Kőnig Tibor főmérnök Microsoft Magyarország 4/4/2017 9:55 PM ARCHITECT Architect Academy Foundations Insiders MCP tréningek vizsgák gyakorlat projektek Visual Studio Team System 2008 A szoftver teljes életciklusának menedzselése Kőnig Tibor főmérnök Microsoft Magyarország © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Célok A szoftver teljes életciklusának menedzselése 4/4/2017 9:55 PM Célok A szoftver teljes életciklusának menedzselése Ötletek prioritizálása Időtervezés Erőforrás-tervezés Projektvégrehajtás Szállítás/bevezetés Követés Kivezetés, „nyugdíjba küldés” © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

A teljes életciklus megjelenítése 4/4/2017 9:55 PM A teljes életciklus megjelenítése Portfolio Server Project Server Team Foundation Projekt-ötletek Projekt-tervek Fejlesztői munka Help Desk Karban-tartás Ügyfelek problémái Kivezetés © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Team Foundation Server 4/4/2017 9:55 PM Mikor melyiket? A Portfolio Servert használjuk... Az ötletek összegyűjtésére, prioritizálására Az üzleti érték elemzésére Az ötletek jóváhagyására/elvetésére A projektek státuszának ellenőrzésére A Project Servert használjuk... Az erőforrások lefoglalására Az időzítés megtervezésére Az idő és a ráfordítások követésére Team Foundation Server Project Server Portfolio Server © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

Team Foundation Server 4/4/2017 9:55 PM Mikor melyiket? A Project Servert használjuk… A függőségek kezelésére A napi státusz kiértékelésére A munkaterhelés kezelésére A Team Foundation Servert használjuk… A projekttevékenységek kezelésére A projektstátusz kezelésére A projekt minőségének kezelésére Team Foundation Server Project Server Portfolio Server © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.

A Microsoft EPM-megoldása Tevékenységek összehangolása a stratégiai célokkal Gyorsabb és szélesebb körű bevezetés Nagyméretű, elosztott szervezetek támogatása Integrált és automatizált folyamatok

A Microsoft EPM-megoldása Szolgáltatások Teljes körű, testre szabható projekt- és portfoliókezelő környezet programok, portfoliók, projektek, feladatlisták, projektjavaslatok erőforrások, foglalások/hozzárendelések, terhelés és szabad kapacitás költségvetés és költségek termékek, függőségek, problémák, kockázatok státuszjelentések és időelszámolás jelentések, kimutatások, elemzések webszolgáltatások és programozási felület

A Microsoft EPM-megoldása Összetevők Front-end alkalmazások egyéb alkalmazások, ERP rendszerek Szolgáltatások Platform

Office Project Portfolio Server 2007 Fő célterületek 4/4/2017 9:55 PM Office Project Portfolio Server 2007 Fő célterületek Magas szinten ill. részletekbe menően áttekinthető programok Projektek objektív besorolása és értékelése Projektek összehangolása a stratégiai célokkal, a rendelkezésre álló erőforrások fi-gyelembe vételével Szoros integráció az Office Project Server 2007-tel Gain Visibility an d Control Across Portfolios Customer Challenges It can be a daunting task to successfully define, communicate, and enforce a portfolio governance framework that helps ensure all projects are subject to the appropriate controls. Without a centralized location for capturing all investments, or standardized methods for collecting data, organizations struggle to effectively manage their project, program, and application portfolios. PPS 2006 Solution Quickly gain visibility and control across your project, program, and application portfolios by automating governance processes, standardizing and streamlining the collection of data, and tracking portfolio performance to maximize return on investment (ROI) and improve operational efficiencies. Consolidate the collection of essential data for all business and IT investments in a central enterprise repository Define multiple workflows to standardize, communicate, and enforce the portfolio governance framework across the organization Create personalized scorecards to track investments throughout their life cycle 2) Objectively Prioritize and Evaluate Competing Investments Developing objective scoring criteria to effectively evaluate competing investments is easier said than done. It can be difficult enough to compare similar projects, and seemingly impossible to make comparative evaluations among dozens or hundreds of competing projects. Employ proven best practice techniques to help objectively prioritize your organization’s business strategy for the upcoming planning period. Automatically derive prioritization scores to evaluate the project, program, and application portfolios from multiple dimensions. Define and prioritize business strategy and drive consensus among executives using the pair-wise comparison matrix technique Derive prioritization scores such as strategic value, financial value, risk, architectural fit, and operational performance to objectively assess projects, programs, and applications Generate charts to effectively evaluate potential investments within the portfolios 3) Optimize Budget and Align Investments with Business Strategy Often it is the executive who shouts the loudest that influences portfolio funding decisions. To help ensure that the selected portfolios align with the organization’s business strategy, the selection process must be rational rather than emotional. Implementing such a process can be a challenge. Use embedded best practice methodologies, including the Business Alignment Framework, to optimize budgets and recommend portfolios that best align with the organization’s business strategy. This objective process enforces a rational rather than emotional approach to portfolio selection, to help ensure that the selected investments deliver the maximum business value. Employ sophisticated optimization algorithms to determine the optimal project or program portfolio under varying budget and business constraints Use advanced portfolio analytical techniques, including insight analysis, to identify and break the constraints prohibiting the portfolio from reaching the Efficient Frontier Undertake a business alignment assessment to help ensure that the selected portfolios are optimally aligned with the organization’s business strategy 4) Tightly Integrate with Office Project Server 2003 Automating the data exchange between line-of-business applications (such as finance and HR), enterprise project management solutions, and portfolio management tools is a common issue, often requiring the development of custom third-party connectors. Tight integration between Office Project Portfolio Server 2006 and Office Project Server 2003 provides organizations with an end-to-end project portfolio management solution. Office Project Portfolio Server 2006 is a key component within the Microsoft EPM Solution, providing the following benefits: Help ensure that customers and partners can quickly deploy world-class portfolio analytical techniques and tools within the EPM Solution Maintain data integrity between the two environments through regular synchronization events Enable portfolio analysts to link federated computers running Office Project Server 2003 to Office Project Portfolio Server 2006 and consolidate projects into an enterprise repository Provide organizations with a scalable end-to-end project portfolio management solution © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

