Please find below a transcription of the audio portion of Prosperi’s Easily Capture and Manage Ideas/Demands with MS Project Online Integration showcase session being provided by MPUG for the convenience of our members. You may wish to use this transcript for the purposes of self-paced learning, searching for specific information, and/or performing a quick review of webinar content. There may be exclusions, such as those steps included in product demonstrations. You may watch the live recording of this showcase session at your convenience.

Larry:                     I’m online. You should see my screen and hopefully you can hear me as well.

Kyle:                      Looks good and sounds good.

Larry:                     Fantastic, we’ll get started here then and I appreciate the introduction. Also, as I go through I’m just… some introductory slides here. As we get into a live demo it’s actually going to be a real-time demo about some of our solutions, specifically feeding that funnel with ideation, and challenging that and workflowing that through until it becomes a quality, high quality project that can actually land and plug and play into Microsoft Project Online. It should be something that we’re actually using internally as a team and you’ll get to see some of the real-time output from that today, so looking forward to that.

Larry:                     Our tagline is really all about specifically Microsoft Project and then helping organizations optimize end-to-end project management lifecycles. I know most of you attending today realize how big that is. This is something that we even want to go a little bit left of initiation and then as we go through, and plan and execute, provide change, control processes and close out a project that, that can continue as well. Lessons learned, instrumentation to ERP systems or dev ops and so on. This is going to be something that I think we can layout today and allow you at any time if you have a question or you want to jump in with something during my slides there was a demo, feel free. We’ve got a chat line open there in the right of your screen and happy to field those as they come through today.

Larry:                     One thing that Prosperi highlights more than others perhaps is that we are located in one of the few partners in both North America and South America. Getting ready to go out to the partner conference next week and in August Kyle will be telling you more about that but we’ll also be sharing the highlights of what we find at Microsoft Inspire. It was previously called the Worldwide Partner Conference and we’re typically nominated. This year winning for the third time with Partner of the Year for all the Latin American because of the solutions you’re going to see today. Then we always stand strong with our competencies, levels which are specific to project and portfolio management. Then of course everything going to Cloud, and data analytics, and collaboration we keep our competencies focused on those areas as well.

Larry:                     Since the inception of our company, so really been focused on that quality and excellence but then meeting deadlines specific for our customers and optimizing some of their projects and the resources we have are subject matter experts and professionals that very low attrition at Prosperi with many of the employees being with us for over 10 years.

Larry:                     Back to the lifecycle, it’s really focused in the modern workplace. You’ll hear more and more as we go into new fiscal years. We go in with Microsoft and PPM being a foundation for that, so I’ll show you what that looks like embedded within Office365 and some of those tools and then what some of our services are that are bundled around that. We’re there to help drive transformation, digital or otherwise and we all know the basis of that is typically a project. This project getting managed really has to be there with some type of rigid schedule, process, methodology and the luxury’s gone of being we just figure things out. The enablers that are driving this is project to portfolio management we believe and the process controls. Then a focus if you have it, a PMO or a EPMO, where you can focus on capacity and best practices. I’ll be highlighting some of the… Capacity seems to be one of the biggest areas that we’re trying to balance lately using these tools. That’s why focusing on today’s ideation tool and what comes in, the demand coming in that meets the capacity is great overtime have that solution in place. Empowering these clients with transformational projects now, just under 10 years of doing that specifically and then as the tools develop we stay in lockstep with those with Microsoft as well.

Larry:                     This is just some of the reference-able customers. What you’ll see today transfers nicely across all these verticals. These are multinational customers, many of them. Some in the US are large healthcare hospital systems, also out in Southern Florida with construction management and residential and many are subs here in the US that also work in South America, a parents or child relationship there as well. These energy, and oil and gas, some of the largest in Latin America no that also bring in offices here. Many of our solutions are becoming vertical, well industry verticals with the way you pull a template down so that you’re really using the experience and the knowledge that we’ve gained from specific clients without going outside of an NDA of course but to bring a very specific template. If you’re working with a retail template it’s going to look a little different than what’s going to roll out in financial services, at least before you start configuring it, so we give you that bit of a starting point with our PPMfast solution during that time.

