Project & Portfolio Summit 2008

Project, Programs and Process Track Presentations and Round-Table Discussion Program Planning: The Achilles’ Heel Program plans are very different in structure, contents, and use; from project plans. Most program planning is, at best, ineffective; and at worst, unusable for providing a vehicle to manage work and set expectations. One challenge of program planning includes providing visibility into only what is “key”. Additionally, program plans are “composed” from the components of the constituent project plans; and must maintain synchronization with them. Finally, program plans are a foundational input for providing executive visibility into the current “state” of a program, and for highlighting locations for executive intervention and decision-making. This presentation looks at these challenges, and offers insight into their solutions. Key Issues: (1) Structuring Around Milestones and Events (2) Push - Pull With Underlying Projects Plans (3) Providing The Executive View of Progress IT Modernization: It’s Not a Project, It’s a Process! David Cappuccio Managing VP Mike Hanford Research Director Organizations that have been users of information technology for decades in order to support their business now find that that same hardware and software environment can be an impediment to growth. Whether their data center or legacy environment is perceived as too expensive or not agile enough; companies want to move to a modern architecture. The challenge comes when two diverse groups such as the application development organization and the data center operations team try and address the same problem from potentially different mind sets. IT modernization requires a balance between Facilities, what AD wants, what IT Ops can support and what the Data Center needs. They don’t always align, but any successful modernization effort will balance both the desired state and the overall infrastructure to deliver it. This presentation will look at various aspects and issues that need to be incorporated into any organizations’ modernization strategy. Reducing Risks in Large Public-Sector IT Programs David McClure Research Director Complex government projects often to fail for commonly known reasons. These underlying factors can often be detected early enough in the project to take necessary corrective action. In this session we will explore how government CIOs and agency executives must manage complexity and risk factors that adversely influence large IT-intensive project performance. Specific discussion will center on practices involving effective use of earned value management, verification and validation, vendor sourcing reviews, and performance benchmarking. Key Issues: (1) What are the key factors that lead to IT-intensive project failures and sub-optimized results? (2) What specific actions and key management practices to avert poor project results?

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