Anaheim, CA | February 2-5, 2014

25 years of

PPM leadership

100%implementation

success rate

Customer Experiences

HELPING ORGANIZATIONS DRIVE EXCELLENCE

Partner of the Year in PPM

More ROI from Project Server with UMT

Comprehensive

software & process

expertise

Customer Experiences

HELPING ORGANIZATIONS INNOVATE

Partner of the Year in PPM

More ROI from Project Server with UMT

Cool VendorProgram & Portfolio Management

for PPM for IT

Integrated IT Portfolio Analysis

Visionary

Kyle VallarPMO Tools Strategy LeaderNielsen

Nielsen 4 x 4,000: 4 Years of Project Server Success for 4000+ Global Users

Project

• Intro to Nielsen• EPM Timeline• Implementation Phases• Lessons Learned• Next Steps in the Journey

Agenda

Who is Nielsen?

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We are the world’s leading provider of global marketing information, consumer insights, business media products, and services.

To provide clients with the most complete understanding of consumers and markets worldwide.

Our Mission

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NIELSEN’S CORE BUSINESS

WE MEASURE

WE HELP

EXAMPLES

& audio

WHAT CONSUMERS BUY

Retail sale measurement of consumer goods in stores

Consumer Pkg Goods/Retailer clients

• Enhance sales and marketing• Optimize pricing and promotion• Monitor distribution and inventory

WHAT CONSUMERS WATCH

Measurement of content, advertising, and activity across TV, online, mobile

Media/Telecom/Tech clients

• Price advertising inventory• Maximize value of content• Plan, optimize, measure ad spending

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• Collect activity from 500,000+ consumers daily around the world

• Track and code 30,000 new ad images daily

• Track and analyze Consumer Generated Media on 100+ MILLION sites

UNDERSTAND VIEWER BEHAVIORAudience Measurement

TV29 countries

ONLINE46 countries

MOBILE10 countries

• Measures ALL IN-HOME DEVICES

• Measures 290+ MILLION panels from global TV households

• Mobile surveys from 500,000+ consumers

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UNDERSTAND SHOPPER BEHAVIOR Consumer Panels - HH who continually provide info about all their purchases using in-home scanners

Largest static sample in U.S.

100,000+ U.S. HOUSEHOLDS

• 51 local U.S. markets• 170+ Retail Trading Areas• Rural and urban sample

NATIONAL, REGIONAL AND MARKET LEVEL

• Males 21-29• Unacculturated Hispanics• Retention of African

Americans

KEY DEMOGRAPHIC REPRESENTATION

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UNDERSTAND RETAIL SPENDINGRetail Measurement

• Visit 1 MILLION stores each month

• Audit 50 MILLION items in 300,000 stores per month

• Assign and maintain 30 attributes for 30 MILLION retail items

• Conduct 20 MILLION surveys per year

• Collect Loyalty card purchase data from 60+ MILLION shoppers

• Process 2 BILLION electronic records a week from >200,000 retail outlets

NIELSEN CLASSIFIES & TRACKS THE RETAIL UNIVERSE IN100+ COUNTRIES

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INTRODUCING NIELSEN TOPTEN

OUR FIRST B2C APPLICATION

A free app that allows users to discover and follow popular products and content that they love• Comprehensive• Timely• Personalized• Unbiased

Buzz, TV, Books, Websites, Apps, Products, Games, Music

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OPEN SIMPLE INTEGRATEDShare ideas

and learn from each other

Streamline and improve

processes

Work as a team without

boundaries

NIELSEN VALUES

OPEN SIMPLE INTEGRATED

EPM Supports All Nielsen Values

Nielsen: Route to EPM

Nielsen EPM Journey

Plan

2009

2010

2011

2012

2013

• Pilot• Enterprise PMO• Project Server

2007 (NA)

• Project Server 2007 (Global)

• Portfolio Server 2007

• Metrics / Compliance

• PS 2010 upgrade planning (combine 2 tools to 1)

