Gartner Program & Portfolio Management Summit 2019 June 17 - 19 / Washington, DC

To say the least, project management roles and skill profiles are out of sync with today’s delivery environment for most organizations. In this session, you will learn:

● How is the future of PPM roles and skills changing?

● What skills really makes an effective PM in the digital context?

● How to redesign project-management-type roles to alleviate your organization’s most pressing challenges?

Effective prioritization of projects cannot happen without well-functioning goal-setting and strategy-setting approaches. This presentation explores: What does an efficient IT demand intake process look like? How can organizations prioritize demand in complex organizations? How can you avoid the most common pitfalls that can undermine successful prioritization and demand management?

With growing adoption of agile and product lines, more than 90% of project and product teams believe the PMO impedes digital delivery. This highly interactive session exclusively for PMO heads will examine how leading PMOs are transforming their mandate and capabilities for digital delivery, expanding their focus to enable mixed-methodology portfolios and providing new support for delivery talent.

Many organizations are moving from project- to product-centric delivery models to support digital business. Many are not adequately changing their financial governance processes. In this session， we will discuss:
● How to identify pitfalls and resolve pitfalls in the product model
● How to fund in a product model
● How to track cost and value so that a product model delivers on its promises?

There is no standard or template for determining the type of PMO you should set up. The best type is one that is tailored to support organizational needs at a level your organization can adopt and benefit from. This session identifies:
What are the four key steps for setting up the best type of PMO for your organization?

This session will discuss how PPM leaders could facilitate innovation and ideation within an organization adding structure, guidance and guardrails. This presentation will focus on the use of design thinking and other models.

In a world of ‘Continuous Next’, with deep, continuous digital change, and significant uncertainty, many traditional practices designed to maximize value are not enough. We need to change it up. In this session, we will talk about fear/fact/faith-based portfolios, the shift from projects to products and the need to value options.

In this session, attendees explore how to best work with their business and functional leaders to plan, fund and develop the enterprise capabilities necessary to support digital business at scale. Typical questions may include:

● How have successful enterprises developed and deployed digital product management capabilities?

● How did they secure the necessary long term investments?

● What role should PPM leaders play in helping to design and drive the new skill sets for digital services?

● How will the role of current PPM groups evolve?

PMM leaders can influence the development of goals and metrics that lay out the digital business journey and sharpen expected outcomes. This session gives PMM leaders a chance to ask questions about developing digital business key performance indicators.

It does not matter if you are in growth or survival mode, all organizations strive to balance often conflicting demands in order to arrive at a optimized portfolio that meets the organizational needs both in terms of innovation as well as operational efficiencies and effectiveness. Through exercises, the workshop draws attention to signs and symptoms of portfolio imbalance and looks at approaches to portfolio segmentation or categorization. Using the same case study, the workshop culminates in a workgroup exercise where different teams of participants will each present their approach and take on an optimized portfolio.

Digital business is driving the adoption of agile and DevOps supported by a shift from project to product management within IT. Many of the supporting IT financial management (ITFM) processes need to be changed to support solid decision making so that cost, value and risk are effectively balanced across all technology spend. Often PMO and IT leaders are ignoring the changes needed in financial governance to support a product model. This workshop will identify these areas and provide insight and discussion around emerging product financial governance practices.

In this workshop, we look at how you can boast your communication skills and get your message across more effectively. Taking lessons from giants of the IT industry including Steve Jobs, John Chambers and Steve Ballmer, this is a highly interactive session. With video clips, and plenty of exercises, this workshop is hands-on with lots of group participation. How do you communicate the value of your PPM initiatives? How do you get the business to listen to you more? How do you “sell” the benefits of your programs to your internal customers across the organisation?

If we implement they will come. Well that is certainly a questionable statement as it pertains to the implementation of PPM tools. Between the complexity of organization's project, program, and portfolio environments AND the breath of PPM tool options in a growing a dynamic market; organizations are challenged in their ability to optimize their PPM solution implementations. During this interactive workshop we will identify the top pitfalls and discuss remedies to address these challenges and improve the probability of success for the PPM solution implementation.

