SharePoint for Project Management Katrina Dittmer - Faegre, Baker, Daniels, LLP

Lydia Lumovic – Baker McKenzie

Linda M. Novosel – McKenna Long & Aldridge, LLP

Sergey Polak – Ropes & Gray

June 10, 2014

Thank you for being here today

Katrina Dittmer

Faegre Baker Daniels

Background • Faegre & Benson and Baker & Daniels

merged in January 2012 • Many “unification” projects were

needed to merge the processes and systems that support the new firm

Enter the Roadmap

PMO Site

Site Overview

• Milestones

– Items with %

confidence under

49% and ‘not

complete’ appear

as red

• Risks

– Items with Severity

of ‘high’ or

‘medium’

• Issues

– Items with Priority

of ‘high’ or

‘medium’

• Defects

– All are captured

Milestone List

• Name

• Notes

• Baseline

• Expected

• Actual

• % Confidence

• Days Variance

• Confidence

• Status

Issues, Risks & Defects

• All reported items are displayed

• Medium or High risk items are ‘promoted’ to the Project

Status Summary

Lessons Learned

• Who is this for?

– Upstream reporting?

– Project team members?

• What is the appetite for conformity?

– How many PMs? Contract/FT?

June 10, 2014

Thank you for being here today

Presenter:

Lidia Lumovic Global Legal Project Manager, Baker & McKenzie Global Services, LLC

Lidia Lumovic

SharePoint and Baker & McKenzie

Introduction

Using SharePoint to manage Projects

Clients

Attorneys

LPMO

Over 4,000 attorneys in 75 offices (47 countries)

There has to be a better way to work together

How can we leverage what we have

Clients

• Inform

• Market

Clients

• Global

Matter

Teaming

Attorneys as Clients

• Day-to-day practice

NEW DEVELOPMENTS

Attorneys as Clients

Managing PG: Building & Metrics

Capture Metrics

LPMO

• LPM Department

• Firm LPM initiatives

+ Plus Centralized & real-time

Collaboration – less email

Views to the world

Flexibility and creativity

- Delta Time zones and calendaring

Alerts

Changing view displays

Lead a horse to water

June 10, 2014

Thank you for being here today

Presenter:

Linda M. Novosel Practice Group Director McKenna, Long and Aldridge, LLP

McKenna, Long and Aldridge, LLP

• Clients demanding more transparency and fee predictability

• Rolled out MLAdvantage in January 2012

• By early 2013, manual support getting increasingly difficult

• Technology necessary to support program

• Staffing model required lawyers to be primary users

SharePoint Platform

• Gathered feedback from lawyers regarding needs

• Assessed whether commercially available tools could meet those needs

• Decided to build a proprietary tool using SharePoint

• Customize features based on workflow

• Integrate application with accounting, new matter, intranet, and document management systems

• Develop a tool with modular components for different departments

• Selected a third party vendor to design and build May 2013

• Completed first version in Fall 2013

Key Features

• Integrates with accounting, new matter intake, intranet, and document management systems

• Automates the development, management, and tracking of budgets, staffing models, deadlines, and client deliverables

• Tracks and documents revisions

• Provides clients with real-time reports against budget, by phase, task, or timekeeper

• Allows robust searches of matter budgets based on metadata defined by department

• Serves as database for pricing and planning future matters

Flexible Metadata

Assumptions

• Standard assumptions for each type of matter

• User can de-select or add assumptions based on specific facts of matter

Adaptable Delivery Model

June 10, 2014

Thank you for being here today

Presenter:

Sergey Polak Manager of Enterprise Systems Ropes & Gray

Project Portfolio Management at Ropes & Gray

Agenda

• Introduction • Project Portfolio Process at Ropes &

Gray • Portfolio in SharePoint • Excel Data Analysis

Introduction Project Portfolio Management at Ropes & Gray

• Ropes & Gray has 1,100 attorneys, 11 offices in 5 countries • Have PMO office for the last 10 years, give or take a few • Sergey is Manager of Enterprise Systems in IT

• Consumer of and contributor to the portfolio

Project Portfolio Process Project Portfolio Management at Ropes & Gray

• End of Q3 collect project and budget requests from departments

and enter them into the portfolio • “IS Manager” is assigned to each project • Strategic Review – confirm strategic urgency for each project • Resource Estimates – managers estimate effort for each project

Project Portfolio Process (continued) Project Portfolio Management at Ropes & Gray

• Data Analysis

• How many projects can we actually do? • Typically get asked to do 3x what we can do in a year

• Which groups are over-allocated • Communicate back to the business which projects we can and can't

do • Regular reviews of project list and status with IS management and

PMO throughout the year

Portfolio in SharePoint – How We Do It Project Portfolio Management at Ropes & Gray

• Almost completely out of the box SharePoint functionality • 3 major SharePoint lists:

• Source Data • Resource List • Resourcing

• Multiple views that filter and display the data

• 2 custom web parts to pivot data

Portfolio in SharePoint – Start Page Project Portfolio Management at Ropes & Gray

Status Updates Status Updates

Resourcing

Sample view

Add new projects

Portfolio in SharePoint – View by Director Project Portfolio Management at Ropes & Gray

Grouped by director

General status

Date of the most recent status update

Start and end dates

Strategic Urgency

Portfolio in SharePoint – Resourcing View Project Portfolio Management at Ropes & Gray

Dropdown list of projects

Dropdown list of resources (people)

Hours estimate by month

Portfolio in SharePoint – Status Update Project Portfolio Management at Ropes & Gray

General status

Date of the update

Overall status

Text status update

Portfolio in SharePoint – Custom web part Project Portfolio Management at Ropes & Gray

Pick a department from dropdown

Grouped by resource (person)

Excel Data Analysis – The Basics Project Portfolio Management at Ropes & Gray

• Determine availability by department

• Each department estimates percent of time spent on maintenance

• Combine maintenance hours and standard out-of-office time with headcount by department to calculate available project hours by month by department

• Link the 3 lists from SharePoint to Excel • Use many pivot tables and lookups to slice and dice the data

Excel Data Analysis – Availability Project Portfolio Management at Ropes & Gray

Based on # of staff; takes time off into account

Manager estimate Available project hours for the year

Available project hours / # of staff / 12 months

Excel Data Analysis – The Big Picture Project Portfolio Management at Ropes & Gray

Excel Data Analysis – Drilling Into the Details Project Portfolio Management at Ropes & Gray

Department available project hours per person per month

Hours resourced over the per-person available project hours

Excel Data Analysis – Drilling Into the Details Project Portfolio Management at Ropes & Gray

Focus on “Not Started” and “In Progress”

Focus on projects we said we’d do

Per person list of projects, with start/end dates and hours by month

We’ll now open it up for questions

Questions

Thank You