1. 1
“The way we used to solve problems in the
past is not the way that we will solve in the
future” Albert Einstein
Anton Nekic 0412 469 882 ‘Value Chain’ - http://vc3p.bizcard.mobi/.

2. 2
Setting the scene
Is PPM overheard or source of competitive advantage?
What are the current overheads around project management and
PPM?
 Swot Analysis –initial thoughts
 PPM Predictions
 Summary

3. “

4. 4

5. 5

6. 6
IS PPM A costly overhead or source of competitive advantage ?
– Is there an Industry problem with PMO Overhead?
– Should we think like a start up? Management of key issues/risks/ Reporting
real time by exception management rather than oceans of Reports
/Governance?
 CIO’s and Leaders now want a single entity that delivers the organization’s
goals.
– Companies invest heavily in projects and they do so for one compelling
reason: their ability to compete might depend on it.
– The ability to compete is being solved in old ways and we continue to have
same conversations hindered by poorly functioning, costly and process
heavy PPM environments.
– Failure to demonstrate value relative to cost is a major reason why clients
are removing incumbent IT PMO and shifting to new ways but not sure how
to cut through current PMO complexity
– A shift from metrics and administration to delivery of competitive advantage
and the investments of past decades will vanish.

7. 7
PPM SWOT ANALYSIS ROUND TABLE – DO WE AGREE?
Strengths
• Aligns investment with Business
Strategy
• Provides a transparent approach
• Deals with “pet projects”
• Enables a process to take
calculated risks on innovative
projects
Weaknesses (perceived)
• May be seen to stifle creativity and
spontaneity
• Lost opportunities to introduce new
technology / business
• Seen as an administrative process
• Might not be agile enough to deal
with
Opportunities
• Optimizes use of investment $ and
resources
• Continuous review enables
projects to be stopped if business
conditions change
Threats
• Seen as an overhead
• The players don’t adhere to
decisions
made
• Risk of circumvention
• Requires senior
management understanding

8. – Key Predictions
– Performance management regime will be demanded and more focus
on exception management of issues/risks in real time with less focus
on oceans of reporting.
– Old Ways with compliance, reporting and metrics will be gone.
PMO’s that cannot demonstrate a direct line to organizational value
will be scrapped.
– Dysfunctional project steering committees will no longer be tolerated
and project investment and execution failures no longer allowed.
Sponsors will be held accountable.
– PPM (Software) applications that take months to years and cost
millions of consulting dollars and teams of organizational change
agents are at an end.
– Enabling processes for PPM such as onboarding, release of funds,
and management of unwieldy Systems will be replaced by smart
forms/business rule event engine that link project performance to
lead corporate KPIs.
– Clients will expect PPM consultants to come with methodologies and
tools to not only optimize the cost of the engagement but guarantee

9. the outcome.
– Generalists and Consulting Companies who are taking a long winded
, process engineering approach rather than deploying exception
management sense and respond capability / Smart forms to enable
real time business performance will be seen as solving problems in
the old ways .
– Gartner has long maintained that there is a correlation between PPM
ability and project investment and execution outcomes which can
only be achieved by allowing for PPM solutions that allow for
systems of innovation rather than systems of record.
– Gartner also states that companies with a high PPM capability report
a return of 25 % more , three times greater than those with low
capability

10. Portfolio Management is a buzz word but in reality few have implemented true end to
end PPM.
Business Strategy = Profitability, Revenue Growth, Industry leadership, Market Value
What, who and how to make investment decisions?
Portfolio
Management
Program Management
Which projects to select and which to
Continue to support?
How to successfully execute programs and
projects?
Project Management
Business Value

11. 11
Solution Design Principles
Business PMO not IT PMO requires a cultural change
Shift PMO away from compliance and towards value
Clients must demand more PPM consultants bring IP and experience to table.
Extending portfolio management to project teams will assist resources
understand how their efforts contribute to the overall goals of the organization.
People are most committed if they understand the value of their work and
portfolio management enables this.

12. 12
Summary
• I sit on the CIO Council and here is some feedback in terms of where the PPM
market is headed.
“Effectively we are making the individual project deliverables ‘irrelevant’, and are instead attempting
to ensure that the organization as a whole is successful.”

13. Input from Event Guests
• How do we get the many “Junior” but enthusiastic PMs into the fold and learn
from them?
• Weakness - To enabling processes such as OR-Boarding
• “Every project is a sub-culture of the organization”
• Opportunity - PMO has an opportunity to avoid losses through it’s
knowledge of figures
• Opportunity - Take lessons from the past but use innovative tools of the
future
• Ombudsman’s report into top 10 failures - a good read
• Sponsor with insufficient clout
• Change via a BAU threat management approach rarely works
• Opportunity - Lean reporting for lean projects
• Opportunity – “Google Days”
• Threat - Senior management apathy

14. • Measurement of PMO value – how?
• Unsure if people know how they add to the value of the company
• “We have known the answer for decades……”
• “Think as a start-up…take risks”
• “Don’t see the PMO strengths that often”
• PMO – Portfolio management vs project management ??
• Does PMO need to re-invent themselves ??
• Is 1 page enough?
• PM is NOT hard ??!!
• Best projects delivered by best people
• Blame culture…….

15. 17