Digital business transformations require visibility, adaptability and accountability. A digital twin of the organization provides CDOs and EIM Program Leaders with real-time navigation to successfully execute on digital business initiatives. What are the constituents of this digital twin? How is this digital twin fueled by data and analytics? What are best practices learnt from early adopters?

Culture is the most frequently mentioned obstacle to scaling digital business in Gartner surveys. PPM leaders find culture hard to understand and even harder to change.
In this session you will learn:

● How to identify the key components that make up the organizations’ culture?

● The Five Culture PRISM dimensions.

● How to get started changing the culture of the organization?

Nearly two-thirds of PMO leaders identify portfolio decision support as a key opportunity for improvement. To enable effective executive decision support， PMO and portfolio leaders must build dashboards that are actionable， precise and easy to understand. In this session， you will learn how to:
● Determine when to update your portfolio dashboard
● See how to align the portfolio to business objectives
● Deep dive into reporting risk through portfolio interdependencies

Organizations are balancing their technology portfolios to enable digital business. As more resources become free, sources of innovation must evolve beyond top-down senior leadership assertion. Employees and customers become sources for innovation. Demand channels must be optimized for these stakeholders. This presentation covers the following key issues:

● How are organizations balancing their technology portfolios to enable innovation?

● What is innovation and where is it happening?

● How to manage demand channels to enable innovation?

One in three organizations is scaling agile using an enterprise agile framework (EAF). In this session, you will have an opportunity to ask questions such as: What are enterprise agile frameworks? Who are the key players in this market and what are their differentiators? For what purposes can they be used, and how do you know which one to choose?

In this session, attendees can ask questions about selecting, purchasing, and deploying PPM tools and technology in ways that will benefit their work environment. Typical topics may include: Understanding the scope when choosing one PPM solution over another. Navigating an abundance of choice when making PPM technology buying decisions. Managing and making sense of PPM tool proliferation. Best practices before, during and after PPM tool deployment.

The RFP process can be 6 months long but you want to start the project in 6 weeks. This session will look at the traditional supplier engagement process and provide an evaluation framework that will significantly speed up the identification and selection process. The session will focus on three topics:

● Identifying who can do the work

● A reusable framework for comparing and selecting

● What can you do to contract more quickly but still with risk guard-rails?

Is your organization adopting new technologies at a rapid pace? Is your PMO equipped to deliver both the business roadmap and all these as yet unknown business led technology changes? This session will cover:
The balance between people, process and technology to ensure that the PMO has visibility to change.
The best practice process in place to manage demand.
Guidelines on when to be involved at the right time with this growth of organic change and innovation.

Do you struggle getting buy-in and / or consensus the further up the ladder you go? This case study highlights some of the PMO / EPMO challenges that Jennie Fowler, Head of EPMO, faced in communicating difficult, detailed topics to senior leadership at American Credit Acceptance and the techniques used to overcome these challenges. This session will focus on:

●How to simplify detail to what is meaningful to the CXO level

●How to communicate off of one page

●Next steps in the journey

Effective prioritization of projects cannot happen without well-functioning goal-setting and strategy-setting approaches. This presentation explores: What does an efficient IT demand intake process look like? How can organizations prioritize demand in complex organizations? How can you avoid the most common pitfalls that can undermine successful prioritization and demand management?

A Transformation Management Office can take many different forms and be used for many different purposes. EY's Program Management practice has been leveraging its Transformation Hub to help large, complex enterprises create and manage these offices to achieve a variety of business outcomes that include financial, cloud or IT transformations and many others.

Measuring IT spend on specific projects and evaluating how much that investment is contributing to the success of any program is vital. This session covers an integrated approach to IT management that combines both ITFM & PPM to provide a holistic view of IT cost consumption across the organization.

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Demands for innovation from IT have never been higher. How can you optimize the tools you have to drive innovation and success, yet not break the bank? Rego Consulting will share successful practices and tips to help create a “safe space” for innovation and connect both tools and processes for speed.

