Microsoft Project Server 2010 Implementation Team … · Microsoft Project Server 2010 Implementation Team Brian Kinder, Ph.D. Optical Systems Project Manager ... 6 years PM / Project

3M Optical Systems Division

2012 PMI-MN POY:Microsoft Project Server 2010 Implementation TeamBrian Kinder, Ph.D. Optical Systems Project ManagerColleen Brenner, PMP Optical Systems Commercialization Manager

© 3M 2013. All Rights Reserved.


Topics

� Introductions: Speakers, 3M, and Optical System Division

� Summary of Project Management Practices in OSD

© 3M 2013 All Rights Reserved.2

� Enterprise Project Management Implementation� Scouting Work

� Formal Project


Brian Kinder, Ph.D.Project Manager

� Degree in Optical Sciences,

The University of Arizona

� 8 years with 3M

� 6 years PM / Project

Colleen Brenner, PMPCommercialization Manager

� Degree in Chemistry,

University of Wisconsin-River

Falls

22 years with 3M

Speaker Bios


� 6 years PM / Project

Leadership

� Manage global LCD Reflector

development

� 22 years with 3M

� 15 years team

leadership/Project

Management

� Manages Project Services

Group


3M overview….

� 3M Vision








2012: $30 Billion in Sales and 88,000 Employee World Wide






Electronics

Optical Systems Division

Electronics Markets Materials

Division

Electronic Solutions Division

MFG & Lab

Film Manufacturing & Supply Chain Organization

Electronics & Energy Business

Lab

Energy

Electrical Markets Division

Renewable Energy Division

Infrastructure Protection Division

Electronics & Energy Business Group


Mobile Interactive Solutions Division

Touch Systems Department

Communication Markets Division

Electronics Energy


Continuously re-inventing in a rapidly changing

Optical Systems Division


Continuously re-inventing in a rapidly changing marketplace




Typical Backlight/ LCD Module Designs

LCD

Prisms

Diffuser

Reflective Polarizer


Diffuser

LED Light Guide

Reflector


200119991995 2005 2006 2007 2008 2009 2012

3M Optical Films Impact on LCDs

Mac Powerbook

1971 1991

First LCD TN display produced

3M BEFintroduction


3M BEF enables longer Notebook PC battery life

Mac Powerbook


1995 2005 2006 2007 2008 2009 2012


1971


1991

3M BEFintroduction

3M DBEFintroduction

DBEF-D for LCD Monitors

1999 2001


Backlight

DBEF

LCD

P1 Transmit

P2 Absorbed

P1

P2

P1

DBEF enables larger format displays for use in LCD desktop monitors


1995 2005 2007 2008 2009 2012


1971


1991

3M BEFintroduction

3M DBEFintroduction


1999 2001

DBEF Dfor LCD TV

2006


DBEF-D enables continued form-factor expansion into LCD TV

light & power efficiency, thermal management and cost reduction


1995 2005 2008 2009 2012


1971


1991

3M BEFintroduction

3M DBEFintroduction


1999 2001

DBEF Dfor LCD TV

2006

APF introduction

2007


APF introduction enables thinnest, brightest and longest battery life for mobile displays

iPad 9.7”HP Slate 8.9”

Galaxy Tab 7”HTC Evo 4G 4.3”

iPhone 3.5”

Blackberry Bold 2.6”


1995 2005 2008 2012


1971


1991

3M BEFintroduction

3M DBEFintroduction


1999 2001

DBEF Dfor LCD TV

2006

APF introduction

2007

DBEF-D for LED TV

2009


DBEF-D enables transition to LED backlit TVs. thin, light, bright


1995 2005 2008


1971


1991

3M BEFintroduction

3M DBEFintroduction


1999 2001

DBEF Dfor LCD TV

2006

APF introduction

2007

DBEF-D for LED TV

2009 2012

3-2-1-0


The latest 3M Innovations allow for maximum system integration by reducing the number of back light

films while improving performance

3 2 1 0


www.3M.com



OSD Project Communication



Project Interactions

Coach

Project

Team Leader /

PM

Team


Project Services

Business Sponsor

Champion

Charter

Functional Manager

Member

Mgmt Advocate


� From:� Team Lead who is a technical expert

� Transition leadership from Lab to

Manufacturing at the Development

Phase

� To:� Project Manager/Supervisor who

specializes in NPI process

� Maintain PM throughout project life

cycle

Project Management gains momentum in 3M OSD...


