1. Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Project Management: From Art to Discipline Matt Hotle

2. Project Management Is Critical to the 'Projectized' Enterprise 2.Projects span multiple business units plus IT domains 1.Projects span business and IT domains 4.Skills needed in business and IT 3.Methods needed for PM and execution

3. Definitions Project management is: A discipline or profession Aimed at meeting deadlines and budgets through planning and monitoring Sometimes a role, sometimes a function "Success" is: A project that delivers what the client wants, when the client wants it, with "good enough" quality and at "just enough" cost.

4. Definitions Program management is: Not just a "mega project manager" Aimed at meeting deadlines and budgets through planning and monitoring multiple, interconnected projects Not targeted at the day-to-day management of any given project, but rather at the interconnected, "big picture" view of the program "Success" is: Delivery of business value through successful completion of the interconnected projects.

5. Definitions Portfolio management is: Allocation of capital to projects and expenses to existing applications Not just a "list" of either applications or projects Aimed at maximizing value over time while managing costs and minimizing risks "Success" is: Consistently improved business value from projects; reduced or stable costs on existing applications

6. Complexity of Business Domain Complexity of Work Single Business Unit Multiple Business Units & Single Enterprise Enterprisewide & Transformational Multiple Enterprises Complex PM Frontier PM Frontier PM Enterprise or Strategic PM Enterprise or Strategic PM Multienterprise PM Simple Task Management & Coordination Complex Work Management & Coordination Complex Work & Relationship Management All Frontier Projects Basic PM Project Management Styles and Methods: A New Look for a New Economy Application Application + Integration

7. What Kind of Project Managers Do We Need? No. 5 Rating No. 4 Rating – Senior Project Manager No. 3 Rating – Project Manager No. 2 Rating – Apprentice Project Manager No. 1 Rating – Team Leader High-Risk Projects Little Mentoring Three to 10 Years Experience Large Projects Mentoring Managing Run Average Projects No People Management Small Project Lead Three to Six Person One to Six Months Potential: No Experience Team Leadership Under the Direction of the Program Manager One to Three Successful Assignments

8. Understanding 'Earned Value' Analysis What is EV's origin? The concept traces to the 1900s and industrial engineering. It was further defined and adopted by the U.S. DOD in the 1960s for major acquisition programs. Today, it's based on ANSI Standard EIA-748-1998. What does it do for me? EV moves from a typical project scheduled task completion (historical) tracking model to the integration of project cost, scheduling and execution to track "earned value." EV provides information that allows for decisions regarding deviation from the plan and to perform a level of predictive analysis (forecast). Why would I use it? EV enables control of a project by providing comparative analysis between scheduled/ planned and actual work performed.

9. Other Alignment Practices Define Meaningful Metrics Consider traditional metrics, such as time and schedule, plus new metrics, such as innovations, reuse, overhead ratio and collaboration. Kill Projects Early (and often, if your failure rate is high) Define processes to spot pending failures and either radically recover or kill the project. Beware of Methodology Overload A little great methodology goes a long way; a lot of methodology increases your overhead ratio. Learn From Worst Practices Review projects frequently for learning. Learn from successes and failure — both are rich sources of knowledge.

10. Recommendations Use a "just enough" approach to PM; "just enough" is never no PM! Treat project management as a discipline and a profession. Provide a career path for your PMs. Use a PMO to aid in skill set development. Use a combination of formal education and success metrics to drive PM assessments.

11. Notes accompany this presentation. Please select Notes Page view. These materials can be reproduced only with written approval from Gartner. Such approvals must be requested via e-mail: vendor.relations@gartner.com. Gartner is a registered trademark of Gartner, Inc. or its affiliates. Project Management: From Art to Discipline Matt Hotle