Resource management must evolve to support the digital business. Digital businesses use agile approaches. While traditional resource management practices are foundational, they are insufficient alone. PPM leaders must lead the charge, focusing on consistent team enablement, talent management, bottleneck management and adapting to environmental changes. This session explores the following key issues:

● Why is resource management still an issue?

● What changes with digital business?

● What traditional practices remain foundational?

This case study highlights MetLife’s journey from working nearly solely in Waterfall to a global rollout of Lean Agile principles that empower strategies - both in development and surrounding business areas. Topics addressed include:

● How MetLife got started on their Agile and DevOps journey; paving the way through early successes

● Developing a Global Lean-Agile Center of Excellence to identify and address systemic impediments

● Choosing the right external partner and agile framework that will guide and support the journey

Enterprises trying to develop both internal and external digital products/services at scale require new organizational and investment approaches to successfully drive these efforts. This session examines:

● The product management constructs that are required to enable digital business transformation at scale.

● Examples of enterprises that have made this transition.

● The similarities and differences necessary to support digital business initiatives aimed at customers vs. internal services.

● The most important technology investments required to deliver digital business value.

You’ve heard the case study, now you have an opportunity to ask question and dive deeper into the project that you’ve just heard about. Join Jennie Fowler from American Credit Acceptance to ask questions, share experiences and discuss the topics that were just discussed in the case study presentation

Artificial intelligence and robotic process automation are about to revolutionize how PPM leaders leverage technology to support their organizations. In this session you will learn:

● What the earliest of applications and use cases for AI-enabled PPM technologies will be?

● How to begin incorporating and adopting AI-enabling PPM technologies?

● How to build a future roadmap for AI-enabling PPM technologies that will drive significant efficiencies and smarter PPM decision making?

Processes are basic constituents in the execution of digital transformation, AI and automation initiatives such as RPA. Process mining helps PPM leaders integrating programs with the operating organization and supports holistic decision making. This session gives you an opportunity to ask questions such as: What is process mining? How to start an initiative? How can it help to a better realization of strategic portfolios and lead to better executive decisions?

Productivity is dependent upon reflection, collaboration and clear communication. How can you demonstrate this to the most ardent of IT professionals? This workshop will take you through a series of interactive exercises to illuminate the power of each of these capabilities to clearly demonstrate their impact of productivity, leveraging a simple roll of the dice.

With the changes that the onslaught of digital business is bringing, it is not surprising we regularly observe differences between the expectations of business and IT sponsors and stakeholders relative to the PMO’s activities and what they see as really important and delivering value and benefit. Interactive group exercises will provide the catalyst to allow participants to discuss and refine their current thinking regarding their PMO and its effectiveness in meeting sponsor, stakeholder and enterprise needs.

As an IT professional you need a broader skill set. And you’re working with a more diverse range of stakeholders within your organization. How do you influence these stakeholders effectively? Your ability to persuade these people is crucial to ensure that IT doesn’t become ignored. What makes people tick? How do people make decisions? In this workshop, you’ll learn exactly this and understand the psychology behind how people make choices. Armed with these tools, you’ll become far more influential with your stakeholders and ensure that you are viewed as a trusted partner.

PPM leaders who are leading their enterprise’s digital business efforts might think that they need to concentrate most on areas where the digital giants like Alibaba and Amazon excel: ideas, financing, technology, strategy, infrastructure and talent. But PPM leaders are the most critical factor. The enterprise cannot make enough progress on those other factors without an organization that has been refashioned to support digital business.
Join this session to learn how to:
Identify the four dimensions of leadership
Hack each leadership dimension
Start your leadership action plan

In the world of portfolio and project management, visibility is key—especially when it comes to resource management, budget forecasting and detailed task planning. To achieve this level of portfolio transparency and standardization, thyssenkrupp Elevator recently adopted an official PPM solution globally. Learn how thyssenkrupp’s global PMO team identified the gaps, selected a solution and successfully navigated a transformation that gives them visibility into the entire life cycle of a project—from kick off to closure.

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Blue Cross NC is enabling continuous planning and delivery while shifting to a product-centric approach to achieve their mission: improving the health and well-being of customers. See how they are igniting innovation and driving agility for relentless execution - keys to realize strategy and vision.

