making the pmo a value center final
TRANSCRIPT
Making the PMO a Value Center
An Innotas Webinar
Innotas © 2015
45 minutes of presentation
15 minutes of live Q&A
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Housekeeping Items
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Tushar PatelSVP of Marketing, InnotasPreviously at and Mocana Corp and
National Semiconductor
Kristyn Medeiros, PMP, ITIL, Certified Scrum Master, Six SigmaSr. Solutions Consultant, InnotasProject Management for Johnson &
Johnson, Sandia National Labs, Others
Today’s Presenters
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Agenda
The Gap Between Business and IT / PMOs
Having the Conversation
What REALLY Matters?
Increase Value & Perceived Value
Measuring Value
Prescriptive Approach For Value Creation
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The Gap Between Business and IT / PMO
Source: Forrester Research BT Priorities & Journey Survey 2014
Technology Decision Makers
Business Decision Makers
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
7%
16%
35%
49%
53%
31%
Does the IT department hinder / accelerate business succcess?
Hinders Neutral Accelerates
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The Gap Between Business and IT / PMO
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
38% 67%
Monitoring portfolios of projects and programs to ensure value is delivered
Tasks and activities the PMO is doing Tasks and activities the PMO should do
Source: Gartner, November 2014
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Having the Conversation
Where Do You Stand?o Honest assessment of status quoo How is IT / PMO perceived?
What Metrics or Criteria Are You Focused On?o What do you report?o Are they the right ones?
Do You Have the Proper Communication Channels?
o How often are you reporting?o What vehicles are you using to communicate?
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What Matters to the CEOs?
Source: Gartner, 2015
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Focus on Outcomes, Not ActivitiesWhat We Measure Level of Effectiveness
Source: Gartner, 2015
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Focus on Outcomes, Not Activities What We Measure Level of Effectiveness
Source: Gartner, 2015
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What Activities Have Perceived Value?
Source: Westerman, MIT Center for Information Systems Research
Only 28% (5 of 18) of the Responsibilities of IT / PMO Organizations Impact Perceived Value
Needs Identificatio
n
Transparent Investment
BPR / Organization Change
Application Developme
nt
Measurement
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What Activities Have Perceived Value? (cont)
Needs Identification
Transparent Investment
BPR / Organization
Change
Application Development Measurement
• Managing Demand• Quantifying Benefits• Potential Impact on Strategy
• Prioritization / Ranking • Ensuring Resource Availability• Approved Projects’ Impact to
Strategy
• Managing & Reducing Risks Through Process
• Agile / Iterative Delivery• Continuous Planning
Business Agility
• Estimates vs Actuals• Metrics That Matter• Outcomes
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What Activities Have Perceived Value? (cont)
Needs Identification
Transparent Investment
BPR / Organization
Change
Application Development Measurement
• Managing Demand• Quantifying Benefits• Potential Impact on Strategy
• Prioritization / Ranking • Ensuring Resource Availability• Approved Projects’ Impact to
Strategy
• Managing & Reducing Risks Through Process
• Agile / Iterative Delivery• Continuous Planning
Business Agility
• Estimates vs Actuals• Metrics That Matter • Outcomes
Planning
Execution
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Measuring Strategic Value / Outcomes
Portfolios / Initiatives o Innovation vs. Maintenance Work
Scoringo Aggregate scores to include the business stakeholders o Quantify alignment to corporate objectives or goals
Business / Strategy Impacto Revenue, Cost Reduction / Avoidance, Profitability, Market
Penetration, Resource Utilization, Customer Satisfaction, Compliance
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Measuring Strategic Value / Outcomes (cont)
Source: Innotas, The Project and Portfolio Management Landscape, 2015
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Prescriptive Approach To Adding Value Value Creation
Strategy
Portfolio Investment /
Planning
Prioritization Based on Maximizing Value &
Optimizing Resources Alignment To What Matters
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Prescriptive Approach To Adding Value (cont) Value
Creation
Strategy
Portfolio Investment /
Planning
Execution
Measurement & Reporting
Communicate Outcomes & Business Impact
On-Time & On-BudgetIterative & Continuous
Prioritization Based on Maximizing Value &
Optimizing Resources Alignment To What Matters
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Prescriptive Approach To Adding Value(cont) Value
Creation
Strategy
Portfolio Investment /
Planning
Execution
Measurement & Reporting
Communicate Outcomes & Business Impact
On-Time & On-BudgetIterative & Continuous
Prioritization Based on Maximizing Value &
Optimizing Resources Alignment To What Matters
Feedback Loop
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Summary
(OR WOMEN)
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Innotas: Top Down Portfolio Management
Cloud Portfolio Management for Projects, Applications, and People
Resource Capacity & Demand Planning
Predictive Analytics & Planning
Dashboards & Reporting
Waterfall / Agile
ProjectsApps
Integration Platform
Existing Systems
Portfolio & Prioritization
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Business Benefits
Visibility
Business Alignment
Optimize Resources Effectively
Measure, Manage, Track & Trace All Work
Improve Execution
Innotas: Top Down Portfolio Management
Cloud Portfolio Management for Projects, Applications, and People
Resource Capacity & Demand Planning
Predictive Analytics & Planning
Dashboards & Reporting
Waterfall / Agile
ProjectsApps
Integration Platform
Existing Systems
Portfolio & Prioritization
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IT PPM Magic Quadrant (Four-Time Leader: 2012-2015)
Portfolio Management Wave(Leader: 2015)
The Only Cloud PPM Solution Rated as “Leader” By Both Gartner & Forrester
Demo
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Q&A
(OR WOMEN)
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Contact Innotas
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Email: [email protected]
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