Gartner PPM & IT Governance Summit...

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© 2011 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. For more information, e-mail [email protected] or visit gartner.com.

June 20 – 22

San Diego, CA

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Gartner PPM & IT Governance Summit 2011

Embracing Uncertainty and Change: The Key to Driving Value in Turbulent Times

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The 2011 Gartner PPM & IT Governance Summit was held June 20 – 22, at the

Manchester Grand Hyatt in San Diego, CA. The conference drew attendees from a

wide range of industries and organizations. This report provides highlights from the

three-day event, including:

Findings From Gartner PPM & IT Governance Summit 2011 ....................................Page 2 – 4

Conference Highlights ................................................................................................ Page 4

Gartner Keynotes ........................................................................................................ Page 6

Snapshot of Attendees ................................................................................................ Page 6

Guest Keynotes ............................................................................................................Page 7

Best-Attended and Top-Rated Sessions ................................................................ Page 8 – 9

Sponsors ..................................................................................................................... Page 9

Overview

At the third annual Gartner PPM & IT Governance Summit, attendees sought out ways to: match execution approaches depending on program types, use social networking for PPM and IT governance, govern through the current outsourcing revolution, drive initiative decisions and direction through effective PPM reports and dashboards, and manage complexity and constant change.

This year’s PPM summit attendees participated in on-site benefits, hearing the latest PPM and IT governance presentations from the Gartner Research community on today’s most pressing topics, attending workshops run by expert analysts and industry leaders, hearing real-life experiences during peer case studies, engaging in analyst-user roundtables and one-on-one meetings with Gartner analysts, and checking out the latest solutions in the exhibitor hall.

The Gartner PPM & IT Governance Summit 2012 takes place May 21 – 23, in National Harbor, MD, at the Gaylord National. Be sure to bookmark the website—gartner.com/us/ppm—and check back for 2012 conference updates.

Save the date

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Gartner PPM & IT GovernanceSummit 2011


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June 20 – 22 • San Diego, CA • gartner.com/us/ppm

Findings From Gartner PPM & IT Governance Summit 2011Here are key recommendations from this year’s most popular Gartner-analyst sessions—especially useful for your 2012 planning and strategy considerations.

The New PPM Normal: Increased Complexity and Constant Change, and New Approaches to Embrace These (A2)

Robert A. Handler, Vice President and Distinguished Analyst

• Acknowledge complexity and its complications on PPM.

• Identify complex adaptive systems within PPM, and treat them accordingly.

• Continue to apply known best practices to the simple and complicated PPM situations.

• Embark on the journey to understanding complexity.

Creating and Executing an Effective Governance Process (A6)

Tina Nunno, Vice President and Distinguished Analyst

• Carefully manage the tug of war between control and agility.

• Constantly review standing and project governance processes and streamline.

• Remember that the more mature the governance, the more agile it is.

• Adapt governance processes to your investment portfolio and to your enterprise maturity level.

The Lean PMO: Find Value and Cut Waste on IT Projects—and Beyond (B1)

Matt Light, Vice President

• A lean PMO applies these five principles of lean to projects, processes—and itself: value, value stream, perfection, flow and pull.

• A lean PMO targets waste; it doesn’t contribute to it.

• Help define direct and indirect value in projects’ charters.

• Rapid improvement events (kaizen) harness cross-functional knowledge to cut waste.

• Create a new IT self-image: getting better every day.

• Reward project managers and team members for identifying process and quality issues.

• Measure business improvement (not just project metrics).

• “Just do it” improvement is part of the PMO mission.

“ It was very informative and gave great insight into areas we are looking to develop in our organization.”

Join your colleagues on theGartner PPM & IT Governance (Xchange) LinkedIn group and Twitter community. linkedin.com

#gartnerppm

Stay connected with the contacts you made

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Findings From Gartner PPM & IT Governance Summit 2011 (continued)

Communicating About Projects: Using Reports and Dashboards to Drive Actions and Decisions (B5)

Audrey L. Apfel, Managing Vice President

• Review your communications for “fit”—fit to role, fit to style, fit to goal. Change as required.