You’ve heard the case study, now you have an opportunity to ask question and dive deeper into the project that you’ve just heard about. Join Lindsay Wirthlin and Christine Babowicz from MetLife to ask questions, share experiences and discuss the topics that were just discussed in the case study presentation

AI is taking over the world.
Will it bring predictive resource management and alerts about pending overspending to PPM?
Are Alexa, Siri and other digital assistants taking orders and providing updates?
Join us and hear your colleagues' hopes and fears, ideas and concerns about AI in PPM.

Join Assurant’s EPMO to learn how the company went from a heavy, difficult to use, and expensive PPM solution to ServiceNow IT Business Management (ITBM), while transforming the way IT works and delivers value. And yes, all in 100 days!

It’s comforting to think of change as a single player event. In reality, projects these days involve multiple clients with manifold demands requiring a myriad of preferences and priorities. This leaves project and portfolio managers in the middle of a three-ring circus, where everyone thinks they’re the center of attention. Old-style manufacturing mindsets won’t work any more: too bureaucratic, too slow, too linear. So how can managers get a grip on complex projects and programs and still be standing at the end?

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Being able to say "no" diplomatically is essential for PPM leaders to ensure that they can make space to say "yes" to the most important things. Yet, with ever-increasing demands for IT from every corner of the enterprise, saying "no" constructively is more difficult than ever. This session will explore:

● The complex dynamics behind the healthy "no"

● How PPM leaders can master the difficult skill of saying “no”

In this session, attendees will explore how they should approach and contribute to the development and deployment of their enterprises’ digital product/service initiatives, and get their queries resolved. Typical questions may include:

● How should we engage senior business executives in a discussion about creating a digital product/service group?

● How should we justify the required (ongoing) investment in digital products and services?

● How can we measure the progress of digital business products?

In a world where 'pace over perfection' and customer demands continually evolve, the key to success is an agile mindset. But what is an 'agile' mind? Is it all about software development? Does everyone need one? How do we educate those we work with? In this session, you will have the opportunity to discuss the importance of an 'agile mindset' in today's business success.

It does not matter if you are in growth or survival mode, all organizations strive to balance often conflicting demands in order to arrive at an optimized portfolio that meets the organizational needs both in terms of innovation as well as operational efficiencies and effectiveness. Through exercises, the workshop draws attention to signs and symptoms of portfolio imbalance and looks at approaches to portfolio segmentation or categorization. Using the same case study, the workshop culminates in a workgroup exercise where different teams of participants will each present their approach and take on an optimized portfolio.

In this workshop, we'll explore techniques to minimize delays and cost overruns on phase-structured (nonagile) projects being executed by third-party systems integrators. We'll look at ways to set yourself up for success and avoid the typical budget overruns and missed milestones that are experienced by one-third of such projects.

Business leaders are looking to increase pace and agility in the attainment of business outcomes combined with increasing the levels of digitalization. These are being delivered through the transformation of the IT operating model and implementation of innovative technology solutions and services. This workshop session will explore the various strategies and tactics involved and the involvement being demanded of PPM Leaders.

Clear, measurable business goals are vital to success, but they’re often described too vaguely. Program and portfolio management leaders need to align their projects, programs, portfolios and products to overall business goals and capture traceable metrics to demonstrate the value delivered. This workshop will provide guidance on:
- Clarifying business goals
- Identifying activities critical to achieve business goals
- Defining measures directly related to achieving goal expectations

Government Agencies are under increasing pressure to produce results in high quality, effective programs that are delivered on time and on budget. The last few years have seen a flurry of confusing and seemingly overlapping legislation and OMB guidance. This case study will share how one Federal Agency re-designed their organization to:

● Create and follow an effective strategic plan

● Mature the Program and Project Management capabilities – including cost estimation and performance

● Pro-actively prepare for legislative reporting requirements

● Foster collaboration amongst C-suite executives and their organizations in pursuit of a common goal

You need to influence a wide range of stakeholders: executives, peers, your team and vendors. But how do you get them to listen to you? How do you boost your authority and credibility? This session will show you practical steps to help boost your standing with the people you need to influence. You’ll find out what makes people tick and understand the psychology behind how people make decisions. Armed with these tools, you’ll become far more influential with your stakeholders and ensure that you are viewed as a trusted partner.

