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Conferences that solve current IT challenges

IT Portfolio Management

Wimmer

Conference Chair: Randy Wimmer, BIS Release Manager, MillerCoors

Strategies to help IT effectively manage technology portfolios

October 8 and 9, 2013

8:00am-5:00pm

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

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

Conference Price: $689.00 per person

Bios

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

  • Defining and Implementing Strategic Business Drivers

  • Engaging the Business from Ideation Through Delivery

  • Creating a Framework for Managing Different Types of Work (Projects, Services, Break/Fix)

  • Defining and Implementing a Demand Prioritization Model

  • Implementing a Dependency Management Model (People, Interproject, Technology, etc.)

  • Aligning Resources to Projects OR Support but Not Both

  • The Ying & Yang of Resource Allocation and Utilization

  • Resource Management by Roles vs. People

  • Optimizing the Project Portfolio on a Quarterly Basis

  • Establishing Portfolio Delivery Scheduling

  • The Project Manager's Role in IT Portfolio Management

  • Portfolio Reporting for the Business

  • Rightsizing Governance

  • Utilizing Recent Technologies for Portfolio Management

  • Staffing an IT Portfolio Management Office

  • Top 5 Challenges to IT Portfolio Management

Speakers from IT/PMO Organizations Include:


(Click on the speaker's name to go directly to their abstract)

Rachelle Mileur, PMO Director, Russell Investments

Jen Ciolino, Director, Portfolio Management, Grant Thornton LLP

Bill Stamos, Associate Director, IT PMO, Astellas - Panelist

Jeanine Govek, PMO and Portfolio Manager, Bellin

Claude Scher, IT Enterprise Portfolio Manager, MillerCoors

Gary Knipe, IT PMO Program Manager, MillerCoors

Kathie Koch, Vice President, Business Solutions Delivery, Aon Consulting

Danny Smith, Deputy CIO, Marquette University

Kim Pecylak, Global Director of Project Management, Aon Benfield

Lars Kristian Hansen, Researcher, Center for IS Management, Aalborg University

Patrick Moroney, CIO, Central States Funds





 

 

Conference Schedule

 

Day1   Day2


Day 1 Times Track Day 2 Times Track A Track B
9:00-10:00am PPM Roadmap and Change Management - How to Successfully Vision, Sell, Plan and Implement Portfolio Management
Jerry Shea, Senior Solutions Consultant, Digital Celerity
9:00-10:00am Optimize the Project Portfolio for Change
Michael Vinje, Principal, Trissential

Dale Wilson, Practice Director, Trissential
Resource Management
David Judd, Manager of Consulting Services, Oracle
10:00-10:30am Refreshment Break 10:00-10:30am Refreshment Break
10:30-11:30am Portfolio Management that Works - An IT Executive's Perspective
Danny Smith, Deputy CIO, Marquette University
10:30-11:30am PMO & PPM Maturity - From Level 1 to Level 4 in 2.5 years - A Case Study - Bellin Health
Jeanine Govek, PMO and Portfolio Manager, Bellin Health
Rightsizing Portfolio Governance
Rachelle Mileur, PMO Director, Russell Investments
11:30am-12:30pm Defining and Implementing Strategic Business Drivers
Terry Melnik, Strategic Solutions, Daptiv
11:30am-12:30pm Will Disruptive Technologies Cause Your PMO to Fail?
Kevin Jablonski, CEO and Managing Director, DVC Management
Resource Planning and Practical Portfolio Management: Should We, Can We, Did We?
Peter Heinrich, CEO,
PDWare
12:30-1:30pm Lunch 12:30-1:30pm Lunch
1:30-2:30pm Engaging the Business from Ideation to Delivery
Jerry Manas, Senior Editor, Planview
1:30-2:30pm How to Support Your PMO with IT Portfolio Catalog
Moshe Binyamin, Product Management Director, Autotask
The Battle of Enterprise Work Chaos: 6 Tips to be an IT Warrior
John Schefer, Solutions Engineer, AtTask
2:30- 3:00pm Refreshment Break  2:30-3:30pm Portfolio Financial Management
Jen Ciolino, Director, Portfolio Management, Grant Thornton, LLP
IT Governance – What Really Matters
Kim Pecylak, Global Director of Project Management, Aon Benfield
3:00-4:00pm Optimizing the Project Portfolio on a Quarterly Basis
Adrienne DiPaolo, Consultant, Results Positive
3:30-4:30pm Today’s Challenges Encountered by Portfolio Managers
Claude Scher, Portfolio Manager, MillerCoors 
Transforming Local Government by Project Portfolio Management: Identifying and Overcoming Control Problems
Lars Kristian Hansen, Researcher, Center for IS Management, Aalborg University  
4:00-5:00pm Panel discussion: Portfolio Management and Predictable Outcomes – Increasing the 20%
Moderator:  Tony McClain, Client Partner, Geneca
Panelists will include:
Gary Knipe, Manager, Enterprise Resource Planning, Miller Coors
Kathie Koch, Vice President, Business Solutions Delivery, Aon Consulting
Bill Stamos, Associate Director, IT PMO, Astellas

