Connecting Business Strategy with Project Execution
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Connecting Business Strategy with Project Execution
- 1. Empowering PMOs to Connect Business Strategy with Project Execution BUSINESS EXECUTION MANAGEMENT
- 2. 2 Eric Bergman Vice President, Product Management Changepoint Paul Cramer General Manager, EPM Changepoint
- 3. 3
- 4. Market Conditions BUSINESS EXECUTION MANAGEMENT
- 5. #1 Digital Business Era THE NEXUS OF FORCES IS DRIVING THE DIGITAL ECONOMY & CHANGING THE CIO AGENDA 5 “The convergence and mutual strengthening of social media, mobility, cloud computing and information patterns are creating new business opportunities”
- 6. #2 Customer Driven World THE DIGITAL ECONOMY IS ALL ABOUT THE CUSTOMER 6
- 7. #3 Business Agility BUSINESS AGILITY AND ADAPTATION TO CHANGE IS A STRATEGIC IMPERATIVE 7 ! Current Process Solves Yesterday's Problems
- 8. #4 The Rise of Continuous Strategic Planning DRAMATIC CHANGE REQUIRES A TOP DOWN APPROACH 8
- 9. #5 IT “Product” Lifecycle Management SHIFT FROM MANAGING PROJECTS TO PRODUCTS
- 10. Demand Shaping BUSINESS EXECUTION MANAGEMENT
- 11. Accelerate Business Outcomes CHANGING THE CONVERSATION OF IT 11 The quality of your IT Portfolio is directly related to your financial performance. Forward thinking companies are focused on negotiating and learning about their company’s most valuable and achievable business change opportunities. • Governance • Sr. Executive Understanding of IT • Demand Shaping
- 12. Engage the Right People CHANGE THE CONVERSATION 12 “Why is my project taking so long?” “Why does IT cost so much?”, “The business doesn’t know what it wants?” “They don’t appreciate the complexity?” • Business Relationship Management • Strategic Program Management
- 13. Speak to the Right Issues Let’s Talk about Outcomes 13 How does our IT portfolio advance our corporate objectives? • Roadmaps • Transparent Costs
- 14. Organizational Learning RETURN ON KNOWLEDGE Leverage the collective experience of your enterprise, your most important resource, your people • Value Tracking • Agile Methodologies
- 15. Accelerate Outcomes BUSINESS EXECUTION MANAGEMENT
- 16. 16 ITFPM PPM EA ITSM Resources Projects Financials Capabilities Tech. Impact Orgs Markets Applications Changes Products Strategies Cross Portfolio Integration BUSINESS EXECUTION MANAGEMENT
- 17. Cross Portfolio Integration BUSINESS EXECUTION MANAGEMENT 17 COLLABORATION & SOCIAL NETWORKING Document Management Email/IM/Social Integration WORK PLANNING MANAGEMENT & MEASUREMENT Project Portfolio Management IT PPM | NPD | PSA STRATEGIC PLANNING & ANALYSIS Enterprise Portfolio Management
- 18. Cross Portfolio Integration BUSINESS EXECUTION MANAGEMENT Business Execution Management helps organizations plan strategically, execute effectively and adapt to change. 18 • Align assets and investments with business-driven strategic objectives • Understand dependencies and impact of investments on the enterprise • Optimize the utilization of finite financial and human resources • Control the execution process and ensure consistency for improved delivery • Execute and monitor projects and programs in context • Model the future state and more quickly implement change • Provide users with optimized experiences based their role in the enterprise
- 19. Case Study BUSINESS EXECUTION MANAGEMENT
- 20. F500 “IT Can’t Deliver” BUSINESS EXECUTION MANAGEMENT 20 Challenge •IT organization consistently delivering 50%+ over project cost estimates •Business losing faith in IT’s ability to deliver business functionality •Five large projects were being delivered in parallel (>$7MM), each project had a unique business sponsor and were delivering similar capabilities. Results •Integrated barometerIT into estimating and SDLC gating process •Project impact analysis uncovered how concurrent projects would impact the same customers, partners and resources at the same time. •Staggering start dates ensured successful delivery $913K in estimated cost savings
Notes de l'éditeur
- Attention Getter: Charles Darwin once said “it is not the strongest of species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change”. Audience Adaptation: In order to achieve our organizational and individual aspirations we must evolve and adapt to the market conditions and emerging opportunities. Our willingness and ability to adapt to change will have the greatest impact on our success as IT Leaders and provide a competitive advantage for our enterprises.
- 5 MIN Transition 1: Let us examine the market conditions and why the conditions present a compelling opportunity.
- The Nexus of Forces is a concept developed by Gartner that describes how the convergence and mutual strengthening of social media, mobility, cloud computing and information patterns are creating new business opportunities. The Nexus of Forces is driving the digitization of companies’ revenue and their services. The Nexus of Forces is causing the C-suite to transform their products and organizational capabilities to stay competitive in digital business era. Organizations are digitizing segments of business, such as moving marketing spend from analog to digital, or digitizing the research and development budget. Secondly, organizations are digitizing how they service their clients, in order to drive higher client retention. Thirdly, they are turning digitization into new revenue streams.
- 20 MIN
- There are three factors contributing to the quality of your IT investment portfolio
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- Todays business climate requires enterprises to be more strategic, customer-centric and agile in how they utilize resources to compete in the market.
- Todays business climate requires enterprises to be more strategic, customer-centric and agile in how they utilize resources to compete in the market.
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