Phase

� “experts” within “functions”

� Technology laden gate reviews

� Numerous data source locations

� Function of Experts� PM Group

� Standardized, Simplified Critical

decision points

� Central Source of Truth

EPM


What is a PROJECT?


Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008.


Knowledge areas

Scope

TimeCost

Triple constraint

Application of Project Management Skills


Integration Risk

Procure

Comm.

HR

Quality

Scope

Risk


Project Management

ExecutingProcesses

Monitoring &Controlling Processes5 Process Groups

• Initiate• Plan• Execute

Process Group Interaction


PlanningProcesses

InitiatingProcesses

ClosingProcesses

• Execute• Monitor-Control• Close

It’s not a linear process

Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008., Page 40, Figure 3-1


Project Time Line

1. Scouting: Identify options and collect experiences

2. Voice of Customer: Optical Systems Division


3. Proof of Concept: Small team evaluation with three other 3M groups

4. Procurement, Installation, Evaluation, and Configuration� Production Environment

5. Time Entry: How painful could this be?

6. Pilot: Is this gonna work?

7. “Go Live” Target Date


Initial Top Down Approach

� Need to improve our resource tracking and project hopper processes.

OSD

TV & Monitor LabMobile Device

Lab


� Corporate decision not to provide resource tracking application� Two Separate Labs � Very Different Businesses� Home built resource tracking database

� Worked for TV Lab � Mobile Lab� Build for one manager � OK for all� Internal control of software � Need to maintain� Labor intensive data collection� Out of date when consolidated


Initial Top Down Approach

� Corporate IT shift to use Microsoft SharePoint

1. Built Idea hopper for TV Lab2. Replicated for the Mobile Lab


Hopper: New interface (Webpart) that linked to corporate hopper“Met” customer requirements � Hopper not used (VoC issue?)


Starting down the road of process change…

� Steven Dreger met Jay Dellis during workshop…� Discussed project management and work challenges…� Gen 2 resource tracking � EPM in other 3M groups…

� Steven began working on a project managed by Brian Kinder…� Personal interest in project management…I’m working on this…are you interested?


� I’m working on this…are you interested?

� Kathryn Beutel was supporting NPI and resource tracking as Database Administrator…

� Set off to explore commercial options and gain knowledge of what 3M was doing…


Scouting Process (Idea Phase)

� Seminars� Free webinars

� Microsoft EPM 2010 Roadshow

� Agile workshop at 3M� Colleen Brenner joined team after seminar

IdeaIdea


� Explored commercial options� HP Project and Portfolio Management

� Microsoft EPM

� UMT Financial Server

� SAP PPM


Software Selection



Internal EPM scouting summary

� Four groups within 3M had various levels of implementation� LIM Replacement, Time Tracking, Project Tracking, Labs to groups

� Upper management support and direction is crucial� Change management effort is significant� Grassroots efforts are “noble but doomed to failure”

� Start small� Crawl – Walk – Run “Don’t do too much too soon”

Identify pilot implementation


� Identify pilot implementation

� Simplify� Spend time to set up data model – know what it is you want to track� Have EPM replace an existing process or tool� Training

� Management of stakeholder expectations / communication essential� Remember that IT is a stakeholder� This is a change process

� Team member benefits� EC&DP benefit� Use by executives to demonstrate work of teams / justification of new resources� FTE allocation accuracy – more control over ones allocation


� Goal: Improve Division Efficiency

� Objectives:� Reduce project (NPI/NTI and “Other”) duration.� Assess resource allocation by tracking.� Increase strategic planning effectiveness.

� EPM Comments:� Pros

1. Customizable and expandable to changing/growing needs

� Cons1. Need clear understanding of

expectations

ConceptConcept


changing/growing needs

2. Single software solution and links into other corporate wide initiatives

3. Basic level training

4. Distinct user levels

5. Investment in future

6. Adopted by other 3M work groups

7. Portfolio management

8. Customized reporting

9. MS Project is a standard

expectations

2. Web based application can be slow and cumbersome to navigate

3. Advanced level training

4. Adoption barrier

5. Upfront monetary investment, implementation and maintenance time

6. Initially relying on external support� internal support


Implementing Project Server is a Project

Implementation of MS Project Server



Project Management

ExecutingProcesses

Monitoring &Controlling Processes5 Process Groups

• Initiate• Plan• Execute

Process Group Interaction


PlanningProcesses

InitiatingProcesses

ClosingProcesses

• Execute• Monitor-Control• Close

It’s not a linear process



� Goal:� Obtain Technical Director and Business Director support for a project to implement

