Bienvenidos a Microsoft Office System

Presentación del tema: "Bienvenidos a Microsoft Office System"— Transcripción de la presentación:

1 Bienvenidos a Microsoft Office System
3/23/ :38 PM Bienvenidos a Microsoft Office System © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

2 Colaboración y Comunicación en Proyectos
Arturo Valencia

3 Agenda Colaboración Gestión Empresarial de Proyectos
Arquitectura y Componentes de EPM Workflow para el seguimiento Integración con Windows SharePoint Services Demostración Caso de Éxito de EPM

4 Colaboración Definiciones Características
3/23/ :38 PM Colaboración Definiciones Proveer centralización de información para el soporte a Proyectos Comunicación: Un solo sitio de acceso para acceso a la información Características Librería de Documentos Riesgos Problemas © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

5 Gerencia de Proyectos Recursos Humanos Recursos Humanos
3/23/ :38 PM Gerencia de Proyectos Recursos Humanos Soporte Recursos Humanos Procesos y Estándares Procesos y Estándares Tecnología Tecnología © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

6 Gestión Empresarial de Proyectos EPM – Enterprise Project Management
Gestión del Portafolio Alineamiento con Objetivos de Negocio Soporte de Decisiones Ejecutivas en Tiempo Real Estrategia Corporativa Recursos y Priorización de Decisiones Gestión de Recursos Empresariales Programas, Iniciativas Conjunto Integral de Recursos Why is a Enterprise Project Management solution needed? The Business Process Redesign (BPR) efforts of the past 10 years has produced a major shift in the way businesses are managed - today organizations view all changes to their business processes as "project oriented." Organizations committed to the "managing by projects" philosophy categorize all activity as "projects" of either "change" or "operational" categories. NOTE: The word “enterprise” refers to functionality (e.g. centralized resource pool, standardization of codes and templates, etc.), not the size of an organization that deploys this type of solution. EPM is appropriate for organizations that want to view their business as a series of projects, whereby analysis of these projects will allow them to effectively manage their business. For these customers, EPM provides the services and technology to develop the processes and infrastructure to allow them to do this. Projects in this sense are defined as a unique undertaking using resources to accomplish a task with a defined start and endpoint. (Discuss graphic from top to bottom) This concept affects all aspects of a business, beginning with the development of corporate strategy and business objectives, continuing through programs and operational planning cycles, and culminating with project execution. First, organizations set their overall all corporate strategies, which enables them to define business objectives and goals. Then, managers make strategic decisions about what investments to make related to organizational initiatives and resources. Programs are defined that map to business objectives. It is management’s responsibility to ensure that the projects that support these programs achieve the predefined goals; therefore, they need the ability to easily manage the overall portfolio of projects. It is essential for project delivery to be consistent and repeatable for effective reporting and analysis at higher levels in the organization and to enable enterprise knowledge sharing and learning. Proyectos consistentes Proyectos Colaboración y Gestión de Proyectos Herramientas, Tecnología, Transferencia de Conocimiento © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

7 Colaboración de Proyectos
3/23/ :38 PM Colaboración de Proyectos Documentos, Riesgos y Problemas Gerentes de Recursos Otras Gerencias Proveedores Gerentes de Proyectos Miembros De Equipo Ejecutivo Gestión del Portafolio Gestión de Recursos Colaboración y Gestión de Proyectos In the past (and unfortunately in many organizations today) collaboration around projects doesn’t really happen. Instead of freely (& securely) sharing relevant information across an organization, project information has been pushed out via unstructured s, irrelevant reports and countless meetings. The sheer effort required in maintaining such a communication structure often limits collaboration. Often we see that project operations become islands of information with few connections to the enterprise as a whole. These projects become ineffective for the enterprise. First Build: The hierarchal structure of organizations leads to project information being pushed both up and down. This method of communication results in breakdowns and barriers. Second Build: In today’s organization, collaboration happens because of the way communication and project information is structured. Instead of being hierarchical in nature, Enterprise Project Management acts as a hub that provides relevant information in usable forms to individuals in various groups across the enterprise and even beyond. The graphic shows project management at the hub of various groups, which displays multidirectional data flow. The graphic also shows a node outside the hub (i.e. external partner) that participates.) Benefits of Project Collaboration: Share real-time knowledge across your organization to: Improve communications and decision making Eliminate redundancies and rework Enhance sense of ownership though involvement Leverage best practices An important aspect of collaboration is how we capture that information to reuse it later. In other words, how enterprise project collaboration ties into knowledge management. Systems that enable enterprise project collaboration should tie into knowledge management systems. The ability to learn from past experiences is essential for any organization to realize productivity gains over time. Capturing this information in a form that is re-usable is essential. Intercambiar conocimiento a través de la organización: Mejorar las comunicaciones y la toma de decisiones Eliminar redundancias y repetición de trabajo Mejora la administración de documentos, riesgos y problemas © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

