Gartner analysts go one-on-one with each Keynote guest. Trends confirmed. Illusions shattered. News broken.
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Most IS executive and managers do not interact effectively with their enterprise counterparts in project planning, organization and control. In this track, we examine the project portfolio management processes, organizational approaches and applications that are most effective in optimizing resource usage on the most promising set of projects.
CIOs, VPs of IS, Project Office VPs/directors and their enterprise peers struggling with overloaded project portfolios, resource constraints and suboptimal project reporting, review and change processes.
Tutorial: The Project Office: Teams, Processes, Tools
(04F)
5:00 pm - 6:00 pm 23 March 2003
Light, Matt
Many varieties of project office have been set up to help with proper project planning and in identifying and addressing project problems early. This session looks at the contribution a project office can make and how it can fit in your enterprise.
- What organizational approaches will help enterprises reduce their exposure to IS project failures?
- How can a project office support procedures that address the design, development and implementation issues that arise in business IT projects?
- What roles and skills should a project office comprise to ensure ROI and reducing possible project cost overruns, late delivery and scope creep?
Designing Effective IT Governance
(15B)
2:00 pm - 3:00 pm 24 March 2003
Broadbent, Marianne
As IT becomes more critical to enterprise success, synchronizing business and IT is more challenging and complex. Leading enterprises deal with complexity through well designed IT governance. They specify the decision rights and accountability framework to encourage desirable behavior in the use of IT.
- What are the components of IT governance, and how do you depict them?
- When and where are different types of IT governance arrangements effective?
- How do you assess and enhance your enterprise IT governance?
Lead Presentation: Project Portfolio Management
(17C)
5:00 pm - 6:00 pm 24 March 2003
Light, Matt
A volatile combination of conflicting business priorities, technology risks, skill constraints and poor project visibility has caused many project "meltdowns," leading many enterprises to explore new approaches to managing project portfolios. In this presentation, we examine the roles, processes and tools that work.
- What best practices should be used to prioritize and manage IT projects?
- What pitfalls await enterprises adopting project portfolio management techniques and tools?
- In executing the project portfolio, how should IS balance its core competencies with oversight of service providers?
Setting Priorities for IT Investments
(22B)
10:00 am - 11:00 am 25 March 2003
Tucker, Chuck
In a world of too many projects and not enough resources, this session describes how business and technology executives can make decisions together about which IT initiatives to fund, which to delay, and which to discard.
- What investment criteria and categories should be used for assessing investment proposals?
- How do you factor risk into prioritization decisions?
- What benefits can you expect from using portfolio management techniques?
Lead Presentation: ERP II Vision
(25C)
2:00 pm - 3:00 pm 25 March 2003
Zrimsek, Brian
The creation of the virtual enterprise is driving deployment of applications that enable the physical enterprise while spanning the enterprise's extended relationships. As users continue to struggle with ROI, business application suites are becoming the logical choice for enabling ERP II.
- Through 2006, what business issues will drive the ERP II market?
- Through 2006, how will the functionality and technology of ERP II applications evolve?
- Through 2006, how will the ERP II market evolve?
- Through 2006, how do users get from where they are to ERP II?
Strategic Planning and Project Prioritization
(27H)
5:00 pm - 6:00 pm 25 March 2003
Rosser, Bill
Alignment of IT with the business remains elusive, but portfolio management can be used to ease joint IT and business planning. This session offers methods for balancing the business and IT roles in project funding and prioritization.
- What planning processes are emerging as the most effective to achieve the perceived value of IT and business/IT alignment?
- How can portfolio management be employed as a new tool to facilitate joint IT and business planning for technology?
- Does project ownership mean funding, prioritizing, managing and technical advice?
Toward Real-Time Project Visibility: Project Portfolio and Service Process Applications
(35H)
1:30 pm - 2:30 pm 26 March 2003
Kempf, Ted Light, Matt
A growing market for applications to support project, resource and service management processes has seen a flurry of innovation from established players and new entrants. Amidst confusing market positioning and recent M&A activity, this session makes sense of it all.
- Which application packages can help IS organizations optimize project planning, tracking and service provision processes?
- What are the key vendor vision and ability to execute criteria in assessing project portfolio and service process apps?
- How will technology and market trends impact vendors in the project portfolio and service process space?
Gartner Predicts: The Future of Business Applications
(37F)
4:00 pm - 5:00 pm 26 March 2003
Harris, Kathy
Business application markets are maturing as users focus on gaining tangible business benefit from their business application investments and vendors struggle to find ways to grow new customers and revenues profitably. But the shifting business environment and new ways of planning and building enterprise architectures mean that to be successful, both users and vendors will need to change the ways they approach business application investments and markets. In this presentation, we will cut across all of our business-application research to reveal where business applications and major vendors are headed, answering questions you may not have realized you needed to ask.
- What are Gartner's "Top 10" predictions for business applications through 2007?
- How can enterprises best prepare for the major changes in business applications through 2007?
Managing Outsourcing -- Command and Control
(41I)
8:00 am - 9:00 am 27 March 2003
Ambrose, Chris
As services are increasingly delivered through an intricate Web of internal and external resources, the management of projects and operations is increasingly complex. This session will examine the new paradigm for managing in the multisourced environment.
- How should enterprises organize their resources for managing in the multisourced environment?
- What are the processes that foster seamless service delivery in the multisourced environment?
- What are the functional responsibilities of the IS organization in managing the multisourced environment?
- What emerging best practices encourage good team play among multiple sources?
Gartner Predicts: The Future of IT Management
(45C)
1:30 pm - 2:30 pm 27 March 2003
Mack, Bob
The continuing integration of IT as a critical component of the enterprise will require greater involvement and responsibility for IT decision making on the part of the business. This will redefine roles, responsibilities and the relationship between business and IT management. This presentation will integrate research from several management-related areas to provide a cohesive vision of the future of IT management and steps that IS organizations can take today to prepare both IT management and business leaders for this change.
- What are Gartner's "Top 10" predictions for IT management through 2007?
- How can enterprises best prepare for the major changes in IT management in 2007?
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