Next Gen Project Portfolio Management PPM Tools Discussion

Next Gen Project & Portfolio Management (PPM) Tools Discussion Value Delivery in the new PPM Ecosystem @PPM Warrior, Q 3 2014

PPM Consulting Services: Fortune 500 and Government agencies with diverse type, size, market, location and PPM proficiency or ITSM maturity ITIL @PPMWarrior Linked. In: Erich Kissel Erich. Kissel@Citrix. com

• “Next-Generation Portfolio Management: Strategic, Lean, And Delivery- Enabled” report, May 13, 2013 • Gartner “Market. Scope 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 ou rce Proj/Prog and Financial Management Delivery d Human Resource Management n ma De Re s rce u so PPM Reporting Re Su pp ly Alignment and Planning

Perceptions of PPM

Perceptions of PPM Aligned Strategic Planning, What if Scenarios based on Resource Thresholds / Supply & Demand, Quality Delivery Le ad er sh ip P Q “Qualify”: Scope, Cost, Schedule D “Delivery”: Design, Built, Test, Transition Portfolio Management Se r De vice sk Us er Making, Selling, Doing ($ Business Processes) “Prioritize”: Business Requirements s Making Investment Decisions Operational Services, SLAs, Bus Value

Next Gen PPM Tools

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

2014 Market. Scope 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 • . . .

#Now Trending • 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 Bright. TALK

Process 1 st Then tool, including when we mature

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

Practical Roadmap to Insight/Valuable Reporting Value

Top Down PPM Management Project & Program Portfolio & Planning Scenarios

Top Down PPM Management Resource Financials

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 Maturity @PPMWarrior Linked. In: Erich Kissel Erich. Kissel@Citrix. com