UPCOMING EVENTS

IT PMO / Portfolio Management: Chicago

Conference Chair:  Randy Wimmer, IT Portfolio Manager, Walgreens Boots Alliance

Wimmer

Utilizing IT Portfolio Management to deliver strategic technology enablers to the organization.

November 1-2, 2018

9:00am-5:00pm

14 CPE / 1.4 CEU / CISSP / 14 PDU Credits Awarded

Conference location: Donald E. Stephens Convention Center Rosemont (O’Hare) Illinois

Suggested hotel:  Hilton Rosemont

If you prefer to make your reservation via telephone, you can call (888) 452-6943 and inform the reservationist that they would like to make a reservation under the Group Code: CAMP

All reservations have to be booked by: Wednesday, October 17, 2018

IT Portfolio Management Conference Focus

• Real world experiences from your fellow practitioners
• Best Practices (e.g. PMBOK vs. ITIL) and Tools neutral
• Portfolios – Infrastructure, Application, Service, Discretionary
• Activities
  • Strategy – Business Drivers, Financial Budgeting
  • Demand Management – Ideation, Work Request Processing including Estimation/Cost Benefit/Approval/Scoring
  • Supply/Capacity Management – People, Technical, Dependency and the related Sourcing Strategies
  • Optimization – Trade Off Analysis, Selection, Scheduling
  • Delivery Management – Incident & Problem, Service Catalog, Project, Program, Release
  • Reporting
  • Governance

Overview

IT departments are facing greater pressure to make sure their technology portfolios deliver desired results. An established portfolio management framework is a key enabler to achieving results and contributing value to the extended enterprise.

Topics That Will Be Discussed

In this one day conference attendees will learn:

• Ten Steps to Comprehensive IT Portfolio Management
• Demand Management – How to Build an Effective Process
• Supply/Capacity Management – People, Technical, Dependency and the related Sourcing Strategies
• Driving Organizational Change Management
• Finding Your Secret Sauce to Portfolio Management & Governance
• How to Manage Project Risk
• How to Leverage IT Portfolio Management to Make Your Enterprise More Agile
• Consolidating and Managing Demand
• Gaining Visibility into Resource Capacity, Allocation, and Availability
• How to Leverage IT Portfolio Analysis
• How to Build the Foundation for IT Portfolio Reporting and Governance
• Integrating an IT PMO into an Enterprise Portfolio Management Office
• Engaging the Business from Ideation thru Delivery
• How to Gather PMO Metrics to Drive Improvement
• How to Build an Application Business Case
• Rightsizing Governance

Early Confirmed Speakers Include:

• Renee Giacalone, Senior Director, Enterprise PMO Center of Excellence, Kellogg’s
• Michael Gugluizza, Senior Vice President – Enterprise Project Office, Associated Bank Corp.
• Greg Kovacs, Director, Project Management Office, NiSource
• Amita Mirchandani, Program Manager, Reyes Holdings
• Alyce Reopelle, Project Management Office Leader, Citi
• Claude Scher, PMO Manager, Charter Manufacturing
• Lisa H. Snyder, Director, Business Transformation IT PMO, Walgreens Boots Alliance
• Jian Hong, IT Portfolio Manager, Walgreens Boots Alliance
• Thanisha Paniak, Agile Transformation Coach/Practitioner, Walgreens Boots Alliance
• Pat Saint, Senior Portfolio Manager, Global IT PMO, Roche Diagnostics
• Yvon Milano, Head of Enterprise PMO, Kellogg’s
• Patricia O’Shea, Senior Director, Enterprise PMO Agile and Quality Center of Excellence, Kellogg’s
• Drew Stickney, Project Manager, Archer Daniels Midland
• Sergey Chernov , Former Director of Global IT Delivery – Hollister Incorporated
• Shabana Ana Wollin, Enterprise Agile Transformation Coach, UnitedHealth Group

Conference Price: $799.00 per person

Each attendee will receive a certificate awarding 14 CPE credits for CISSP continuing education, in addition to 1.4 CEUs and 14 PDUs. CISSP is a registered certification mark of (ISC)², Inc.

8:00am – 9:00am: Registration and Continental Breakfast

9:00am-10:00am: PMO-Enterprise Architecture and Continuous Improvement – How to keep all initiatives aligned?

Sergey Chernov , Former Director of Global IT Delivery – Hollister Incorporated

In the large complex corporate environments where there are multiple structures – Project Management Office, Enterprise Architecture and Continuous Improvement teams tend to push and pull in different directions – how do we keep all teams aligned? In this first presentation of the day, Sergey Chernov will share his thoughts about one way of getting this accomplished and what is needed to keep it sustainable.