8 Gerencia Empresarial de Proyectos Solución EPM
Gerentes de Portafolio Miembros Equipo Jefe de Proyecto Administración TI Now how does this translate to actual technology? What are we actually delivering from the product perspective? Well as I mentioned, we delivered a product called Microsoft Project Server and Microsoft Project Server 2003, which will be available later this summer. That product is built on top of Microsoft SQL Server as our database store and integrates pretty heavily with Windows Share Point Services. I will show you what that integration is like but it gives us a lot of that deep collaboration functionality that is pretty core to us. Then I’ll also show you that Project Server with a dotted line to other dotted line of business systems. Integrating with lots of different line of business systems such as SAP, PeopleSoft and Seibel, is incredibly important for Project Server. Being able to have an open server architecture so that you can link all those together is pretty critical. I can’t think of many customers that are deploying Project Server 2002 who aren’t interested in linking that data with some other system. So that is absolutely core for us. We’ve got Project Server built on top of SQL and Windows SharePoint Services. For the actual end users, the people that are using the software on the desktop. For the project managers, we’ve got Project Professional 2003, that’s the 32-bit windows application that we’ve been selling for years and years. So it’s the latest version of that of course. And it’s built to work with Project Server. For the executive, and resource managers and team members, we’ve made a strategic decision, that was a tough decision, and that was we’re not going to try to sell those folks Project Pro on the desktop. Some of them will certainly buy it because there is a lot of rich functionality but our strategy is to go broad - to connect every information worker to their project data using familiar tools. So, for them we built Project Web Access, which is basically internet explorer pointed to Project Server itself. And providing them the tools and the browser and some great connectivity with Office to Project Server itself. So this is a dramatic, dramatic departure for us. It’s no longer trying to sell Project to every single person who buys Office. Right? It’s trying to show, if you use Office and you use the Browser you can connect to this Project data and you can collaborate in a much, much deeper way to be more productive give you great visibility etc…etc.. It’s a huge shift for us. Sistemas Línea de Negocio © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

9 Internet Information Services Windows SharePoint Services
Componentes EPM Client Application Database SQL Server 2000 Internet Explorer Project Web Access Internet Information Services Windows SharePoint Services WSS Database Project Server 2003 Core Views Tables Microsoft Outlook 2003 Session Management Service PWA Tables Project Database Views Processing Service Project Data Tables Microsoft Project Professional Scheduled Process Service SQL Analysis Services OLAP Cubes