• Proactively plan executive reporting and communications based on specific audience needs for taking action and making decisions.

• Report less, analyze more and recommend actions.

• Use reporting and information to ask new questions.

• Mature project communications by adding levels—then trends, then comparatives— and integrating the same into comprehensive casual models.

Leading Programs: No Place for Amateurs (B8)

Michael Hanford, Vice President

• Consider your need for and typical usage of the program mechanism.

• Assess your current program leadership capability and its deficiencies honestly.

• Create and adopt an approach to deliver an appropriate and effective reservoir of potential executive sponsors/SROs and program managers—or select an alternative.

• Communicate these ideas, lessons and actions to those who govern your organization, and decide where to expand major capital.

Shepherding Successful Projects: The Art and Science of Change Management (C2)

Carol Rozwell, Vice President and Distinguished Analyst

• Seek out change masters in the organization and leverage their expertise.

• Update traditional change management approaches based on new research into cognition and human motivation.

• Incorporate techniques into the project team’s toolkit that help them gain a better understanding of the “change targets” requirements and motivations.

• Utilize engaging communication mechanisms that tap into people’s emotions to explain the change imperative.

“ Good experience. The summit helped me validate the processes we have in place and make adjustments where necessary.”

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Findings From Gartner PPM & IT Governance Summit 2011 (continued)

Managing IT Demand: How to Do It, How Much to Do and How to Find the Resources (C3)

Audrey L. Apfel, Managing Vice President

• Define your boundaries and stick to them. Ensure the organization doesn’t move without quality input.

• Create, review or refine characters for all groups, boards, bodies, functions involved in demand intake. Make sure they know what to do and why they’re doing it. Publish and communicate this information.

• Define an appropriate set of investment categories and a scoring framework for the project portfolio.

• Add relevant analysis and recommendations to all information gathered and presented throughout the process. This is where the PPM leaders add value. Don’t just “throw it over the wall.”

• Don’t just prioritize demand, manage it. Develop good information and visibility into resources and other constraints.

Conference Highlights

8 Keynote sessions—featuring Gartner analysts and industry experts:• Welcome Address • State of the Art: What’s Hot and What’s Not in PPM and IT Governance• Driving PPM at the Enterprise Level: Cracking the Culture• PPM and IT Governance Amid Turbulence and Change—New Directions• The PPM World Is Not Flat—A Framework for Program Management • A Leadership Framework for Achieving Successful Governance• The Little BIG Things—Driving Business Value through EXCELLENCE• Top 10 Take-Aways and Future Research Ideas

18 Gartner track sessions—some selected topics:• Driving Better IT Financial Management to Enable IT Transparency and Business Value• The Lean PMO: Find Value and Cut Waste on IT Projects—and Beyond• PPM Roles and Staffing—Models You Can Use• Creating and Executing an Effective Governance Process• Living With Application Risk for Portfolio Managers• Are You Ready for an EPMO?

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Conference Highlights (continued)

5 End-user case studies:• Stories of Two PMO Journeys • Portfolio Management Lessons for Uncertain Times• Distributed Project Teams—Building Project Management Success Across Borders • Managing a Thousand Complex Projects: Lessons Learned From the National Nuclear

Security Administration • Deploying Next-Generation Planning Processes and Tools to Enable Transparency and

Increase Speed of Execution

14 Roundtable discussions (Gartner analyst-moderated)—some selected topics:• From Business Case to Benefits Review—Why ROI Is Only Half as Good as You

Might Think • Reports, Dashboards, and Smoke Signals: Communicating About Projects With Executives • Enterprise PPM and PPM for New Product Development• Fostering Enterprise Risk Taking and Innovation • Breaking Down the Barriers to Collaboration • You’re Doing What? Explaining Resources to Executives

5 “Handyman” sessions: • How Can I Target and Quantify PPM Process Inefficiencies? • How Do I Develop an Effective Vendor Management Program? • How Can I Assess and Control Project Risk? • How Can I Measure “Value” and Cancel Programs and Projects That Eat Up Cash?• How Do I Use Published IT Budget Metrics in Creating Spending Goals?