Chernov

10:00am -10:30am: Refreshment Break

10:30am-11:30am: The Hybrid PMO – Adapting to Multiple Project Methods

David Blumhorst, Daptiv Principal Evangelist, Changepoint

Today’s IT PMO is having to adapt to new methods of getting project work done. Agile is becoming mainstream, and Kanban is right behind it. Old style waterfall projects, though, aren’t going away. And your executive sponsors still want the same answers – regardless of execution method.

So how does a PMO put all this together? And how does the PMO’s role change? In this session, we’ll look at how to combine diverse execution methods into a single portfolio that will satisfy your sponsors. And we’ll explore the changing role of the PMO in this new BYOM (Bring Your Own Method) world. Increase your portfolio’s transparency to meet the needs of an Agile enterprise.

Blumhorst

11:30am-12:30pm: Warning Indicators – Signs of a Failed Project and How to Turn it Around

Laura Dribin, President & Founder, Peritius Consulting
Cara Judy, VP of Delivery and Quality Management, Peritius Consulting

If there is one thing common across all businesses, it is that strategic projects often fail. In some cases, efforts may be deemed failures even when they meet the triple constraint (time, budget and scope) because they may not succeed to deliver value. In addition to being potentially career limiting, this translates to a waste of billions of dollars in businesses across the globe.

In this session, we will address ways to:

• Identify potential failure points
• Understand impacts to the company and to you
• Create turnaround plans to get your project/program back on track

This presentation will provide key signs and triggers to help the audience identify a failed project, a framework to categorize the root cause of the failure/s, determine if you should continue to move forward or scrap it and, ultimately, tactics to turn the project around and achieve organizational success.

We will share real life scenarios that will help to reinforce the framework presented and provide the audience with the opportunity to participate. We will also leave time to put any projects the audience members may have to share thru the frameworks to provide a go forward approach.

     
Dribin      Judy

12:30pm – 1:30pm: Luncheon

1:30pm-2:30pm: Stop the Madness!  How to Start Fewer Projects and Finish More

Drew Stickney, Project Manager, Archer Daniels Midland

Resources are overloaded.  IT’s reputation is poor.  Business colleagues are frustrated and continue to insist on getting that next project moving, and the next, and the next.  In this session, we will talk about how to get the basics of demand management started, increase project velocity, balance resources, and get IT out of the hot seat.  Jen will share the demand management journey during her first year at ADM, going from order taker to a strategically-aligned, prioritized portfolio.  Jen will focus on the practical steps to start the conversation, gain portfolio visibility, and get prioritization started.

Stickney

2:30pm – 3:00pm: Refreshment Break

3:00pm-4:00pm: Cloud Portfolio Management and Financial Governance Strategies 

Annur Sumar, CTO, Maetech; Microsoft MVP, Former Vice President of IT D&P

With the increasing adoption of cloud technologies and a growing IT portfolio, governance and financial management can be a bit somewhat tricky.
Many IT Portfolios/Projects are based on business requests but don’t always align to business portfolios and costs. In this session, attendees will collaborate on:

• Challenges of IT Portfolio Management and Financial Governance.
• What does this mean to the business and how it operates?
• How to get started with a simple Governance Plan
• What it takes to tie in IT Financials to your Business Services
• How to achieve Accountability and Transparency with the Business
• Next Steps to help you get started

Sumar

4:00pm-5:00pm: What Are Your Top PMO Priorities for 2019?

Moderator:
Dave Murray, Client Account Executive, LaSalle Solutions 
Panelists:
Alyce Reopelle, Project Management Office Leader, Citi
Shabana Ana Wollin, Enterprise Agile Transformation Coach, UnitedHealth Group
Nabeel Malik, Senior Manager, Global IT PMO, Ingredion Incorporated
Theresa Tyranowski, Director, Enterprise IT PMO, Governance & Service Delivery, Coveris Group
and other Enterprise IT PMO Executives sharing experiences and lessons learned

                    
Murray     Reopelle     Wollin         Malik         Tyranowski

8:00am – 9:00am: Registration and Continental Breakfast

9:00am-10:00am: Managing Resources Across Multiple Frameworks

Alyce Reopelle, Project Management Office Leader, Citi

When organizations move to the agile framework, often one of the challenges is resource management. Things change and many times specific areas are forgotten about. How will this affect funding since you may now fund teams instead of projects? What about resource management? Let’s not forget about enterprise reporting expectations. This session will help you identify areas that are often forgotten when going through an agile transformation as it relates to Resource Management across frameworks.