Mitől optimális egy portfolió? 4/4/2017 9:55 PM Mitől optimális egy portfolió? Portfolio Management: A maximális üzleti eredmény érdekében a megfelelő befektetési tételek (projektek) azonosítása és összeválogatása 100% Portfolio Management („jót”) 50 % Elszalasztott érték Project Management („jól”) Project Management: A kiválasztott befektetések (projektek) sikeres megvalósításának biztosítása 66% Üzletiérték-teremtő képesség azonosításának szintje (Office Project Portfolio Server 2006) 50% Megvalósított érték 0% 75% 100% Üzletiérték-teremtő képesség megvalósításának szintje (Microsoft Office Project Server 2003) © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

A két módszertan együttes alkalmazása 4/4/2017 9:55 PM A két módszertan együttes alkalmazása ... választ adhat az alábbi kérdésekre: Jól választottam a befektetési (projekt) lehetőségeim közül? Segítenek a kiválasztott projektek megvalósítani a stratégiai céljaimat? Rendelkezem megfelelő erőforrásokkal a kiválasztott projektek megvalósításához? Megvalósíthatók a projektjeim a tervezett határidőre a rendelkezésre álló büdzséből? Portfolio Governance Business Case Dev Benefits Forecasting Prioritization / Valuation Portfolio Optimization Adv Portfolio Analytics Capacity Planning Project Planning Cost Management Resource Management Time Reporting Change Management Issue Management Project Reporting Collaboration Portfolio Reporting Benefits Realization © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

A PPM és EPM integrációja Gov Phases: Create Select Plan Manage Complete Project Request Form 1st Review 2nd Review Portfolio Prioritization Detailed Planning Portfolio Tracking 1 Strategic Value 1 Develop Project Plan 1 Change Request Mgmt 2 Financial Value 2 Assign Named Resources 2 Status Reporting 3 Risk Value 3 Define Inter-dependencies PPM Life Cycle Steps: 3 Portfolio Re-Optimization Business Case Development 1 Resource Requirements Portfolio Optimization Project Tracking 2 Cost Estimates 1 Charting Analysis Final Approval Baseline 1 Project Tracking 3 Benefit Forecasts 2 Constraint Analysis 2 Resource Mgmt 4 Strategic Alignment Assessment 3 Adv Portfolio Analytics 3 Time Reporting 5 Risk Assessment Completed Portfolio Selection 4 Issues & Risk Mgmt 6 Phase & Milestone Planning 5 Document Mgmt 6 Team Collaboration Microsoft EPM Solution: Portfolio Builder Portfolio Optimizer Portfolio Dashboard The diagram shows the following: Best practice governance phases (Create, Select, Plan, and Manage): A project will pass through these best practice phases throughout its life cycle. PPM Life Cycle Steps: These more granular steps provide more detailed overview of the primary activities and events that a project will complete during its life cycle. For example: In the Create governance phase, a project request is captured and users begin to develop a detailed business case to support the idea. In the Select governance phase, all competing projects within the portfolio are prioritized and optimized against budgetary constraints. This results in selecting a project portfolio that best aligns with the organization’s strategic priorities. In the Plan governance phase, the project managers begin to develop the detailed project plans for each of the selected projects before the project is approved and given a baseline. In the Manage governance phase, the project is tracked to a successful conclusion. The bottom half of the diagram shows the products within the EPM Solution (with particular reference to Office Project Portfolio Server 2006). Notice that in this example the products have been deployed to align with the different governance phases: Office Project Portfolio Server 2006 includes three modules (Portfolio Builder, Portfolio Optimizer, and Portfolio Dashboard). The Portfolio Builder aligns with the Create phase. The Builder’s primary role is to capture the project request and develop high-level or detailed business cases in accordance with defined governance workflows. The Portfolio Optimizer aligns with the Select phase. The Optimizer’s primary role is to prioritize, optimize, and select project portfolios that best align with the organization’s business strategy. The Portfolio Dashboard straddles the Plan and Manage phases. The Dashboard provides executives with visibility and control across their project portfolios. In this deployment example, Office Project Portfolio Server 2006 is used to capture and select project requests. The project is then sent to Project Server to be managed to a successful conclusion. (Note: Project requests can also be captured in Project Web Access and sent to the Portfolio Optimizer module for prioritization and selection.) © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

