Next Gen Project & Portfolio Management (PPM) Tools Discussion Value Delivery in the new PPM Warrior, Q3 2014

ITIL Consulting Services: Fortune 500 and Government agencies with diverse type, size, market, location and PPM proficiency or ITSM LinkedIn: Erich Kissel

“Next-Generation Portfolio Management: Strategic, Lean, And Delivery- Enabled” report, May 13, 2013 Gartner “MarketScope for IT Project and Portfolio Management Software Applications” May 16, 2014 Gartner “The 2014 CIO Agenda”, May 19, 2014 Gartner “Magic Quadrant for Application Development Life Cycle Management” November 19, 2013 Gartner “Magic Quadrant for Business Intelligence and Analytics Platforms” Feb 20, 2014 “To The Victor Goes The Spoils: How The Need For Speed Is Reshaping The ALM Landscape” report, July 11, 2013

Perceptions of PPM Organizational Strategy Resource Demand Resource Supply Delivery

Perceptions of PPM

Leadership Portfolio Management Service Desk Users Making, Selling, Doing ($ Business Processes) Operational Services, SLAs, Bus Value Making Investment Decisions “Prioritize”: Business Requirements “Qualify”: Scope, Cost, Schedule “Delivery”: Design, Built, Test, Transition Aligned Strategic Planning, What if Scenarios based on Resource Thresholds / Supply & Demand, Quality Delivery Perceptions of PPM

Next Gen PPM Tools

2014 Magic Quadrant for Cloud-Based IT Project and Portfolio Management Services

2014 MarketScope for IT Project and Portfolio Management Software Applications

2013 Magic Quadrant for Application Development Life Cycle Management

2014 Magic Quadrant for Business Intelligence and Analytics Platforms

Agenda Understanding Impacts of PPM and Current Tools – Quicksand – common issues with processes and system – #Trending within the industry and how organizations pivot to add more value – My/Our path – Q/A

Sometimes I feel like I am in Quicksand

Current Struggles with PPM Processes and Systems Multiple sources of the “truth” Organizational objectives not clear Being asked to release “faster”, even when requirements are not tracked with quality Requirements changing during project Struggle to keep resources and understanding impacts Department thinking creates islands of isolation in a sea of tools Complexity of tools...

Project-Centric views are giving way to Lean, Product-Oriented Portfolio Views Value, Capacity and Time-to-Market replace Iron-Triangle Measures Next Generation Portfolio Management Focuses & Aligns Initiatives #Now Trending

Focus on Business Value, not just on delivery of the project…

You have seen this before

My/Our Journey towards maturing & pivoting to PPM

Check out my BrightTALK

Process 1 st Then tool, including when we mature

Project/ Program / Product Management Resource Management Demand Management Project / Program / Product Reporting Project/ Program / Product Financial Management

Value of a process/system can be measured by the efficiency of input and value of output intuitive flow, “low clicks”, direct tie between process/system insight: right information, people, time with context

Value Practical Roadmap to Insight/Valuable Reporting

Top Down PPM Management Project & ProgramPortfolio & Planning Scenarios

Top Down PPM Management ResourceFinancials

PPM Status

PPM Dashboards

- Information is out there for free Browser: whitepapers, webinars... Community Groups... - Process 1 st, Tools 2 nd - Maturity is step by step - Processes & Systems are dependent on each other when reaching for PPM LinkedIn: Erich Kissel