GARTNER INSIGHT SESSIONS - PPM Summit 2008
General Session Presentations and Panels
Gartner for IT Leaders: Program and Portfolio Management - Keep the People In and the Complexity Out
Keynote: New PPM Options: The Pervading Business Process Perspective
General Session: Enabling PPM: Applications Help Make It Work
Technology Provider Panel
Practitioner Panel - 90 Minutes of Contrasting Experiences and Questions and Answers
Portfolio Management Track Presentations and Workshop
Portfolio Objective Alignment: IT's Just One Portfolio
Crawl, Walk, Run: Building Public-Sector IT Portfolio Management Maturity
Application Portfolio Management: A Practitioner's Guide
Interfacing Projects and Requests: Changing IT Change Management
The New View of IT Demand and Supply Governance
Costs, Risks & Returns: Striking the Optimal Portfolio Balance
Portfolio Management Workshop: Sharing Best Practices
The New IT Governance: Skills for Business Demand Management
Trends in IT Spending
Beyond the Business Case: Projects in the Enterprise Architecture
Projects, Programs, and Process Track Presentations and Round-Table Discussion
Program Planning - The Achilles' Heel
IT Modernization: Its Not a Project, It’s a Process!
PPM Practices: A World Gone By
The Process of PPM
PPM Best Practices – Balancing Process Adoption & Process Automation
Measuring and Improving Application Projects
Program Risks ARE Different
Application Portfolio Management - A Practitioners Guide
The Hall Pass is Repealed: the Convergence of Application Change and Configuration Management
Reducing Risks in Large Public Sector IT Programs
PMO & PPM Organizational Issues Track Presentations and Workshop
PPM Maturity: Walking the Walk
Workshop - Connecting the Dots: Aligning Strategy with Projects [Part 1]
Workshop - Connecting the Dots: Aligning Strategy with Projects [Part 2]
IT Professional Outlook: Preparing for a Future Unlike the Past
IT Transformation: What Will the Future Look Like?
A Performance-Based Competency Standard to Assess Project Managers
The Quest for Talent in a Digital Age
IT Success Is All About Business Benefits
A Performance-Based Competency Standard to Assess Project Managers
Towards 2012: The PMO Emergent
What You Should Know About Launching A BPM Initiative
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| Audrey Apfel – Gartner for IT Leaders: Program and Portfolio Management - Keep the People In and the Complexity Out |
This presentation describes the 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. The challenges of executing successful projects in the midst of changing expectations, elusive business value, and the uncertain ROI from PMO functions remain daunting.
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| William Rosser - New PPM Options: The Pervading Business Process Perspective |
Business process management (BPM) is a powerful driving force for new investments to improve overall business performance. Its emphasis on the process perspective is rapidly gaining adherents and adoption across the enterprise landscape. It is greatly improving communications and understanding between business and information technology - especially with enhanced business process modeling and visualization. This in turn is affecting the source of new projects and investment proposals - based on shared business and IT cooperation. The process view affects the value and prioritization, the justification, the use of centralized prescribed process models, and who is in charge of success. PPM can leverage its experience in the broad view of selection, resource management, and consistency of architecture, with added verification of delivered benefits. This presentation lays out a future scenario for PPM action.
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| Matt Light & Daniel Stang - Enabling PPM: Applications Help Make It Work |
The market for PPM applications remains dynamic, with continued growth, more M&A activity in 2007 and continued active partnering globally. This presentation gives Gartner's model of the areas of PPM application functionality requirements, examines market developments and surveys products' positioning in the market. Effectiveness in project selection, efficiency in resource allocation, project visibility and accountability are key market drivers. In 2008 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.