Patrick Moroney, CIO, Central States Funds

 

Conference Program Details

 

Day 1: October 8th

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

Shea

9:00am-10:00am

PPM Roadmap and Change Management - How to Successfully Vision, Sell, Plan and Implement Portfolio Management

Jerry Shea, Senior Solutions Consultant, Digital Celerity

Businesses face ever increasing pressure to provide innovative high value products and services in a world of continuously accelerating change, technical advances, regulatory requirements, customer expectations, and global competition. In turn, IT faces ever increasing pressure to support the needs of the business to adapt-to and meet these demands in a: high speed; high quality; and, highly adaptable manner. And, to do so with: limited resources (especially key subject matter experts); a growing and aging application portfolio that is harder to maintain and enhance; increased corporate requirements for accountability and financial controls; and, new development methodologies that seem to incompatible with traditional planning, control, and governance practices.

Learn how IT Portfolio Management can be a vital process to enable IT organizations to support the needs of their business partners, enabling organizational change, innovation, and competitiveness.

  • Learn about the MIT Center for Information Systems Research IT Portfolio Framework , based on proven and familiar principles of financial portfolio management.

  • Industry benchmarks of IT asset class investment, and the IT investment strategy and best practices of the highest performers.

  • IT Portfolio Management processes, metrics, and governance that spans and unifies the entire IT enterprise: projects (all classes and methodologies); and, services (all kinds).

  • The importance of continuous monitoring of meaningful and accurate measures of performance for portfolio reallocation and optimization (projects, services, and realized ROI).

  • IT Portfolio Management optimization model you can use to evaluate your IT portfolio optimization opportunities in support of your organization’s strategic goals and objectives.


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

10:30am-11:30am

Smith

Portfolio Management that Works - An IT Executive's Perspective

Danny Smith, Deputy CIO, Marquette University 

Marquette University’s capital selection process operated in a silo’ed environment. The Finance department desired commonality in submissions and evaluation process. We initiated a project to improve this process and met with varying success. This presentation will provide a good approach for others who are embarking on a similar process by covering our successes and the challenges that remain.

 

Melnik

11:30am-12:30pm

Defining and Implementing Strategic Business Drivers

Terry Melnik, Strategic Solutions, Daptiv

This session investigates not only how to define strategic business drivers but also how to transform your entire PMO from a reactive, IT-centric group to one that is aligned with the organization and driven by the vision of your top executives. It will empower your PMO to make better decisions that are not only focusing on the highest value projects but those which are lockstep with the direction of the entire organization.