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As organizations transition their portfolios from project to products, a broader set of stakeholders are being engaged in a more elaborate and integrated PPM ecosystem. This session will focus on recommended practices for implementing PPM solutions that:

● Inform the decisions requirements of the broader set of stakeholders.

● Facilitate usability and collaboration.

● Promote improved adoption.

As organizations move from projects to product management disciplines, product and product line managers’ roles are being asked to balance business and product delivery management. In this session, we will investigate:

● How product and product line managers can benefit from PMO disciplines

● How certain PMO roles can support product management disciplines

● How to create a go-forward plan for results

You’ve heard the case study, now you have an opportunity to ask question and dive deeper into the project that you’ve just heard about. Join Susan Filocco from MITRE to ask questions, share experiences and discuss the topics that were just discussed in the case study presentation

Join us for a panel discussion with 3 industry leaders as they share their digital transformation stories and tips. Walk away with three key insights to help your organization deliver business outcomes, drive purposeful collaboration and streamline services and processes through modern digital technology.

Most enterprises struggle to formulate a clear, promising strategy, and those who do so often fail to deliver on it. Increasingly, companies that have implemented proven lean and agile practices in one business unit have expanded those practices to help create and realize their strategic vision enterprise-wide. This presentation explores some key practices of Enterprise Agile, examines obstacles to applying those practices, and reviews the journey of Tyson Foods as they set out to support their Agile Transformation with the Planisware PPM solution.

How can an organization be successful in the Digital Future? By enabling the people within the company to be creative, value-oriented, and effective in their work. What’s the secret to accomplishing this goal? Resource capacity planning.
Join us to learn:

● How can RCP help companies operate at digital speed?

● What trends are forcing current resource management models to change?

● Why will the need to build cross functional agile teams require new approaches from the PMO and Resource Managers ?

Takeda Pharmaceuticals R&D has been focused on elevating the discipline of Program Management to drive the delivery of their innovative drug pipeline. This required a change in the way teams responsible for developing new therapies operate. A cloud-based digital solution to complement the shifting strategic importance of program management was selected and implemented to support enhanced practices. Microsoft and Takeda present the story of how this PPM solution is increasing transparency and operational effectiveness to help patients have better health and a brighter future.

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Transforming your culture is at the core of digital transformation and continuous change. Managing continuous transformational change elevates the need for robust change management, influence, and effective decision-making. The session will give you an opportunity to ask questions regarding the core competencies critical to culture change.
Questions might include:
What are critical soft skills need for continuous culture change, how can we coach our PMO and PPM team members to evolve?

Enterprise agile frameworks are driving change in one in three organizations. The leading framework, Scaled Agile Framework (SAFe), features a portfolio-level to manage the work of multiple teams, release trains and value streams. This presentation will look at:

● What is Scaled Agile Framework (SAFe)?

● How lean portfolio management operates?

● Implications for organizations adopting or considering SAFe.

Most business cases are not that great in many ways. But specifically, in terms of the way the measurement and justification of the value of each business case, and the comparison of multiple business cases is broken. In this session, PPM leaders will have an opportunity to ask questions about discussing advanced business cases with their business leaders to improve digital investment decision making.

Some CIOs say, "Every presentation in front of the board, is an opportunity to get fired." Board presentations are often high-stress encounters for CIOs and other executives. CIOs rely heavily upon their PPM leaders to prepare for their board presentations. This session will:

● Present techniques for dealing with board situations

● Discuss practical tips for reporting status and dealing with digital discussions

In this case study, Aon Affinity will share how they went from 0 to 3 on the maturity scale in less than two years. Learn what worked (and what didn’t!) as they grappled with problems such as IT controlled delivery, low businesses ownership or insight into business initiatives and a track record of poor delivery (i.e. business or technology). Topics will include:

● How they started: Utopia to Reality PMO building

● Who’s your person? How to identify a great sponsor

● Identifying or grooming your squad to achieve results

● How not to be the project police and other lessons learned

PPM leaders must shape the efforts to develop, support and deploy digital products and services. In this session you will learn:

● The specific skills and capabilities that will be required to develop, deploy and continuously support digital services.

