Project & Portfolio Summit 2008

General Session Presentations and Panels Kickoff: Program and Portfolio Management – Keep the People In and the Complexity Out Audrey Apfel VP & Gartner Fellow This presentation describes the PPM Activity Cycle – the main activities those managing project and program functions need to perform. We will describe where you need to do more, where you need to do less and where innovation counts. The challenges of executing successful projects in the midst of changing expectations, elusive business value, and the uncertain ROI from PMO functions remain daunting. • What frameworks are effective for defining business cases and project value? • How can organizations build an effective project portfolio? • Why is execution still such an ongoing challenge? • How should projects and programs be evaluated? • How is PPM evolving? Keynote: New PPM Options: The Pervading Business Process Perspective William Rosser Research VP & Gartner Fellow Business process management (BPM) is a powerful driving force for new investments to improve overall business performance. Its emphasis on the process perspective is rapidly gaining adherents and adoption across the enterprise landscape. It is greatly improving communications and understanding between business and information technology – especially with enhanced business process modeling and visualization. This in turn is affecting the source of new projects and investment proposals – based on shared business and IT cooperation. The process view affects the value and prioritization, the justification, the use of centralized prescribed process models, and who is in charge of success. PPM can leverage its experience in the broad view of selection, resource management, and consistency of architecture, with added verification of delivered benefits. This presentation lays out a future scenario for PPM action. • What is the growing adoption rate of BPM and the process view – what is changing and why? • Is the power source for making new performance investment changing – who is in charge now? • What does the view mean for the role of PPM – advantages, opportunities, threats? • What real companies have done this with what consequent results?

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