Enterprise Project Management solution in OSD; to monitor and assess

effectiveness of resource deployment; and to update Project Office Role to include

Portfolio and Resource Management

� Overview of Microsoft EPM

Proposal for EPM made to Sponsors – Initiating Process


� Overview of Microsoft EPM � Value to OSD

� Proposal� Vision and Mission

� Stakeholder Analysis


EPM Project Proposal - Implementing is a Project Addressing Sponsor Needs

� Vision:

� “Become the leader in project and portfolio

management within 3M”


� Mission Statement:

� Establish methods, standards, and support

resource(s) for project selection, and project

resource tracking to improve OSD effectiveness,

efficiency, and productivity


Implementing is a Project - EPM Project Overview

� Project staff: 2-3 FTEs

� How goals will be achieved� Work with implementation partner to identify and implement EPM solution for

OSD

Leverage tools already implemented and used by other groups in 3M


� Leverage tools already implemented and used by other groups in 3M


Knowledge areas

Scope

TimeCost

Triple constraint

Application of Project Management Skills


Integration Risk

Procure

Comm.

HR

Quality

Scope

Risk


Integration ManagementMonitor-Control Execution &

Change Control

Close Project or Phase

Manage Project Execution

Project Management

Plan

Project Charter

Scope

TimeCost Integration



Scope

Risk

Integration

Time

Risk

Procure

Comm.

HR

Quality

Cost Integration


EPM Project Management Plan – 42 pages covering all integrated areas



Scope Management


Time Management(milestones)


Quality Management



Communication Management

Human Resource Mgmt



Risk Management

Cost & Procurement Management



Integration Management Summary

� Time taken up front to put in place all necessary plans� Scope, Time, Cost*, Quality, HR, Communications, Risk, Procurement**

� EPM team had a dedicated “war room” – physical and virtual� Enable collaboration – team and participants


� Enable collaboration – team and participants� Enable schedule updates ‘real time’ � Enable Risk / Opportunity assessment� “Count Down” to roll out� All key documents at hand

� Skilled PM leading the effort� Steven Dreger, PMP

*Cost = SOW with Partner**Procurement through Corporate Sourcing, Legal, IT


Scope Management

Verify Scope Control ScopeDevelop WBSDefine ScopeCollect Requirements


Scope

Risk


�External VOC

� Internal (OSD/FMSCO) VOC – Jan�Mar 2010

� Identify project / portfolio management needs within OSD and

FMSCO

Collect Requirements – EPM VOC


FMSCO• Multiple sessions for Team Members

• Multiple sessions for Managers

� Determine if these needs match supplied functionality of EPM

� Capture identified needs for future work• EPM or non-EPM related


VOC – needs well matched between teams and management


Consistent Messages:


VOC – needs well matched between teams and management

Remember….we started with

“Resource Management” and “Idea

Hoppering”…


Consistent Messages:

Best Practice to check in on VOC

regularly!


VOC - Considerations1. What does EPM replace?

� What efforts can be stopped?

2. What do we want to track?� How do we collect and store the data we want to track?

3. What is the cost for the application?� How many OSD users?

• Number of team leads (need MS Project)

• Number of team members / managers (need web access only)


• Number of team members / managers (need web access only)

� Value of software assurance

� What is the ongoing cost to maintain the application?

� How much staff time is needed to maintain the application?

� How much time will it take for team members to enter data?

4. Estimated timeline / rollout schedule?5. How are automated reports generated and stored?

� Can we export data from generated reports into other standard reports?

6. How are other organizations using this tool?


Verify Solution


Used “EPM” as datum


� Determine Requirements� Develop methods & standards� EPM installation� EPM training� EPM support� Evaluation

VOC � Key Project Deliverables

Phased Rollout

Crawl, Walk, Run


� Evaluation� Identify value of application

� Future modifications &

Improvements

Crawl, Walk, Run


for Pilot implementation

Item In Out

Deployment US Lab (including support resources) International Locations (future project)

Software EPM and EPM compatible. Not compatible with EPM.

