1. Executive View of Project Management Jim Green, Vice-President Corporate Financing and Risk Management Development Services, WWREI, T&S BMO Financial Group

2. Page 2 Biography – Jim Green Vice-President, Corporate Financing & Risk Management Development Services, WWREI 1, Technology and Solutions. Since graduating from the University of Toronto in 1979 with a Bachelor of Science, Mr. Green has held a number of progressively more senior positions with various companies in the IT field including RBC Dominion Securities and CIBC World Markets. Mr. Green joined BMO Financial Group in May 1999 as Vice-President, Corporate Financing & Risk Management. His Technology and Solutions responsibilities include Investment and Corporate Banking, International Financial Institutions, Merchant Banking and the Enterprise Risk Management Group. Mr. Green’s role has recently expanded to encapsulate the Project Management Office for all of WWREI as well as having executive leadership for Project Management practice within WWREI. Mr. Green is the first executive within the Bank to have achieved his PMP designation. He achieved his PMP designation in June 2003. Mr. Green is an International Bridge Player. He represented Canada in the 1999 World Championships (Bermuda Bowl) and coached the Canadian Women’s Team in the 2000 World Championship to a silver medal. 1 Wholesale, Wealth, Risk Management and Enterprise Infrastructure.

3. Page 3 Session Objectives The Executive View of Project Management Expectation Management Successful Project Management

4. Page 4 Detailed Agenda What does an Executive care about? Project success Focus/prioritization on key projects within the portfolio Efficient, high quality delivery of the project Controlled and optimized execution What are an Executive’s expectations? Professionalism Respecting an Executive’s time, set a high-level context, focus on key issues Decision making at the appropriate levels of hierarchy Timely escalation of substantive issues, i.e. no surprises What are the measures of success? Executive engagement in the removal of “roadblocks” Predictable outcomes, repeatable, measurable processes Organizational support for project initiatives

5. Page 5 What does an Executive care about? Project success Prioritization/focus on key projects within the portfolio Efficient, high quality delivery of the project Controlled and Optimized execution

6. Page 6 What is Project Success? Projects that are usually considered as being…  On-time  On-budget  High quality product An Executive perceives success as…  Meeting or exceeding a client’s expectation  Fostering partnership across the lines of business  Return on Investment within a prescribed period of time

7. Page 7 Focus on Key Initiatives General focus of the organization are on projects catered to…  Meeting and satisfying regulatory requirements  Managing change to keep the client’s competitive advantage  Technical excellence in the design and deployment of state-of-the-art systems Executive focus is key to…  Establishing the vision and strategy for project delivery and success  Helping customers identify opportunities that could address their business challenges  Enterprise relationship management

8. Page 8 High Quality Deliverables Must have components for success…  Desire for excellence  Deliverables defined early and communicated to all of the stakeholders  Follow practices that subscribe to established guidelines such as ISO, ITIL, SEI-CMM  Gathering data for quantitative measurements to enable effective, repeatable processes

9. Page 9 Controlled and Optimized Execution Key elements…  Utilizing existing standards or best practices  Identify the critical ingredients that will make the enterprise successful  Focus deployment on measurable business processes Pit falls of not following prescribed standards…  Over zealous estimates on the achievement of objectives  Underestimated or poor planning and analysis techniques  Increased cost and stakeholder dissatisfaction

10. Page 10 What are an Executive’s expectations? Professionalism Respecting an Executive’s time, set a high-level context, focus on key issues Decision making at the appropriate levels of hierarchy Timely escalation of substantive issues, i.e. no surprises

11. Page 11 Managements Expectation An Executive expects…  A professional who possesses the skill and knowledge to deliver a successful solution  Proactive strategies that resolve issues and mitigate risks  Open communication with a view to a forward-looking search for uncertainties  Maintenance and management of a high performing project team  Timely escalation of pertinent, actionable issues

12. Page 12 Decision Makers They should be or are…  Identified early using the stakeholder management framework  Impacted directly by the processes or output of the project  Empowered to make difficult decisions to enable the project to move forward  Anyone who can influence, motivate or support the objectives of the project

13. Page 13 Escalation Symptoms of project failure…  Inaccurate estimation  Incorrect status reporting  Improper use of historical data  Untimely and ineffective escalation of key issues Project issues requiring Executive input must be…  Relevant  Quantifiable  Actionable

14. Page 14 What are the measures of success? Executive engagement in the removal of “roadblocks” Predictable outcomes, repeatable, measurable processes Organizational support for project initiatives

15. Page 15 Roadblocks They are…  Part of the project life cycle  Provide a framework for key underlying issues  Require timely resolution or escalation How do they come about…  Lack of Senior Management champions  Lack of Executive consensus  Resistance to change  Unrealistic expectations

16. Page 16 Predictable Outcomes Goal statements may be tailored as having…  Defined technical and financial measures of success  Best practices, procedures and guidelines  Optimized, Adaptive techniques to resolve client expectations Utilization of metrics programs and maturity assessments…  Such as Standish, ISO, SEI-CMM, ITIL  Integrated, organized, defined project and quality management processes  Client Success Indicators or Team Success Factors

17. Page 17 Organizational Benchmarks Key questions to asked…  Are the desired results being achieved?  Have the project objectives been met?  Has the project contributed to the success and business of the organization? Results may be measured as…  Higher corporate profits, return on investment  Competent, Productive teams, recognized as a successful unit by the Sponsor  Improved project management performance

18. Page 18 Thank you! Time for Questions!!!