Larry:                     A big thing about keeping pace right now is in disruption, the industry trends, the what we call secular trends which is really just a difference in generational spending and saving and how that affects business. There’s a whole generation born in The Cloud or in the Internet of Things and expecting a certain level that maybe we didn’t in previous generates. Customers are asking for approaches and they want to see what could disrupt our current model and then what do we have for capabilities, and vision and deliver.

Larry:                     Just last month we were talking with a potential customer up in New England area, in Boston. Family business, been in the market for over 40 years working on a very stable and needed product which is the water and sewage pipes throughout the streets of Boston and has grown that company but realizing they need to cut into everything from the IOT, servicing, predictive maintenance and optimize maintenance and so here we are now with something that worked for 40 years perfectly but they’re recognizing the risk of not getting into that, getting dashboards of being able to see the opportunities ahead of time. A small start-up can come in very quickly and take over a predictive maintenance plan like never before, so these things are being talked about quickly and everyone’s at risk.

Larry:                     We talk about change being a new norm and that’s because it’s reaching, I’ll show you another graph after this one of the unprecedented speed of change that’s happening. A lot of what you see here is we’ve got change going on everywhere. Demographic, as I mentioned there’s a millennial generation totally connected, born after the internet and we’re overlapping that with traditional business and political transformations. You can see some of the cases that have evolved where transparency is needed and Volkswagen in Germany or a car manufacturers over in Nissan and Japan. Then you’ve got the large markets growing with differences in how country’s political environments are working and how we transfer back and forth ideas and products and IP. Then technology, so you got Cloud, you got AI sensors everywhere, virtual reality and it’s all happening and it’s all very disruptive, usually for the benefit of the consumers.

Larry:                     The way the unprecedented speed and maybe this will help line it up a bit, if you look at the product there where we developed products and you sold them. They’re tangible. There are SKUs attached to them and that product would last for decades and that’s even with our big city growth. No smart cities… This is actually New York in 1905 to 1919. It’s pretty much the same. The structures did not change in the middle of the city for 14 years. We’re seeing the same area down there and I think if you look at some of these moving into the digital era that’s where things start happening between three, to seven or eight years. Here what they’re showing, it’s a little bit of an eye chart to see but the top picture is just a session of the post coming to town and the viewing. You can see here a similar crowd but that notice in 2013, the Smart phones and digital cameras that are being produced by everybody holding them up on their own, so just something as small as that, tip and effect, and put the final closure on places like Kodak and some of the others, Minolta and others, that were trying to change or keep up. Then the disrupted area, so that’s where we are now.

Larry:                     We’re talking 12 to 36 months and we’re seeing everything happen from hotel chains closing or being replaced with an Airbnb to… You know the rest. The electric cars from Tesla, the Ubers, these others from Netflix and every industry’s got someone in there that’s disrupting and changing things. You can imagine company CEO’s. What are they thinking about? Well, 86% of them, they’re thinking about digital. Their priority. At a point where the same conversation five years ago would have been “What about my performance? What about my security?” Those things have been addressed and there’s been a reasoning now where unless it’s a government facility that’s out the door. Performance is fantastic in The Cloud, mobile devices and then the security has proven over and over at a 99% ability to lockdown. There have been some events of course but accumulating to PwC, PricewaterhouseCoopers, they’ve come up with this statistic here of 86% of they know it’s necessary to change because there is new start-ups circling around their building right now disrupting the business model and the main question is how that transformation’s occurring to projects and programs and how do you manage it. The first thing is to understand what type of changes you’re in or what could disrupt you. This really requires you got the tactical operations going on day-to-day but you need that strategic thinking going on at all times and understand where you’re business is going to be through.