Verify Scope Control ScopeDevelop WBSCollect Requirements Define Scope


Resource Tracking High Level (TBD) Task level tracking (future tracking)

Project Tracking High Level (TBD) Task level tracking (future tracking)

Clients US MGMT for OSD Lab and Business All other organizations (FMSCO, International Lab)

Report Standard data, n reports, n views Custom analysis tools

Training (Milestone) Project Web App MS Professional Training

Training (internal) Informal MS Project Training, Brown bags, Documentation


� End User Sessions� OSD Team member VOC – February 2010

• Collected, grouped� Captured many process and non-EPM related topics

• Determine how to make the best use of this data

Control ScopeDefine ScopeCollect

RequirementsDevelop

WBS

Verify

Scope


� Manager Sessions� OSD Management VOC – January 2010

• Reviewed and prioritized

�Identify Frustrations and Pain Points�Vote/Obtain Acceptance of Deliverables/Requirements�Vote on Desired State/Frequency for Communications


Requirements from OSD/FMSCO VOC

� Prioritize projects based on set of business drivers� Enable “what if” planning� Compare active projects to projects in “idea hopper”

� High-level resource trackingTrack resources on projects by FTE

Verify ScopeDefine Scope Develop WBSCollect Requirements Control Scope


� High-level resource tracking� Track resources on projects by FTE� Identify needed and available skills against a project calendar

� Reporting� Increased efficiency for collection, generation, and dissemination of reports and information

� Customized formats using central data source

� Centralized source of current information� Access to historical data for analysis


Time ManagementEstimate Activity

Resources

Develop Schedule

Control Schedule

Estimate Activity Durations

Define Activities

Sequence Activities

Task analysis –


Scope

Risk

Task analysis –resources and durations


Integrated Milestone’s SOW schedule for Proof Of Concept into overall EPM Project Management Plan



Proof of Concept


“POC”Will this do what we need it to do?

(team evaluation of tool)


POC - Proof of Concept Technical Components

� Project Server 2010 – Beta release� With 3 other groups in 3M – shared knowledge� Shared Consulting Services costs

� Technical evaluation� Explore how the application works and can work

FeasibilityFeasibility


can work� Determine if EPM can meet the requirements identified in VOC

� Demonstrate the application to OSD team members and gather their feedback• Fast followers and Skeptics!

� Identify issues that would need resolution prior to implementation of the application

Risk Management!Risk Management!


Risk ManagementQualitative Risk

Analysis

Plan Risk Responses

Monitor & Control Risks

Quantitative Risk

Analysis

Plan Risk Management

Identify Risks


Scope

RISK

Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK®Guide) – Fourth Edition, Project Management Institute, Inc. 2008.


Risk Register monitored throughout project Probability X Severity = RPN


Risk = ORANGERisk = ORANGE

Opportunity = GREENOpportunity = GREEN


Proof Of Concept (March – October 2010)

� Planned the work, worked the plan� Monitored Risks� Core team met 2-3 times per week� Monitored Schedule

� Evaluated Portfolio Management (remotely!)� TV/Monitor global business meeting – Shanghai� Tested strategic drivers

FeasibilityFeasibility


� Tested strategic drivers� Ran preliminary “what ifs”

� Used our Evaluation License to the VERY LAST DAY…� Screen shots / data pull of PDPs, Driver library, Portfolio analyses

� Sponsors agreed with team POC evaluation summary and proposal to move to Pilot� Server was installed, software configured (early Nov)


EPM Pilot

Let’s expand beyond our


Let’s expand beyond our

immediate team – add more

‘evaluators’


Objectives of PILOT (November 2010 – April 2011)

� Evaluate the Production version of MS Proj Server 2010� Manually input the key info from POC

� Bring in REAL Project Data� On-boarding several team leaders and their team members to work

DevelopmentDevelopment


with the tool

� Test time entry – assess Resource Allocation Accuracy

� Validate VOC assessment and identify gaps


EPM Pilot – Key Learnings / Challenges overcome

� System response time (routinely timed out)� Mitigated with load balanced server

� Change management (just “more stuff” to do)� Entering reports online

� Time entry trial – ONLY ~ 5 minutes per week (surprise)

