Epm Pmi Seminar

7/30/2019 Epm Pmi Seminar

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Enterprise Project Managem

A Seven-Step Process for ConnBusiness Planning to

Project Delivery

Sylma I. Snchez, MBA, PMP, [email protected]


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Agenda

I. What is Enterprise Project Managemen

II. Levels of Responsibilities in EPM

III. Change Management in EPM

IV. Roles & Responsibilities in EPM

V. Seven-Step Process for Connecting Bu

Planning to Project Delivery

VI. After Implementation

VII. Q & A


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Enterprise Project Management (EP

the most effective business discip

and system for guiding your

organization to deliver your busi

plan. EPM is based on the principl

your organizations vision, missio

objectives are a set of projects

Enterprise Project Management


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Enterprise Project Management

EPM is a shift that is both technical

cultural.

We will provide you with a seven-sprocess for your organizational shif

EPM.


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Four (4) Levels of Responsibility

1. Executive Ownership - Responsible for ethe vision, mission, and goals of the organiza

2. Sponsorship - Responsible for translating tmission, and goals into tangible objectives to

as projects.3. Project Organization- is the steward of pr

success.

4. Project Teams and Resources - represenfunctional and technical resources who plan a

activities to deliver in accordance with organobjectives.


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Levels of Responsibility in


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The Cultural Shift An organizations culture is the product

interaction between its people, vision, prand tools.

The successful culture will have intrinsic

processes and tools that allow people totogether effectively in total alignment wvision.

An awareness of and focus on driving a shift is critical to establishing enterprise

management processes and tools in anorganization.


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The Cultural Shift


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Design Expectations in the

EPM Transformation

The most effective and easily adoptab

solutions will emphasize:

Participation in design by stakehold Simplicity and fundamentals

Scalability for more mature process

tools in the future.


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Roles and Responsibilities i

Making the Shift to EPM

Executive Ownership

must set the vision and direction for thorganizations EPM solution, and mus

ardent advocate of the EPM vision andamong

Sponsorship

represents the bridge between the high

vision and direction, and the day-to-daplanning and execution to achieve EPM


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Project Manager

Has the day-to-day responsibilitie

leading and managing the EPM pThis includes detailed planning, d

and execution, along with commu

and reporting.


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Subject Matter Expert (SME)

SME is the key to designing, implem

and ultimate ownership of the EPMsolution. SMEs are people who are

experienced with the detailed funct

the organization.


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The Stakeholder

There are stakeholders at all levels of the

organization.

The stakeholders are people who will be

by the EPM solution.

It is critical that stakeholder views are he

evaluated, and addressed in the design an

implementation of the EPM solution.


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Seven-Step Process for Connecting

Business Plan to Project Delivery


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Step 1: Assess the Organization

Capabilities and challenges

While the fundamentals of EPM rem

constant, each organization will hav

own unique needs and challenges toaddressed.

The purpose of the assessment is to

determine where the organization is

consistently challenged and what tysolution will improve the situation.


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Step 1: Assess the Organization

Capabilities and challenges (con

Activities and Deliverables

Evaluate the vision and mission of theorganization.

Identify recurring challenges to achievinmission.

Establish an EPM vision that can solve torganizations challenges.

Determine the skills and resources needeto EPM.


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Step 2: Launch the EPM Proj

Once Executives have a vision establishe

time to obtain commitment to move forw

The EPM project can be formally launch

an executive briefing session that outline

vision and magnitude of effort in moving

Executive commitment is demonstrated

allocation of key subject matter experts a

resources to the EPM project.


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Step 2: Launch the EPM Project


Obtain executive commitment for m

forward. Acquire the skills and resources for

EPM project.

Form and prepare the EPM project


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Step 3: Analyze the Detail

EPM Requirements

This is the first step in transitioning

high-level vision to a detaile


Define the constraints and boundar

the EPM model.


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EPM Requirements (cont


Identify and prioritize requirements in thof:

Project definition, prioritization, and authoran enterprise perspective

Resource capacity planning and allocation

Project definition, planning, and schedulingdetailed perspective

Communication, visibility, and reporting froenterprise wide and project-specific perspec


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EPM Requirements (cont


Evaluate and select EPM software a

systems based on requirements. Validate with executives and other

stakeholders that constraints, bound

and requirements are in alignment w

EPM vision and direction.


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Step 4: Design the EPM M This is the time when the pivotal ro

project organization and the mecha

the EPM solution are defined. There are two areas of focus in the

phase:

improving or realigning existing proc

developing new processes based on Erequirements.


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Step 4: Design the EPM Model


Define EPM roles, responsibilities, and rrelationships

Design new EPM processes and/or redefexisting processes to an EPM context.

Establish software configuration and busrules based on EPM processes, roles, andresponsibilities.

Validate alignment of the EPM process adesign with the prioritized requirements


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Step 5: Build the EPM t This is the point at which the EPM

and systems are installed and tested

The configurations defined in the dstep are built into the system.

The build step concludes when the

processes and tools are fully design

and integrated.


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Step 5: Build the EPM tools (


Install hardware and software

Configure software according to prand business rules

Validate integration of processes an

Update documentation.


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Step 6: Validate the EPM M

The best way to prove the concepts i

drive them using a select set of pr

Working with a select set of proprovides an opportunity for the

formed project organization staff to

familiar with their roles and respon

while refining the EPM mod


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Step 6: Validate the EPM Model


Acquire and train core project orgaresources.

Select pilot projects and train theirrespective project teams.

Execute pilot projects under EPM m

Refine EPM model based on succe

lessons learned.


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Step 7: Implement EPM Organizat

An effective implementation approtruly projectize the business plan


Reaffirm executive commitment.

Projectize the business plan.

Train stakeholders and project teamprojects are launched.

Provide follow-up support.


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References www.pmi.org

Proceedings of the Project Management Institute An

& Symposium

Enterprise Project Management: A Seven-Step Proce

Connecting Business Planning to Project DeliveryBy: Shelley Gaddie, President, Project Corps, Meg Charter

www.gantthead.com Project Portfolio Management

www.gartner.com

Align IT From Policy to Execution Through BusinesFusion


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Documents

Epm Pmi Seminar