2 Pre-event tutorial sessions: • Are You Ready? Successful Initiatives Start With Organizational Readiness• The First 100 Days of a PPM Leader: What’s Your Priority?

12 Best-practices workshop series: • Business Driven PMO Setup: Practical Insights, Techniques and Case Examples for

Ensuring Success • Effectively Managing Your IT Investments to Deliver Measurable Business Value • The Gartner ITScore Maturity Model for Program and Portfolio • Discovering Portfolio Management Best Practices That Really Work • PPM Worst Practices: Pitfalls Peers Have Learned to Avoid • Strengthening IT Governance to Drive Project Portfolio Decisions and Manage IT Demand

Miss a session? Need to revisit those recommendations again? Want to share a useful presentation with a colleague? As an attendee, you can access every slide from every session free of charge. Log in to agenda builder at gartner.com/us/ppm and click on the PDF for the session you are interested in reviewing.

Revisit session presentation slides

“ Well organized, great opportunities for me to network with others and see emerging trends in PPM. This is helping me continuously improve my team.”

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Gartner Keynotes

State of the Art: What’s Hot and What’s Not in PPM and IT Governance

Speakers: Audrey L. Apfel, Managing Vice President; Donna Fitzgerald, Vice President; Tina Nunno, Vice President and Distinguished AnalystIn this opening panel, Gartner analysts tested your views on the future direction of PPM and IT Governance, and on common wisdom for the same. The panel presented research that confirmed whether or not your plans and direction are right on target.

The PPM World Is Not Flat: A Framework for Program Management

Speaker: Michael Hanford, Vice PresidentIn this keynote, Conference Chair Michael Hanford discussed how Gartner describes a taxonomy of program “types” you can use to match your conceptualization, planning and governing decisions to the kind of work you will actually do. He also described how Gartner also identifies two specific approaches to program management that “fit” different organizational cultures and program types.

A Leadership Framework for Achieving Successful Governance

Speaker: Tina Nunno, Vice President and Distinguished AnalystIn this well-received keynote, Gartner analyst Tina Nunno explained how successfully implementing governance requires both leadership and execution. Nunno’s keynote was based on a new governance leadership model and was designed to help CIOs and their governance leaders design an effective governance system.Tina Nunno

Vice President and Distinguished Analyst

Donna FitzgeraldVice President

Audrey L. ApfelManaging Vice President

Michael HanfordVice President

“ Walked away with info I could use as soon as I get back to the office.”

17% were employed in the financial services sector

39% had titles at the director level or higher

75% were from the IT side

47% were in program and project management roles

13% were employed in Fortune 100 companies

Snapshot of Attendees

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Guest Keynotes

Driving PPM at the Enterprise Level: Cracking the CultureIn this keynote, Greg Ramah discussed how just having a PMO in IT isn’t enough; nor is it enough to have a well functioning EPMO. In order to become a truly effective organization, you need to become “project capable” at all levels. Ramah then explored some of the “two steps forward and one step back” lessons that Statewide Auto has learned as it continues to mature and enhance its EPMO.Audience reaction:

“Greg provided real-life examples of an evolution and rollout of RPM and EPMO.”“Very practical to the point. Greg is excellent presenter. The content is very useful.”

PPM and IT Governance Amid Turbulence and Change: New DirectionsPanelists: William Duncan, President, Project Management Project; Debra Jensen, CIO, Charlotte Russe; Mark Langley, President and CEO, Project Management Institute (PMI)

In this well-received session, the keynote panel brought experience to bear on important questions such as: Can you still use last century’s practices to govern and manage major IT initiatives and continue to endure poor governance and fragmented prioritization? Where will new answers and new directions come from, and what shape will they take? Numerous attendees participated with relevant follow-up questions to the panel’s prior discussion and remarks.Audience reaction:

“Fabulous. Great thoughts.”“Great format, great presenters and great questions.”

