Portfolio Performance: GE Global Research Cracks the Code with Clarizen
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This document summarizes a presentation given at the May 2013 Gartner PPM Summit. It discusses how GE Global Research used Clarizen to improve their project and portfolio management, increasing on-time and on-budget project execution from 50% to around 90%. Key benefits of Clarizen included its speed of implementation, collaborative tools, and reporting capabilities. GE Global Research has continued expanding usage of Clarizen for portfolio management, resource forecasting, business case submissions, and plans further integration with other IT governance functions.
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Portfolio Performance: GE Global Research Cracks the Code with Clarizen
- 1. May 2013 Gartner PPM Summit Portfolio Performance: GE Global Research Cracks the Code with Clarizen
- 2. Does This Describe Your PPM Organization? • Simplified? • Organized? • On time? • On budget? GE Global Research did it – and you can, too!
- 3. Today’s Presenters Plan & Control Jim Alcombright Director of IT Project & Portfolio Management GE Global Research Guy Shani COO Clarizen
- 4. First, a Word about Clarizen 200% YoY growth 2,500 global customers, tens of thousands of users Founded in 2006, commercial release in 2008 Offices – San Mateo, CA, Israel, and global sales offices in key markets Adding more than 100 new customers every month
- 5. Robust Simplicity: Driving Success at the Project and Portfolio Level Resource Management Conversations Issue Tracking Time & Expenses Budgeting Planning & Scheduling User empowerment, transparency & personalization
- 7. GE Global Research Gartner PPM Summit May 2013 Jim Alcombright
- 8. 8 Gartner PPM Summit 05/28/13 About GE Global Research
- 9. 9 Gartner PPM Summit 05/28/13 About GE Global Research Niskayuna, NYSan Ramon, CA Munich, Germany Rio de Janeiro, Brazil Bangalore, India Shanghai, China Oklahoma City, OK
- 10. Who We Are
- 11. 11 Gartner PPM Summit 05/28/13 PPM: Ideas to Operations Framework/ Execution Education/ Governance
- 12. 12 Gartner PPM Summit 05/28/13 PPM Accomplishments On time On budget Site Build Outs40% increase in project execution Project Cookbooks Consolidated Support Contracts
- 13. 13 Gartner PPM Summit 05/28/13 PPM Differentiators Simplified Framework based on PMI Organizational Resource Allocation Portfolio Management
- 14. 14 Gartner PPM Summit 05/28/13 PPM Portfolio Mix Business Engagement ~30 Simultaneous Global Projects In excess of $50M Annual Budget ~100 Projects Annually
- 16. 16 Gartner PPM Summit 05/28/13 GEGR IT PPM History No Formal Project Mgmt ~50% Project Success Over-allocated Under-performing Funding Issues/Constraints DPMM, Excel, BoN
- 17. 17 Gartner PPM Summit 05/28/13 Solution Requirements • PMI/PMBOK based • SaaS/ Speed to Implement • Collaborative tool • Reporting • Project/Program/Portfolio Management • Resource Forecasting • Operations vs Project time • Personal Time/Holidays
- 18. 18 Gartner PPM Summit 05/28/13 Why 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. Stang and 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 of the 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 vendors with the highest ratings. Gartner research publications consist of the opinions of Gartner's research organization and should not 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.
- 19. Where We Are…
- 20. 20 Gartner PPM Summit 05/28/13 GEGR IT PPM History No Formal Project Mgmt ~50% Project Success Over-allocated Under-performing Funding Issues/Constraints DPMM, Excel, BoN PPMO Chartered MS Project Standard ~90% Project Success Project Change Management Education & Awareness IT Pipeline & Pf Management PPMO Framework Talent Acquisition
- 21. 21 Gartner PPM Summit 05/28/13 Current Focus Business Case Submission Pipeline/Portfolio Management Project Scorin g
- 24. 24 Gartner PPM Summit 05/28/13 Resource Forecasting/Management
- 26. 26 Gartner PPM Summit 05/28/13 Project Scoring
- 27. 27 Gartner PPM Summit 05/28/13 Pipeline/Portfolio Management
- 28. Where We Are Headed…
- 29. 29 Gartner PPM Summit 05/28/13 GEGR IT PPM History No Formal Project Mgmt ~50% Project Success Over-allocated Under-performing Funding Issues/Constraints DPMM, Excel, BoN PPMO Chartered MS Project Standard ~90% Project Success Project Change Management Education & Awareness IT Pipeline & Pf Management Clarizen Soft-Launch Simplification Collaboration Expansion Clarizen Production Launch New IT Pf Framework Resource Allocation Book Transition Business Case Transition CRF Distributed LOE Actuals Earned Value Management Skills & Group Validation ITScore PPMO PPMO Framework Talent Acquisition
- 30. 30 Gartner PPM Summit 05/28/13 Integration and Automation • Integration of other IT Governance functions (EA, R&S) • Issue tracking – link issues with tasks in a Project and/or Service (AppDev) • Custom Actions triggering workflow Open a project triggers design review, emails stakeholders, schedules meetings
Editor's Notes
- 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!)