12:30pm - 1:30pm Luncheon

Manas

1:30pm-2:30pm

Planning, Selling, Engaging: Gaining Buy-in from Ideation to Delivery

Jerry Manas, Senior Editor, Planview

In this engaging presentation, Planview senior editor Jerry Manas, bestselling author of Napoleon on Project Management and Managing the Gray Areas, reveals breakthrough techniques for increasing adoption and engagement, whether for recently implemented software and processes; established implementations that need another kick start; or simply for addressing resistance before it happens. Learn vital strategies for getting your initiative off on the right foot; insightful tips for communicating in a way that grabs people's attention and interest; and practical tools for getting people involved and engaged, including senior business leaders, middle management, and staff at all levels.

 

2:30pm - 3:00pm - Refreshment Break

DiPaolo

3:00pm-4:00pm

Optimizing the Project Portfolio on a Quarterly Basis

Adrienne DiPaolo, Consultant, Results Positive

In this interactive session, you will learn strategies and proven practices for optimizing your project portfolio investments across both budget and resource management perspectives. This includes the following:

  • Integrated annual budgeting and portfolio management

  • Investment portfolio management techniques for a balanced portfolio

  • Business criteria based project portfolio optimization

  • Analytics driven portfolio reporting and decision making


McClain

Knipe

Koch

Stamos

Moroney

4:00pm-5:00pm

Panel discussion: Portfolio Management and Predictable Outcomes – Increasing the 20%

Moderator:
Tony McClain, Client Partner, Geneca
Panelists will include:
Gary Knipe, Manager, Enterprise Resource Planning, Miller Coors
Kathie Koch, Vice President, Business Solutions Delivery, Aon Consulting
Bill Stamos, Associate Director, IT PMO, Astellas
Patrick Moroney, CIO, Central States Funds

Research shows that 80% of IT projects fail. Why is this? What role should the PMO be playing to rectify this? Why are we all having such a difficult time with this?

What are the nontechnical factors that cause IT projects and portfolios to fail to reach their potential? How does this tie to the 80% of IT projects failing stat?

In this session attendees you will hear perspectives from both business and IT participants on how to increase the project success and deliver strategic business enablers to the enterprise. We will also be discussing proven techniques for managing the IT portfolios and pitfalls to avoid.









Day 2: October 9th: Break Out Sessions with Facilitators

 

Day 2 will have two concurrent sessions running in separate rooms.


Track A Track B
9:00-10:00am Optimize the Project Portfolio for Change
Michael Vinje, Principal, Trissential

Dale Wilson, Practice Director, Trissential
Resource Management
David Judd, Manager of Consulting Services, Oracle
10:00-10:30am Refreshment Break
10:30-11:30am PMO & PPM Maturity - From Level 1 to Level 4 in 2.5 years - A Case Study - Bellin Health
Jeanine Govek, PMO and Portfolio Manager, Bellin Health
Rightsizing Portfolio Governance
Rachelle Mileur, PMO Director, Russell Investments
11:30am-12:30pm Will Disruptive Technologies Cause Your PMO to Fail?
Kevin Jablonski, CEO and Managing Director, DVC Management
Resource Planning and Practical Portfolio Management: Should We, Can We, Did We? 
Peter Heinrich, CEO, PDWare
12:30-1:30pm Lunch
1:30-2:30pm How to Support Your PMO with IT Portfolio Catalog
Moshe Binyamin, Product Management Director, Autotask
The Battle of Enterprise Work Chaos: 6 Tips to be an IT Warrior
John Schefer, Solutions Engineer, AtTask
2:30-3:30pm  Portfolio Financial Management
Jen Ciolino, Director, Portfolio Management, Grant Thornton, LLP
IT Governance – What Really Matters
Kim Pecylak, Global Director of Project Management, Aon Benfield
3:30-4:30pm Today’s Challenges Encountered by Portfolio Managers
Claude Scher, Portfolio Manager, MillerCoors
Transforming Local Government by Project Portfolio Management: Identifying and Overcoming Control Problems
Lars Kristian Hansen, Researcher, Center for IS Management, Aalborg University

 

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

9:00am-10:00am A

 

Vinje

Wilson

Optimize the Project Portfolio for Change

Michael Vinje, Principal, Trissential
Dale Wilson, Practice Director, Trissential

