Project & Portfolio Summit 2008

Program Risks ARE Different The Risk Management life cycle and its associated processes and practices is familiar to any project manager. However, not all risk categories, and risk types are created equal. Project risk types, and risk domains are very different in a program, than they are in a project. Using a project risks classification scheme for a program will miss a good deal of what really matters. Or, it will produce a list of project-like risks for a program; while missing the true program risks. This presentation provides a suggested scheme for classifying program risks; and a mechanism for determining their relative importance – to a specific program. Key Issues: (1) Differences In Focus - Programs vs. Projects (2) How Are Program Risks Classified? (3) Using Levels of Concern To Drive Risks Priorities Mike Hanford Research Director PMO & PPM Organizational Issues Track Presentations and Workshop PPM Maturity: Walking the Walk Most organizations have a tendency to get stuck somewhere between level 1 and level 2 of the maturity curve. In this presentation we’ll focus on how to match the people, processes and technology to the needs of the organization based on its industry culture and its current level of maturity. We’ll then suggest approaches to moving toward the next level of maturity in a manner that everyone in the company will be comfortable with. Finally we’ll review a variety of structures for the PMO and help align the structure to the problem that needs to be solved at each level of maturity. Key Issues: (1) What is the role of industry culture with regard to PPM maturity? (2) How can an organization transition between maturity levels (3) How can a PMO best be structured to support increasing levels of maturity Donna Fitzgerald Research Director Lars Mieritz Research VP D Fitzgerald & W Rosser - Workshop - Connecting the Dots: Aligning Strategy with Projects ( a two-part workshop) [Part 1] (PO 05) [Part 2] (PO 10) Donna Fitzgerald Research Director William Rosser For years CIOs have listed business-IT alignment as one of the top goals. Research VP & The problem is that the PMO is often caught in the middle with a high level Gartner Fellow strategy on the one hand and dozens if not hundreds of detailed projects on the other. This workshop will offer some practical techniques and approaches to help bridge the gap. Key Issues (1) How can a high level strategy be expressed in a format that is understandable by project teams? (2) Is there a way to infer strategy based on the projects that are actually being funded? (3) How can strategy be linked to projects?

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