis on the company’s portfolio using Project Portfolio Server. Now that projects have been selected and prioritized, Patrick moves on to the planning stage.


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Module 3: PlanTitle Screenshots Discussion Points ActionsPlan In this module, we will talk about how a Project

Portfolio Management solution can help companies plan and execute projects.


Desktop of Patrick Hines

Now that Patrick has selected a portfolio of projects, he goes to the Resource Dashboard to analyze the demand versus capacity and how existing projects are using different resources.

Patrick has two concerns about resources: Does the company have enough resources

to commit to the number of projects they have forecasted?

Should he start hiring for the IT Architect role?


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Title Screenshots Discussion Points ActionsProject Web Access

The first screen Patrick sees is the default view of Project Web Access. From this screen, he selects the Resource Dashboard tab.

Click the Resource Dashboard tab.

Resource Dashboard

Patrick checks resource capacity against planned work and sees that the company’s planned work (in blue) is less than capacity (in red). Therefore, he feels confident that the organization has enough capacity to take on new projects in the coming months.

By scrolling down, Patrick can also see the project work heat map to see how resources are being used on specific projects.

Scroll down the vertical scroll bar to move down the screen.


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Resource Dashboard

Because Patrick is concerned about the availability of his IT Architects, he decides to drill down to this specific role.

Click the Filter icon.

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Title Screenshots Discussion Points ActionsSelect Filter Value

He filters by “IT Architects” to see their forecasted workload.

In the Select Filter Value window, click Position Role to expand the list and check the IT Architect checkbox.

Click OK.

Resource Dashboard

From this view, Patrick sees that currently he has more demand than capacity for the IT Architect role

As he scrolls down, Patrick sees the project heat map, which shows how IT Architects are being used in specific projects. In this case, the



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Title Screenshots Discussion Points Actionsheat map shows that IT Architects are focusing most of their time on the HTTP Traffic Monitoring System and the International Personnel Database Design projects and that this role will have time for other projects beginning the first quarter of 2009.

Transition: Now that you’ve seen how an executive might use the Resource Dashboard to get a high-level view of resources across the company, let’s see how a project manager might use the dashboard for more detailed work around a specific project.


Desktop for Kim Ralls

Kim Ralls, a project manager, logs into the system. Kim is the project manager responsible for the MobiPAC Application Development project.


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Title Screenshots Discussion Points ActionsKim logs in to Project Web Access to plan the project and assign resources.

Click the Project Center link in the quick view pane.

Project Center

She looks at the projects in Project Center and finds that the project MobiPAC Application Development is in the plan phase. She then selects this project to look at its details.

In the project details, Kim looks at the resource summary.

Click MobiPAC Application development to view the project details.

Click the drop-down arrow for View box and select Resources Summary option from the list.

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Title Screenshots Discussion Points ActionsProject Details

In the resource summary view, Kim sees that many of the resources in the project are generic. She decides to check Resource Center to see if she can find any resources with the required skills.

Click the Resource Center link in the quick view pane.

Resource Center

Resource Center displays a list of all organization resources. She groups resources according to the Position Role.

Click the drop-down arrow in the Group By text box and select Position Role from the drop-down list.

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Title Screenshots Discussion Points ActionsKim selects all the resources in the role for Application Support Specialist and checks their availability.

Check the boxes next to Bowen Eli, Francis Cat, Kelly Bob, Muller Patrick and Valdes Rene.

Click View Availability to check the availability of the selected resources.

The resource availability graph shows the work assignments of the resources distributed over time. Kim checks the availability of the resource named “Bowen Eli.”



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Title Screenshots Discussion Points ActionsShe looks at the monthly resource availability graph for Eli and finds that he is available from June through December 2008, which is the time frame for which she needs him on her project.

Uncheck the checkbox for all the names except Bowen Eli.

Click the drop-down arrow for Units box and select Months option.

Click Apply.

Click Close.

Now that she has identified Eli as her Application Support Specialist for the project, Kim needs to apply him to the project plan.

Click the Project Center link in the quick view pane.

Click MobiPAC Application Development to view project details.