Business organizations manage current state operations through reoccurring business processes. They manage organization change through projects. Managing and optimizing change in organizations can be done effectively through dynamic project portfolio management practices. In this conversation, you’ll learn how to be a player in your organization’s decision-making process by demonstrating alignment to vision and strategy while maintaining flexibility and delivery to value. You’ll learn about the pitfalls of overly rigid portfolio structures and how to maintain portfolio integrity in light of the steady drum of new demand that can decrease portfolio focus and drive portfolios off mission. Finally, you learn how to break out of a pattern of static portfolio practices and adopt approaches that drive impactful and sustainable change in your organization.




9:00am-10:00am B

Judd

Resource Management

David Judd, Manager of Consulting Services, Oracle

The Resource Management Maturity Model (RMMM) enables organizations to define and execute effective resource management strategies. The RMMM identifies a logical progression of resource management process sophistication through five levels of maturity. Each level of maturity is described along seven dimensions. Organizations can use the RMMM to ensure that they can manage project resources and capacity at the “just right” level of granularity for their business. This talk will introduce the RMMM, discuss the results of a Global Survey and the adjustments made based on the survey to a Version 2 of the RMMM.

 

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

Govek

10:30am-11:30am A

PMO & PPM Maturity - From Level 1 to Level 4 in 2.5 years - A Case Study - Bellin Health

Jeanine Govek, PMO and Portfolio Manager, Bellin Health

In this session, Jeanine Govek will discuss how they went from Level 1 to Level 4 in 2.5 years.

Areas that will be covered include:

  • Define scope of PMO and PPM, Define levels of Maturity

  • Detail out the time line we followed at Bellin Health

  • Share Processes, Tools and Deliverables

  • Share Lessons Learned





10:30am-11:30am B

 

Rightsizing Portfolio Governance - How to Create Flexibility Without Losing Control or How to Make Sure Your Model Fits Your Company

Rachelle Mileur, PMO Director, Russell Investments

Is your organization struggling to gain executive support for portfolio governance? By stepping back from the PMO perspective, you may discover the current governance process is a poor fit for the size, goals and maturity of your organization. Executive views of governance range from the equivalent of a vaguely necessary nuisance such as parking enforcement to a vital control mechanism for the organization such as air traffic control.

During this session, you will gain insights about governance in organizations of many sizes and learn about tools to answer the following questions for your organization:

  • What are the key components of a governance model?

  • What factors should be considered in sizing a governance model?

  • What is the right balance between rigor and rigidity?

  • How should changes in a governance model be implemented?

  • What measures should be used to assess the effectiveness of a governance model?


11:30am-12:30pm A

Jablonski

Will Disruptive Technologies Cause Your PMO to Fail?

Kevin Jablonski, CEO and Managing Director, DVC Management

The history of PMOs has been rocky and failure rates have been high, with 50% of them failing in the first year. Are you prepared to categorize, “projectize”, and manage the new wave of technologies from the initiation phase to close-out? Can you ensure sustainability for months or even years with clearly defined goals and objectives tied to business value with demonstrable results? According to many analysts, the wave is just beginning with the largest growth of innovative technology, since the late 90’s, being evaluated by corporations today.

  • Learn how to grasp the advantages of new technologies quickly and align them with your business needs

  • Walk through the deployment, ”go live” AND the “post go-live” phases

  • Understand how to overcome the challenges of implementing and maintaining new technologies and make the case to shareholders for the much needed PMO leadership

 

11:30am-12:30pm B

Heinrich

Resource Planning and Practical Portfolio Management: Should We, Can We, Did We?

Peter Heinrich, CEO, PDWare

Portfolio management without resource planning is an empty shell.

There is no longer disagreement about the importance of resource planning to portfolio management. Portfolio management without a robust resource planning process is static, leaving out the most powerful levers for improvement. With all that is now known, most companies still self-identify as being poor at resource planning. Many of these companies also claim they are not mature enough to take on such an initiative. Resource planning is where you start portfolio management, not where you end. Resource planning is a key driver of portfolio selection and is a necessary condition for improvement in execution. This presentation will elevate the traditional status of resource planning within portfolio management, and will make the case for getting started sooner rather than later.





