1. v i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Shelley Gaddie President Project Corps Pacific Northwest Portfolio Management Roundtable November 07, 2006 v i s i o n ACCOMPLISHED ™

2. © Copyright 2006. Project Corps. All Rights Reserved. Strategy Enterprise Governance Initiate Analyze Design Strategy Goals Objectives Internal Assessment External Assessment Initiatives Approval Prioritization Lessons Learned Project Delivery Business Case Programs & Projects Ongoing Metrics Analysis Build Validate Implement A continual flow of planning and execution processes that support ongoing:  shifts for customer and marketplace driven changes.  analysis of progress against goals and objectives.  incorporation of improvements based upon lessons learned. The Enterprise Framework

3. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. In Theory it’s Simple but… Enterprise Governance Strategy Project Delivery …executive planning processes often stop short of providing the clarity required to execute effectively. Portfolio Management Program Management Project Management … program management organizations build project tracking systems rather than management decision making support systems. …project teams focus on timely, on budget delivery at the expense of market and customer priorities, quality and outcomes.

4. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved.  ALIGNMENT: Support of the organization’s strategic direction.  VALUE: Return on investment and long- term benefit for the organization.  ACHIEVABILITY: Capacity to deliver successfully.  BALANCE: Diversification across multiple dimensions and competing priorities. The Principles

5. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Three Companies  Financial Services  Dramatic growth by acquisition;  Redundant systems and services;  Bureaucratic and risk averse;  Declining margins in core business; and  Must make immediate improvements in financial performance or face take-over.

6. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Three Cultures  Financial Services  Focus on Mission  Performance  Results  Bottom Line

7. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved.  Telecommunications  New market (Eastern Europe) start-up;  #3 against top two global contenders;  Young leadership and staff;  Customer and innovation focused; and  Goal to grow to #1 in three years. Three Companies

8. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Three Cultures  Telecommunications  Focus on Involvement and Adaptability  Team  Creativity  Risk

9. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved.  Insurance  Strong brand;  Declining membership;  Growth by merger resulting in divergent processes and systems;  Aging technology infrastructure; and  New leadership with strong transformational vision. Three Companies

10. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Three Cultures  Insurance  Focus on Consistency  Leadership  Processes  Systems

11. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Three Questions  Insurance asked HOW?  Focus on effective structures, processes and systems for portfolio management, take iterative steps and establish and work toward long term results.  Telecommunications asked WHO and WHAT?  Support shared ownership and development, apply a market focus in portfolio definition and management and deliver customer targeted results.  Financial Services asked WHY?  Build a direct relationship to the primary business problem, define the value statement for portfolio management in relationship to the bottom line and deliver immediate results.

12. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Why? Capture the bottom line impact  Analyze, Document, Vet, Educate and Communicate  Build the business case for portfolio management in alignment with current strategies, goals and objectives.  Define standard terminology, minimize jargon.  Obtain executive ownership.  Enroll and educate key staff in the concept.  Communicate the vision, framework, plan and financial targets. A Burning Platform

13. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Why? Who? Engage key leadership across multiple functions Capture the bottom line impact  Engage, Focus, Plan, Transfer Ownership and Prioritize  Establish an advisory body that owns the portfolio management plan.  Identify and prioritize portfolio management challenges.  Develop a simple and iterative solution roadmap.  Establish a governing body that defines and oversees the portfolio.  Identify and prioritize the key enterprise-wide initiatives. It’s Up to Us

14. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Why? What?Who? Engage key leadership across multiple functions Market demands balanced by company capacity  Research, Understand Capacity, Benchmark, Develop Metrics  Support portfolio management with market research.  Design the solution based upon industry best practice and organizational readiness.  Measure results of the process and system with customers and against past performance and the industry. and Capture the bottom line impact We’re the Experts

15. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Why? What? How? Who? Simplify and maintain the integrity of processes and data The Devil’s in the Detail  Promote, Define Roles, Establish Value, Prototype  Promote portfolio management at the executive and staff levels  Define benefit of and leadership and staff roles and responsibilities for practices and processes.  Focus on reporting and providing meaningful information.  Design value added processes and tools.  Prototype. and Capture the bottom line impact Engage key leadership across multiple functions Market demands balanced by company capacity

16. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Three Breakthroughs  Telecommunications  The right PEOPLE engaged in the right way for the right reasons.  Insurance  A new way of doing business built with attention to DETAIL from the bottom up.  Financial Services  A VALUE proposition with immediate bottom line impact.

17. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Finance - Value  A strategic alliance between the corporate PMO and Finance, Internal Audit and Risk Management.  Bottom line relative results oriented 3- year business case based upon past three years project data.  Small, centralized, directive executive level governance.

18. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Finance - Differentiators 1. Neither PMO led or exclusive. 2. A business case built with cross functional participation and based upon real organizational experience. 3. Addressed the burning platform. 4. An executive team ready to make hard decisions.

19. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Telecommunications - Engagement  A strategic alliance between Strategic Planning and Sales and Marketing.  Business planning aligned with corporate strategies, key financial targets and key performance indicators.  Large broad based multi-level collaborative governance.  Market, customer and industry focus.

20. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Telecommunications - Differentiators 1. Positioned as support for annual planning. 2. Engaged widespread participation in first advisory and then governing roles. 3. Established priorities exclusive of capacity. 4. Market, customer and industry feedback and metrics.

21. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Insurance - Leadership  A strategic alliance between units of the EPMO, executive leadership, Strategic Planning, Change Management and IT.  An EPMO and IT plan and project focused on designing, building and testing a prototype system.  Centrally coordinated parallel tracks of developmental work.  Transformation focused.

22. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Insurance - Differentiators 1. Iterative strategic development steps implemented over time. 2. Multiple service department sponsorship. 3. A prototype with test and refinement time. 4. Introduced as a transformation delivery and measurement system.

23. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Conclusion  Alignment  Value  Achievability  Balance  Values and Culture

24. v i s i o n ACCOMPLISHED ™ © Copyright 2006. Project Corps. All Rights Reserved. Summation  Three unique approaches.  Three similar results.  Number of projects ▼  Reduced by an average 37%.  Project on-time delivery ▲  Increased by an average 20% in first two years.  Project on-budget delivery ▲  Increased by an average 38% over three years.  Portfolio management is here to stay.

25. v i s i o n ACCOMPLISHED ™ Portfolio Management Breakthroughs Questions? Shelley Gaddie President Project Corps 206.932.7077 www.projectcorps.com