Portfolio Builder Projektjavaslatok menedzselése 4/4/2017 9:55 PM Portfolio Builder Projektjavaslatok menedzselése Projektjavaslatok összegyűjtése Business Case sablonok meghatározása Portfolió menedzsment lépések előre definiált workflow-k mentén © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

Portfolio Optimizer Optimalizálás és értékelés 4/4/2017 9:55 PM Portfolio Optimizer Optimalizálás és értékelés Portfolió mérése a hatékony határérték görbéhez viszonyítva A projektportfolió üzleti értékének maximalizálása adott költségvetési peremfeltételek között (költség, erőforrások) fejlett modellek segítségével A kiválasztott portfolió összevetése a stratégiai célokkal © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

Jól áttekinthető, standard jelentések Portfolio Dashboard Nyomon követés és mérés 4/4/2017 9:55 PM A portfolió ill. a projektek pillanatnyi teljesítményét mutató „scorecard”-ok Jól áttekinthető, standard jelentések With the Portfolio Dashboard module of Office Project Portfolio Server 2006, you can measure and track projects, programs, and portfolios throughout their life cycle, giving you the visibility to proactively identify potential issues, make decisions, and help ensure that your portfolios deliver maximum business value. Track Investments with Personalized Scorecards and Status Reports With the reporting and monitoring functionality in Office Project Portfolio Server 2006, you can create and view reports on your investments at any time. My Scorecard: Analysts, managers, and executives can create personalized scorecards to track portfolio investments, and drill down from the organization level to view project and program level status reports. Status Reports: The snapshot reporting mechanism enables project, program, and application managers to generate periodic status reports to measure the overall health of each investment throughout their life cycle. Cost Management: Maintain financial controls by assessing budget versus actual for project cost. Resource Management: Evaluate staffing and resource utilization. Change Request: Raise change requests for approval and automatically update the original budget to keep an accurate baseline. Flexible Reporting Framework: Use the Office Project Portfolio Server 2006 report generators to customize and publish report templates so you can standardize and streamline the reporting process across the organization. © 2004 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

A Project Portfolio Server és a Project Server kapcsolata Projektek létrehozása az elfogadott projektjavaslatok alapján A projektportfolió teljesítményének követése Technikai megvalósítás: átjáró (gateway) a Project Portfolio Server része PPS 2006: a Project Server 2003-mal működik együtt PPS 2007: a Project Server 2007-tel működik együtt

Projekten belüli és projekten kívüli feladatok A munkatársak nemcsak vállalati projektekben dolgoznak egyszerű projektek, feladatlisták munkakörhöz kapcsolódó nem projektszerű, rendszeresen ismétlődő tevékenységek egyéb elfoglaltságok A rendelkezésre állás, erőforrás-foglalás, időelszámolás szempontjából ezek is fontosak

Projekten belüli és projekten kívüli feladatok

Projektköltségek Erőforrásokhoz kapcsolódó költségek Fix költségek munka típusú erőforrások: egyszeri és időarányos díjak, több díjtábla anyagi erőforrások: használat alapú díjak Fix költségek tevékenységekhez kapcsolódó költségek Költségvetések előre definiált költség- és mennyiségi limitek

Költség típusú erőforrás Projektköltségek Költségvetés Költség típusú erőforrás Analitika

Időelszámolás Időszakok előzetes jóváhagyása és intelligens megnyitása/lezárása Adott időszak időelszámolásainak automatikus létrehozása a projekt-ütemtervek alapján az ütemtervekben szereplőtől eltérő időmennyiség is rögzíthető nem projektjellegű feladatok is felvehetők Testre szabható időelszámolás-jóváhagyási munkafolyamat

Időelszámolás

4/4/2017 9:55 PM © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION. © 2007 Microsoft Corporation. All rights reserved. Microsoft, Windows, Windows Vista and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries. The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.