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Title Screenshots Discussion Points ActionsKim goes back to the resource summary sheet. She uses the ‘Build Team’ feature to replace the generic resource ‘Application Support Specialist’ with the actual resource (Eli).

Click the Build Team icon.

Check the Application Support Specialist checkbox.

Click the Match button in the middle to match the resource names.

Check the boxes next to Bowen Eli

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Title Screenshots Discussion Points Actionsand Application Support Specialist.

Click the Replace button in the middle to replace the selected generic resource names.

Click the Save button.

Project Details

The resource summary sheet appears again. The generic resource is now replaced by the actual resource.

Click the Edit icon to open the project.

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Title Screenshots Discussion Points ActionsProject plan in Project Professional

Kim opens the project plan in Microsoft Office Project Professional 2007 to make some changes.

The screen shows the Gantt view of the project plan.

Select the Define problem resolution process task.

Kim uses the “Change Highlighting” feature to ensure that whenever she changes the project plan, the impact of the change is highlighted.

Click View menu, click Show Change Highlighting.

Click the Research and Gather Assumptions task.

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Title Screenshots Discussion Points ActionsKim decides to conduct a review cycle for the task “Project structure determined,” so she inserts a new task in the project plan, sets its duration for two days and assigns Beebe Ann as a resource on the task.

Click the empty cell under the Task Name column to enter the new task.

Click the empty cells next to the newly created task to enter the task details.

The cells in blue are the cells which are affected as a result of the changes that Kim made to the project plan.

Because adding this new task delays the task called “Define Project structure,” she decides to undo this change.

Click the Undo button on the toolbar to undo all the recent actions.

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Title Screenshots Discussion Points ActionsShe uses the multi-level undo feature and restores the original project plan.

Select all the items in the dropdown menu.

Click Undo 9 Actions to again deselect the selected items.

Task Driver

Next, she selects the task named “Define change control procedures” and uses the task driver feature to find the task on which this task depends.

Select the Define change control procedures task.

Click on the Project menu; click Task Drivers to open the Task Drivers pane.

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Title Screenshots Discussion Points ActionsThis screen shows the Task Drivers pane, which can help you find the root cause or the preceding task on which the current task depends.

Click the Report menu.

Visual Reports

Now, Kim decides to explore the budgeted cost of the project and uses the visual report feature present in Project Professional.

On the Report menu, click Visual Reports to see the reports.

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Title Screenshots Discussion Points ActionsShe selects the Budget cost report from the list of reports and generates it.

Select Budget Cost Report from the list of report templates.

Click the View button to view the Budget Cost Report.

The screen shows the visual report for budgeted cost over time. Here, Kim notes the actual cost of the project is pretty close to the budgeted cost.

Click the Close button at the top right corner to close the report.

Click Close in the Visual Reports – Create Report window.

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Title Screenshots Discussion Points ActionsNext Kim decides to set-up recurring status reports for her project team

She fills in the details in the status report request, assigns it to Eli, and sends it.

On the Collaborate menu, click Status Reports.

Click the New button and select the New Request option to create a new Status Report Request.

Click the screen to fill details of the new request.


Click the Send of 93

Title Screenshots Discussion Points Actionsbutton to send the request.


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Module 4 - ManageTitle Screenshots Discussion Points ActionsManage This last phase describes how a project team

member (Eli) interacts with the solution and how the project manager (Kim) continues to manage the project tasks.


Task Notification on Eli Bowen’s desktop.

Eli logs into the system and receives a task notification from Microsoft Office Outlook. He opens the notification and clicks on the link provided in the e-mail.

Click the task notification box on the screen.

Click the link in the notification mail to open the link.

Click the My Tasks link in the quick view pane to view the new task assigned.

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Title Screenshots Discussion Points ActionsMy Tasks Eli finds that he is assigned a new task named

“Define problem resolution process.” Eli reviews the assignment details and holds an in-person briefing with Kim to review the project and task in more detail.

At the end of each day, Eli fills in the actual hours he spent on this task.

He then recalculates for the remaining hours and finds he still has four hours of work estimated for this task.

He finds that the task assignment is now updated and he is assigned the four hours on the next day.

Click the new task Define problem resolution process to view the assignment details.

