Embracing Uncertainty and Change The Key to Driving Value in Turbulent Times

Transcription

1 Summit June 2011 London, UK europe.gartner.com/ppm Trip Report Embracing Uncertainty and Change The Key to Driving Value in Turbulent Times The 2011 Gartner PPM & IT Governance Summit was held on June in London. The conference drew attendees from a wide range of industries and organizations. At the second EMEA Gartner PPM & IT Governance Summit, what attendees told us they had on their minds were: 1. Effective Reporting and executive dashboards 2. How do business strategy and project portfolio management fit 3. How best is IT Demand managed, prioritized, balanced vs Resources? 4. What are the secrets of top-performing, most mature PMOs? 5. How can I improve my organization s PPM Maturity Level? This year s Summit addressed these pressing issues (and many more!) through a mix of presentations, case studies, workshops, and roundtables that featured the latest research from Gartner, and many opportunities to discuss and share with analysts as well as hundreds of highly qualified PPM & IT Governance leaders. The Audience 32 countries 21 European countries Africa, Asia, Middle East and North America Industry Sectors Other Retail & Wholesale 4% 9% Financial Services Utilities 23% 6% Healthcare & Pharmaceutical 8% IT & Telecoms Users 15% 16% Government & Other Public Sectors During the next 6-12 months how will your budgets evolve for 19% Manufacturing Project Portfolio Management 32% 59% 9% Project/Program Management Office Implementation/Operation 21% 73% 6% Program Management 22% 75% 3% IT Governance 28% 72% Increase Remain the same Decrease

2 Summit 2011 Trip Report 2 Findings From Gartner PPM & IT Governance Summit 2011 Here are key recommendations from this year s most popular Gartner-analyst sessions especially useful for your 2012 planning and strategy considerations. Robert A. Handler Audrey L. Apfel Managing Vice President The New PPM Normal: Increased Complexity and Constant Change, and New Approaches to Embrace These Acknowledge complexity and its complications on PPM. Identify complex adaptive systems within PPM, and treat them accordingly. Continue to apply known best practices to the simple and complicated PPM situations. Embark on the journey to understanding complexity. Creating and Executing an Effective Governance Process Carefully manage the tug of war between control and agility. Constantly review standing and project governance processes and streamline. Remember that the more mature the governance, the more agile it is. Adapt governance processes to your investment portfolio and to your enterprise maturity level. Matt Light Vice President Communicating About Projects: Using Reports and Dashboards to Drive Actions and Decisions Review your communications for fit fit to role, fit to style, fit to goal. Change as required. Proactively plan executive reporting and communications based on specific audience needs for taking action and making decisions. Report less, analyze more and recommend actions. Use reporting and information to ask new questions. Mature project communications by adding levels then trends, then comparatives and integrating the same into comprehensive casual models. Managing IT Demand: How to Do It, How Much to Do and How to Find the Resources Define your boundaries and stick to them. Ensure the organization doesn t move without quality input. Create, review or refine characters for all groups, boards, bodies, functions involved in demand intake. Make sure they know what to do and why they re doing it. Publish and communicate this information. Define an appropriate set of investment categories and a scoring framework for the project portfolio. Add relevant analysis and recommendations to all information gathered and presented throughout the process. This is where the PPM leaders add value. Don t just throw it over the wall. Don t just prioritize demand, manage it. Develop good information and visibility into resources and other constraints. The Lean PMO: Find Value and Cut Waste on IT Projects and Beyond A lean PMO applies these five principles of lean to projects, processes and itself: value, value stream, perfection, flow and pull. A lean PMO targets waste; it doesn t contribute to it. Help define direct and indirect value in projects charters. Rapid improvement events (kaizen) harness cross-functional knowledge to cut waste. Create a new IT self-image: getting better every day. Reward project managers and team members for identifying process and quality issues. Measure business improvement (not just project metrics). Just do it improvement is part of the PMO mission. Carol Rozwell Shepherding Successful Projects: The Art and Science of Change Management Seek out change masters in the organization and leverage their expertise. Update traditional change management approaches based on new research into cognition and human motivation. Incorporate techniques into the project team s toolkit that help them gain a better understanding of the change targets requirements and motivations. Utilize engaging communication mechanisms that tap into people s emotions to explain the change imperative.

