Achieving the organizational change necessary to realize the expected business value of project and portfolio management (PPM) can be challenging. Many factors can contribute to organizations being slow to embrace new processes and keep adoption rates low. In this panel discussion, hear from three companies that have successfully driven the change necessary for organizations to embrace PPM and reach key adoption levels allowing them to maximize business value. Panel members include United Health Group, Trinity Health and Washington State Employees Credit Union. For more information, please visit http://cainc.to/Nv2VOe

1. Panel Discussion: How Do You Drive Change Across
Organizations to Embrace PPM?
Matthew Morgan
Agile Management
Optum (UnitedHealth Group)
Sr. Director, IT Portfolio Management
AMX21S
@CAPPM
#CAWorld
Lori Kaid
WSECU
VP, Enterprise Project Management
Kristin Carroll
Trinity Health
Director, TIS Business Management

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© 2015 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.
The content provided in this CA World 2015 presentation is intended for informational purposes only and does not form any type
of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA.
For Informational Purposes Only
Terms of this Presentation

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Agenda
INTRODUCTIONS TO UHG, WSECU, TRINITY HEALTH
DEFINING SUCCESS
CHALLENGES AND OBSTACLES
WHAT WORKED AND WHAT’S NEXT
FINAL THOUGHTS AND RECOMMENDATIONS
1
2
3
4
5

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Introduction: Optum
Optum™ is a health services and innovation company (subsidiary of UnitedHealth
Group) on a mission to help make the health system work better for everyone.
 34,000 employees within technology
 Recently (April 2015) deployed CA PPM to 22,000 users
 Leverage almost all features and functions
 CA PPM is the backbone to our IT operations organization

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Introduction: WSECU
 Second largest credit union in Washington State
 500+ employees
 Recognized need for PMO in 2011, hired VP of PM in late 2012
 Strategic PMO, reports under CFO
 March 2014 purchased Clarity, July 2014 went live

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Introduction: Trinity Health
 Multi-institutional Catholic health care delivery system, serving people and
communities in 21 states, with annual operating revenues of about $15.8 billion
 CA PPM used within IT organization of 2000+ colleagues, implemented during
consolidation of two IT organizations
 Implementation journey:
– November 2014 - Time Entry and Resource Management
– February 2015 – Billing IT labor to our health ministries
– July 2015 – Project Management – one methodology and one tool for all IT
– October 2015 – Application Portfolio Management and Portfolio Management

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Optum
• Scale & System
Performance
• Reduction in Effort for Use
• Data Quality Improvement
• Simplify Demand Intake
WSECU
• Gradual project
management maturity
• Usage of CA PPM to
manage efforts
• Time Tracking – measuring
time spent on a project
Driving Change: Defining Success
Trinity Health
• Primary objective: unified
process, tools, reporting
• Expectation clearly
established by strong
executive sponsor
• Optimized speed over
robustness – 80/20 rule
• Measure compliance and
adoption, data quality

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UHG
• 22,000 users created a
large “collaboration”
landscape
• Organizations have “their
way” of doing things
• Large number of PPM
systems
WSECU
• Senior leadership support
on the surface only
• Lack of understanding of
the corporate portfolio
• Lack of Project
Governance
Obstacles and Challenges to Driving Change
Trinity Health
• Implementing during other
organizational change
• Communication across
geography and work silos
• Perception of added work
• Resistance to change
• Change and
communication fatigue

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UHG
• Begin with process
• Dedicated program team
with clear accountabilities
• Significant leadership
support
• Took change management
very seriously
• FUTURE: Too much for 1
bullet… 
WSECU
• Support from CEO
• Patience
• Creation of PGC
• FUTURE: Better usage of
dashboards
• FUTURE: Better tracking of
financials
Driving Change: What Worked and What’s Next
Trinity Health
• Exec sponsor and strong
champion are essential
• Match change strategy to
objectives, ability to absorb
• Keep communications
clear; limit to what’s
needed
• Be persistent and
consistent
• Expect to optimize later
• Next: Optimize & Upgrade

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Q & A

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Recommended Sessions
SESSION # TITLE DATE/TIME
AMX19S
Expanding CA PPM Across 18 Internal Business
Customers
Thursday at 3pm
AMX14S Managing Demand Across Organizations Thursday at 3:45pm
AMT19S Migrating to 14.2 and Advanced Reporting Thursday at 4:30pm

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Must-See Demos
Simplify your
Application
Portfolio
CA PPM
Theater - Agile
Management
Identify the
Right
Investments
CA PPM
Theater – Agile
Management
Align Resources
to Meet
Demand
CA PPM
Theater – Agile
Management
Business
Transformation
CA PPM
Theater – Agile
Management

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For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15