1. 1 The Power of Portfolio Management Iain Fraser, PMI Host

2. 2 PMI Thought Leadership Series PMI 2015 Thought Leadership Series: The Power of Portfolio Management

3. 3 Key Findings PMI 2015 Thought Leadership Series: The Power of Portfolio Management 1.Connect program execution to strategy fulfillment 2.Seek simplicity 3.Create a portfolio- minded culture 4.Develop strong capabilities

4. 4 PMI 2015 Thought Leadership Series: The Power of Portfolio Management

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7. 7 * A family business * 100+ companies * * In more than 100 countries * Across six continents * PMI 2015 Thought Leadership Series: The Power of Portfolio Management

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10. 10 1.Connect program execution to strategy fulfillment 2.Seek simplicity 3.Create a portfolio-minded culture 4.Develop strong capabilities PMI 2015 Thought Leadership Series: The Power of Portfolio Management Key Findings

11. 11 Enjoy ! Learn ! Share ! PMI 2015 Thought Leadership Series: The Power of Portfolio Management

12. 12 Presentation Title

13. 13 Presented by Christopher Garibaldi Deloitte Consulting, LLP Jennifer Bratton The Boston Consulting Group 2015 PMI ® Thought Leadership Series: The Power of Project Portfolio Management

14. 14 Jennifer Bratton, BCG PMI ® Thought Leadership Series The Practitioner’s Perspective: Winning through Project Portfolio Management

15. 15 Maturity Correlates to Organizational Success

16. 16 Three Critical Components to Project Portfolio Management

17. 17 Need a Culture That Supports the Typical Mix of Winners and Losers across the Portfolio

18. 18 Many projects can be stopped prior to first round of prioritization Not truly a project (e.g. part of daily operations, someone's day job) Project has already been completed Project is duplicative with another identified project Project was never officially approved Project considered "rogue" or of no value # of initiatives Size of Initiative ($M) Financial impact key decision criteria (e.g. 9% of initiatives is 80% of value) Financial impact key decision criteria (e.g. 9% of initiatives is 80% of value) % of initiatives % of $ impact 77.7 6 13.6 13 6.5 27 1.1 16 0.9 25 0.2 14 Priority Experience Shows Significant Number of Projects Can Be Held/Stopped Without Detrimental Effect on Impact

19. 19 PPM Checklist

20. 20 Presentation Title

21. 21 Christopher Garibaldi, Deloitte LLC PMI ® Thought Leadership Series Delivering on Strategy: The Power of Portfolio Management

22. 22 Research results identified Key Success Factors in Strong Project Portfolio Management Seek Simplicity Create the Culture Develop Strong Capabilities The less complicated the approach to portfolio management, the more likely an organization can sustain its success. Organizations that excel in this area include only the information they need, not everything available. Successful organizations cultivate competencies around specific portfolio management practices and portfolio decision-making capabilities in their journey to greater maturity. When portfolio management becomes part of the organizational culture, senior leaders devote the time, education, and resources necessary to instill the practice. 1 2 3

23. 23 PPM empowers those that wield it and work within its structure Material financial benefits (efficiency/reinvestment) Better business partner Career tenure – command These Benefits Drive The Qualitative Value of PPM Increased confidence in the portfolio balance and strategic focus Tight collaboration between portfolio owners and those delivering the work Focused, more productive resources

24. 24 PPM is business management executed by people through business processes that are supported by underlying technology Integration Requirements Process Design Report Design Architecture Development Assessment Change Communication Training Iterative Maturity of PPM Enablement End Users Stakeholders People Deploy Maximize value creation Technology Information and Data Stewardship Process “Business Led. Technology Enabled” People, Process, and Technology People The number one challenge in all PPM endeavors is organizational adoption. Without adequate support of leaders and the organization as a whole, a PPM solution will fail Process PPM requires simple, intuitive, business-specific processes to be successful. Tailored processes should complement how companies operate and reduce the workload of people that productively work within the process stream Technology PPM software is powerful and valuable, but is only effective when people are on board and processes have been designed correctly

25. 25 True visibility creates opportunity, and opportunity is what drives business While a challenged PPM implementation may exhaust an organization, the reward of a successful implementation greatly outweighs the risks

26. 26 Capstone (PMO15BR30) Presenters: Christopher Garibaldi; Kevin Laughridge, Deloitte Consulting LLP 10 November, 10:00 – 11:15 a.m. Room: Grand Canyon 12 Portfolio Manager’s Perspective (PMO15BR31 ) Presenters: Jennifer Tankersley; Annabel Doust, The Boston Consulting Group 10 November, 11:45 – 1:00 p.m. Room: Grand Canyon 9 2015 PMI ® Thought Leadership Series

27. 27 Terry Ruhl CH2M Angela Taylor Infrastructure Ontario Sarina Arcari Anthem 2015 PMI ® Thought Leadership Series: The Power of Project Portfolio Management Executive Panelists