● How digital business changes the role and focus of project, program and portfolio leaders.

● How PPM leaders should work with CIOs, and senior business and HR leaders to attract and develop the new talent required for digital products/services.

Productivity is dependent upon reflection, collaboration and clear communication. How can you demonstrate this to the most ardent of IT professionals? This workshop will take you through a series of interactive exercises to illuminate the power of each of these capabilities to clearly demonstrate their impact of productivity, leveraging a simple roll of the dice.

The emergence of digital business will require more nimble resource management processes to take advantage of new PPM tools and technology for strategic project execution, adapting to more agile project methods, and supporting more responsive employee engagement to address what are expected to be greater talent wars. This workshop, led by Randy Mysliviec, Managing Director of the Resource Management Institute, will focus on best practices in resource management to prepare PPM leaders for new challenges the digital business of the future will create.

Women represent only 31% of the global IT labor pool and less than 25% of IT leaders. Leading CIOs understand that there are clear business benefits that result from including women on teams that are making innovative, strategic decisions for the digital enterprise. They also understand that improving gender balance requires both recruitment and a retention strategy. This session will show how adidas, Telstra and others are using low-cost, high-impact ways to recruit and retain women in IT. Join us to network with other women in IT.

This workshop will walk through the use of design thinking as a means to achieve business capability modeling.

Leveraging a powerful cloud-based solution, Mondelēz has integrated financial data and business controls directly into their PPM process, helping them improve project delivery, increase budget utilization by 15%, enhance insight into resource demand and save 20% on application maintenance costs.

Join KeyedIn & Wawa to understand how to take a more agile, value-based approach to portfolio management. You’ll learn practical tips like managing multiple project types & workflows within the same portfolio, best practices for benefits tracking, democratizing portfolio reporting & analytics & more

Workfront: Additional Session Details Coming Soon

In this session, ADP will share our transformation story, accelerating our aspirational goals to support our clients and associates and deliver total shareholder return. We will show you how, partnering with EY and leveraging best in class processes and the Program Performance Center tool, we set up transparent governance, reporting and analytics to drive a portfolio of initiatives. We continue to bring our associates on the journey through senior leader sponsorship and inspiring communications.

You’ve heard the case study, now you have an opportunity to ask question and dive deeper into the project that you’ve just heard about. Join Charisse Dean from Aon Affinity to ask questions, share experiences and discuss the topics that were just discussed in the case study presentation

A PMO/PPM function needs to be able to communicate the success and effectiveness of its activities reflecting its particular focus or purpose. Whether the PMO is centralized or has a compliance, activist or delivery focus, the challenge is to identify the best-suited KPIs and metrics. This session identifies four dashboards for four types of PMO.

IT leaders and IT professionals devote a lot of time to their job and not enough to taking a long-term view of their career. The complexity in managing our work and personal life impedes our ability to find time to devote to ourselves and identifying and working towards what we want out of a career. One that successfully meets your work/life balance needs. In this session, learn practical approaches to building a satisfying and rich career.

Digital business transformation requires deep changes to the business model and operating model. What could possibly go wrong? This presentation PMM leaders identify and deal with the most common traps in digital business transformation.

Organizational politics and power dynamics are challenging in the best of circumstances. Add gender dynamics to the equation and many PPM leaders find themselves in complex situations that can be difficult to manage. This session is a facilitated discussion with participants regarding the political challenges that are most relevant to them.

An evolving PPM life cycle is driving the need for PPM leaders to apply more diverse combinations of PPM tools, capabilities and consulting services to their work environments. In this session, you will learn:

● How to leverage the PPM Magic Quadrant to select and procure the right PPM technologies for your organization

● How to generate specific PPM vendor and product shortlists based on prevalent, yet diverse, PPM use cases

● How to rationalize the procurement and usage of multiple PPM technologies to support the evolving PPM life cycle

Often, the steps involved in sourcing projects introduce delays. However, time is of the essence on digital and innovation projects. This session gives you a chance to ask questions about how to source such efforts faster.

