managing the complexity of today's pmo
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Managing The Complexity of Today’s Program Management Office
Melinda BallouProgram Director,
Application Lifecycle Management & Executive Strategies
Agenda
Housekeeping
Industry Trends
PMO’s Strategic Challenges
IDC’s PMO MaturityScape
Solution: Project Portfolio Management (PPM)
Live Q&A Session
Housekeeping Items
40 minutes of presentation
15 minutes of Q&A
All lines are on mute
Enter questions into chat box
Event is being recorded
Slides will be shared post
presentation
3
The 3rd Platform Enables Industry Transformation
4
Why is this technology shift so significant?
The synergistic interaction of these technologies is empowering BUSINESS disruption
© IDC Visit us at IDC.com and follow us on Twitter: @IDC 5
Top Trends
DevOps
Software Defined Cloud
Power of AnalyticsApplication performance, end user experience,
quality cross-platform are top prioritiesBig data analytics enable new generation of
proactive and predictive insightDevOps demands near real time control
Abstraction layer isolates workloads from infrastructure
Automation + analytics drive real time control
Increasing Use of AutomationDevOps, Cloud, Containers increase the rate of
change, the density of computing and the complexity of operations and related ALM
Automation & orchestration become critical to managing enterprise computing and applications at scale
Majority of IT spend impacted by LOB and Dev demands; architecture up front for flexibility
Cloud native applications must integrate with traditional applications and infrastructure
Governance, policies, ALM and controls must support old and new roles and resources
6
Strategic Challenges 3rd Platform brings disruptive innovation LOBs and functions lead new technology
introduction Critical challenges are prioritizing,
implementing, and integrating new initiatives in enterprise technology environment
Excellence in program management will directly drive business ability to compete in new environment
IDC PMO MaturityScape provides a framework to tackle the challenges
7
PMO aims at Execution Excellence
Programs
Portfolio
PMO
Projects
Demand Delivery
Govern, manage, lead, prioritize, execute, deliver, measure, communicate
8
Unrecognized and Inconsistent PMO
Uncoordinated; “do-the-best-you-can”; frequent failures; limited scope
Business Outcome “Make it possible”
Chaotic, herculean effort; misused resources
Critical Non-integrated Projects
Isolated PMOs; locally owned; limited authority; islands of expertise; minimal sustainability
Business Outcome“Make it available “
Consistent IT quality, integrated plans & budgets, efficient use of resources
Best Practices Backed by Authority
Projects reliably delivered; timely; authority recognized; “center-of-excellence”; established framework
Business Outcome“Make it successful” Deemed reliable, trusted by business, cost-efficient, compliance delivered
Agile, Service-centric Programs
Auto-configurable; data-driven environment; PMO “as-a-service”; fast scaling up/down; deeply rooted effectiveness
Business Outcome“Make it effective”
Mastering business innovation driven by 3rd Platform initiatives
Continual Adaptation to Business Need
Enables business leadership; continuous adaptation to market change; culture embraces fast skill adaptation
Business Outcome“Make it differentiated”
Business has sustained competitive advantage with consistent, game-changer, capacity for innovation
IDC’s PMO MaturityScape
9
Maturity Model Dimensions
9
Dimensions Sub-Dimensions
Vision Leadership Business Objectives Governance
Portfolio Management Financials and risks Metrics Prioritization
Planning Service Orientation Scheduling, estimating, sourcing
Quality assurance andchange control
Processes Architecture Execution and quality control Project management
People Culture Collaboration Organization and skills
Question #1 – Where are we now?
10
Question #2 - What is our vision?
11
Question #3 – How do we get there?
