Event Videos

Click on each name to show each speaker's video.

• Ginger Levin
• Jim De Piante
• J. Davidson Frame
• Randall L. Englund
• Jean Claude Dravet
• Giorgio Beghini
• Alfonso Bucero
• Round table discussion

Event Pictures

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J. Davidson Frame

Ginger Levin

Randall L. Englund

Jim De Piante

Giorgio Beghini

Jean Claude Dravet

Alfonso Bucero

Event pictures

Round Table Discussion

Introduction

Note that you will get 7 PDUs

Event as Opportunity

• Dr. J. Davidson Frame (US)
• Dr. Ginger Levin (US)
• Randall L. Englund (US)
• Jim De Piante (Italy)
• Giorgio Beghini (Italy)
• Jean Claude Dravet (France)
• Alfonso Bucero (Spain)

Who Should Attend?

• IT Professional Services Firms
• Internal IT Departments in Financial, Utility, and other Service Oriented Businesses
• Embedded Services Departments
• New Product Development Organizations

Event Purpose

• Understand why Project Portfolio Management is indispensable for successful business results
• Learn how Project Portfolio Management can help executives make better business decisions
• Share Project Portfolio international best practices
• Identify the executive role in Project Portfolio Management
• Reap benefits from effective stakeholder communications
• Understand that Project Portfolio Management implementation is a cultural change
• Achieve excellence in Project Portfolio Management within your organization
• Identify how to involve executives and upper managers in the Project Portfolio Management process

Material

• Program Guide
• Presenters Bio and References
• PPM Articles and more...

Event Agenda

Registration (8:00-8:45)

Welcome (9:00-9:15)

Dr. Ginger Levin (9:15-10:15) (...abstract)

Project Portfolio Management: Guidelines for Success

Traditional project management is, by and large, a process where each project is approved and managed independently. In this arena, the focus is on a single project and the triple constraint – scope, time, and cost – of that project separate from other projects. By contrast, in the portfolio management environment, there is a predefined process for selecting projects and a uniform process for evaluating their success. The selection decisions, and the periodic evaluations, are made in the light of the enterprise’s business goals and strategies. Evaluation of projects in the portfolio should be conducted regularly and based on standardized procedures. The emphasis is on ensuring that each project contributes to the overall organizational success, as do all other projects in the portfolio. Then, with a full-scale project portfolio management process, all of the projects in the organization are evaluated in concert with each other and in the light of the corporate vision and mission. Portfolio management has a broader context than single-project management since it emphasizes a collective response to organizational needs during the planning and execution of these projects.

This presentation emphasizes the benefits of portfolio management, presents a new model for portfolio decisions, and describes the steps to take to implement or improve the portfolio management process in the organization.

Jim De Piante (10:15-11:15) (...abstract)

They would put such a securities dealer in jail

It's not enough to say that a project is "like" an investment. We must say that a project, in fact, is an investment. It has all of the characteristics of any investment. A project produces an asset. It has a price. It has a return, and it has risk associated with it. In fact, risk is the thing that makes a project particularly interesting as an investment.

It's not enough to say that the business case for a project is "like" an investment prospectus. We must say that the business case must serve exactly the same purpose as a prospectus -- and more. The business case, in fact, is the prospectus for the project as investment. It is the only tool the investor has to evaluate one project investment against all other project investments, real and potential.

It's not enough to say that a portfolio of projects is "like" an investment portfolio. We must say that a portfolio of projects, in fact, is an investment portfolio. The holder of a portfolio of projects (sponsor, program manager, business owner…) is an investor like any other investor. He holds a portfolio of investments -- projects -- and must evaluate one against the other using the prospectus to understand the characteristics of each in order to deal with the realities of price, performance and risk in the face of constrained resources. The project portfolio holder often must also deal with another reality: a certain lack of objectivity owing to the fact that the project is often his own brainchild, which he would like to see the light of day. Furthermore, projects tend to take on a life of their own, and often survive long after the time when they should have been pruned.