• Data Archival process

• PS 2010 upgrade• Desktop readiness

• Project Server 2013 proof of concept

• Operations evaluation

Project Management Competency

One Delivery

Process for Nielsen

Financial / Capacity Controls

One Tool to Manage

Portfolio & ProjectsPMO

Deploy Refine Upgrade Integrate

New Ownershi

p & Values, Global

Business Svcs (GBS)

initiated

Project

Project

PilotObjectives

Process and Design

Training and Deployment

Support and Adoption

Prior to Enterprise focus, EPM “Pilot” implemented (600 users, two areas of GBS)– Issues due to:– No focus on process– Little EPM knowledge– Inappropriate architecture, no end date or support

plan

Successes from Pilot:– Engaged Microsoft & UMT to resolve issues – Lessons learned for full implementation

EPM Implementation Stages

Do Don’t

Define enterprise processes Implement without architecture plan

Acquire the right talent for success

Implement DB on virtual servers

Engage users Implement without a recognized EPM Partner

Project

Pilot

ObjectivesProcess and Design

Training and Deployment

Support and Adoption

To define, build, & implement an Enterprise solution to:– Effectively manage our Nielsen portfolio– Execute successfully on new projects– Communicate / measure consistently

EPM Implementation Stages

Quality• Improved

visibility into programs / projects / sub-projects

• Accurate, controlled project financials

• Consistent issue, risk management (improved Say:Do)

Efficiency / Consistency

• One tool to plan, schedule, manage, report

• Consistent resource management & capacity planning

• Improved reporting capabilities (Portfolio, Project status)

Tool Consolidation

• 30 tools consolidated to 1 tool

• One project repository, easier audit accessibility

Directive: transform Nielsen to an integrated companyFully integrate 35+ business units into ‘The Nielsen Company’

Focus on Business Process Improvement

Enterprise PMO & EPM Scale

Large Site Medium Site Small Site

Locations Metrics

Countries 36

Locations 73

Technologies Metrics

Applications 1,200

Platforms 138

People (Users) 4,400

Initial focus – Technology & Engineering

Project

Project

Pilot

Objectives

Process and DesignTraining and Deployment

Support and Adoption

EPM Implementation Stages

Project

Server

2010

Project Server 2007

Portfolio

Server 2007

Portfolio Server

Portfolio Management

Strategic Workflows

Enhancement Workflows

Financial Management

Validation and Approva

Promotion to Project

Reporting

Project Server

Project Initiation

Project Execution

Resource Management

Collaboration

Time Tracking

Financial Management

Reporting

Project

Pilot

Objectives

Process and Design

Training & DeploymentSupport and Adoption

Focus training on PMs for project success– Project Mgt basics– Process and tools – Knowledge validation (after training)

Plan Deployment early– Enlist leader support– HOW? By Region, By Business Unit, All?– WHO? Order matters– WHEN? Align with business calendars

Enlist Business Unit “Deployment Coordinators”– Which projects and resources?– Share & Support – timeline, learnings, issues

EPM Implementation Stages

PM training is mandatory & must be completed before EPM license is

issued!!

Project

Pilot

Objectives

Process and Design

Training and Deployment

Support & Adoption

EPM Implementation StagesPost Go Live Support / Adoption– Supported PMs (daily meetings, “lunch &

learn”, open conference line at set times)– Quick Reference Guides / Cards – SharePoint Support site

Create metrics to improve data quality / compliance– Project Management– Resource Management– Time and Financial Management

Metrics reviewed bi-monthly with management & monitored by governance leads within business units

Lessons Learned SummaryProcess Organizatio

n

Training and Deployment

Architecture

Take time to define processes & gain alignment on definitions / processes i.e., time tracking, software capitalization

Engage and seek support i.e., Deployment Coordinators, SME’s (and especially) leaders for solution and share information often with them

Ensure leadership supports EPM time commitment

Refine deployment plan after 1st group deploys

Create project schedule templates & train / review for compliance

Consider all environments needed to deploy / support installation (Dev, QA, Training, Prod Support)

Conduct an architectural review with Microsoft / UMT prior to hardware purchase Projec

t

Lessons Learned SummaryProcess Organizatio

n

Training and Deployment

Architecture

Take time to define processes & gain alignment on definitions / processes i.e., time tracking, software capitalization