Digital business is driving the adoption of agile and DevOps supported by a shift from project to product management within IT. Many of the supporting IT financial management (ITFM) processes need to be changed to support solid decision making so that cost, value and risk are effectively balanced across all technology spend. Often PMO and IT leaders are ignoring the changes needed in financial governance to support a product model. This workshop will identify these areas and provide insight and discussion around emerging product financial governance practices.

If we implement they will come. Well, that is certainly a questionable statement as it pertains to the implementation of PPM tools. Between the complexity of organization's project, program, and portfolio environments AND the breath of PPM tool options in a growing a dynamic market; organizations are challenged in their ability to optimize their PPM solution implementations. During this interactive workshop we will identify the top pitfalls and discuss remedies to address these challenges and improve the probability of success for the PPM solution implementation.

You’ve finally got time with senior management and need to request money and resources from them. This is the crucial business case presentation. But how do you really deliver with impact so that they sign-off and give you approval? This session will help you to deliver a better presentation and show you how to ensure that they are on-board with your proposals.

The use of program and portfolio management (PPM) as a service is growing within aspects of the changing digital business. How can CIOs and PPM leaders optimize their use of this evolving service offering? Which PPM or PMO functions can you outsource, which roles to retain and how to measure success, are some of your challenges. Understand its applicability in finding these key resources in your digital journey.

PPM leaders are recognizing that digital and business transformation initiatives depend on successful cultural change. Organizational change isn’t a mystery but does require mastery of some “easier said than done” practices. This session will explore:
How identifying and avoiding common pitfalls in organizational change practices can increase the success of enterprise transformation initiatives.

The ability to deliver on-time, on-budget and at high quality is strongly correlated to the strength of the working relationships between Project Managers and Architects, but this relationship often needs care and feeding to be successful. Do you have questions on how to better work with architects to drive digital business and deliver better outcomes? If so, join this open forum to interact with peers, learn from one another, and gain insights from a Gartner Enterprise Architecture and Technology Innovation Analyst.

Processes are basic constituents in the execution of digital transformation, AI and automation initiatives such as RPA. Process mining helps PPM leaders integrating programs with the operating organization and supports holistic decision making. This session gives you an opportunity to ask questions such as: What is process mining? How to start an initiative? How can it help to a better realization of strategic portfolios and lead to better executive decisions?

In this case study, Weatherford International will share how they went from a non-existent PMO to a trusted partner for project delivery, within 4 years. Hear the journey of the PMO, From - what is it’s value? To – PMO, we have key initiatives, we need a Project Manager and the PMO to support successful execution. The session will describe:

● Starting with Why and what type of PMO is needed to satisfy a business need

● Every PMO is unique – How to show the value with every interaction

● How to create success for the business, through trusted partnerships

PMM leaders can influence the development of goals and metrics that lay out the digital business journey and sharpen expected outcomes. This session gives PMM leaders a chance to ask questions about developing digital business key performance indicators.

Bringing Portfolio investment management methodologies closer in line with Agile delivery, is a major challenge for many of today’s organizations. Along with this, enabling a closing of the Air-Sandwich between Strategy and Operational plans, through the annual budget planning, is absolutely key in leading a lean and focused organization.This case study articulates an approach to enabling your organization with improved investment decision making, while tying annual planning to Agile delivery.

Lean thinking is a proven solution for organizations to eliminate waste, get closer to their customers and create benefits far outside the scope of what is intended. Despite best efforts, many Lean programs make positive first steps and then backslide. This session will identify five worst lean practices and what can be done to avoid them.

The average organization has experienced five enterprise-level, transformational changes in the last three years. Yet, two-thirds of all change initiatives fail. In this session, you will learn:

● How PPM leaders are stepping up to support transformational change initiatives?

● How to improve the success rate of change initiatives agnostic of delivery vehicle or source?