In the Task Progress section, click next to Actual Work to fill the actual hours.

Click Recalculate button.

Click Save button.

Click the My Timesheets link in the quick view pane.

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Title Screenshots Discussion Points ActionsMy Timesheet

At the end of each week, Eli goes to the “My Timesheets” view and creates a new timesheet.

Click the Click to Create option to create a new timesheet.

Eli fills out his timesheet—including some administrative time he spent at the Foundation Day Celebration function—and submits his timesheet for approval.

Under the Administrative head, click the empty cell for Friday.

Click the Save and Submit button to submit the timesheet.

Click the Status Reports link in the quick view pane to view the status reports.

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Title Screenshots Discussion Points ActionsStatus Report

Status Report

After submitting the timesheet, Eli responds to the status report that Kim requested of him.

Since Eli has completed the task “Define problem resolution process” so far, he writes it as the major accomplishment and sends the updated status.

Click the Status on product marketing research link.


Click the empty space under Major Accomplishments to enter accomplishments.

Click Send.

Click OK.

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Eli could also have updated this task in Microsoft Office Outlook. In this example, Eli logins in to Outlook and looks at the task Kim assigned him.

Click Task Notification: Defi... in the task bar.

Click Tasks in the quick view pane.

Outlook Web Access

He selects the assigned task and updates its status from “Not Specified” to “Completed.”

Click the Define problem resolution process task.

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Title Screenshots Discussion Points ActionsTask Status

After updating the status, Eli sends the task status to Kim.

Click the dropdown for Task health box and select the Completed option.


Desktop of Kim Ralls

Now let’s see what Kim sees on her end after Eli has updated his task.


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Title Screenshots Discussion Points ActionsProject Web Access

Kim logs in to Project Web Access and sees that she has a new task update in the Approvals list.

Under the Approvals head, click the 1 task update from resources link.

Task Approval

Kim selects the new task from the list and previews it before approving it to see the impact this task will have on the project plan.

Kim logs in to Project Web Access and sees that she has a new task update in the Approvals list.

In this case, she sees that Eli has completed the task “Define problem resolution process” a day sooner than anticipated. Therefore, the

Check the checkboxes to select all the task names.

Click the Preview icon to view the impact of the selected task update requests on the plan.

Click the Preview button in the Confirmation dialog box.

Click the Task Updates – Proje… tab on the task bar.

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Title Screenshots Discussion Points Actionschange to the project is acceptable.

She switches to the Task Update view and approves the task.

Click the Accept button in the Confirmation dialog box.

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After approving the updated task, Kim looks at the status report that Eli has sent her.

Click the Status Reports link in the quick view pane.

Click the Status on product marketing research link.

Click the Open icon.

She finds that Eli has defined and designed the problem resolution process for MobiPAC application and that he does not see any major issues so far.

Click the Home tab to move to the Project Web Access Home page.

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Title Screenshots Discussion Points ActionsKim goes back to the Home page on the PWA and opens the project workspace for “MobiPAC application development project.”


Click MobiPAC Application Development to open the project workspace.

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Title Screenshots Discussion Points ActionsThe next few screens give you an idea of the tools that Kim and her project team use to collaborate and track project status.


Click the drop-down arrow for MobiPAC Project Plan Details and then select Restore.

Project Details

The project plan details can be seen on the project site.

Click the drop-down arrow for MobiPAC Project Plan Details and select the Minimize option to minimize the view.


Click the Project Documents link in the quick view pane to view the project related documents.

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Title Screenshots Discussion Points ActionsProject Documents

The Project Documents folder is where the team stores all documents related to the project.

Click the New drop-down arrow to view the list.

Again click New drop-down arrow to collapse the list.

Click the Issues link in the quick view pane.

Issues The Issues link is a list that team members can use to track issues they encounter when working on this project. As an example here, let’s add a new issue.

Click the New drop-down arrow and then select New Item.

Click the screen to fill details in the form.


Click OK button.

Click the Risks link in the quick view pane to view the

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Title Screenshots Discussion Points Actionsproject related risks.