3 Summit 2011 Trip Report 3 Conference Highlights 3 Tracks: Track 1: Better Governance Challenges and Solutions Track 2: Programs, PMOs and the Action Engine Track 3: IT Portfolios and IT Investments: It s All About Maximizing Returns 6 Keynote Sessions featuring Gartner analysts and industry visionaries: State of the Art What s Hot and What s Not in PPM and IT Governance Guru Keynote: The Era of Constructive Visions Has Begun Are You Coming? Guest Keynote Panel Discussion: PPM and IT Governance amid Turbulence and Change New Directions Panel Discussion: PPM & IT Governance in Turbulent Times A View From the Industry Managing IT Demand: How to Do It, How Much to Do, and How to Find the Resources Gartner Closing Keynote: Top 10 Key Takewaways and Future Research Ideas 17 Gartner Track Sessions including: The Lean PMO: Find Value and Cut Waste on IT Projects and Beyond PPM Roles and Staffing Models You Can Use Creating and Executing an Effective Governance Process Living With Application Risk for Portfolio Managers Are You Ready for an EPMO? 5 End-user case studies: Succeeding With Investment Portfolio Governance Focusing on Transparency, Agility, Strategic Alignment and Business Value (DnB Nor) Spreading Best Practices From IT to Business Management Transforming an IT-PMO into a Shared Services PMO (Sol Meliá Hotels & Resorts) From Multi-programmes to Portfolio Getting the Real Business Value from Portfolio Management (Network Rail) Good Governance not Bureaucracy Implementing an Enterprise Change Management process in a Dynamic Results-Driven Environment (ICAP) Driving PPM Adoption Through an Integrated Project Management, EA and Quality Management Approach 5 Roundtable discussions (Gartner analyst-moderated) some selected topics: Fostering Enterprise Risk Taking and Innovation Helping Change Happen Enterprise PPM and PPM for New Product Development You re Doing What? Explaining Resources to Executives From Business Case to Benefits Review Why ROI Is Only Half as Good as You Might Think 3 How to sessions: How Can I Assess and Control Project Risk? How Can I Measure Value and Cancel Programs and Projects That Eat Up Cash? How Can I Target and Quantify PPM Process Inefficiencies? 4 Best-practices workshop series: Effectively Managing Your IT Investments to Deliver Measurable Business Value The Gartner IT Score Maturity Model for Program and Portfolio Discovering Portfolio Management Best Practices That Really Work PPM Worst Practices: Pitfalls Peers Have Learned to Avoid Stay Connected Join your colleagues on the Gartner PPM & IT Governance (Xchange LinkedIn group and Twitter community. linkedin.com #gartnerppm