Larry:                     The next piece here is going to help you with that a little bit which we really focus on this model with a lot of what we’ve done. It’s developmental changes and I think a lot of you on the phone today and on this webinar are going to be able to notice this traditional triangle structure and how that plays out in the world of projects, programs and portfolios. You can see how this will build on that but the development will change. It’s the simplest change. It requires you just doing, rather than creating something new you don’t have to but just improving on your skills, your processes, your methods, performance. Those are things can be done immediately. Doesn’t take a lot of out-of-box thinking but then you end up with a transitional change which is doing something completely new. Now, this is when risk starts coming into your environment and you’re having implemented a new state. It can be project managed. It should be actually, the transitional stage of this. Examples would be a reorg or a merger acquisition, maybe a creation of some new products or services that replace the old ones and IT implementations that don’t radically impact the work you need to keep the lights on but they need to be moved in that direction.

Larry:                     Two variables that define that change can be, one, that a deterrent destination, when you’re trying to go to set those goals and then secondly your assets, your people are largely impacted and that can be at skill and action level. It’s really going to be a culture change in addition overtime that digital transformation. Then you end up with a transformational state. Now, this is really the most challenging. First, because it’s a future state that’s unknown. It’s going to be determined by trial and error. As you get new information gathered… It’s a very iterative process and it’s impossible to manage that without having time bound, predetermined, linear project plans and that means that… and whether you take a waterfall approach or an agile release system you have this in place at least for the strategy that allows not only executives, and managers and right down to frontline workers operating the unknown which is scary for all levels. Stress will skyrocket a bit and secondly the future states so radically different you really want… You need the culture to embrace that and new mindsets. That’s what’s going to be neat about this demo as we go into is that it does bring all levels into the organization which is what you need.

Larry:                     It used to be a chartering committee if you remember or a steering committee, a board of directors that would come back with a strategy for the year, fiscal planning. Now it needs to be more of a real-time entry of all ideas, all what people are seeing on the streets and the media as much as what’s going on inside the organization. These areas which start at that level, of course the tasks. What’s going to happen that we can improve our skillsets? What type of projects that can be time bound and this is time phase data so we need to set milestones within that and then what’s some of the transformation’s going to happen once we get it there? How do we manage that?

Larry:                     Invocations on the workforce, some folks will say “Well, this isn’t rocket science” and most of us at Prosperi would agree that, no, it’s not. It’s more difficult and risky than rocket science because you’re working with people, emotions. You’re working with decisions that can change on a daily basis. If you’re building science through or rockets through science and logistics, some hardcore calculations, algorithms, macros and so on those won’t change on you. The implications here though are all of those, that we could end up with a representation of people that’s lacking maybe one of these skill developments or emotional developments, whatever it may be. You want a best in class organization it’s really not to overwhelm the workforce at any level and minimize resistance. Use strategies to support change and then work on it, engage your team and looking at building that whole team out for engagement.

Larry:                     What that looks like from a project management theory, you’ll be familiar with this of course, is really coming in exactly and this is taken directly from Gartner’s PPM Market [State 00:15:32] of the Universe paper. That white paper you can Bing, search for it up there and pull it down every detail at every level but at the highest level you have the enterprise PMO or a PMO where portfolios get aligned with strategy, budget, resources and your projects and that all of project management exists. A place where roadmaps can be moved, flexed but also have a centralized view of all the current projects going on.

Larry:                     And, involve those teams, those teams should have the tools to manage whether they’re working in dev ops with visual studio, or team foundation server or JERA. They also should have an opportunity to bring the full suite of Office365 if they want to work off of Teams and Planner and SharePoint to see those tasks visible in their Project Plan and how it impacts that plan. Then of course at the platform level it’s already taken care of, secure, compliant. It’s scalable. It’s Microsoft Cloud and the way we’re moving towards the tool a little bit is to highlight this piece because it is about the people, and the teams and how capacity will bring in a need for change probably more than anything. As I mentioned at the beginning of these slides we’re seeing total workload for change is the highest risk factor. Running over capacity, nothing new there, we’ve always heard demand and capacity balance but leaders will sometimes pile on top of already stretched workloads if they’re not talking to these teams or having collaboration between them.

