From Microsoft Project Momentum 2010 (1st Day–Nov’17): Customer Experience of VOLVO using EPM

(publicat en el meu blog professional: www.pgpsi.com)

As I published in my previous post, I’m attending the Microsoft Project Momentum 2010, in Barcelona, representing the Microsoft Innovation Center – MIC Productivity (www.MICProductivity.com).

During this afternoon there were two parallel track of sessions. One technical and a second one (business track), with some presentations of experiences from different customers are using EPM.

I want to share with you some notes I took.from the Experience of VOLVO using EPM, presented by Stephane Perrin

• 2.300 users
• Volvo PPMR processes
  • Project Management: “Information System Global Development Process”
    • Create the project using templates to support the project life cycle
  • Time & Cost Management
    • Transfer to SAP
  • Resource Management
    • Staffing
    • Capacity Planning (workflow between Resource Manager, Account Manager and Project Manager)
    • Resource request customization
  • Project Dashboard
    • Project reports (from project manager, team members, customers, owner organization, program manager,…)
  • Portfolio Management
    • Operation Management
    • Strategic Management
• 14 instances of EPM (one for each business unit – ‘internal client’
  • 5 of EPM 2003
  • 7 of EPM 2007
  • 2 of EPM 200
• Features
  • Scheduling
  • Resource Management
  • Cost Management
  • Dashboard
  • Time Tracking
  • Document, Risk, Issue management
  • Portfolio Management (with pilots)
• Some benefits (why EPM?)
  • Reduce non value added activities
    ”Going from a company project manager role recognized by collecting and administering data to a role leading project members, perform analysis and make wise decisions”
  • Achieve project information reliability
  • Apply ‘true’ global project management
    ”… facilitating collaboration from a multi-site team point of view…”
  • Secure project investments
    ”… going to a project situation where monitoring and project follow-up is a natural part for the company to conciously reason about, prioritize…”