Lars Mieritz & Donna Fitzgerald

The PPM Maturity Model is a new construct that endeavors to do a few things for our clients that other models don't. First, it emphasizes processes and relationships over technology and numbers. Second, there is no assumption that higher maturity should be the goal. This session will introduce Gartners PPM Maturity Model and illustrate its use in identifying improvement opportunities.

Key Issues:

• What are the basic principles for Maturity Models?
• What is Gartner's maturity model for the Program and Portfolio Management?
• How can PPM leaders use people, process and tools to improve PPM maturity and deliver its stated objectives?

Audrey Apfel

Program and Portfolio Management: Trading Money and Time for Results. The challenges of executing successful projects in the midst of changing expectations, elusive business value and uncertain ROI from PMO functions remain daunting. This session describes the program and portfolio management (PPM) activity cycle— the main activities those managing project and program functions need to perform. We will describe where you need to do more, where you need to do less and where innovation counts.  
Key Issues:

• How do IT leaders define an effective PMO function and continually prove its business contribution?
• What are the best practices associated with IT project portfolio management?
• How can CIOs manage change and keep stakeholder expectations realistic?

Bill Rosser

Enterprise capabilities to determine where and how much to spend on new information technology have changed radically and become far more sophisticated today. Portfolio Management has stimulated practices such as weighted business drivers, the efficient frontier, architecture as a criterion, and insightful ways to determine alignment. Continuing advances in decision-making are now emerging in new ‘market-driven’ resource allocation methods.

This successful experience in IT decisions is bringing the same views and methodologies to decision-making in areas well beyond IT. Further changes towards the goal of optimal use of resources are anticipated.

Matt Light
Daniel Stang

Enterprises continue to adopt a variety of PPM solutions, whether in the IT organization, or to support product development processes, or in broader enterprise implementations. Project accountability and visibility is a key driver, but enterprises also find benefits as they struggle to master the discipline of “getting the right things done,” seeking effectiveness in project selection and efficiency in resource allocation. The PPM market in applications supporting these goals remains dynamic, with additional M&A activity in 2006, vendor expansion globally and continued growth.

This presentation describes the areas of PPM functional requirements, surveys market developments and considers products’ position in the market.

Lars Mieritz

During the past decade, the issues of business and IT alignment, and the value of IT have been in or near the top five management concerns of CIOs. However, in increasingly dynamic internal and external environments, this is hardly surprising.


To come to grips with a multitude of information requirements that characterize a modern business and to be able to respond in a timely manner, it is essential that the key measures and metrics relating to the progress of new initiatives, projects and operations are organized in a uniform way across all lines of business and that they have clear definitions.

In this session, we will explore the key elements of an effective Business Value and Performance Management program and share best practices for implementing and managing such a program.

Andrea Di Maio
Research Vice President

This session describes how business and technology executives in government can make decisions together about which IT initiatives to fund, which to delay and which to discard.

It explores the key issues central to developing a relationship and understanding regarding the value of IT between IS and individual departments and agencies as well as government as a whole. It will examine how existing processes and frameworks to make a business case can be enhanced by using the concept of public value of IT and striking the ever-changing balance between operational efficiency, value to constituents and political impact.

Matt Light

Too many IT organizations suffer the “death of a thousand cuts”: Letting insatiable demand for application and infrastructure maintenance and support slash away at their resource capacity till little or nothing is left. “Keeping the lights on” is important, and aligned with basic needs of the business, but should be balanced with other – less basic, and usually riskier – opportunities to advance business goals with innovative and enhanced services and systems.


This presentation gives guidance in how to consistently get, and keep, your portfolio balance

Matt Light

A PMO is a center of expertise that provides the organizational focus on improving the management of projects, programs and portfolios. The term "PMO" is used generically in this presentation to refer to all three stages: project management office, program management office and portfolio management office. This presentation includes information from 10 case studies of enterprises with established PMOs.
Key issues:

• How can a PMO support procedures that address the design, development and implementation issues that arise in business IT projects?
• What job roles and skills should PMO include to ensure ROI and reduce possible project cost overruns, late deliveries and scope creep?
• How is the PMO involved in managing external service providers on projects?
• What are the categories of PMO and their organizational roles?

Christian Hestermann

Application Portfolio Management provides a framework for more precisely balancing IT investments with the needs of the business. This session will discuss the elements of governance, assessment and operational processes that successful implementations have exploited.
Key issues:

• How does APM tie together management of user interests, IT projects and the existing application inventory?
• What steps does an organization have to take to establish a managed portfolio?
• What results have organizations seen from application portfolio management implementations?

Joseph Feiman

Application Development Outsourcing is an accelerating trend. What would be the cost saving of outsourced AD: as high as touted in the media? What risk are you facing when embracing it? What AD professions are at risk to move offshore? What concepts, tools and best practices will mitigate the risk of global AD outsourcing, and what vendors should be watched?
Client Issues:

• What projects should be outsourced vs. kept in-house?
• What developer skill should be kept in-house vs. outsourced?
• What should change in the AD process to make applications more secure?
• What concepts, tools and vendors will enable globally distributed AD?
• What is the risk of outsourced AD?

Matt Light

Daniel Stang

Despite slow growth in other software segments, PPM software continued it's double-digit growth pattern in 2004. Gartner is predicting above average growth through 2008.

This presentation is only open to Technology and Service Providers and it will discuss Gartner Dataquest's research methodology, the size of the EMEA PPM software market and how Technology and Service Providers are positioned in it, the dynamics affecting the PPM software market, and how the PPM market will evolve during the next five years.

Daniel Stang
Principal Research Analyst

A successful PPM initiative requires a balanced investment in time, people, and money internally for process improvement, development, and adoption and externally for process automation, configuration, and training. There are a number of reasons why a PPM investment can fail, but most will be bound for failure if the target organization does not focus on PPM as a behavior change management initiative.

In this presentation, we will describe the traits of PPM prospects, the challenges they face when pursuing a PPM initiative, the options available for process automation, and standards and best practices for ensuring PPM investment success—both in terms of process and process automation.

Audrey Apfel

Portfolio Management is a topic, which has been ad hoc at best in many organizations. Those that haven't used PPM concepts, techniques, and tools have often found themselves (at best) wondering if their investment mix is optimum, and many of those who then apply PPM concepts find that they have indeed been mis-allocating their scarce resources. Here, we discuss the basics of PPM from a conceptual level, and then discuss several case studies of PPM techniques in action.
Key issues:

• What is PPM, and what are the basic steps in any adequate PPM strategy?
• How have organizations used PPM techniques to improve the governance, planning, tracking and execution of their portfolio of projects?