May 2013Gartner PPM SummitPortfolio Performance:GE Global Research Cracks the Code with Clarizen
Does This Describe Your PPM Organization?• Simplified?• Organized?• On time?• On budget?GE Global Research did it– and you...
Today’s PresentersPlan & ControlJim AlcombrightDirector of IT Project & PortfolioManagementGE Global ResearchGuy ShaniCOOC...
First, a Word about Clarizen200% YoY growth2,500 global customers, tens of thousands of usersFounded in 2006, commercial r...
Robust Simplicity: Driving Success at the Project andPortfolio LevelResourceManagementConversationsIssueTrackingTime& Expe...
GE Global ResearchGartner PPM SummitMay 2013Jim Alcombright
8Gartner PPM Summit05/28/13About GE Global Research
9Gartner PPM Summit05/28/13About GE Global ResearchNiskayuna, NYSan Ramon, CAMunich,GermanyRio de Janeiro, BrazilBangalore...
Who We Are
11Gartner PPM Summit05/28/13PPM: Ideas to OperationsFramework/ ExecutionEducation/ Governance
12Gartner PPM Summit05/28/13PPM AccomplishmentsOn timeOn budgetSite Build Outs40% increase inproject executionProject Cook...
13Gartner PPM Summit05/28/13PPM DifferentiatorsSimplified Frameworkbased on PMIOrganizationalResource AllocationPortfolio ...
14Gartner PPM Summit05/28/13PPM Portfolio MixBusiness Engagement~30 Simultaneous Global ProjectsIn excess of $50M Annual B...
Where We Started…
16Gartner PPM Summit05/28/13GEGR IT PPM HistoryNo FormalProject Mgmt~50%ProjectSuccessOver-allocatedUnder-performingFundin...
17Gartner PPM Summit05/28/13Solution Requirements• PMI/PMBOK based• SaaS/ Speed to Implement• Collaborative tool• Reportin...
18Gartner PPM Summit05/28/13Why ClarizenSaaSSpeed to ImplementEntry & Exit CommitmentTCOOpen & Configurable(Not Custo...
Where We Are…
20Gartner PPM Summit05/28/13GEGR IT PPM HistoryNo FormalProject Mgmt~50%ProjectSuccessOver-allocatedUnder-performingFundin...
21Gartner PPM Summit05/28/13Current FocusBusinessCaseSubmission Pipeline/PortfolioManagementProjectScoring
22Gartner PPM Summit05/28/13Portfolio/Program/Project Mgmt
23Gartner PPM Summit05/28/13Reporting
24Gartner PPM Summit05/28/13Resource Forecasting/Management
25Gartner PPM Summit05/28/13Business Case
26Gartner PPM Summit05/28/13Project Scoring
27Gartner PPM Summit05/28/13Pipeline/Portfolio Management
Where We Are Headed…
29Gartner PPM Summit05/28/13GEGR IT PPM HistoryNo FormalProject Mgmt~50%ProjectSuccessOver-allocatedUnder-performingFundin...
30Gartner PPM Summit05/28/13Integration and Automation• Integration of other IT Governance functions(EA, R&S)• Issue track...
31Gartner PPM Summit05/28/13Thank you
Portfolio Performance: GE Global Research Cracks the Code with Clarizen
Portfolio Performance: GE Global Research Cracks the Code with Clarizen
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Portfolio Performance: GE Global Research Cracks the Code with Clarizen

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Simplified. Organized. On time. On budget. These are lofty goals for any project, but don’t typically describe an entire PPM organization. This was GE Global Research’s goal. This session, led by Jim Alcombright, GE Global Research’s Director of IT Project & Portfolio Management, and Guy Shani, Clarizen’s COO, explores how GE Global Research more than doubled its rate of on-time/on-budget projects to 90% in under a year and the role Clarizen played in this revolution.

