managing the complexity of today's pmo

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

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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


9

Maturity Model Dimensions

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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


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


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)

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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


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


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


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


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 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

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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

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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 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 [email protected] // PH 508 988 6796Program Director, ALM & Executive Strategies ©2014 IDC

Thank You

mailto:[email protected]

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”


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”


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


Project Inventory & Tracking Opportunistic / Repeatable


Managing Portfolios Repeatable / Managed


Enterprise Resource ManagementThe Industry's Most Robust Resource Management Solution

RepeatableManagedOptimized


ReportingRepeatableManagedOptimized


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 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


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


Live Q&A


Contact Innotas

Phone: +1 866-692-7362

Email: [email protected]

Twitter: @innotas

LinkedIn: http://www.linkedin.com/company/innotas

Blog: blog.innotas.com

Learn More: www.innotas.com/resources

mailto:[email protected]

http://www.linkedin.com/company/innotas

http://www.innotas.com/resources