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| Technology Provider Panel |
| Leading vendor sponsors will review recent product and company developments, answer Gartner analyst questions and field Questions and Answers from audience attendees. |
| Practitioner Panel - 90 Minutes of Contrasting Experiences and Questions and Answers |
| A 90 minute panel discussion will be led by industry PPM practitioners, with interactive participation and audience Q&A facilitated by Gartner VP Matt Light. |
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| Robert Handler - Portfolio Objective Alignment: IT's Just One Portfolio |
| During turbulent times, organizations can lose focus, telling the world they are on a trajectory for growth, but failing to invest in growth. Portfolio management provides a sanity check. In this presentation, we'll highlight the challenge, present a few options for spending categorization, and subsequently end with real world critical success factors. Key Issues: (1) What is portfolio management, really? (2) How can investment categories be applied to ensure that agreed upon objectives are commensurate with reality? (3) What should be done to ensure that there is investment alignment in the real world? |
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| David McClure - Crawl, Walk, Run: Building Public-Sector IT Portfolio Management Maturity |
| Portfolio management practices require critical path intersections - not collisions - with enterprise architecture and business process improvement efforts. Integrating EA, BPM, and application portfolio management processes are essential to maximizing successful IT strategies and successful project outcomes. In government, governance processes often separate rather than integrate these IT management disciplines. In order to maximize their effectiveness, process integration is needed that bring enterprise architects (for business and technology) and business process managers together with IT program and portfolio managers.. Key Issues: (1) How are EA, BPM and IT portfolio management approaches evolving to capitalize on better synergies? (2) What governance approaches are best suited to integrate these IT management processes in government? |
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| Jim Duggan - Application Portfolio Management: A Practitioner's Guide |
| Application portfolio management can optimize an enterprise's future spending on its current business applications. Using APM techniques, business value and technology risk/effectiveness of applications can be assessed based on our "Tolerate, Invest, Migrate and Eliminate" approach. Systematic assessments should include business stakeholders and be revisited as the business and technology change. We provide useful guidelines to effect graceful application retirements and minimize unintended consequences. Key issues: (1) What is the value of APM? (2) How can AD organizations best begin gathering the right application portfolio information? (3) How can application portfolio knowledge help structure application portfolio decision making? |
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| Kris Brittain - Interfacing Projects and Requests: Changing IT Change Management |
| Projects and service requests processes are key to the overall success of the IT change management process. The closer they are aligned the better the ability to define clear boundaries, dependencies and rules which help control the wider impact to other parts of the company (from IT to the business). Key Issues: (1) What is IT change management and why should Project Management care? (2) What are the people and process barriers slowing the integration between ITCM and PM? (3) How can tools impact the success of integrating ITCM and PM? |
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| Mike Gerrard - The New View of IT Demand and Supply Governance |
| IT executives seeking to make IT governance more effective, raise the profile of IT and clarify IT management's contribution will benefit from Gartner's new approach to defining and implementing IT governance. Deciding what IT should work on (IT Demand Governance) is becoming an ever more critical element in enterprise performance. Effective IT leadership demands robust skills in strategy, planning and financial evaluation. |
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| Matt Light - Costs, Risks & Returns: Striking the Optimal Portfolio Balance |
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This presentation gives guidance in how to consistently get, and keep, your portfolio balance. Technical Infrastructure and commodity applications are certainly important to running the business, but such IT spending should be balanced with opportunities to advance business goals via innovative and enhanced IT services and systems. 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. At a time of tight IT budgets, leadership is needed to preserve high-value projects in the IT portfolio.
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| Audrey Apfel & Matt Light - Portfolio Management Workshop: Sharing Best Practices |
| After an introductory overview of major IT portfolio management themes, workshop attendees break into small groups to identify their major concerns, then Gartner analysts facilitate discussions of how these problems can be solved. The session ends with each group presenting its findings. |
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| Mike Gerrard - The New IT Governance: Supply and Demand |
| CIOs continue to look for ways to make IT more productive and efficient. Gartner takes a new approach to implementing and tailoring IT governance in determining how IT should deliver (IT Supply Governance). More reliable deliver has become a key element in enterprise agility. |
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| Barbara Gomolski - Trends in IT Spending |
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The question of whether "we are spending the right amount on IT" looms for many organizations. This presentation is based on our extensive primary research on IT spending--a global study that includes more than 1,500 organizations. This session will look at the current trends in IT investment by industry, and reveal best practices in determining the right level of IT investment.
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| Robert Handler - Beyond the Business Case: Projects in the Enterprise Architecture |
| When the going gets tough; the tough come together to leverage synergies. This should be the case with PPM and EA. Unfortunately, in most instances it is not. By identifying the common themes between PPM and EA, both have the opportunity to strengthen each other and do more with less. Failure to rationalize EA and PPM is negligence. In this presentation, we'll look at the theory, reality, and opportunity behind a collaborative approach. Key Issues: (1) What are the common themes between enterprise architecture and project portfolio management? (2) What are organizations really doing with project portfolio management and enterprise architecture? (3) How can a collaborative approach decrease costs, time to market, workload, and risk? |
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| Mike Hanford - Program Planning, The Achilles Heel |
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Program plans are very different in structure, contents, and use; from project plans. Most program planning is, at best, ineffective; and at worst, unusable for providing a vehicle to manage work and set expectations. One challenge of program planning includes providing visibility into only what is "key". Additionally, program plans are "composed" from the components of the constituent project plans; and must maintain synchronization with them. Finally, program plans are a foundational input for providing executive visibility into the current "state" of a program, and for highlighting locations for executive intervention and decision-making. This presentation looks at these challenges, and offers insight into their solutions.