4 Summit 2011 Trip Report 4 It was very informative and gave great insight into areas we are looking to develop in our organization. Gartner Keynotes Audrey L. Apfel Managing Vice President Donna Fitzgerald Vice President State of the Art: What s Hot and What s Not in PPM and IT Governance In this opening panel, Gartner analysts tested your views on the future direction of PPM and IT Governance, and on common wisdom for the same. The panel presented research that confi rmed whether or not your plans and direction are right on target. The role play concept (CIO, CFO, etc) was excellent and provided an insight into senior management perspective on PPM outputs Thought provoking- got me thinking! Managing IT Demand: How to Do It, How Much to Do, and How to Find the Resources In this presentation attendees were provided a straightforward approach to demand management to help IT and other centralized organizations deal with competing initiatives and multiple stakeholders. Audrey described what a good process is, from demand intake to prioritization and capacity planning. She also discussed the change management and political savvy required to institutionalize these practices. Excellent content delivered in a clear concise and engaging way. Gave lots of practical advice! Guest Keynotes Anne Skare Nielsen Managing Partner, Futurist The Era of Constructive Visions Has Begun Are You Coming? Success in the future is not about more but about better. Not about growth and ownership but about development and having access to. In this awe-inspiring keynote, Anne Skare Nielsen had the audience captivated by her message around the era of constructive visions we live in, where professionalism, ethics, and originality will rule over speed and adaptability. She gave insights and tips to help the audience change their mindset go from human doings to human beings and be able to listen louder to the world, to each other, and to ourselves. Very inspirational. Really helps to get a different mindset. Spot on with message & fabulous presentation with lots of energy! Mark Holden Director, Projects and Programmes, HMRC Steve DelGrosso PMI Board & Director of PM Center of Excellence, IBM Bradley Yorke-Biggs Director of Strategy, IT, Aston Martin Lagonda Andrew Boswell Manager PMO Services, Telefónica UK PPM and IT Governance Amid Turbulence and Change: New Directions In this well-received session, the keynote panel brought experience to bear on important questions such as: Can you still use last century s practices to govern and manage major IT initiatives and continue to endure poor governance and fragmented prioritization? Where will new answers and new directions come from, and what shape will they take? Numerous attendees participated with relevant follow-up questions to the panel s prior discussion and remarks. Good insight from senior execs! Very interesting discussion of future Roadmaps.

5 Summit 2011 Trip Report 5 Top Five Most-Attended Sessions Wondering what was on attendees minds? These sessions were the most popular at the Summit: Shepherding Successful Projects The Art and Science of Change Management Carol Rozwell Provided great insight into a range of effective change management techniques. Creating and Executing an Effective Governance Process Invaluable information that I can see me taking back to my organisation and getting people to sit up and listen about how important good Governance is! Top Five Best-Rated Sessions Creating and Executing an Effective Governance Process Managing IT Demand: How to Do It, How Much to Do, and How to Find the Resources Audrey Apfel Getting Started With PPM Metrics and KPIs Lars Mieritz Very useful & up to date subject Embracing Agile Project Leadership Making Better, Faster, Cheaper a Reality Donna Fitzgerald Great presentation of reality. Practical viable advice that works Gartner Events On Demand Have you missed a session or would you like to see those ah ha moments again? All full conference attendees receive free online streaming of the available sessions for one year! PPM Applications Update, 2011: Introducing Gartner s PPM UNIVERSE of Market Research & Analysis Dan Stang Excellent insight, it totally makes sense! High quality recordings feature synchronized video, slides and captions so you can experience the session exactly as it happened live. 1 2 Guru Keynote: The Era of Constructive Visions Has Begun Are You Coming? Anne Skare Nielsen 3 A Leadership Framework for Achieving Successful Governance Case Study: Succeeding With Investment Portfolio Governance Focusing on Transparency Hannah Cook, Executive Vice President, DnB Nor; Hans Petter Dramstad, Director Consulting, Gartner 1. Slides or other images presented are synchronized to the video and captions for a complete like you were there experience. 2. Features convenient options to personalize your viewing experience. 3. Full video of presenters allows you to see them as if you were there. 4. Synchronized speaker captions can be searched to help quickly jump to the presentation points you most want to hear. You can also share your Gartner Summit experience with colleagues or watch or listen while traveling. Special on-site price of $295 USD for the downloadable content to share with colleagues or view offline any time. Price increases to $395 after the event Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. For more information, info@gartner.com or visit gartner.com. Produced by Marketing Communications.

6 TM Gartner PPM & IT Governance Summit 2011 Trip Report 6 Thank you to our Sponsors Premier Platinum Silver Bronze Very well-rounded subject matter with proactive and thoughtprovoking content and speakers. Thank you to our Event Partners Association Partner Media Partners Gartner PPM & IT Governance Summit 2012 takes place June, in London. gartner.com/eu/ppm