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  • Clarizen Case:   With over 130M people using LinkedIn, hundreds million more using other social networking sites,  and social communities now pervasive in everything from restaurant reviews to product ratings, social computing has fundamentally transformed the consumer and consumer behavior. As with many segments of technology, this consumer revolution has changed the enterprise expectations for data access, content sharing and the software experience generally—as people don’t want to compromise at work. Users now expect to be able to leverage the social graph, share insights, learn from colleagues and find data and people to whom they were not previously privy. A substantial shift in technology and behavior is driving sustainable secular demand for enterprise social tools.   At the same time companies are striving to improve predictability and responsiveness and demand for a reliable tools that streamlines processes and systematically improves them is growing fast. Legacy systems are not evolving. Existing data management products silo information, often aren’t real time, are difficult to use and require specific knowledge of outcomes. Additionally, at an enterprise level, there are security, access, storage and interoperability challenges.   Clarizen is one of the best positioned companies, and the only real pure play, to provide corporate customers with the benefits of social tools as a part of running and optimizing business execution. Clarizen has redefined collaboration as it moves social tools out of the silo into the business and creates social collaboration that drives results.   Nevertheless, many companies are reluctant to adopt social tools, as it seems to be disrupting and defocusing employees from getting their job done. Clarizen approach of using social as a part of execution will increase social tools adoption for corporate customers.   Other considerations:   1) Push and Pull Demand . The socialization of the consumer is providing pull demand in the enterprise, while larger vendors like CRM and LNKD are creating push demand with substantial spend and presence in the enterprise. Clarizen can benefits from both forces disproportionately. 2) Expansive Use Cases . Social tools in the enterprise will evolved beyond a communication tool into a platform for process automation, social customer service, marketing, engineering, IT, collaboration and corporate communications. 3) Large Market Opportunity . Clarizen has grown its TAM to touch CRM, Talent Mgmt, Content Mgmt, Customer engagement, Collaboration, Process Automation and other areas, with a TAM of $26B today, growing at an 8% CAGR through 2015. These dollars already exist and the missionary sales element will decline over time. 4) Substantial Return on Investment . Customers have seen hard return on investment quickly 5) Unequaled Adoption Levels . The holy grail for software companies is seat adoption, and few have approached the penetration levels of MSFT or SYMC, which levered high seat penetration into enormously successful upselling and highly defensive revenue. With many customers expanding and some at 100% seat penetration. 6) Strong Management Team . The CEO, CFO, Head of Product and Sales all have proven experience in enterprise business and track records of delivering strong and consistent results.
  • Redefined collaboration for the enterprise.
  • SaaS Speed to Implement Entry & Exit Commitment TCO Open & Configurable (Not Custom!)
  • Portfolio Performance: GE Global Research Cracks the Code with Clarizen

    1. 1. May 2013Gartner PPM SummitPortfolio Performance:GE Global Research Cracks the Code with Clarizen
    2. 2. Does This Describe Your PPM Organization?• Simplified?• Organized?• On time?• On budget?GE Global Research did it– and you can, too!
    3. 3. Today’s PresentersPlan & ControlJim AlcombrightDirector of IT Project & PortfolioManagementGE Global ResearchGuy ShaniCOOClarizen
    4. 4. First, a Word about Clarizen200% YoY growth2,500 global customers, tens of thousands of usersFounded in 2006, commercial release in 2008Offices – San Mateo, CA, Israel, and global sales offices in key marketsAdding more than 100 new customers every month
