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After running the PoC, aggregating all feedback data, and defining your organization s critical success factors for EPM, you can start planning for the system that you previously envisioned The EPM implementation team now has a clearer picture of capabilities and has begun the next iteration of an EPM implementation In preparation for this phase, the team may enable additional features or functionality and prepare more team members to be brought into the system Whether a single workgroup or an entire department or business unit is being brought into the EPM system, the goal is to introduce a larger user base to EPM and potentially increase functionality as you move toward the full rollout of your envisioned environment During this time, knowledge of and familiarity with EPM are growing organically in your organization as expertise and comfort with the toolset grow The pilot can consist of a couple of project managers running all of their projects through the EPM system The idea is that the selected project managers are exposed to EPM in the most pervasive manner: All of their active projects are brought into the system The number of resources varies depending on the size of the organization and the number of resources per project, but these numbers should be kept small relative to the total number of resources envisioned

7:

EPM Because the benefits of team member efficiency are realized when all of their tasks are accessible via Project Web Access (PWA), you should prepare your PoC and pilot team for additional work throughout the duration of the PoC, especially if the projects that they are working on are outside of the scope of the PoC or pilot

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Although you may decide that there needs to be an intermediary iteration (or several for large organizations) between your pilot and full implementation, the methodology will remain the same Your full implementation will be a similar process of moving from your PoC to your pilot, except for this iteration, you re involving your entire organization in EPM and taking it live Wide-scale role-based training will have taken place, as the majority of your user base is brought into the EPM system Additional features and functionality are implemented and refined based on the feedback and best practices learned from your previous iterations

want to use regularly, all you need to do is define that filter once and then click the Save View button in the Configure Accounting View Filter dialog box, as shown in Figure 7-16

When it comes to the implementation of EPM in your organization, the project management office can help facilitate standardized adoption and help improve the chances of success and longevity of EPM in your organization This group of users will define the processes and procedures that Project Server will support and give users their standard operating procedures for interacting with the environment Being the nexus of project management wisdom in your organization, the PMO will provide the process development, mentoring, and enforcement The importance of this is often underestimated when implementing Project Server 2007 Although a recognized PMO is not required for EPM to be successful, you increase your chances of success greatly when one is involved, or when you have a very disciplined and project-based department whose members will be the end users of the EPM toolset

Part II:

The following options are available for filtering the view: Scope Filter Specifies the date range for the data you want displayed Filter Before Grouping Builds a specific filter for accounting items before they are grouped together

management office is a distinct business unit whose members manage medium-to-large projects across the enterprise In other environments, it is a subset of a business unit (such as IT) that manages the projects that originate from within the IT business unit in addition to managing the projects that originate from other business units but require IT involvement This team of project managers does not manage resources directly; rather, they manage the approved schedules and use the resources from the required business units to complete a project This distinction, as seen later in this chapter, provides additional challenges when describing the relationship among project managers and resource managers in your organization

Whether you have a PMO for your business unit specifically, or share project managers across the organization, successful PMOs share some key characteristics: They are removed from the middle-management chain of command This sounds like a fairly tall order, but to enable project managers to do what they do best manage schedules they must be separate from the chain of command Only then can they maintain a healthy relationship with the various resource managers After all, they will be requiring work from these managers resources and will need to negotiate with these managers for those resources After a resource manager has provided a resource to the project manager for assignment to project tasks, the project manager then has direct access rights to the resource for assignment, status, and motivation communications

7:

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