Larry:                     A lot of times executive levels can be a poor judge of the true capacity of what’s happening within this. The issue capacity is inside organizational change is that it’s really a total withdrawal for running current operations and conducting change activities. That means anything new, which is what we’re talking about today, is you need the new ideas coming in, consumes some of your organization’s capacity and you can end up burning off some of the best people. Instead of putting something more into play they’re looking for ways to take something off the plate even though everything’s important that’s on that plate typically. In reality capacity is it’s finite. People and assets can only do so much humanly possible but there is always this operations going on and so to really get to this organizational level where you’re becoming effective and efficient the over capacity continues to resound and then the CEO feels at times maybe a surplus of capacity would occur if we could just be more efficient. Well, to institute efficiency initiatives or efficiency projects that requires capacity in itself. It would be nice if we flip a switch and become more efficient but it doesn’t work that way. It takes a workload of organizational change.

Larry:                     At first the recommendations and then we’re going to switch over and show you how this looks in real-time with ID’s come in, prioritize what type of impacts they’ll have on the capacity of your organization, what value these are as we come in and create projects so it’s really to assess your real capacity and one of the ways to do that is to get strategic about what your priorities are. It used to be that they would come from above corporate headquarters. They are generally too far away though from the work to know so you really have to rely on your product managers, your mid-project managers, end users, right down to time sheet users if you’re at that level and their supervisors. The look at a real partnership between those people and your executives is significant in this place. Probably in summary the best way to look at that is it’s about cultural and change. We even joke about the Engergizer bunny even runs out of juice at some point, so even though it doesn’t look like that in the commercial if it was a capacity deal we would be seeing that at some point.

Larry:                     So, pay attention to the issue of capacity. Look at, become aware of it, priority in your planning as you’re building these projects. We’re not suggesting organizational changes be carried out leisurely either but changes about being realistic, and clear and making sure that the culture itself is communicating back and forth throughout this and get it right. If you have an engaged team the organization has the capacity to put a management process in place and then you’ll start seeing transformational change processes that are being adopted at that time.

Larry:                     As we start to slide in here with disruptive era needs to only be looked at this one last time here with our cycle as we go across. You’ll notice as we designed a, and this is lockstep with what you’re going to see with our CAPEX conventional today, is out here we have a lot going on with financials and strategic alignments, and designs. Then the development of that idea is substantiated, so think of these as stages and gates as we’re going through with financials, what type of plan implementations or roadmap that’s going to be super rigorous around this. Sometimes we talk about disruptive era and technology being the soul of our organization but you notice companies like, there’s a product, coffee, with Starbucks. They don’t even talk about their coffee anymore. You don’t see that but what they do drive you to is their app. Now you’re driven to technology through the app whether you’re out there to collect your stars, awards, the happy hours or find out what’s on the menu. It’s not something you’re going to see a commercial of brewed, good to the last drop coffee as some of the coffee dealers in the past would do.

Larry:                     As we now uncover a little bit more on what the tool technology looks like you may have seen this slide before, accelerating your transformation with a partner like Prosperi. We work with all these products within the umbrella of Office365. Our IsCAPEX tool brings in the solution which I’m going to hand off to Leila momentarily, showing that end-to-end project to portfolio management and how that works. Then how it feeds into Project Online once we’ve qualified so you end up with that scope, and the cost and resources that are necessary. The tiebacks and the teamed and planner, so even if you’ve already rolled out your company’s, that Office365 or some components of it, there’s no reason that these types of environments wouldn’t feed and plug and play with the rest of Office365. That’s our focus for the end-to-end project management. I’m going to switch over now and get ready to bring this in front of you in full view.

Larry:                     You’re going to start with Leo [Negate 00:22:34] will be on to show us these ideas coming in from left to right and what some challenges may be. You may have wished you could always challenge some decision that was made from executive board in the organization. A solution like this allows everybody to have something that maybe didn’t get seen until now you’re finally in the final stages of a project and wish someone had alerted you instead of a round table issue or meeting that actually pulled a red flag during that or turned an issue into an action. The ability then to get to those challenges and then capture the good ideas. Then have the experts that actually work with that, when it’s financial, or technology or some type of HR or even an environmental aid that’s going to help with something outside of the corporation, the ability then to prioritize those. Does it make sense for the organization? Then finally have a final review with the experts. Some may be new or higher level than the first collaboration and then a committee approval. This can be from the task, the project managers to the ongoing folks that roll up to the PMO.