● How to build employees’ ability to navigate through multiple enterprise changes?

A digital twin of the organization (DTO) helps PPM leaders to represent, prioritize, guide and monitor the underlying business operational scenarios. It also helps adapt their program and project plans to the moving strategic and operational targets for digital business transformation initiatives.

● How do you start?

● How is this DTO fueled by data and analytics?

● What are best practices learnt from early adopters?

Portfolios abound with everything from project portfolios to product portfolios to feature portfolios. The question is “should PPM leaders care?” The answer is “it depends on dependencies.” In a connected digital business, identifying and proactively managing dependencies across portfolios is critical to agility. In this presentation, we’ll cover the following key issues:

● What are portfolios today?

● How to identify where to focus attention and where to let go?

● How to address dependencies across disparate or heterogeneous portfolios?

Business leaders are looking to increase pace and agility in the attainment of business outcomes combined with increasing the levels of digitalization. These are being delivered through the transformation of the IT operating model and implementation of innovative technology solutions and services. This workshop session will explore the various strategies and tactics involved and the involvement being demanded of PPM Leaders.

Traditional models for estimating app development costs do not adequately assess mobile-specific use cases and functions. PPM leaders should take an agile project approach to estimate the initial and ongoing costs for modern application development. This workshop will discuss the use of timeboxes, minimum viable products, embracing transparency and a product mindset along with other agile best practices for estimating the cost to develop modern apps.

Women represent only 31% of the global IT labor pool and less than 25% of IT leaders. Leading CIOs understand that there are clear business benefits that result from including women on teams that are making innovative, strategic decisions for the digital enterprise. They also understand that improving gender balance requires both recruitment and a retention strategy. This session will show how adidas, Telstra and others are using low-cost, high-impact ways to recruit and retain women in IT. Join us to network with other women in IT.

Often, the steps involved in sourcing projects introduce delays. However, time is of the essence on digital and innovation projects. This session gives you a chance to ask questions about how to source such efforts faster.

Program and portfolio management leaders must play a pivotal role in delivering successful enterprisewide agile transformation initiatives.
This session will focus on:
- How to get engaged early in agile transformation
- How PPM roles will change
- How governance will change

One in three organizations is scaling agile using an enterprise agile framework (EAF). In this session, you will have an opportunity to ask questions such as: What are enterprise agile frameworks? Who are the key players in this market and what are their differentiators? For what purposes can they be used, and how do you know which one to choose?

One size fits all governance (decision-making) will no longer work, as program and portfolio management leaders shift PMOs to manage or coordinate across a variety of distributed portfolios. In this session, you will learn:

● How to build an iterative plan to introduce adaptive governance styles within your organization

● How to establish adaptive portfolio governance roles

● How to create improvement plans to adjust adaptive portfolio governance practices to ensure they are fit for purpose

Digital business is driving unprecedented enterprise-wide change in culture and people. How can organizations keep pace and foster the exploratory, agile, learning culture needed?

In this session we explore:

● What is "culture hacking"?

● Where and how should PPM leaders start to change mindsets and behavior?

● How can PPM leaders operationalize the culture required to be successful?

The ability to deliver on-time, on-budget and at high quality is strongly correlated to the strength of the working relationships between Project Managers and Architects, but this relationship often needs care and feeding to be successful. Do you have questions on how to better work with architects to drive digital business and deliver better outcomes? If so, join this open forum to interact with peers, learn from one another, and gain insights from a Gartner Enterprise Architecture and Technology Innovation Analyst.

The digital dragons (Amazon, Alibaba, Google, Baidu etc.) are powerful, and play more and more roles in more and more industries. This session examines:

● Do you know enough about how they are evolving?

● How do they think about your business and your company?

● What strategic posture should you take toward them?

In this session, attendees can ask questions about selecting, purchasing, and deploying PPM tools and technology in ways that will benefit their work environment. Typical topics may include: Understanding the scope when choosing one PPM solution over another. Navigating an abundance of choice when making PPM technology buying decisions. Managing and making sense of PPM tool proliferation. Best practices before, during and after PPM tool deployment.