10 Workflow del Seguimiento de Progreso
3/23/ :38 PM Workflow del Seguimiento de Progreso El equipo requiere asociar información a las actividades en ejecución Project Pro Publica Asignaciones PWA Propietario de Asignaciones Recursos en Tareas del Proyecto Reporta Horas y Progreso Actualiza Proyecto con Aprobación de Progreso Revisión de Hojas de Tiempo Jefe de Recursos según el RBS PWA usando Periodos Project Plan For most project managers, tracking the progress on their projects is their most critical and demanding effort. The initial project plan they develop is great for getting the project approved, but the major benefit of a project management system is evaluating the impact when tasks on the projects don’t proceed according to the initial plan, and thereby impact the overall project, other projects, or the resource’s individual work plans. Accurately tracking project progress can also be time consuming and difficult. The reason is that it involves lots of communication with all of the resources working on the task in the project. Many project managers rely on status reports, , or phone calls to obtain the status of each resource’s assignments. Remember that the resources assigned to project tasks have the most accurate information. Wouldn’t it be beneficial to overall project performance if there was a simple mechanism to get the information to the project manager? The PWA timesheet could be that simple mechanism. It greatly reduces the progress tracking effort for both the project manager and the team members, and results in more accurate and timely project status reporting. Here’s how the process flows: Each project manager publishes each resources assignments from within Project Professional 2003. Then, each resource uses the PWA timesheet to report the status of each of their assigned tasks every week (or whatever periodic reporting basis has been established). The resource reports all time worked on all projects from a single web page, which highlights his/her current assignments. Once the resource has submitted their timesheet, the project managers review and approve, or reject the status information from each resource, and the project plans are updated directly. Each project manager see only the task status for their particular projects. And once the assignments are published, everything else in the process is done via the PWA browser based user interface. A “timesheet review” by the functional manager for each resource is also shown. Note that this is not an “approval” process, simply a review opportunity. The PWA timesheet isn’t meant to be an accounting system, however the actual hours posted to each task and project can be integrated with other system such as HR or ERP. Project Manager can approve the timesheet entries submittal without the Resource Manager stamp of approval. Project Pro © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

11 Windows SharePoint Services Sitios de Trabajo de Project Workspace
3/23/ :38 PM Windows SharePoint Services Sitios de Trabajo de Project Workspace Organization Virtual Server Site 1 (101) Site 2 (102) Site 3 (103) Project 1 (101) Project 2 (102) Project 3 (103) When you create the project, you can choose for it to be automatically created, or you can choose it to be done manually. Pool de Recursos Microsoft Office Project Server 2003 Windows SharePoint Services © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

12 Colaboración en Project Server
3/23/ :38 PM Colaboración en Project Server Flujo de Project Web Access y Windows SharePoint Services The following chart shows the steps to create project-centric workspace. © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

13 Windows SharePoint Services
3/23/ :38 PM Windows SharePoint Services Provee centralización de librerías de documentos, seguimiento de riesgos y problemas Be careful about using the term “document management” as some clients may think that it’s a more robust version. Boris says, “It provides Project-centric document libraries.” © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

14 3/23/ :38 PM Windows SharePoint Services Compartiendo Información de Project Server 2003 Ejemplo – Project Server Web Parts © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

15 Colaboración en el Equipo del Proyecto
3/23/ :38 PM Colaboración en el Equipo del Proyecto Basado en Windows SharePoint Services Riesgo: Gestión de Riesgos apoya a la identificación y seguimiento de eventos y condiciones de problemas potenciales que afectan el futuro del proyecto Problemas: Problemas pueden ser usados para seguir el trabajo identificando inconvenientes en asignacioes y tareas con proyectos Documentos: Una librería de documentos provee una ubicación para los miembros de equipo que permiten colaborar y compartir documentos. Project Workspace:   Puede existir para cada proyecto publicado y grabado en Project Server. El Project Workspace habilita funciones de colaboración adicional Requiere Windows Server 2003 Risks:   Risk management involves proactively identifying and tracking events and conditions that have the potential to affect future planning for a project. Risks can be rated by severity and assigned an estimate for how likely they are to occur. Issues:   Issues can be used to track work items that are not easily identified as assignments or tasks within projects; project managers, resource managers, and team leads can then determine whether the issues will have an effect on the project and identify strategies to manage the issues before they become larger problems. Documents:   A document library provides a location for team members to collaborate and share documents (including using Microsoft Office Word 2003, Microsoft Office Excel 2003, Microsoft Office Access 2003, and many other document types and formats) outside of a project. In addition to document libraries, a public library can be used to store documents that are related to all projects in your organization. Project Workspace:   A Project Workspace can exist for each project saved to the Project Server database. They can be configured automatically when the project is first saved or manually by a Project Server administrator. The Project Workspace enables additional collaboration features (for example, announcements) by providing a Web site for each project that makes the capabilities of Windows SharePoint Services available to a project team. © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