Larry:                     At that point you’re out here working with the PPMfast solution is ours for just freeloading all of your dashboard, power BI reporting templates, a lot of reports that don’t come out of the box with Project we pre-configure that for you and then begin managing from that time. With that I think it’s demo time. It is demo time. Not the same as chip but it’s going to be time for us to show a demonstration.

Larry:                     Kyle, I’ll stop and hand it over. Let’s see if I got a couple questions here. It might be in the chat room. Let’s see what we’ve got here. Yeah, we have… Maybe, Leo, even when you’re going through this at the end we could talk a bit about pricing and how that works with both of our solutions, PPMfast and IsCAPEX. It is based on your requirements. We would need some minimum levels of what type of committees, resources would be used in the solution, just as kind of a size and scope. Then how it works from… There’s just a one-time install fee, so you pay that one time and then anybody could submit ideas into this for free. We have some mobile apps that are already up in the Apple and Google store. Those are free already if you have a current system you want to work with and then subscription based on the other ones. We’re happy to send one. Please reach us. I think, Kyle, you’ll have our contact information at the end of this and we can actually discuss sending emails or price lists out to the people that want to request them and we can ask for some requirements on there as well.

Kyle:                      That sounds good.

Larry:                     All right, then there was one other question here. How do you compare your solutions with other PPM tools in the market? We have done a comparison and I’d be happy to send that out as well to anyone that wants to request that but we’ve taken a couple samples of goal partners, PTM. We all work together as a pretty tight community in the sense, a lot of coop-etition I guess you could say with us and the solutions that are out there, there’s none as rich as either of these, PPMfast or IsCAPEX solution. We can show you on a chart list of exactly that, what it looks like on a scorecard and our pricing is significantly lower than any other PPM tools out there. I’m assuming this question is the PPM tools that we’ve created, our IP and not making a comparison with project to plan view or some other competing product at that level. Again, happy to answer more of this on email offline as well.

Leonardo:              All right, Larry, just confirming guys are listen me?

Kyle:                      Yeah, we can hear you Leo and we see your screen as well.

Leonardo              Great, the whole idea now is to run demo about our solutions to show how can we give voice to all employees in the organization to this whole transformation process that Larry showed before. The first model I’m going to show you guys is the ideation, so what’s about this ideation?

Leonardo:              An organization can create challenges. That could be create a new product, or transformation, or privacy or even challenge for small issues we have like increase the sales of one product, or do some best maintenance or change some environment issues. The idea is to create challenge to the organization sent to the right audience so those people can bring ideas and we can really solve those challenge inside of the company.

Leonardo:              The first home screen here I’m seeing the challenges that are currently on the organization and some ideas for those challenges. If I scroll down here I have challenge for waste reductions, like innovation platform, or privacy management digital transformation and I can just as an end user if I get this digital transformation challenge I can just come here and create an idea but before I’m going to show you guys how I create a challenge in the tool. Just if I have the right to create the challenge I just go on new challenge and it opens for me on form, so I can add a picture for this challenge. Anyone, I choose this other one instead. I can say it is a challenge. I create a name. I just get this talent of traction. I’m going to cut and paste here. The description of the objectives for this challenge, so I want to know how can find the right person and the best talents for the organization. This is a challenge that I’m going to create to start today at 3:00 and it’s going until the end of the month at 6:00 PM. This challenge it’s a problem solution or collaboration, economy to solve [inaudible 00:29:08] that you can configure on this tool based on your process. I’m saying that’s a problem solution. It’s being sponsored by Larry R. [Ezmith 00:29:21]. It’s part of program of culture change management and it’s being created.