12
Taking the IDC MaturityScape Journey: …Start with Opportunistic
13©2014 IDC Visit us at IDC.com and follow us on Twitter: @IDC
Ad Hoc(Unrecognized and Inconsistent PMO
)
1. Create and empower a central PMO
2. Articulate strategy for PMO implementation as role model for PMO approach
3. Articulate a clear and simple governance and publish formally
4. Mandate that only a limited set of information be provided by each project team – yet capture all easily accessible data
5. Provide a basic PMO common platform
Opportunistic(Critical Non-integrated
Projects)
14
Taking the IDC MaturityScape Journey: …Move to Repeatable
©2014 IDC Visit us at IDC.com and follow us on Twitter: @IDC
Opportunistic(Critical Non-integrated
Projects)
1. Develop a comprehensive PMO approach i.e. standard processes, tools, metrics, documentation & governance principles
2. Create a federated team enabling collaboration and knowledge sharing between PMOs
3. Extend scope of PMOs to cover all aspects of successful execution including leadership, change management & quality
4. Leverage 3rd Platform solutions
Repeatable(Best Practices Backed by
Authority)
Taking the IDC MaturityScape Journey: …Move to Managed
15©2014 IDC Visit us at IDC.com and follow us on Twitter: @IDC
1. Focus PMO on innovation and on initiatives delivering competitive advantage
2. Accelerate all delivery cycles and create the ability to deliver complex initiatives in 90 days or less
3. Institutionalize a data-driven approach with operational analytics and get insight from a portfolio of comprehensive data sets
4. Make PMO strategic for the enterprise
Repeatable(Best Practices Backed by
Authority)Managed
(Agile, Service-centric Programs)
Taking the IDC MaturityScape Journey: …Move to Optimized
16©2014 IDC Visit us at IDC.com and follow us on Twitter: @IDC
1. Use PMOs to empower leaders and provide the organization with business leadership
2. Enable PMOs to drive continual delivery of business transformation from technology
3. Communicate broadly using social business platforms; implement feedback and surveys as part of continuous improvement process
4. Leverage well-evolved EPMOs to coordinate across PMOs while ensuring operational excellence
5. Champion culture of excellence in execution & effectiveness for delivering innovation
Managed(Agile, Service-centric
Programs)
Optimized(Continual Adaptation to
Business Need)
17
Unrecognized and Inconsistent PMO
Uncoordinated; “do-the-best-you-can”; frequent failures; limited scope
Business Outcome “Make it possible”
Chaotic, herculean effort; misused resources
Critical Non-integrated Projects
Isolated PMOs; locally owned; limited authority; islands of expertise; minimal sustainability
Business Outcome“Make it available “
Consistent IT quality, integrated plans & budgets, efficient use of resources
Best Practices Backed by Authority
Projects reliably delivered; timely; authority recognized; “center-of-excellence”; established framework
Business Outcome“Make it successful” Deemed reliable, trusted by business, cost-efficient, compliance delivered
Agile, Service-centric Programs
Auto-configurable; data-driven environment; PMO “as-a-service”; fast scaling up/down; deeply rooted effectiveness
Business Outcome“Make it effective”
Mastering business innovation driven by 3rd Platform initiatives
Continual Adaptation to Business Need
Enables business leadership; continuous adaptation to market change; culture embraces fast skill adaptation
Business Outcome“Make it differentiated”
Business has sustained competitive advantage with consistent, game-changer, capacity for innovation
IDC’s PMO MaturityScape
18
PMO: Essential Guidance
• Assess your maturity level in the 5 dimensions
• Uncover critical business needs
• Build your maturity roadmap for PMO capability
• Implement strong governance
• Evaluate, adopt and leverage 3rd Platform technology to empower your PMOs
• Mature the organization into a collaborative team that delivers large and complex initiatives in a timely manner
• Transform the enterprise and IT into the agile organizational model mandated by the 3rd Platform
©2014 IDC Visit us at IDC.com and follow us on Twitter: @IDC
Related Research – IDC MaturityScape: Program Management Office
3rd Platform is a major disruptor for the enterprise ecosystem
1 2 3 4 5 6 7
8 9 0 q w e r
t y u i o p a
1 2 3 4 5 6 7
8 9 0 q w e r
t y u i o p a
Big Data & Analytics
Cloud & API Economy
Mobile Apps & Devices
Enabling new generation of
performance, metrics ALM & PPM New products,
platforms; app explosion = ALM
demand
Enabling new approaches to ALM, PPM deployment,
integration & monetization
Fueling rapid innovation & collaboration,
standards, tools
What is Driving Growth?
