IT Portfolio Management - Digital Celerity

IT Portfolio Managementhttp://www.campconferences.com/events/2012/project2.htm6 of 8 9/20/2012 3:11 PMeffective and (relatively) pain-free process include having a crisp view of the pools of resources in Blockthe organization, a process for collecting and prioritizing demand and a way of narrowing theplanning effort to focus only on the discretionary projects. While PPM tools can help with this effort, theyare not required. Further, the PPM team can streamline the process by prepopulating as much as 70 percentof the plan based on a keen understanding of how the organization spends its recurring resource capacity(Administrative Time, Keep the Lights On Time, etc.).Here are some things attendees will be able to takeaway:Remember Microeconomics - Planning is about matching the supply of labor with the demandInvolve Finance Early and Often - Finance typically has the best view of labor supply and can providean existing method for pooling resourcesProcess is Possible, Even Without Tools - PPM tools are powerful, but the absence of one does notprevent implementing an effective annual planning processCulture is King – Assess your organization’s culture; if it’s metrics driven, you may be able toimplement repeatable metrics to prioritize projects and greatly reduce internal debate11:30am-12:30pm BPortfolio Management and the Role of the IT PMODr. Robin Sarkar, Director - PMO, Global Information Systems, Whirlpool CorporationThis presentation will focus on key elements of IT portfolio management including strategicinvestment planning and the linkage to business strategy, on-going management of the ITPortfolio and the challenges in meeting business expectations in an uncertain environment. The Sarkarchanging role of the IT PMO will also be covered including the challenges which lead to the settingup of a PMO, using a Service Catalog approach to manage stake-holders and use of predictive analytics indriving business results from IT initiatives.Topics include:IT Portfolio Management - working in a global contextThe changing role of the IT PMO - key learnings and best practicesUsing the PPM Tool to enable project discipline and visibility to project risksDriving consistency in global project execution through the regional project competency network12:30pm - 1:30pm Luncheon1:30pm-2:30pm AInfluencing Behavior and the Power of the One-PagerChris Peckham, Vice President, Project Standards, The Northern TrustPortfolio Managers and Project Management Offices are often tasked with driving improvementsinto an organization. Improvement is achieved by doing things differently. And to do thingsdifferently, you need to effectively influence the behavior of your stakeholders. You've heard about Peckhamtechniques to consider - Methodologies, Portfolio Management Strategies, How to Align the PMO toBusiness Drivers. So when you choose to enable a new process, how well does your organization adopt it?In this session, we'll explore ways to encourage adoption of processes, including the power of theone-pager. Why putting your message on a single page facilitates comprehension of the message, which inturn can influence behavior. We'll use real life examples of messages and documents that work well asone-pagers, and ones that don't. Take away from this session ideas on how to truly drive change andimprovements into your organization!1:30pm-2:30pm BGovernance of IT Portfolios – Setting the Standard for ExcellenceJennifer Nicholus, Director of PMO and Portfolio Management, CVS/CaremarkInvestment in IT is a significant component of a company’s annual expenditures. MakingNicholusinappropriate investments has a direct impact to the bottom line, as well as opportunity costs forall the projects that perhaps should have, could have, would have created value. The goal of IT PortfolioGovernance is to establish processes and guidelines for the business and IT to work together to maximizethe quality of those investments. This discussion will explore:Best practices for setting a foundation for IT Portfolio Governance success, including an exploration ofa Portfolio Governance maturity model;The relationship between the business and IT, and how each play a role in evaluating and managingbusiness investment in IT;How compliance is monitored and controlled throughout the investment and project lifecycles.2:30pm - 3:00pm - Refreshment Break3:00pm-4:00pm AOptimize the Project Portfolio for Change