    5. 5. Robust Simplicity: Driving Success at the Project andPortfolio LevelResourceManagementConversationsIssueTrackingTime& ExpensesBudgetingPlanning &SchedulingUser empowerment, transparency & personalization
    6. 6. GE Global ResearchGartner PPM SummitMay 2013Jim Alcombright
    7. 7. 8Gartner PPM Summit05/28/13About GE Global Research
    8. 8. 9Gartner PPM Summit05/28/13About GE Global ResearchNiskayuna, NYSan Ramon, CAMunich,GermanyRio de Janeiro, BrazilBangalore,IndiaShanghai, ChinaOklahomaCity, OK
    9. 9. Who We Are
    10. 10. 11Gartner PPM Summit05/28/13PPM: Ideas to OperationsFramework/ ExecutionEducation/ Governance
    11. 11. 12Gartner PPM Summit05/28/13PPM AccomplishmentsOn timeOn budgetSite Build Outs40% increase inproject executionProject CookbooksConsolidatedSupportContracts
    12. 12. 13Gartner PPM Summit05/28/13PPM DifferentiatorsSimplified Frameworkbased on PMIOrganizationalResource AllocationPortfolio Management
    13. 13. 14Gartner PPM Summit05/28/13PPM Portfolio MixBusiness Engagement~30 Simultaneous Global ProjectsIn excess of $50M Annual Budget~100 Projects Annually
    14. 14. Where We Started…
    15. 15. 16Gartner PPM Summit05/28/13GEGR IT PPM HistoryNo FormalProject Mgmt~50%ProjectSuccessOver-allocatedUnder-performingFundingIssues/ConstraintsDPMM, Excel,BoN
    16. 16. 17Gartner PPM Summit05/28/13Solution Requirements• PMI/PMBOK based• SaaS/ Speed to Implement• Collaborative tool• Reporting• Project/Program/PortfolioManagement• Resource Forecasting• Operations vs Project time• Personal Time/Holidays
    17. 17. 18Gartner PPM Summit05/28/13Why ClarizenSaaSSpeed to ImplementEntry & Exit CommitmentTCOOpen & Configurable(Not Custom!)Gartner MQ 2012*Gartner “Magic Quadrant for Cloud-Based Project and Portfolio Management Services” by Daniel B. Stangand Robert A. Handler, 27 June, 2012.This graphic was published by Gartner, Inc. as part of a larger research document and should be evaluated in the context ofthe entire document. The Gartner document is available upon request from Clarizen. Gartner does not endorse any vendor,product or service depicted in its research publications, and does not advise technology users to select only those vendorswith the highest ratings. Gartner research publications consist of the opinions of Gartners research organization and shouldnot be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research,including any warranties of merchantability or fitness for a particular purpose.
    18. 18. Where We Are…
    19. 19. 20Gartner PPM Summit05/28/13GEGR IT PPM HistoryNo FormalProject Mgmt~50%ProjectSuccessOver-allocatedUnder-performingFundingIssues/ConstraintsDPMM, Excel,BoNPPMOCharteredMS ProjectStandard~90%ProjectSuccessProject ChangeManagementEducation &AwarenessIT Pipeline & PfManagementPPMOFrameworkTalentAcquisition
    20. 20. 21Gartner PPM Summit05/28/13Current FocusBusinessCaseSubmission Pipeline/PortfolioManagementProjectScoring
    21. 21. 22Gartner PPM Summit05/28/13Portfolio/Program/Project Mgmt
    22. 22. 23Gartner PPM Summit05/28/13Reporting
    23. 23. 24Gartner PPM Summit05/28/13Resource Forecasting/Management
    24. 24. 25Gartner PPM Summit05/28/13Business Case
    25. 25. 26Gartner PPM Summit05/28/13Project Scoring
    26. 26. 27Gartner PPM Summit05/28/13Pipeline/Portfolio Management
    27. 27. Where We Are Headed…
    28. 28. 29Gartner PPM Summit05/28/13GEGR IT PPM HistoryNo FormalProject Mgmt~50%ProjectSuccessOver-allocatedUnder-performingFundingIssues/ConstraintsDPMM, Excel,BoNPPMOCharteredMS ProjectStandard~90%ProjectSuccessProject ChangeManagementEducation &AwarenessIT Pipeline & PfManagementClarizenSoft-LaunchSimplificationCollaborationExpansionClarizenProduction LaunchNew IT PfFrameworkResourceAllocation BookTransitionBusiness CaseTransitionCRFDistributedLOE ActualsEarned ValueManagementSkills & GroupValidationITScorePPMOPPMOFrameworkTalentAcquisition
    29. 29. 30Gartner PPM Summit05/28/13Integration and Automation• Integration of other IT Governance functions(EA, R&S)• Issue tracking – link issues with tasks in aProject and/or Service (AppDev)• Custom Actions triggering workflow Open a project triggers design review,emails stakeholders, schedules meetings
    30. 30. 31Gartner PPM Summit05/28/13Thank you
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