Leonardo:              I’m going to select an audience, so I’m just saying that I’m going to send to all managers and they can like the idea. They can comment on ideas. I want this to be as important to be in the spotlight. I could be showing the portion of elevation of that and if there’s a rating for the people to rate their ideas.

Leonardo:              I’m also creating that our award, so the best idea. The first prize, I’m going to provide 10… Create days off, 10 days off. The second best idea’s going to receive five days off. I’m also creating a criteria and I’m going to say that I want some specific audience, like the HR team, to do a HR evaluation and I’m going to say that this is going to be evaluated by Larry. Could be a team, or one person nor more than one person, like Larry and George. I’m going to evaluate that and I’m saying that I’m going to evaluate this based on HR evaluation plus the rating that I receive from everyone in the organization and this divided by two. This is the formula to create the ranking for this ideas. I could add some attachments and now I’m just going to save this idea, this challenge. I create in the challenge. I can save and work in that until it’s get ready to be publish. Then I can publish this challenge and everyone can start working on that based on the date.

Leonardo:              Coming back to this, the ideation page, I just going to get those challenges and see the ideas. I have the challenge. I want to add an idea on digital transformation. It’s as simple as clicking on add an idea so I can see information about this challenge. I can see the prize, “Oh, this digital transformation’s giving me $100,000.00 for the first place.” I’ve seen that there’s a couple ideas. Larry already create an idea about Larry’s IT device. I think this is a great idea. I give him five stars and I can create a comment on his idea so I can just say “Great idea, Larry. Did you think about [artish 00:32:25] intelligence and also”, and then I can save this comment. Then I can also create a new idea if I want, just create an idea description. I’m not going to do this right now. This is the whole process of creating the challenges and bring the people to provide ideas, and evaluate and give rates.

Leonardo:              After I create those ideas and rates I can just came here and an idea that is new challenge here. I can edit if it idea it’s finished. I could just came here and declare the winning ideas and say this idea is going to be the winner. I have the writing of the ideas. This is just one idea was created here. Then I can close and finish this idea. This ideas that are selected going to the next phase that’s going to be coming to the idea center on this business case model. Under business case model I can have an idea center that came from the challenges in the ideation or I can create an idea that’s not tied to a challenge by any time. Then when I came to this ideas I have a flow that’s configured and can be changed. We found this process that can go through so I have all those ideas and just look for one idea over here, the conception of a treatment that’s connect to it and I came here. I see all this information about the idea and the flow. These ideas are worked in execution, so I went to the registration, mission evaluation, technical evaluation, final evaluation approval, execution information. Then I’m going to be executing on Microsoft Project Online and then I’m going to close this.

Leonardo:              The idea I have this one page information with identification, description, this cataloging of this idea, the financial planning, the expended planning, the CAPEX compares, OPEX and now the financial viability, strategic. I’m just going quickly here because I’m going to show in the tail. I have the business case one-on-one page that’s totally configured by sections. I haven’t show and if I want more detail I can just click on more detail and I go to the all this information about this ideas. The same form that I used to create an idea and go to the flow.

Leonardo:              I have several sections here on this idea, like identification, strategical alignments, risks, catalog, financials. I can eliminate any of the sections and I can create new sections based on like, my needs. I can create forms. I can change all the labels, all the fields. I have here identification, information about this idea. I’m going to fill form to do this strategic alignment, so I can create all this customers based on the type of the projects or the idea that I’m creating. I’m going to fill this information about technical viability, IT, risk and safety, implementation, standard data, whatever is the form for your organization to do the strategic alignment. I can capture the risks for these ideas. I can capture the risks and see that based on the pre-formatted risk or the impacts and the probabilities of those risks who happen. I can create an initial overall scheduling. It’s lots of details scheduling. When I’m going to execution I’m going to send this information to Microsoft Project Online and I can detail the scheduling there. In management I’m going to show you in a couple minutes. I have all this financials with the panel planning or how I’m going to spend monthly. It’s multi currents so I can choose the currents that I’m going to use. I have all this currents and convert tables to be converting those data from one currents to another.