16 Microsoft Office Project 2003 Visión EPM
Apoyar a la administración del trabajo y de las personas entendiendo el pasado, controlando el presente, y mejorando el futuro EPM: Solución de Microsoft Office para obtener visibilidad, información y control de los proyectos © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

17 Microsoft Office Project 2003 en la Colaboración de Proyectos
3/23/ :38 PM Microsoft Office Project 2003 en la Colaboración de Proyectos © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

18 Colaboración en Proyectos
3/23/ :38 PM Colaboración en Proyectos Reporte de Riesgos Ingresar información de Riesgos a Tareas y Proyectos. Calificar los Riesgos a Tareas y Proyectos Asignar Responsables a los Riesgos Asociados Incluir Riesgos a Proyectos 1 Reporte de Problemas Ingresar información de Problemas a Tareas y Proyectos. Calificar los Problemas a Tareas y Proyectos Asignar Responsables a los Problemas Asociados Incluir Problemas a Proyectos 2 Documentos y Site de Proyecto 3 Personalizar las Vistas y Campos Inclusión de Sub Webs de Proyect Esquematizar bibliotecas de Documentos Reportes y Análisis Reportes de Riesgos y Problemas en Forma Gráfica a través de Cubos OLAP Integración con Tablas Dinámicas de Excel Informes de Estado 4 © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

19 WBS – Work Breakdown Structure
Ejemplo de Aplicación Fuente: PMBOK 3d Edición

20 RBS – Risk Breakdown Structure
Ejemplo de Aplicación Fuente: PMBOK 3d Edición

21 Esquema de Integración WBS, RBS
Ejemplo de Aplicación WBS X  X X RBS RBS RIESGO ENTREGABLE

22 Banesco Banco Universal
3/23/ :38 PM Caso de Exito Banesco Banco Universal Audience The target audience of this demo is: project managers and IT staff who participated in Project 2002 launch IT and non-IT project managers in Microsoft’s customer database Members of project manager associations such as PMI, MPUG, Gantthead, PM Magazine and Quality Digest Technical decision makers IT Pros. The audience is more focused on project related staff rather than general business decision makers. Technologies Highlighted The technologies highlighted in this demo include: Microsoft Office Project 2003 Server, Microsoft Office Project Professional, Project Web Access, Integration with Windows SharePoint Services, Outlook, PowerPoint, and Excel. © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

23 3/23/ :38 PM Perfil del Cliente Banesco Banco Universal es un banco que se especializa en servicios financieros. Banesco tiene sus oficinas centrales en Caracas, Venezuela; y es una de las entidades bancarias más grandes de este país empleando alrededor de 7,000 personas. © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

24 3/23/ :38 PM Situación del Negocio Banesco necesitaba mejorar el control sobre su gerencia de proyectos, incluyendo: Capacidades de gerencia del portafolio de proyectos Gerencia de recursos Gerencia de documentos © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

25 3/23/ :38 PM Solución “La solución de Gerencia de Proyectos Empresariales EPM de Microsoft Office nos ayuda a fortalecer el vínculo entre el proceso de planificación estratégica y nuestra ejecución de proyectos”. Ana Colmenares, Líder de Proyectos, Oficina de proyectos, Banesco Banco Universal © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

26 Gerencia Empresarial de Proyectos
3/23/ :38 PM Gerencia Empresarial de Proyectos Plataforma Integral EPM Gestión Colaborativa Inteligencia de Negocios CRM Otros Sistemas de Negocios RRHH ERP Presupuestos © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

27 Mayor Información Requerimientos del Sistema Caso Banesco
3/23/ :38 PM Mayor Información Información General: Componentes: Requerimientos del Sistema Caso Banesco © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

28 Preguntas y Respuestas
3/23/ :38 PM Preguntas y Respuestas ¿Qué mas necesita conocer sobre la solución de EPM? Answer questions. © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.

29 Contacto: avalencia@mimagen.com.pe Help Technology
3/23/ :38 PM Contacto: Help Technology © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.