Risks The Risks link is another list that team members can use to manage potential risks identified in the project. Here is a sample risk that one of the team members has added. As you can see, the risk is assigned to another team member who is responsible for mitigating the risk.

Click the Tasks link in the quick view pane to view the project related tasks.

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Title Screenshots Discussion Points ActionsTasks The Tasks list can be used to assign tasks or to

review a task you’ve been assigned.Click the MobiPAC Application Development link to move to the project Home page.

Click the Home- Project Web… tab on the task bar to open the Project Web Access Home page.

Click the Project Center link in the quick view pane to view the project details.

Project Center

The Project Center provides a detailed view of all projects.

Click the View drop-down arrow and select the Tracking option.

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Title Screenshots Discussion Points ActionsProject Center

The Tracking view can be used to track the progress of every project.

Click the MobiPAC Application Development link.


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Title Screenshots Discussion Points ActionsDesktop of Brian Johnson

This last segment of the demo shows how a Director of the Project Management Organization (PMO)—in this case, Brian Johnson—can use Project Web Access to get an overall picture of project and timesheet status. As PMO Director, Brian is concerned with two things: Ensuring that project hours are being

captured through timesheets Gain visibility and Control across the

portfolio


Timesheet Dashboard

Brian logs in to Project Web Access and goes to the timesheet dashboard to see the status of the organization’s timesheets.

He notices that some timesheets have been completed and approved, others are in progress, and others have yet to be entered. Using this list, Brian can contact various

Click the Timesheet Dashboard tab.

Scroll down.

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Title Screenshots Discussion Points Actionsresource managers to help ensure that their resources submit timesheets.

For example, Brian could contact Zhang Frank, who manages the timesheets for the Infrastructure and Support team.

Click Zhang Frank under the Infrastructure and Support Team.

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Title Screenshots Discussion Points ActionsAs you can see, several of Frank’s resources have not completed their timesheets.


Click the Home tab to move to the Project Web Access Home page.

Click the Portfolio Dashboard tab.

Portfolio Dashboard

Now, Brian clicks the Portfolio Dashboard to see the health of overall departments. This is the same view that Patrick Hines used earlier to review the health of an internal employee retraining project.

Brian clicks on the Information Technology department to see more details about the projects in this department.

The overall health of the “Information Technology” department is green and it seems that 4 out of 5 KPIs for Information Technology are green.

He quickly reviews the overall health and KPIs for all projects for “Information Technology” and sees that a couple of the projects are red.

There are also a couple of Active Risks and Issues at the Department level that need immediate attention.

Brian decides to go through the details of the



Click the Information Technology link to view the KPIs and other progress details.



Click the MobiPAC of 93

Title Screenshots Discussion Points Actions“MobiPAC Application Development” project. So he clicks the report icon for “MobiPAC Application Development” which opens up a new explorer window.

Using the Project level dashboard, he now has visibility into the project and what is causing that project to slip.

He reviews all the Active Risks and Issues listed on this project.

Application Development report icon to get the detailed view.

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Title Screenshots Discussion Points ActionsScroll down the vertical scroll bar to view the latter half of the screen.


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Title Screenshots Discussion Points ActionsClick anywhere on the screen to end the demo and move to the first screen of the demo (you’ll go back to the transition screen).

This concludes the demo. Thank you for your time. We hope you found this demonstration useful and productive.

DisclaimerInformation in this document, including URL and other Internet Web site references, is subject to change without notice. Unless otherwise noted, the companies, organizations, products, domain names, e-mail addresses, logos, people, places, and events depicted in examples herein are fictitious. No association with any real company, organization, product, domain name, e-mail address, logo, person, place, or event is intended or should be inferred. Complying with all applicable copyright laws is the responsibility of the user. Without limiting the rights under copyright, no part of this document may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (electronic, mechanical, photocopying, recording, or otherwise), or for any purpose, without the express written permission of Microsoft Corporation.

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Microsoft may have patents, patent applications, trademarks, copyrights, or other intellectual property rights covering subject matter in this document. Except as expressly provided in any written license agreement from Microsoft, the furnishing of this document does not give you any license to these patents, trademarks, copyrights, or other intellectual property.

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All other trademarks are property of their respective owners.

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