1. 0 Comerica’s Transformation The Next Chapter George Surdu

2. 1 Overview Last time I was here –Running IT like a business – building the necessary infrastructure –The Transformation journey begins Where is Comerica now? –Execution, differentiation, insight, value –How the PMO structure fits in Where are we headed? –Positioning for the challenges to come

3. 2 Running IT like a business Hosted-Services Model Focus = Execution Consumer Advocate Model Focus = Differentiation Professional Services Model Focus = Insight Consumer – Testing Model Focus = Value ServiceProfit Relationships Solutions

4. 3 Our Vision: To be the business technology service provider of choice by delivering the highest enterprise value* through trusting client partnerships that bring: –Information Technology leadership and innovation –Business consulting and acumen –Responsiveness, flexibility, and agility –Reliable and measurable service delivery –People, process, and technology optimization Our Goals: –Deliver Quality Solutions Faster –Provide Capabilities On Demand –Be Cost Effective Quest Vision & Goals

5. Demand Processes BTS Supply Processes Product Management Service Management Vendor Management Project Management Software Development Integration/Testing Solution Delivery Product Management Service Management Vendor Management Project Management Software Development Integration/Testing Solution Delivery Business Solutions Engineering Application Production Support Application Maintenance Business Support Regulatory Solutions Engineering Support Appl Retirement Application Production Support Application Maintenance Business Support Regulatory Solutions Engineering Support Appl Retirement Business Systems Operations Skills Management Staff Performance Management Centers of Expertise Resource Allocation Career Planning Training & Development Sourcing Mngmt Skills Management Staff Performance Management Centers of Expertise Resource Allocation Career Planning Training & Development Sourcing Mngmt BTS Capability Management Enabling Processes BTS Quest: the Journey Begins Previous Operating Model Six Independent Silos Service Company Corporate Demand Supply IS BUM BAM Client Administration Resource Management Business Support Production Support Relationship Management Vendor Management Task Force Client Consulting Service Management Project Mgt Client Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management Relationship Management New Operating Model Client Aligned Capabilities

6. 5 The Journey Continues Key Outcome: Improved Project Effectiveness From:To: Inconsistent performance Skilled and accountable (PM Core Competency) First come first serveDemand Planning Inconsistent project selection & prioritization Portfolio Management Decentralized ownershipSingle ownership & accountability Many disparate processesOne flexible enterprise methodology Limited measurementsProcess adherence and project metrics

7. 6 PMO Collaboration – the heat and energy story EPMO ITPMO Enterprise specific methodology led by EPMO IT specific methodology led by ITPMO Overlapping Methodology developed collaboratively One enterprise methodology Developed with practitioners Vetted cross-functionally Accessible through a single repository IT Guidance Team Project Management Advisory Board

8. 7 Organizational Collaboration – expanding the model Areas of Focus Enterprise Practices & Processes IT / Business Practices & Processes Best Practices & Consistent Execution EPMs EPMO BU PMO IT PMO Centers of Excellence Communities of Practice CAPP BSE COEs TPMs

9. 8  Divisional Stakeholders  PMO Leadership (EPMO & IT PMO)  Project Managers Responsibilities / Accountabilities Project Mgmt Council Key Responsibilities  Advocate across project methodology  Set direction  Review & Approve Methodology  Champion standard project methodology  Insure consistency and workabilty  Balance standardization with flexibility  Communicate / Educate  Actively participate  Source of best practices  Consistently utilize project methodology  Validate usability and provide feedback Members Project Mgmt Leadership Project Mgmt Community Methodology Integration

10. 9 The Shared PMO Vision Enabling effective and consistent project execution through best-in-class project practice & process. Focused on enhancing project and portfolio management methodology and governance. Single repository for methodology, templates, and best practices. Increase the success of projects as measured by industry standard metrics such as cost, schedule, quality, and client satisfaction.

11. 10 Operating Principles One enterprise methodology one common set of processes and procedures for PMs to follow. The project methodology will be flexible / tailorable to insure that just enough methodology is applied to each project. There will be one repository for all project methodology to ensure easy accessibility. The EPMO and IT PMO will collaborate under a common set of objectives Design Principles Changes to methodology and governance will occur on a regularly scheduled basis Balance usability and applicability with speed of development in order to deploy methodology changes quickly. Leverage Comerica or industry best practices rather than reinventing the wheel Balance the needs of individual consumers with the needs of the organization PMO Guiding Principles

12. 11 Positioning for the Challenges to Come Economic Reality Challenging ourselves to be more effective Drive quality into the system –Process development –Consistency in execution Pivotal role for new technology Seize the moment!

13. 12 Don’t avoid doing it because it’s hard!