Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Portfolio Performance: GE Global Research Cracks the Code with Clarizen

661 views

Published on

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.

Published in: Technology, Business
  • Be the first to comment

  • Be the first to like this

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

×