Engage & seek support through Deployment Coordinators, SME’s (and especially) leaders; share information often

Ensure leadership supports EPM time commitment

Refine deployment plan after 1st group deploys

Create project schedule templates & train / review for compliance

Consider all environments needed to deploy / support installation (Dev, QA, Training, Prod Support)

Conduct an architectural review with Microsoft / UMT prior to hardware purchase Projec

t

Lessons Learned SummaryProcess Organizatio

n

Training and Deployment

Architecture

Take time to define processes & gain alignment on definitions / processes i.e., time tracking, software capitalization

Engage and seek support i.e., Deployment Coordinators, SME’s (and especially) leaders for solution and share information often with them

Ensure leadership supports EPM time commitment

Define training requirements, schedule early, enforce!

Refine deployment plan after 1st group deploys

Create project schedule templates / review compliance

Consider all environments needed to deploy / support installation (Dev, QA, Training, Prod Support)

Conduct an architectural review with Microsoft / Partner prior to hardware purchase

Project

Lessons Learned SummaryProcess Organizatio

n

Training and Deployment

Architecture

Take time to define processes & gain alignment on definitions / processes i.e., time tracking, software capitalization

Engage and seek support i.e., Deployment Coordinators, SME’s (and especially) leaders for solution and share information often with them

Ensure leadership supports EPM time commitment

Define training requirements, schedule early, enforce!

Refine deployment plan after 1st group deploys

Create project schedule templates / review compliance

Consider all environments needed to deploy / support installation (Dev, QA, Training, Prod Support)

Conduct an architectural review with Microsoft / Partner prior to hardware purchase

Project

Lessons Learned – Global Considerations

HR / Legal Language Training Financial Technology

• Restrictions on hours worked in some countries

• European Works Council

• Privacy

• Deploy language packs? (Nielsen decided no)

• English required in schedules, issues / risks

• Training content difficult for some

• Enlist SME expertise for Q&A support during training

• North American policies may not be used globally

• SAP deployment may be limited

• NA financial reps coordinated globally

• Think about network bandwidth if central architecture

• PC Status (IE versions, tech specs) Projec

t

EPM Value Continues To Increase

Central Repository of Projects & Resources (FTE, Consultant)

Process for consistentlymanaging project financials

Reporting on:• Say:Do

(Delivery, Quality)

• Portfolio Scorecards

• Project Status

Vendor Invoice Validation & Accrual based on EPM timesheet data

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Nielsen’s Success with EPM

Highlights of our journey …

35 Business Units and over 30 Project & Time Management tools merged into one: EPM

4400 users including 400 Project Managers using EPM

Consistent portfolio reporting

95% Timesheet compliance

One project financial process: SOX compliant

Governance

Financial acumen Risk mgtSchedule mgtChange mgt

99% Say:Do

ONE Tool Global Footprint Process Compliance Enhanced PM Skills

Project

And the journey continues…

• Upgrade to 2013• Planned for Q2

• Expand Usage to other Business units• Q1 Nielsen Audio• Q2 Global Operations• Over 5,000 users by year end 2014

• Evaluate if Project Online is right for Nielsen

• Evaluation Q3 Project

For Further Information

• Nielsen• Debra Ott: debra.ott@nielsen.com • Kyle Vallar: kyle.vallar@nielsen.com

• UMT• Andy Loerns: andy.loerns@umt.com • Oscar de Lucio: oscar.delucio@umt.com

Project

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After the event, over 100 hours of resources; including all of the PPT decks and session videos will be available.

Project

Sample project

status report generated in EPM in PPT

format

© 2014 Microsoft Corporation. All rights reserved. Microsoft, Windows and other product names are or may be registered trademarks and/or trademarks in the U.S. and/or other countries.The information herein is for informational purposes only and represents the current view of Microsoft Corporation as of the date of this presentation. Because Microsoft must respond to changing market conditions, it should not be interpreted to be a commitment on the part of Microsoft, and Microsoft cannot guarantee the accuracy of any information provided after the date of this presentation. MICROSOFT MAKES NO WARRANTIES, EXPRESS, IMPLIED OR STATUTORY, AS TO THE INFORMATION IN THIS PRESENTATION.