Reopelle

10:00am -10:15am: Refreshment Break

10:15am-11:15am: Agile’s impact on PMO Services

Lisa H. Snyder, Director, Business Transformation IT PMO, Walgreens Boots Alliance
Jian Hong, IT Portfolio Manager, Walgreens Boots Alliance
Thanisha Paniak, Agile Transformation Coach/Practitioner, Walgreens Boots Alliance

How do each of the PMO services that you provide change as organizations go through their Agile Transformation. What new services will be provided? This topic will walk through traditional PMO service offerings and things to think about as your organization moves from Waterfall to Agile and Innovation.

           
Snyder         Hong          Paniak

11:15am-12:15pm: How to Effectively Manage Project Demand for a Shared Services IT Group

Amita Mirchandani, Program Manager, Reyes Holdings

• Original Approach – People, Processes, Technology
• Top challenges and outcomes/impact
  • Prioritization displacement
  • Constantly starting new projects and not finishing anything
  • Lack of measurement, especially around value created
• Revised/Simple Approach (addressing challenges and outcomes/impact) – Is it working?

Mirchandani

12:15pm – 1:15pm Luncheon

1:15pm-2:15pm: Conversational Intelligence® (C-IQ) as a Catalyst for “Effective” Stakeholder Management

Pat Saint, Senior Portfolio Manager, Global IT PMO, Roche Diagnostics

Although good Project Managers are adept at the “hard skills” (such as defining scope, creating project plans, tracking costs, and delivering results) — the most “effective” Project Managers also excel when leading with strong people or “success skills.” These leadership skills focus on building positive relationships and communications within Project Teams and also among Stakeholders.

When these relationships are built on TRUST, then even the most challenging conversations — that often occur before project “Go Live” — can be delivered without fear or hesitation.

In this session: You will learn more about:

• the relevance of investing in success skills to develop “Project Leaders”
• the importance of “Effective” Stakeholder Management at both the strategic and project levels
• the neuroscience of Conversational Intelligence® (C-IQ) and how you can influence conversations with your Project Teams and Stakeholders in a different way
• how to apply C-IQ practices during a LIVE Coaching session

Saint

8:00am – 9:00am: Registration and Continental Breakfast

9:00am-10:00am: Evolving the PMO in a Digital World: A Discussion on What Must Change, What Endures, and What is Still to be Determined

Yvon Milano, Head of Enterprise PMO, Kellogg’s
Renee Giacalone, Senior Director, Enterprise PMO Center of Excellence, Kellogg’s
Patricia O’Shea, Senior Director, Enterprise PMO Agile and Quality Center of Excellence, Kellogg’s

          
Giacalone     Milano        O’Shea

10:00am -10:15am: Refreshment Break

10:15am-11:15am: Project Management Methodology – Roadmap to Maturity at Associated Bank  

Michael Gugluizza, Senior Vice President – Enterprise Project Office, Associated Bank Corp

• Project Management Methodology Assessment Process
• Project Management Methodology Assessment Results (Maturity and Gaps identified)
• Maturity Roadmap development and execution
• Maturity Roadmap completion and current state

Gugluizza

11:15am-12:15pm: Estimation and Contingency 

Greg Kovacs, Director IT PMO, NiSource

• Gain an understanding of a standard Class Estimation Framework and how you can tailor it for use within your organization. Under this Class umbrella, review some key activities and tools that may assist in the development of initial and detailed project estimates that can be used to increase confidence during both your budgetary review process and project execution.
• Review a consolidated Portfolio-level Contingency approach that builds a bottoms-up annual budget that you can effectively manage and draw down funds (or give them back!) to balance a project execution risk profile that is acceptable to your organization throughout the year.

Kovacs

12:15pm – 1:15pm Luncheon

1:15pm-2:15pm: As PMO leaders, How to Prepare to Deal with the Upcoming and Rapid Advances in Technology

Claude Scher, PMO Manager, Charter Manufacturing

Our world is on the verge of another massive industrial revolution, likely to be larger than any one before it – technology innovations such as artificial intelligence and system automation, digitization, manufacturing 4.0, block chain or even challenges such as security, SAAS are already there and we as PMO leaders need to prepare our self and our organizations to deal with those changes as they will likely impact the processes we use today to manage our project portfolios and deliver projects, the type of jobs that are going to be needed to support those processes or in some cases jobs that will become obsolete. Business expectation from IT and the PMO will change as well as project management continues to shift to more product management.

This presentation will cover some of those changes in greater detail, discuss what impact they are likely to have and offer some views and recommendations on how to more adequately prepare for them.

Scher