Open Source
© IDC Visit us at IDC.com and follow us on Twitter: @IDC 20
PPM Forecast Total View
2011 2012 2013 2014 2015 2016 2017 2018 20190
1,000
2,000
3,000
4,000
5,000
6,000
PPM (06/15)
$M
© IDC Visit us at IDC.com and follow us on Twitter: @IDC 21
PPM Related Forecast Views
2012 2013 2014 2015 2016 2017 2018 20190
1,000
2,000
3,000
4,000
5,000
6,000
IT PPM (12/15) PPM (06/15) PPM SaaS (12/15)
$M
32% Cloud/SaaS CAGR 34.5%
11% Cloud/SaaS
© IDC Visit us at IDC.com and follow us on Twitter: @IDC 22
Competitive Assessment: Understanding Differentiated Views
Weighting – X Axis Weighting – Y Axis
Strategy Criteria Enterprise SaaS/On
DemandCapabilities Criteria Enterprise SaaS/On
Demand
Offering strategy 5.25 5.0 Offering
capabilities 6.0 5.00
Go-to-market strategy 1.50 3.5 Go-to-market 1.6 3.50
Business strategy 3.25 1.50 Business
capabilities 2.40 1.50
Total 10.00 10.00 Total 10.00 10.00
Highest Level Weighting Sits Above 30 Criteria and 110 Sub-criteria to Establish Two Views – Customizable for Your Company’s Context
Source: IDC, 2011
© IDC Visit us at IDC.com and follow us on Twitter: @IDC 23
IDC MarketScape Cloud PPM and PPM SaaS Vendor Assessment
Benefits include quick on-ramp with limited & lower upfront cost, flexible vendor strategy, de-capitalization
Leaders have majority or 100% revenue in SaaS; intuitive, provide capabilities directly; support multi-tenant
Major vendors may offer SaaS or single tenant – emerging 2016 strategiesSource: IDC MarketScape: Worldwide Cloud PPM and PPM SaaS 2015–2016
Vendor Assessment — Facilitating PPM Adoption and Business Optimization, December 2015
IDC MarketScape vendor analysis model is designed to provide an overview of the competitive fitness of ICT suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor’s position within a given market. The Capabilities score measures vendor product, go-to-market and business execution in the short term. The Strategy score measures alignment of vendor strategies with customer requirements in a 3-5-year timeframe. Vendor market share is represented by the size of the circles. IDC Copyright 2016
24
IDC MarketScape Enterprise IT Project Portfolio Mgmt Vendor Assessment
IDC MarketScape vendor analysis model is designed to provide an overview of the competitive fitness of ICT suppliers in a given market. The research methodology utilizes a rigorous scoring methodology based on both qualitative and quantitative criteria that results in a single graphical illustration of each vendor’s position within a given market. The Capabilities score measures vendor product, go-to-market and business execution in the short term. The Strategy score measures alignment of vendor strategies with customer requirements in a 3-5-year timeframe. Vendor market share is represented by the size of the circles. IDC Copyright 2016
© IDC Visit us at IDC.com and follow us on Twitter: @IDC
IT PPM Enterprise market mature, typically targets high-end, global businesses
Leaders exhibit enterprise breadth, depth for weighted criteria, significant numbers of 1000+ users, long-term play
Major players strong emerging positioning.
Contenders’ strategies evolving PPM coordination
Participant minimal PPM functionality (portfolio)
Source: IDC MarketScape: Worldwide Enterprise IT PPM 2016 Vendor Assessment – Enabling Business Execution and Optimization, February, 2016
25
PPM, Quality & ALM Productivity
Changing Business & Technology Needs
Changing Business & Technology Needs
The need for agile app deployment & projects across complex 3rd platform drives agile PPM adoption.
Value is being created in the “as a service” marketplace. Connect to the ecosystem to unlock value.
On-Premises has become a proxy for security and privacy; hybrid key.
Complexity, PPM & ALM Productivity
Increasing complexity & lack of PPM & ALM leads to high cost, visible app & business failure.
