1. How to use this presentation: As the person who is trying to change the way work gets done in your department or organization, you need back up. Use this presentation to become the expert and show your team and exec the problems with staying with the work management status quo and what they need to do next. [Remember to remove this slide before you present.] HOW TO USE THIS PRESENTATION

2. 4 REASONS WE NEED TO FIND BUDGET FOR WORK MANAGEMENT SOFTWARE

3. Budgets are tight. At first glance, our numbers show we can’t afford to implement an Enterprise Work Management solution. "If the only tool you have is a hammer, you tend to see every problem as a nail." —Abraham Maslow INTRODUCTION

4. The truth is … the data says otherwise. More than half of projects have at least two of: Taking 180% of target time to deliver Consuming 160% of estimated budget Delivering under 70% of the target required functionality 1 INTRODUCTION

5. This presentation will show 4 sobering reasons why the right tool to manage our entire lifecycle of work, including projects, is not a luxury but a necessity. INTRODUCTION

6. WHY SHOULD WE CARE?

7. Challenges We Face Random Input Process Inefficient Use of Time Disconnected Activities and Tools Low Tool Adoption Poor Visibility (Work and Resources)

8. THIS IS US RANDOM INPUTS POOR VISIBILITY LOW PRODUCTIVITY LATE OVER BUDGET INCOMPLETE/FA ILED

9. WHY SHOULD WE CARE? 2 3

10. What is the definition of failure? Work delivered late Went over budget Delivered minus requested features/functions WHY SHOULD WE CARE?

11. Lost work leads to panic Missed deadlines gets you angry stakeholders/customers Costly, duplicated work ends up in finger pointing Too many tools results in confusion and frustration Unable to prioritize leads to fire drills WHY SHOULD WE CARE? What’s the result of failure?

12. Would you like to see this improve on our team or in our department? “Change is vital, improvement the logical form of change.”—James Cash Penney WHY SHOULD WE CARE?

13. REASON #1: Projects Over Budget and Behind Schedule

14. Data on projects shows the failure rate is increasing at 15% per year. 4 Only 2.5% of companies successfully completed 100% of their projects. 5 REASON #1: PROJECTS OVER BUDGET AND BEHIND SCHEDULE

15. 62% of projects overrun on time. 5 49% of projects overrun on budget. 6 47% of projects suffer from higher than expected maintenance costs. 7 REASON #1: PROJECTS ARE OVER BUDGET AND BEHIND SCHEDULE

16. REASON #2: Poor Planning, Analysis, and Visibility

17. 76% of companies say the biggest priority is to improve visibility and awareness of projects across the organization. 8 60% – 80% of project failures can be attributed to poor requirements gathering, analysis, and management 9 REASON #2: DISCONNECTED TOOLS FOR PLANNING AND VISIBILITY

18. 25% – 40% of spending on projects is wasted as a result of re-work 10 Up to 80% of budgets are consumed fixing self-inflicted problems 11 50% of projects are rolled back out of production 12 REASON #2: DISCONNECTED TOOLS FOR PLANNING AND VISIBILITY

19. REASON #3: Information and Work Overload

20. Enterprise workers are drowning in information, only part of which is relevant or useful. Information overload cost the U.S. economy almost $1 trillion in 2010. 13 28 billion hours are lost annually to information overload 14 REASON #3: INFORMATION AND WORK OVERLOAD

21. 66% of workers don't have enough time to get their work done. 15 94% feel overwhelmed by information to the point of incapacitation. 16 REASON #3: INFORMATION AND WORK OVERLOAD

22. REASON #4: Lost Productivity (and $) to Email

23. 100 emails can consume 50% of a worker’s day 17 This could cost our company more than $20,000 per person, per year Based on an average salary of $42,979 in 2011 REASON #4: LOST PRODUCTIVITY (AND $) TO EMAIL

