Gartner Expert

Lars Mieritz

VP Analyst

As part of the Program and Portfolio Management team, within Gartner's IT Leaders research group, Lars Mieritz focuses on program and portfolio management, covering topics such as business case articulation, prioritization and ranking, review and tracking of projects, programs and business outcomes; defining and communicating success metrics and KPIs, and PPM formation. He published research that covers models and frameworks, such as TCO for cost optimization, the Gartner Business Value Model, IT Score and business communications and alignment through scorecards, dashboards or other performance management initiatives, as well as demonstrating the business value of IT.

Previous experience

Before his current position, Mr. Mieritz was part of the IT Asset Management Research team, which he joined after working on Gartner's tools for total cost of ownership (TCO) management and benchmarking, and business case development and justification. Previously, he was responsible for the Gartner Measurement EMEA Research Services Center, leveraging the synergies of Gartner benchmarking data and Gartner Research. He joined Gartner Research in 1994 as a Senior Analyst, covering distributed computing procurement and acquisition, asset management and TCO. Prior to joining Gartner, he was responsible for providing research and consulting services to vendor and user communities for IDC.

Professional background

IDC Scandinavia

Nordic Consulting Manager

IDC Financial Services

Senior Analyst

Areas of coverage

Program and Portfolio Management Leaders

PMO Evolution for Digital

PMO Strategies and Disciplines

Digital Economics and Performance Measures (retired)

Education

B.S., Business Economics, Copenhagen School of Economics and Business Administration

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Top Issues That I Help Clients Address

1How PPM leaders should plan and prepare for the future

2Project and portfolio prioritization

3Defining and measuring business outcome metrics against project objectives

4How to structure project portfolios to ensure optimal balance

5How KPIs and success metrics can be defined for PPM