Focus on Diversity and Mobility. Future potential touchpoints diversify to IoT, emerging platforms
Agile dynamism becomes key for business, PPM & IT with DevOps, continuous delivery
Context for Technology Decisions
© IDC Visit us at IDC.com and follow us on Twitter: @IDC
© IDC Visit us at IDC.com and follow us on Twitter: @IDC 26
IDC Calls to Action
Benefits and challenges of complexity (e.g., mobile, social, cloud, big data analytics, embedded, emerging IoT) drive need for governance
Understand business consequences and costs of poor PPM processes and inadequate PMO organizational strategies
Assess current PMO maturity levels and gaps; politics, culture, inertia and/or false optimism can mask the need for change
Evaluate coordinated agile PPM automation to supplement traditional along with appropriate process and organizational approaches
Poorly managed and problematic PPM and poorly functioning PMOs impact businesses beyond individual problems – demand response
Evolve your company -- couple process and organizational change with appropriate PPM automation and adoption
Questions? Melinda Ballou IDC mballou@idc.com // PH 508 988 6796Program Director, ALM & Executive Strategies ©2014 IDC
Thank You
Innotas © All Rights Reserved
Innotas Company Overview
Cloud portfolio management solutions to improve value contribution by connecting planning & execution
Disruptive technology and a history of market “firsts” – most recently Predictive Portfolio Analysis (PPA)
500+ customers, including proven enterprise-wide deployments in Healthcare, Financial Services, Technology, Government, and Education
Project Portfolio ManagementEffectively manage project requests, resources, budgets and projects
Application Portfolio ManagementAnalyze and manage IT tasks needed to sustain existing operations
Predictive Portfolio AnalysisPredict, plan, and re-plan your highest value portfolio that aligns with business goals
Resource ManagementProductive alignment of IT resource capabilities and availability
Cloud-nativeMulti-tenant
“Leader”
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Top Down Portfolio Management
Resource Capacity & Demand Planning
Predictive Analytics & Planning
Dashboards & Reporting
Waterfall / Agile
ProjectsApps
Integration Platform
Existing Systems
Portfolio & PrioritizationTop DownStrategic
Focus on “Why”
Bottom UpTactical
Focus on “How”
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Innotas Implementation & Adoption
Fast, Fixed-Bid Implementation
Prescriptive, Phased Approach
Experienced Implementation Consultants
No Additional Cost for On-going Support
User Adoption is Our Success Metric
30-60-90 Day FastTrack Implementation
Plan Build Adopt
Innotas © All Rights Reserved
Project Inventory & Tracking Opportunistic / Repeatable
Innotas © All Rights Reserved
Project Inventory & Tracking Opportunistic / Repeatable
Innotas © All Rights Reserved
Project Inventory & Tracking Opportunistic / Repeatable
Innotas © All Rights Reserved
Managing Portfolios Repeatable / Managed
Innotas © All Rights Reserved
Managing Portfolios Repeatable / Managed
Innotas © All Rights Reserved
Managing Portfolios Repeatable / Managed
Innotas © All Rights Reserved
Enterprise Resource ManagementThe Industry's Most Robust Resource Management Solution
RepeatableManagedOptimized
Innotas © All Rights Reserved
Enterprise Resource ManagementThe Industry's Most Robust Resource Management Solution
RepeatableManagedOptimized
Innotas © All Rights Reserved
Enterprise Resource ManagementThe Industry's Most Robust Resource Management Solution
RepeatableManagedOptimized
Innotas © All Rights Reserved
Enterprise Resource ManagementThe Industry's Most Robust Resource Management Solution
RepeatableManagedOptimized
Innotas © All Rights Reserved
Enterprise Resource ManagementThe Industry's Most Robust Resource Management Solution
RepeatableManagedOptimized
Innotas © All Rights Reserved
ReportingRepeatableManagedOptimized
Innotas © All Rights Reserved
ReportingRepeatableManagedOptimized
Innotas © All Rights Reserved
ReportingRepeatableManagedOptimized
Innotas © All Rights Reserved
Innotas Case Study: ASCAP
Deployment Highlights90+ IT employees and resources
managed within Innotas
Alignment with strategic objectives and support for standardized and consolidated reporting
Ability to track project spend against approved budgets for major projects and enhancements
Integration with FrontRange Heat and Microsoft TFS
Sector: Entertainment
Overview The American Society of
Composers, Authors and Publishers (ASCAP) is the world’s largest performance rights organization
Represents the licensing and royalty distribution of 10m musical works for more than 500,000 songwriting and music publisher members
In 2014, ASCAP collected over $1bn in performance royalties and distributed $884m to its members
Located in New York City
Innotas © All Rights Reserved
Innotas Case Study: King County
Deployment HighlightsManaging portfolio valued at $250MReplaced a home-grown, on-premises
solutionStreamlined the business case intake
processGreater visibility, improved governance
process, real time reporting & dashboards
Improved ability to identify risk and take action
Standardization of application inventory data and reduction of redundant systems
Sector: Local Government
Overview Largest county in
Washington state, representing over 2m residents
Includes cities of Seattle (county seat) and Bellevue, as well as SeaTac airport
The county government has 13,000 employees, including 425 in IT
Innotas © All Rights Reserved
Summary
Reducing the complexity of managing your PMO requires some level of visibility and governance
Innotas FastTrack program quickly gets organizations up and running, regardless of PMO maturity
Innotas PPM and Resource Management solutions enable PMOs of any maturity and scales with you
Innotas has been recognized as a “Leader” by IDC
Innotas © All Rights Reserved
Live Q&A
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Contact Innotas
Phone: +1 866-692-7362
Email: info@innotas.com
Twitter: @innotas
LinkedIn: http://www.linkedin.com/company/innotas
Blog: blog.innotas.com
Learn More: www.innotas.com/resources
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