Successful project portfolio management -- optimizing risk versus return -- requires the same rigor and more that any portfolio holder must exercise, and this implies normalization of the characteristics of each (in the business case) and ongoing assessment of risk and return as well as the objectivity and courage to prune investments that are not performing adequately.

Break: 11:15-11:30

Dr. J. Davidson Frame (11:30-12:30) (...abstract)

Matching Project Portfolios to Organizational Needs

Establishing effective project portfolios entails organizational design challenges. Project portfolios need to be configured to serve the specific needs of the organization and to allow strategic goals to be converted into action. For example, project portfolios geared to support new product development efforts face different challenges than those geared to support infrastructure-maintenance efforts. This presentation looks at how different organizational environments can be served by different approaches to configuring project portfolios. It also examines how mixed portfolios can be established to address different organizational needs.

Randall L. Englund (12:30-13:30) (...abstract)

If Portfolio Management Were So Easy, Why Isn't Everybody Doing It?

A process for project portfolio management is relatively straightforward and logically clear. It is not for lack of process that defining, estimating, prioritizing, tracking, and optimizing resources for a portfolio of projects at most organizations remains in a dismal state. The challenges are behavioral, organizational, cultural, and political. Significant factors are complexity, lack of strategy, and quality of leadership. A series of recommendations, based on experience and case studies, focus on understanding the dynamics of how people interact, especially around which projects to select or continue—subjects of intense interest to all. Identify action oriented steps that impact the ability to implement project portfolio management...realizing all along that, while process, tools, and logic are helpful, success requires creating an environment that engages people who see that cooperating brings greater value than resisting.

Lunch: 13:30-14:30

J. Claude Dravet (14:30-15:30)

PMO: what is in it and why it's vital for your successes?

Giorgio Beghini (15:30-16:30) (...abstract)

Needs, Company Strategies and Project Portfolio, the business enablers

Approaching the Project Portfolio Management themes, it is clear that the management of the Project Portfolio cannot abstract, or be absent, from its strategic view and, in particular, from its realization. Today we need to talk about Project Portfolio Management as an “organization system”.

Based on an accepted Project Portfolio, the organization needs to take many operative directions that guarantee the real implementation of strategy.

This presentation introduces another element, called “Needs”, patterned together with the requests that come from customers, inside or outside the organization, that, on the one hand they are concrete elements consistent with the strategy wording, and, on the other hand, they are necessary to verify the strategy will be realized through operative projects.

Break: 15 minutes

Alfonso Bucero (16:45-17:45) (...abstract)

Gaining Executive Support for PPM

The difference from one organization to another, in terms of strategic execution, is the discipline of engaging the strategy with the tailored portfolio of projects and programs that will bring it to life. In a saving bank organization, with limited resources and not very mature in project management, it is as much about choosing what not to do as about deciding which strategic projects and programs to invest in. The organizational success or failure rests on how an organization governs its project portfolio.

This presentation is about a real case of a Spanish savings bank who decided to implement a project portfolio process in their IT organization. The PMO manager from the Savings bank led the project, with the help of a PM consulting company. They worked on team with the saving bank professionals to sell the Executives the need of a project portfolio process, and the added value of this process implementation for their organization and for their customers. This presentation deals with the problems and difficulties found and also with the lessons learned from this challenging project.

Round Table Discussions (17:45)

Recap & Wrap Up

End (18:30)

The Sponsors

Refer to the table below to check the different sponsorship levels:

A la Carte Sponsor Program

If any organization wants to contribute to this event with gifts for the attendees, pencils, bags or whatever they think may be interesting, please contact us.

(*)Every attendee receives a high quality bag containing essential information and event materials upon a registration. The bag's practical design will ensure its continued use after the event is over. There will be up to two logos on the bag: BUCERO PM Consulting, Platinum Sponsor.

Location

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MELIÁ CASTILLA HOTEL
Capitán Haya, 43
28020 - Madrid
Spain

Tel:(+34) 91 5675000
Fax: (+34) 91 5675051

www.meliacastilla.com