12:30pm - 1:30pm Luncheon

1:30pm-2:30pm A

Binyamin

How to Support Your PMO with IT Portfolio Catalog

Moshe Binyamin, Product Management Director, Autotask

The session will focus on best practices for building an IT Portfolio Catalog. We will share insights into why and how IT Portfolio management can help better align IT operations with company’s strategic and operational goals today and in the future. We will also discuss how partnering for value with stake holders drives success. We will specifically focus on methodologies you can use to define the IT Portfolio catalog and get started quickly. The session will conclude with how to align the IT Portfolio Catalog with critical stages of the business and become a trusted advisor to company executives.



1:30pm-2:30pm B

Schefer

The Battle of Enterprise Work Chaos: 6 Tips to be an IT Warrior

John Schefer, Solutions Engineer, AtTask

The rules of this game are tough. Whether you are part of a small IT team or a global organization with a large IT department, the same rules apply: budgets are tight, resources are limited, and work requests come at you so fast you feel like you’re leaping over fireballs while battling mages and warlocks.

Never fear, there’s still a way to win. Attend and learn the right way to manage your work so that accomplishing key tasks is easy and getting the resources and budgets you need is possible. You’ll no longer feel like a minion on the battlefield, but like a Game Master—completely in control of your adventure.





2:30pm-3:30pm A

Ciolino

Portfolio Financial Management

Jen Ciolino, Director, Portfolio Management, Grant Thornton, LLP

In this session, you will learn strategies for managing the IT project portfolio from a financial perspective. This includes the following:

  • Estimating at the project and portfolio level

  • Overseeing the project financials and the portfolio impact

  • Reporting portfolio financials to IT and non-IT business leaders

 


 

2:30pm-3:30pm B

Pecylak

IT Governance – What Really Matters

Kim Pecylak, Global Director of Project Management, Aon Benfield

IT Governance and Enterprise Portfolio Management are processes and techniques that when working in conjunction can enable IT organizations to successfully support corporate strategic objectives. To enable successful IT governance, organizations need to leverage leaders from both within and outside of IT to provide a balanced, effective approach.

In this session, attendees will walk away with a successful approach to the discipline of IT governance.



Scher

3:30pm-4:30pm A

Today's Challenges Encountered by Portfolio Managers

Claude Scher, Portfolio Manager, MillerCoors 

The field of Portfolio Management is in constant evolution. During this presentation, Claude will go over some challenges Portfolio Managers are facing today or likely to face in a near future. How do those challenges materialize? What is the likely impact to the portfolio execution and the organization? How to mitigate them? This discussion is based on the presenter’s own experience and active participation from the audience is encouraged.
 
Objectives: To give portfolio managers a personal view on conventional challenges they are likely to face and how the presenter dealt with them at the time. Attendees can factor in how relevant it is to their situation and organization and how they can apply some of information shared along with their own thoughts and experience.



3:30pm-4:30pm B

Hansen

Transforming Local Government by Project Portfolio Management: Identifying and Overcoming Control Problems

Lars Kristian Hansen, Researcher, Center for IS Management, Aalborg University

As public organizations strive for higher e-government maturity, IT Project Portfolio Management (IT PPM) has become a high priority issue. Assuming control is central in IT PPM, I discuss how a Danish local government conducts control in IT PPM; I identify control problems and formulate recommendations to address these. Finally, I argue that similar control problems may be found and solved in North American private companies.



 

 


Conference Price: $689.00 per person

Register

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.

 

Exhibits

 

As is always the case at CAMP IT Conferences events, the talks will not include product presentations.  During the continental breakfast, coffee breaks, and the luncheon break you will have the opportunity to informally meet representatives from the following sponsoring companies, who have solutions in the area of the conference.