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| David Cappuccio - IT Modernization: Its Not a Project, It's a Process! |
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Organizations that have been users of information technology for decades in order to support their business now find that that same hardware and software environment can be an impediment to growth. Whether their data center or legacy environment is perceived as too expensive or not agile enough; companies want to move to a modern architecture. The challenge comes when two diverse groups such as the application development organization and the data center operations team try and address the same problem from potentially different mind sets. IT modernization requires a balance between Facilities, what AD wants, what IT Ops can support and what the Data Center needs. They don't always align, but any successful modernization effort will balance both the desired state and the overall infrastructure to deliver it. This presentation will look at various aspects and issues that need to be incorporated into any organizations' modernization strategy. |
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| Audrey Apfel - PPM Practices: A World Gone By |
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Enterprises execute change through project-based activities under the PPM (program and portfolio management) umbrella. The methodologies, roles and best practices for these activities have been written about, standardized, certified, promoted, and documented. Yet "success" (the ability to pick the right projects, execute and deliver to deliver to expectations) is often still elusive for today's IT organizations. In this presentation we discuss how to find the real critical success factors - the ones no one taught you. In addition, we take a look into the future and find increasing evidence that even less of the standard project methodology foundation we depend on today will serve us effectively in the future. We'll discuss what the future holds and how projects and programs will need to change.
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| Matthew Hotle - The Process of PPM |
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While portfolio management disciplines are becoming more prevalent, there's still confusion over just what a PPM process looks like and how it should be set up. As with most governance structures, a 'just enough' approach that matches prioritization schema to the organization's culture and needs are important, and it's quite likely that any organization-wide approach to PPM will need to be customized depending on the users of the process. However, there are a set of steps to follow that are consistent across a just enough domain and across multiple PPM processes within an organization.
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| Daniel Stang - PPM Best Practices - Balancing Process Adoption & Process Automation |
| Having established itself as a viable exercise in continual process improvement, PPM is not immune to challenges and potential risks. Ensuring your PPM strategy and system implementation are both successful requires a balanced investment in process adoption and process automation. In this session you will learn WHY and HOW you should pursue PPM, while mitigating and avoiding potential risks. |
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| Matthew Hotle - Measuring and Improving Projects |
Most organizations are simply terrible at measuring the results of their applications projects. Even more are even worse at using those measures to change and improve their processes. While the 'post-implementation review' (or 'post mortem', as it's usually appropriately called) is a common artifact of the project process, there's no common improvement vehicle in most organizations to take the results of the review (either business results or project results) and DO anything, rendering the project review to essentially be a waste of time. Here, we will cover these key issues to drive improvement around project results:
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| Mike Hanford - Program Risks ARE Different |
The Risk Management life cycle and its associated processes and practices is familiar to any project manager. However, not all risk categories, and risk types are created equal. Project risk types, and risk domains are very different in a program, than they are in a project.
Using a project risks classification scheme for a program will miss a good deal of what really matters. Or, it will produce a list of project-like risks for a program; while missing the true program risks. This presentation provides a suggested scheme for classifying program risks; and a mechanism for determining their relative importance -- to a specific program.
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| Jim Duggan - Application Portfolio Management - A Practitioners Guide |
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Application portfolio management can optimize an enterprise's future spending on its current business applications. Using APM techniques, business value and technology risk/effectiveness of applications can be assessed based on our "Tolerate, Invest, Migrate and Eliminate" approach. Systematic assessments should include business stakeholders and be revisited as the business and technology change. We provide useful guidelines to effect graceful application retirements and minimize unintended consequences.
Key issues:
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| Jim Duggan - The Hall Pass is Repealed: the Convergence of Application Change and Configuration Management |
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The impact of higher audit standards has spread well beyond regulated industries. This session will discuss how these standards are influencing processes and tools at the practical application delivery level. We'll discuss how a shared planning, measurement, control and reporting framework is emerging from PPM, ALM and Operational Change tools.
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| David McClure - Reducing Risks in Large Public Sector IT Programs |
Complex government projects often to fail for commonly known reasons. These underlying factors can often be detected early enough in the project to take necessary corrective action. In this session we will explore how government CIOs and agency executives must manage complexity and risk factors that adversely influence large IT-intensive project performance. Specific discussion will center on practices involving effective use of earned value management, verification and validation, vendor sourcing reviews, and performance benchmarking.