The Little BIG Things: Driving Business Value through EXCELLENCEIn this best-attended keynote, Tom Peters shared some of the practical wisdom from his latest book “The Little BIG Things: 163 Ways to Pursue Excellence.” Peters discussed some of what brings the best out of people and organizations that are crucial to PPM, IT Governance and Enterprise Architecture leaders who must continuously deliver value to their organizations by driving change, collaboration and successful execution of projects, initiatives and strategies. Audience reaction:

“The best session of the conference. Brilliant!”“Excellent dynamic energetic opinionated speaker. Great fun with a valid message.”

Greg RamahAssistant Vice President/PMO Director, State Auto Insurance Companies

Moderator: Matt LightVice President

Tom Peters, Author of “The Little BIG Things: 163 Ways to Pursue Excellence”

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“ The analysts and keynote guest speakers are high quality.”

Top Five Most-Attended Sessions

K5. The Little BIG Things: Driving Business Value Through EXCELLENCETom Peters, Author of “The Little BIG Things: 163 Ways to Pursue Excellence”“Best business motivational speaker I have seen and listened to.”

K1. State of the Art: What’s Hot and What’s Not in PPM and IT GovernanceAudrey L. Apfel, Managing Vice President; Donna Fitzgerald, Vice President; Tina Nunno, Vice President and Distinguished Analyst

“Very well done. The view from CIO and CFO and Board of directors gave me great take-aways.”

K3. PPM and IT Governance Amid Turbulence and Change: New DirectionsModerator: Matt Light, Vice PresidentPanelists: William Duncan, President, Project Management Project; Debra Jensen, CIO, Charlotte Russe; Mark Langley, President and CEO, Project Management Institute (PMI)

“Great format, great presenters and great questions.”

A6. Creating and Executing an Effective Governance ProcessTina Nunno, Vice President and Distinguished Analyst“This session was everything I expected it to be and more. On topic actionable and flawlessly presented.”

B5. Communicating About Projects: Using Reports and Dashboards to Drive Actions and Decisions Audrey L. Apfel, Managing Vice President“Connection to business needs as well as detailed examples gave us practical next steps.”

Top Five Best-Rated Sessions

A6. Creating and Executing an Effective Governance ProcessTina Nunno, Vice President and Distinguished Analyst“One of the best sessions.”

K5. The Little BIG Things: Driving Business Value Through EXCELLENCETom Peters, Author of “The Little BIG Things: 163 Ways to Pursue Excellence”“What a captivating speaker who boils it down and puts it in your face; can’t wait to share.”

B5. Communicating About Projects: Using Reports and Dashboards to Drive Actions and Decisions Audrey L. Apfel, Managing Vice President“I learned most useful things from her session on how to communicate to executives.”

Want to learn more about the topics that interest you most? Turn to the end of each session presentation for a list of related Gartner research. Gartner research is available on demand at gartner.com.

Learn more with relevant research

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Thanks to Our 2011 Gartner PPM & IT Governance Summit Sponsors Premier sponsors

Platinum sponsors

Silver sponsors

Kiosk sponsors

Accept SoftwareAtTaskAxis GroupCompuware CorporationDaptiv

Deloitte Consulting LLCEPM LiveInnotasInstantisPcubed

PDWarePlaniswarePowerSteering SoftwareTenroxUMT

Automation CentreEcoSys

PM SolutionsUnanet Technologies

“ Very well-rounded subject matter with proactive and thought- provoking content and speakers.”

Media and association partners

Top Five Best-Rated Sessions (continued)

K4b. A Leadership Framework for Achieving Successful GovernanceTina Nunno, Vice President and Distinguished Analyst“Tina is a great speaker and uses humor to get the message across in a memorable way.”

C3. Managing IT Demand: How to Do It, How Much to Do and How to Find the Resources Audrey L. Apfel, Managing Vice President“Very practical and good presentation”

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