1. 3D Gaming Project: SCEA Gaming SBU Derek Montemayor, Mike Smith, and Lena Ramos Project Management Office April 13, 2010

2. Overview- SCEA Mission Our goal is to make a family of products that completely changes the definition of home entertainment… entertaining a broad audience. SCEA is responsible for keeping PlayStation growing and thriving in the United States and Canada, through innovation as well as maintaining and building upon current product offerings…

3. Overview- SCEA Product Portfolio: PS3, PS2, PSP PlayStation Network (PSN) & PlayStation Home Exclusive Content: Unchartered, Gran Turismo, Resistance, God of War, LittleBigPlanet Other: Minis, Comics, PSN Original Programming

4. Overview- Projects On The Horizon PlayStation Motion 3D gaming (partnership with Sony Global) Partnership w/ Netflix HD-supported games PS slim Remote PS HD TV Streaming Games Bluetooth connections to cameras, printers, devices

5. Portfolio Process Portfolio Steering Committee PMO Oversees Projects in Portfolio

6. Portfolio Process Portfolio Steering Committee/ PMO  Adjusts selection criteria quarterly Prequalification: Selection Criteria  Pre-weighted; 5-point scale Strategic fit Competitive advantage Market attractiveness (N. America only) Core competencies- what resources needed Technical feasibility Financial reward vs. risk; cost/benefit analysis

7. Selection Criteria 1. Length of project 2. Which product line does the project support? 3. What type of function does the proposed project aim to support? 4. Expected time-line of ROI (beginning at completion of project): 5. Expected NPV in one year 6. Estimated required funding 7. Risk-reward bubble analysis 8. Predicted market size for type of product supported by project 9. Projected % change of market share owned by the specific project or product supported by the specific project 10. Potential for total market growth, including competitors, i.e. sports games market, RPG-style games market. 11. % of resources expected to be dedicated to project 12. Percentage of total project cost devoted to labor costs 13. % outsourced resources

8. Selection Criteria ABCD 5X0-3 months 4X4-6 months 3X7-9 months 2X10-12 months 1>12 months 1. Strategic Fit- Length of project

9. Current Portfolio Q2 2010 SBU Gaming bi-weekly PMO meeting (April 1 st, 2010) Review current projects (A, B, & C) View results of new project entrants (Project D) Add/Hold/Cancel decisions on projects during review of selection criteria Add Project D to Portfolio No Hold or Cancel decisions Document changes and inform the proper channels of all changes made (ex. Budget, Schedule, Resource) Project B and C need to go through our change management plan.

10. Portfolio Priority Results Q2 2010 ABCD 15423 25145 35544 42333 54323 64323 72415 85334 94225 104233 115324 123344 135113 Total53373349

11. SBU Q2 2010 Funding (after adding project D) ProjectDelivery1Q2Q3Q4QTotal Q1 2011 Project A30-Jun$2.00$2.00 - -$4.00 - Project B31-Dec$1.00$2.00$1.00$2.00$6.00- Project C31-Mar-$1.00$2.50$2.00$5.50$1.50 Project D31-Dec-$1.00$2.50$2.00$5.50- Sunk Cost in other completed projects30-Mar$3.00 $3.00 Total Committed Funding-$6.00$6.00$6.00$6.00$24.00 $1.50 Note $ in Millions SBU Gaming Portfolio Q2 2010

12. Project D Risk Management Plan (RMP) Follow the RMP in place for all projects to maintain a level of consistency Inputs of RMP will define the level of risks Resource and schedule impact information Identify key interchanges Roadmap for PM of high priority areas needing focus. Make/Buy Decision based on the SWOT Strength in marketing - Use internal resources Weakness in market research - Outsource Maintain the feedback loops to the groups that will use the risk information. Historical data will provide lessons learned Feedback provides ability for PM to plan for avoidance, transfer, or mitigation of risks. Risk reward bubble analysis. (Project D classifies as a Pearl with a high reward and high success chance)