� Schedules of participants


� Schedules of participants� Lack of management involvement for reporting needs

� Holiday time, vacations

� Schedules of team members� Project commitments

� Holiday time, vacations

Schedule tracking was key to keeping on plan…


EPM Pilot – PILOT Lessons Learned:Limitations to Project Server can be overcome

� “Effective-dated” data / metadata� EPM did not provide a way to store historical, time-based data

• Exception: Project baselines, resource plans� OSD need: Integrate EPM with reporting process

• Include EPM metadata in monthly status reports• Save historical status reports for rapid access and analysisSolution: Custom database tables and web server to support and


� Solution: Custom database tables and web server to support and integrate status reporting [Commercialization Web]

� SQL / SSRS reporting� EPM provides OLAP cubes for Excel plug-ins� OSD need: We have custom data and EPM data, analyze it all!� Solution: SQL Server Reporting Server (SSRS)

• Required extra server license – worth every penny!


On to Production: Prepare to Go Live

Scale UpScale Up



Go Live - Training

� Milestone provided MS Project - standard 3 day class

� FAQ’s and EPM Help site following Pilot


� FAQ’s and EPM Help site following Pilot

� Developed internal training on Resource Allocations, Commercialization Reporting, and Scheduling


Go Live – The Big Show

� Findings and Recommendations shared with all that supported our efforts during PoC and Pilot� Posters , short program, Lunch!


� Posters , short program, Lunch!

Approval to proceed from directors


May 2011

LaunchLaunch


May 2011GO LIVE


Going Live. . .

� Bring on the rest of the teams

� Enter in the rest of the projects


� Training (internal)� Global training for resource management, Commercialization Reporting, Scheduling

� Portfolio � Quarterly , by Business segment� Division wide Q1 2012


Current State and Future Plans

LaunchLaunch



Current State - How Does OSD Use EPM?

� Source of project information using project metadata� # of NPI projects by phase, market segment

� Allocation of resources by project� How many FTEs on project XYZ in June?

� Portfolio prioritizationQuarterly, By Business segment


� Quarterly, By Business segment

� High-level project schedule (by phase)

� Reporting� Enter status updates in one place� Compile reports for different audiences � Show current status of all projects; by segment� Compliance – who has/has not updated


Current State - How Does OSD Not Use EPM?

� Time reporting� Functionality validated during pilot phase

� Was well received by participants (5 min/week)

Not a pull from OSD management for this level of data (at this time)


� Not a pull from OSD management for this level of data (at this time)• Needs 100% participation to be fully meaningful

• Would require all time-reporting users to have EPM license

• Can roll it out to project teams, if requested

• Bandwidth of Project Services to maintain – exceeds current capacity


Current State - Project Web App (OSD EPM)



Current State - Project Center – Gantt View



Current State - Project Center View –Custom Fields With Grouping/Filtering



Current State - Project CenterCan filter view to display specific market segments . . .

© 3M 2013 All Rights Reserved.80Select a project. . .


Current State - Project Detail Pages (PDPs) –NPI Project Information


Custom Metadata


Current State - Project Detail Pages (PDP’s) – Schedule

Simple skeleton schedule, by phase,


Simple skeleton schedule, by phase, to show duration of project

Can maintain schedule using

Project 2010 desktop


Current State - Project Detail Pages (PDP’s) –Strategic Impact

Strategic Driver


Alignment of project to the strategic driver


Current State - Project Site – SharePoint Site for Each Project



Current State –Resource Plan



Current State - Resource Plan – Forecast Project Resources (FTE)



Current State – Access Resource Center



Current State – Access Resource Center



Resource Plan Editing– RPM Tool by Milestone Consulting Group


Allows bulk editing view of multiple

resources/multiple projects


Reporting with EPMMonthly OSD

Commercialization ReportsDOC Reports

Dashboard / Compliance+ special requests/custom



CURRENT Commercialization Report Process with EPM

1. Preparation:Send Notificationto Team Leaders

2. Manual Input :Team Leaders

enter data directly into EPM template

format 5. Stored Data: Cutoff date –

A few button “clicks”


format

4. Data: Champions / Lab Managers /Tom Isberg can check data entryat any given

time

5. Stored Data: Cutoff date –Administrator runs report generator

3. Process: System generated notification for missing data

Historic State


Select / Retrieve Project and Month

Project Champions, Description, Status

Bullet points: Project highlightsReason for current statusCritical itemsAction planResources needed

