Taller para directivos (desde el MIC Productivity)

Bajo este título y como última jornada de divulgación junto con el Parque Tecnológico del Vallés (www.ptv.es), hemos llevado a cabo un taller para directivos con el objetivo de revisar y presentar diferentes tipos de herramientas tecnológicas de aplicación para las empresas: ERPs, Business Intelligence, Intranets y entornos colaborativos y soluciones de movilidad.

Las diferentes ponencias han sido a cargo de diferentes partners de nuestro centro de innovación, el MIC Productivity: ColumbusIT (www.columbusit.es), BIsmart (www.bismart.es), Itequia (www.itequia.com) y Kinetical (www.kinetical.com)


La introducción y clausura han sido a cargo de un servidor, Ramon Costa, Asesor del MICProductivity (www.micproductivity.com) y profesor asociado del departamento de Operaciones y Sistemas de Información de EADA (www.eada.edu), presentando diferentes maneras de ver las tecnologías de la información (TI) y los sistemas de información (SSII) según:

  • su aporte operativo/táctico/estratégico en la empresa
  • si son de uso individual / apoyo a la comunicación-colaboración / soporte a proceso empresarial
  • o cómo aportan una mejora de la productividad diferenciando el mundo estructurado (procesos – ERP) y el mundo no estructurado (personas – Intranet)

A continuación, cada uno de los ponentes presentó el uso y aplicación de algunas de estas tecnologías:

  • Juan Carlos Lozano: ERP
  • Albert Isern y Joan Bosch: Business Intelligence
  • Albert Riba: Soluciones de Movilidad
  • Oriol Fernández: Intranets  y entornos colaborativos

Y cómo es habitual en acciones de divulgación del MICProductivity (www.micproductivity), en vez de reproducir algunas de las ideas de los ponentes, preferimos compartir con vosotros, directamente, sus presentaciones.

Finalmente, y como clausura,he compartido con los participantes las diferentes responsabilidades que un directivo no tic debería asumir ante las TIC en sus organización y concluyó con la presentación de 12 aspectos clave para un directivo no tic en temas tic y que podéis consultar en mi blog  http://www.pgpsi.com/2010/10/12-it-is-key-concepts-for-non-technical.html


Project Management as a Strategic Competence (Microsoft Project Momentum 2010–EMEA), Nov-18

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

Second, and last, day at Microsoft Project Momentum 2010, in Barcelona.


First session was “Project Management as a Strategic Competency”, in charge of Phillip R. Diab, MBA, PMP, and member or PMI (www.pmi.org), the Project Management Institute, from wich I am member, too.


First of all, speaker remarked

  • In the 20th century, organizations grew larger than ever.
    They exploted new technologies and economies of scale.
  • Typical companies are Functional organizations with Standardize job descriptions and repetitive, optimized operations.
  • This have a price because decision authority was too far from execution, responsability was diffused,…

After that, presentation covered some aspects about Project Management

  • Roots:
    • Focused on execution; long established in ‘projectized’ fileds (construction, chemical,transport,..
    • teams formed and dissolved for projects
    • as cost and complexitiy increased, formal methods evolved.
  • Growth:
    • New techniques from operations research, cold war defense projects, 1960s space race
    • Information technology both served project management (sofware for critical path & network analysis, PERT,…)
    • and drvove Project Management as IT transformed business, it become a major field for project management itself

And challenges are, said Phillip, “Can a large organization bring its strategy and resources to bear?… to get new results with defines scope, cost, and schedule,…? from ad hoc groups without standardized tasks and job descriptions?

So, can a large organization recapture the common purpose, performance, and accountability of a small team?

When we talk about success in PM, we have to consider:

  • Identify requirements
  • Establish clear objectives
  • Balance demands for scope, time, cost, quality
  • Align with concerns and expectations of stakeholders
  • Execute

600 executive worlwide surveyed by Economist information Unit answered:

  • What skill is most important in your staff? Project Execution
  • What capability does your organization mosst need? The ability to implement strategic change

And as Phillip remarked, “,,, two ways of saying the same thing, because strategic change is implemented through projects”

Diab recommended us the “Insights and Trends: Current Programme and Project Management Practices” (PriceWaterhouseCoopers survey, 2007) - http://compete.rs/files/06_PWC_Programme_and_Project_Management_Practices.pdf


  • 80% of higher-performing projects use a certified project manager
  • 50% of project failure is traced to poor (or no) project management
    • bad estimates/deadlines
    • scope changes
    • poor resource planning
  • larger & more complex organizations extend project management to program and portfolio management

PM is a Strategic Competence, so companies should go to implement some actions like for example:

  • Managers in all functions receive project management training
  • All senior project managers must be PMI certified


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).

