Compliance and Performance Management for Microsoft Project Server (EPM/PPM)

When you think about enterprise systems like PeopleSoft, Microsoft Dynamics, or SAP, the people in the enterprise deployment business, like us, that are really trying to squeeze tangible value out of a system for their customers, have a saying that goes something like this, “It isn’t about the software as much as it is about the people.”


The idea that you can “build it and they will come” is pretty much of a myth with EPM and all other enterprise systems and those proponents of this and similar myths are likely just inexperienced or looking for a quick buck. Of course no one is going to actually say, “stand up EPM and people will use it,” but if they aren’t talking compliance and people performance management from the very start they are really hoping you buy off on the myth and surge ahead. The standard Microsoft approach of envisioning, definition, prototype, pilot followed by a rapid deployment isn’t going to work in the enterprise unless a sustainable performance management system and compliance strategy is designed and implemented right along with the software.

As it turns out, getting value from Microsoft’s EPM system is “both about the software and about the people.” First you have to get EPM to work technically and you have to have a technical system and team in place to keep it working. At the same time you need to determine what your compliance strategy is and have your people performance management system up and running to have any hope of getting real business value from EPM.

A compliance strategy needs to be realistic given your organizational structure and culture.


This performance management system needs to be designed, prototyped, run through pilot and supported just like the technical side of things.

With a solid performance management system in place from the start you can get results. The IS organization of one our customers employs 500+ people and spans 20 locations globally from Tampa to Mumbai. Their goal for EPM was aggressive: Account for 100% of time for everyone in IS, across all projects and non-project work, world-wide – every week. EPM was deployed within the framework of a well designed performance management system and inside of just eight weeks after the go-live date, they reached a phenomenal 96% average compliance rate weekly for everyone in an IS culture that was pretty anti EPM!

If you are interested in talking to us about your “people” performance issues or ideas please don’t hesitate to contact us.


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