Go / No Go Milestones



Deliverables

Comments

FTE: US, Intl and Resource Gap

Save to database

One custom web form


Project Champions, Description, Status



Accountability Report



Deliverables

Comments

FTE: US, Intl and Resource Gap


Project, Status


DOC Critical Issue Report


Deliverables

Comments

FTE


Project, Phase, Status


Dashboard

+ Custom tables

• Sales data

• Review Date


Deliverables

Comments

FTE


Project, Phase, Status


Compliance Report


Deliverables

Comments

FTE


� VOC identified portfolio management as a key requirement

� Portfolio analysis requires additive information� Portfolio data

� Project data

� Resource data

Current State - Portfolio Management Building Blocks


� Resource data

� Information needs to be accessiblewithin the system

� Needs to be able to be sharedacross processes


Current State - Portfolio Analysis



Strategic Drivers

Name / Description


Strategic Impact Description:None � Extreme


Current State - Prioritize Projects using Business Drivers



Current State - Prioritize Projects using Business DriversAlign Drivers to Projects


Prioritized Project List


Current State - Expectations for Use: Project Managers / Team Leads

� Include everyone leading OSD NPI / NTI project (Lab, FMSCO, International)

�Maintain simple project schedule � Minimum requirement: Project phases

�


� Minimum requirement: Project phases

�Maintain project metadata (Project Data Pages)� Champion, Business, monthly status

�Project status reports - monthly


Current State - Expectations for Use – Resource Managers

� Maintain resource plans for non-NPI activities involving their team members� E.g. Sustaining, AE

� Maintain resource plans for projects in post-development


� Maintain resource plans for projects in post-development until they become Sustaining


Current State - Expectations for Use – Project Office

�Maintain resource plans for project activities� Include division support and sustaining

�Lead or coach prioritization efforts

�Support the use of EPM� First point of contact


� First point of contact� Develop best practices� Lead FTE reconciliation

�Data management� Identify and implement reports

• Weekly meetings to identify and develop reports• Top priority: Accountability and Commercialization integration

� Identify and address data needs• Example: Enter sales data into EPM


Expectations for Use – Management

� Use and communicate their use of EPM� Project Office has the commitment of OSD team members to use EPM• Require commitment from management to use EPM• Grassroots EPM efforts are “noble but doomed to failure”

� VOC (2010)


� VOC (2010)� “Is management really looking at information?”� “Expectation that this information will be used – not just collected”

� Pilot survey feedback� “Will need management support to ‘enforce’ use.”


Evaluation and Implementation Summary� Treated Implementation as “A Project” – temporary endeavor –had a start and a finish (launch to production)� Partnered with Milestone Consulting

� Proof of Concept (5/10 – 10/10)� Teamed with other 3M groups to evaluate Project Server 2010 beta� Six month evaluation license – fully used up until the last day!


� Pilot (11/10 – 4/11)� Live in production environment� Subset of teams (voluntary; “pro” and “skeptic”)� Share a physical server with CRAL, DDSD� Time tracking evaluated for future use

� Production (5/11 – present)


Next Steps…

� Add / Improve customized reports� Additional requests from global team

� Improve on Resource management�RPM (Resource Portfolio Management)

• Milestone Consulting


� Evaluate additional Portfolio “What If” add on�EPS (Enterprise Portfolio Simulator)evaluation

• ProModel� Evaluate Strategic Planning 2013 (April �)

� Engage the Electronics & Energy Big Group� Overview provided to lab heads


Microsoft Project Server 2010 Implementation TeamName Title Role

Steven Dreger, [email protected]

Software Developer EPM Project Manager, Technical Architecture

Kathryn [email protected]

Project Office and NPI db Administrator

Portfolio and Resource Management, Reports Analyst

Colleen Brenner, PMP Commercialization Manager Portfolio, Project and


Colleen Brenner, [email protected]

Commercialization Manager Portfolio, Project and Resource Management, Represent TV and Monitor Group

Brian Kinder, [email protected]

Lab Specialist and Project Manager

Project Management, Represent Mobile Group

Xin Chen, [email protected]

Corporate IT IT – Implementation, Integration

Jay Dellis, [email protected]

Milestone (Consultant) Implementation, Configuration


Questions?


Questions?



Documents

Microsoft Project Server 2010 Implementation Team … · Microsoft Project Server 2010 Implementation Team Brian Kinder, Ph.D. Optical Systems Project Manager ... 6 years PM / Project