Leonardo:              I can set the OPEX that I’m going to need for this project or after it’s done. Then I can see my cashflow and have all my viability and my financial information IR, NPV, payback and all this data that I need based on my benefits and my expenses. Then I can go through some technical evaluation so I can have the team working on this idea. Based on the type of idea I plan go to the final one because based on the type of idea I’m going to have people from other teams, like CAPEX or financial be involved too. Not go to another one here, the plan it of the new IsCAPEX here. We’ll share the idea so I have more evaluation.

Leonardo:              You can see here that on this type of idea I have the tax planning team doing evaluation so it’s totally different from one project to another one, coming back to the other one. If I click here on the financials I see that as forms for this financial team, that they have to fill, and evaluate and see if they’re favorable or not to this idea. I’m writing the business case together with all the departments involved in the company and not sending Excel information or email from [inaudible 00:38:33] another one. If I go here in the CAPEX to see that the form is different. I go to this information. I can have attachments. I can have follow-ups and all the history about this idea. It’s logged in on the system so I know everything that’s happened since I created the idea and every person that worked on this idea with me.

Leonardo:              Comment here to the technical evaluation just not going through all this process but I see ideas that need to be evaluated and the ideas have different departments that are going to evaluate each of this. In red is showing that there’s a problem. It was rejected by this department but was approved by the IT so this [inaudible 00:39:18], the accountant is saying that there’s a problem. The IT said that’s okay. The CAPEX team said that’s okay and the engineering, so the result is that it’s not favorable but I can go through this on the flow if I think it’s interesting. You see all these forms, so the person that evaluate this have to fill this information that’s totally configured by your system.

Leonardo:              When I go to this evaluation and now the approvals I can finally go to prioritization. When I go out to the prioritization I can create several scenarios. I’m just going to open one scenario here with six ideas and I can simulate and do a brief analysis of this ideas. I got in here in the settings and I’m saying that instead of 1.5 millions I have only 700,000. I’m going to update the prioritization and I’m going to see part of the three one that I need to execute of that amount of money. Of course I can foresee and [inaudible 00:40:26] ideas. I can change the formation. I’m doing that basically on the strategic alignment but I want to also go to prioritization based on the risk and MBV. I’m going to update this prioritization. I’m going to see that this importance and the score are going to change the colors here because the importance of strategic alignment, and MPV, and RR, and the payback and all this information, so it changed the projects that I’m going to be executing.

Leonardo:              After I run those simulation then I can run the simulations in a short period of time. I don’t need to do that once a year. I can do that every quarter or every month. I select the ideas and I complete the prioritization. Then I can send this to a final evaluation. The flow itself changing the order and then I can send this to boards and the committee to be approved. I can see by the year I have a total budget of 66 million. The committee already approved 2.8 million. I still have 3.4 million in the balance so I can see that now I’m going to send to the board a total number of ideas and demands, that’s 1.5 million. Then the board can just go to the meetings. I have all historic of the meetings. I’m just going to open this July meeting. The board go into meeting. They used the system and you can just click and see the information about this idea, what is this idea that’s here to be approved and I can check all the information about the idea, discuss this info and if it’s approved I just click here and approve.

Leonardo:              I also by the end of the meeting I can add in files and PPTs or a minute meetings or any kind of evidence of the meeting and I can conclude. It’s approved. It go into execution.

Leonardo:              We have a fully seamless integration to Project Online, so I’m going to show here in the setting. I’m talking here about PPM integration configuration. I have the configuration of the instance that I’m going to integrate with so I can integrate that to several PWA, different PWAs. Then I save the information about the users, and the languages, and what I’m going to do and all the fields that are going to be mapped from the custom fields from PPM and the fields on the IsCAPEX, native or custom fields. When I map that after the approval this information about all this projects go directly and straight to the Microsoft Project Online. When I get on Microsoft Project Online I can start managing my projects. I’m not going to run a demo on Microsoft Project Online. I think most of the audience is already used to Project Online Microsoft Project.

 

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