Whats Hot and Whats Not Specialized Future of Project Mainstream Management Compliance PMO Evolution Results Complex/ Fit for UseOverwhelming Software Tools Now Tools
Prediction1. How does the management of project-based work need to change? By 2014, organizations will invest 30% less time and money in traditional IT project management than in 2010. - Project management moves away from “one size fits all” - Growing understanding that project management doesn’t always work - Governance moves closer to the source - “Everything” is really not a project!
Project Management in Transition —What Kind of Work Is It Really? Time to Value Long Iterative Traditional Project Approaches; Mgmt.; Directive Adaptive Program Mgmt. Program Mgmt. Certainty of Low PM HighRequirements 2011+ Repeatable "Change Projects/ Operations" Managed Work Short
Project Management in Transition —What System Is It Operating In? System Cause/Effect Approach Simple Obvious Categorize Requires Complicated Analysis or Analyze Expert Complex In Retrospect Probe
Program Management In Transition, Too Identifier Bottoms Up Significant Interdependencies Discovered Policy Govt. — No planned end date Change High level org. change required Outcome-Driven Clear scope, complicated effort Transformational Change of DNA; high internal and external risk
Project Management in Transition – WhereShould Governance Live?PPM Today: The World of• Utilizes structured meetings "Change Operations":• Pushes up decision making •Management by exception• Unit of interest is the project •Pushes down decision making •Unit of interest is the process Project Process Gates Meetings Rules Decisions Activities Ongoing Reviews Exception Reviews Activities
Prediction What are organizations focusing on to successfully evolve the PMO? By 2014, less than 20% of todays PMOs will become an enterprise function centered on business change or strategy execution. Those that evolve to this level will get there by: - Becoming directly accountable for program or portfolio level results - Making the process fit the work, making the approach fit the culture - Focusing on internal PMO process improvement, not just on fixing “them”
PMO AccountabilityWhat accountability What accountabilitylooks like: doesnt look like:•Value metrics trend portfolio •Ensuring compliance to processperformance over time as an end result•Direct execution of strategic •Documenting the train wreckprograms •Burdening the organization with•Executive satisfaction: administration without line of sight - Information management to results of those efforts - Decision support •Focusing solely on user adoption of an expensive PPM software tool - Change management•Allowing the organization to movefaster!
Stuck Level 2s and Lazy Level 3sMaturity Level 5 Strategy Execution Office Project Capability Enterprise Program Office(s) Office ProgramMaturity Level 4 Enterprise Management Project Management Office Portfolio Management Office Central PMOMaturity Level 3 Project Management Office(s)Maturity Level 2 Program Work Project Support OfficeMaturity Level 1 Community of Practice
Continuous Improvement Begins atHome: A Lean PMO Targets Waste Waste Business Example IT PPM Example Producing stuff before Excess projects, extra Overproducing theres a valid order features Lengthened cycle time, Poor prioritization, Too much waiting reduces agility too risk-averse Too much Unnecessary transportation Excess sign-offs, handoffs conveyance of material between sites Processes longer or more Relearning, Overprocessing complex than necessary non-value-adding stepsSource: Adapted from "Implementing Lean Software Development: From Concept to Cash,"by M. and T. Poppendieck, Pearson Education, 2007
Prediction How is the market for PPM software applications evolving, and how should users choose appropriate solutions? By 2014, more than 30% of organizations will experience a proliferation of software tools installed to support PPM processes and projects. - Specific buyers in the organizations are focusing on getting value as they define it, and getting it now. - Single platform consolidation across silos and users, and completely replacing manual approaches are largely myths.
2011 Gartner PPM Market Universe: OneTool Doesn’t Fit All
Practical PPM Leaders Deploy Tools ThatAre Fit for Use Now Enterprise PPM suites "Open Source"/Cloud PPM ERP SaaS Entrants SharePoint
Getting It Right For You Tool vs. Model Whats Underneath? The "Right" Demo It Takes Two Process Readiness Enabling Your Work You Always Have Multiple models and ways to Options integrateTraining & Consulting Were Talking About Change
Action Plan for PPM LeadershipMonday Morning: - Determine your PPM maturity so you know what is possible. - Do something lean — Streamline a process, eliminate a sign-off, cancel a meeting, retire a report.Next 90 Days: - Determine the next steps for PPM software in the organization, focusing on the shortest path to value and retaining flexibility. - Recharter the PMO — Communicate value and accountability.Next 12 Months: - Reassess the organizations assumptions about what constitutes a "project." Triage work should include change operations, iterative approaches, critical programs and complex efforts.
Related Gartner Research Predicts 2011: PPM Goes From Managing Projects To Managing Change Audrey Apfel (G00208607) Adopting Product Planning and Release Management for M&E Work: A Critical Step in Better Project Resource Management Donna Fitzgerald (G00169466) Magic Quadrant for IT Project and Portfolio Management Daniel Stang (G00200907) Projects Today, Change Operations Tomorrow Audrey Apfel (G00158273) ITScore Overview for Program and Portfolio Management Lars Mieritz, Donna Fitzgerald (G00205501)For more information, stop by Gartner Solution Central or e-mail us at firstname.lastname@example.org.
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