Microsoft Office Project 2010

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…”

From Microsoft Project Momentum 2010 (1st Day–Nov’17)

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


Some notes I took during first day of Microsoft Project Momentum 2010 EMEA, in Barcelona.


I hope you will consider them interesting.

Project Management is a “young” discipline:

  • Gantt Chart developed in 1910s by Herny Lawrence Gantt
  • CPM invented in 1950s
  • Earned Value Manag. and PERT method appeared in 1960s
  • PMI was launched 1969


Microsoft Project 2010 community: http://www.microsoft.com/project/en/us/community.aspx

Microsoft Project 2010 Investment Areas:

  • Simple and Intuitive User Experience
    • Ribbon UI and backstage view
    • Intuitive Excel-like behavior
    • Timeline view
    • Team planner
    • Connect teams with SharePoint sync
  • Enhances Collaboration and Reporting
    • Microsoft SharePoint (sites, communities, search, insights,…)
    • Project Server 2010 built on SharePoint Sever 2010
    • Easily create reports and dashboards
    • Better time and status reporting
    • Web-based project editing
  • Scalable and Connected Platform
    • Extended interoperability
    • Simplified administration
    • Rich platform services
    • Improved developer productivity
  • Unified Project and Portfolio Management
    • Single server with end-to-end PPM capabilities
    • Flexible project capture and initiation
    • Enhance governance through workflow
    • Powerful portfolio selection analytics

Some topics for the Microsoft Project Partners

More info about UMT Consulting Group and their solutions and services

TPG inked EPM with SAP system to map company code (CC) to resources (from SAP to EPM), for example. The also extended Microsot EPM for Status Board.

PM Consutling Services presented its solution over Microsoft Project 2010 that includes:

  • Monte Carlo Risk Simulator
  • Real-time timesheeting
  • Cost accounts expenses items
  • Construction resource model

SharPro Software Corporations focused its presentation in mid-market companies and their use of PPM

  • 50% of mid-market companies don’t have an implemented PPM methodology or processes.
  • SharPro Projects can be deployed in hours or minutes hosted
  • Available in english, spanish,…
  • Very oriented in reporting daily timesheet and controlling time dedication to task, in a simple and intuitive way
  • A simple way to have project status overview reports


Demo (videos) of Microsoft Project 2010

(Post publicado en el blog profesional de Ramon Costa: www.pgpsi.com)

Do you know the new version of Microsoft Project 2010?

Are you looking for information about it?
You can access to http://www.microsoft.com/project in order to have it.

But I propose you to visit these different demos.
They are very useful:


Planning of Information Systems: Metrica methodology

Today, at University (www.fib.upc.edu), in the ‘Planning and Management Projects and Information Systems ‘, the session covered ‘how to plan’ the information systems of an organization.

As a example of methodology, we used ‘Metrica’, proposed by the ‘Public Administrations Ministery’ of Spanish Government.
You can access to this methodology in the following url: http://www.csi.map.es/csi/metrica3/index.html

Metrica proposes a methodology to plan, develop and maintain Information Systems (IS) and include 3 main phases: Information Systems Planning (ISP), Information Systems Development (ISD) and Information Systems Maintenance (ISM).


Second phase (ISD) is divided into 5 stages:

  • Study of feasibility
  • IS Analysis
  • IS Design
  • IS Constructio
  • Implementation and acceptance of IS

I want to share with you, this methdology I consider very useful and complete. Metrica proposes us all the aspects of a ‘life cycle’ project methodology: processes, roles, deliverables and techniques.

I we enter into “Information Systems Planning (ISP)” we’ll find the 9 processes in order to analyze and define the conceptual information model of the organization. The final result of this plan is a list of IT projects we have to implement in our company and a calendar of implementation.


I’ve been using this methodology in different customers and I recommend it to you  if you’re looking a framework to analyze and plan the IS of your company.