24. For every 100 people who are unnecessarily copied on an e-mail, eight hours are lost. 18 A Fortune 500 company estimates this lost productivity has a yearly impact of $1 billion. 19 REASON #4: LOST PRODUCTIVITY (AND $) TO EMAIL

25. CONCLUSION

26. These 4 reasons show how important the right tool to manage all of our work will be. The right tool is one that solves each problem. CONCLUSION

27. The right tool is Workfront. Based on average licenses, users, and average time spent in Workfront managing work, the maximum payback period for the solution is five months. CONCLUSION

28. "The value is tremendous. Our best engineers are gaining 20 or 30 percent more time behind the CAD station, innovating. Our fill rates, our ability to see what’s going on in the supply chain and understand what our year’s going to look like, is worth millions of dollars to the company.” Steve Malchow VP of Operations, Engineering and Sourcing, Trek CONCLUSION: CUSTOMER STORY Customer Story

29. CONCLUSION SINGLE INPUT TOTAL VISIBILITY SUCCESS

30. About Workfront In looking for genuine solutions to work lifecycle, and project management, stepping beyond “the way we’ve always done things” or scattered single- point, freemium, web-based tools and toward a single enterprise work management solution, means greater productivity and project success. With Workfront Enterprise Work Management, improvements to planning, visibility, engagement, and productivity can be realized. Additionally, with strong ROI data, quick payback periods, and the ability to propel an enterprise closer to its strategic goals, you can make a robust business case for implementing this solution with key decision makers. Email info@workfront.com or call 866.441.0001 to continue the conversation.info@workfront.com CONCLUSION

31. What is a good day for me to schedule a demo for us? CONCLUSION

32. SOURCES 1 – Ellis, Keith, 2012. “Business Analysis Benchmark: The Impact of Business Requirements on the Success of Technology Projects” http://www.iag.biz/images/resources/iag%20business%20analysis%20benchmark%20-%20full%20report.pdfhttp://www.iag.biz/images/resources/iag%20business%20analysis%20benchmark%20-%20full%20report.pdf 2 – Humphrey, Watts S., 2005. The Software Engineering Institute. http://www.stsc.hill.af.mil/CrossTalk/2005/03/0503Humphrey.html http://www.stsc.hill.af.mil/CrossTalk/2005/03/0503Humphrey.html 3, 4 – Sessions, Roger, 2009. “IT Complexity Crisis” http://www.objectwatch.com/whitepapers/ITComplexityWhitePaper.pdfhttp://www.objectwatch.com/whitepapers/ITComplexityWhitePaper.pdf 5 – PricewaterhouseCoopers Study, 2004.http://www.pwc.com/us/en/operations-management/assets/pwc-global-project- management-survey-first-survey-2004.pdfhttp://www.pwc.com/us/en/operations-management/assets/pwc-global-project- management-survey-first-survey-2004.pdf 6, 7 – TATA Consultancy Report, 2007. “IT Projects Experience Certainty” http://www.tcs.com/Insights/Documents/independant_markets_research_report.pdf http://www.tcs.com/Insights/Documents/independant_markets_research_report.pdf 8 – Conspectus Survey, 2009. http://www.conspectus.com/2009/may/downloads/Conspectus_PPM&PSA_May09.pdfhttp://www.conspectus.com/2009/may/downloads/Conspectus_PPM&PSA_May09.pdf 9 – Meta Group Research. http://asapm.org/asapmag/articles/AdditionalConstraint.pdf 10 – Carnegie Mellon University, 2005. http://www.sei.cmu.edu/library/assets/tutorialmod3.pdfhttp://www.sei.cmu.edu/library/assets/tutorialmod3.pdf 11 – Dynamic Markets Limited Study, 2007. http://www.dynamicmarkets.co.uk/http://www.dynamicmarkets.co.uk/ 12 – Gartner Report. http://www.gartner.com/newsroom/http://www.gartner.com/newsroom/ 13-19 – Spira, Jonathan B., 2011. “Overload! How too much information is hazardous to your organization” SOURCES