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| Donna Fitzgerald & Lars Mieritz - PPM Maturity: Walking the Walk |
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Most organizations have a tendency to get stuck somewhere between level 1 and level 2 of the maturity curve. In this presentation we'll focus on how to match the people, processes and technology to the needs of the organization based on its industry culture and its current level of maturity. We'll then suggest approaches to moving toward the next level of maturity in a manner that everyone in the company will be comfortable with. Finally we'll review a variety of structures for the PMO and help align the structure to the problem that needs to be solved at each level of maturity. Key Issues:
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| Donna Fitzgerald & William Rosser - Workshop - Connecting the Dots: Aligning Strategy with Projects [Part 1] |
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For years CIOs have listed business-IT alignment as one of the top goals. The problem is that the PMO is often caught in the middle with a high level strategy on the one hand and dozens if not hundreds of detailed projects on the other. This workshop will offer some practical techniques and approaches to help bridge the gap.
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| Donna Fitzgerald & William Rosser - Workshop - Connecting the Dots: Aligning Strategy with Projects [Part 2] |
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For years CIOs have listed business-IT alignment as one of the top goals. The problem is that the PMO is often caught in the middle with a high level strategy on the one hand and dozens if not hundreds of detailed projects on the other. This workshop will offer some practical techniques and approaches to help bridge the gap.
Key Issues:
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| Diane Morello - IT Professional Outlook: Preparing for a Future Unlike the Past |
| Whether you work in an enterprise PMO, in loosely federated teams stretching across geography or in fast-change industries, be prepared for the traditional world of IT expertise, knowledge and skills to change. Some areas of expertise will be bolstered, some will be carved up, some will be redistributed and some will be displaced. Program managers, project leaders, individual contributors -- all stand at the cusp of change. Use Gartner's IT professional outlook to identify sweet spots, weak spots and opportunities. |
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| Barbara Gomolski - IT Transformation: What Will the Future Look Like? |
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IT organizations are undergoing a transition so dramatic that it could be called a transformation. Global trends, technology evolution and shifts in the way that businesses wish to use IT are driving the changes in IT organizations. This session will examine the implications of these shifts on IT overall, and PMOs, in particular.
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| William Duncan, Guest Speaker - A Performance-Based Competency Standard to Assess Project Managers |
As project management matures, there is increasing demand for a way to assess actual, on the job performance of project managers. In this presentation, we'll cover an approach developed by the not-for-profit Global Alliance for Project Performance Standards (GAPPS). GAPPS is a membership organization that includes all of the major project management associations as well as companies such as Motorola and Royal Dutch Shell.
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| Diane Morello - The Quest for Talent in a Digital Age |
| The quest for talent is coming to you, and it won't be for the faint of heart! New assumptions and practices will require more imagination, more commitment and more cutting-edge action than most enterprises have faced before. The success of ambitious projects and programs depends on getting the quest for talent right. Understand what's happening, how it will affect your results and how you can influence change. Doing nothing is not an option. |
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| Lars Mieritz - IT Success Is All About Business Benefits |
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Research shows that most enterprises have a cultures which emphasise costs and benefits estimation for potential investments, but much less emhpasis is placed on the subsequent delivery of the expected benefits. This can be much improved by focussing more on making the business benefits more meaningful in the pre-project stage through a set of agreed KPIs and metrics that tie back to the business case and it's stated benefits. Key Issues
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| William Rosser - A Performance-Based Competency Standard to Assess Project Managers |
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As project management matures, there is increasing demand for a way to assess actual, on the job performance of project managers. In this presentation, we'll cover an approach developed by the not-for-profit Global Alliance for Project Performance Standards (GAPPS). GAPPS is a membership organization that includes all of the major project management associations as well as companies such as Motorola and Royal Dutch Shell.
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| Donna Fitzgerald & Matt Light - Towards 2012: The PMO Emergent |
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What will the IT PMO look like on its 25th birthday? Will it still be an institution that fails approximately 50% of the time but is deemed capable of producing results that make it worth the struggle? Will it have fully grown up and moved into a leadership position in the business as a whole? Will it have been discarded as a good idea that didn't work out in practice or will it become something completely unique in the emerging hyper-connected future? Since there's no way to know the future we'll explore all four alternative scenarios
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| William Rosser - What You Should Know About Launching A BPM Initiative |
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Business process management (BPM) continues to gain attention from both CEOs and CIOs because of its promise to not only improve operational performance results but also transform and innovate business operations. Because of its increasing importance more and more projects are entirely business process project without a software component. Given this trend what do you need to know as a PMO manager to make sure your PMs can deliver on these projects as easily and as effectively as they do any other type of project.
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