Transcript Presentation Title - PMI Great Lakes Chapter Home Page

Comerica’s Transformation
The Next Chapter
George Surdu
0
Overview
• Last time I was here
– Running IT like a business – building the
necessary infrastructure
– The Transformation journey begins
• Where is Comerica now?
– Execution, differentiation, insight, value
– How the PMO structure fits in
• Where are we headed?
– Positioning for the challenges to come
1
Running IT like a business
Hosted-Services
Model
Service
Consumer Advocate
Model
Profit
Focus = Execution
Focus = Differentiation
Professional Services
Model
Consumer – Testing
Model
Relationships
Focus = Insight
Solutions
Focus = Value
2
Quest Vision & Goals
Our Vision:
To be the business technology service provider of choice by
delivering the highest enterprise value* through trusting client
partnerships that bring:
–
–
–
–
–
Information Technology leadership and innovation
Business consulting and acumen
Responsiveness, flexibility, and agility
Reliable and measurable service delivery
People, process, and technology optimization
Our Goals:
– Deliver Quality Solutions Faster
– Provide Capabilities On Demand
– Be Cost Effective
3
BTS Quest: the Journey Begins
New Operating Model
Previous Operating Model
Client
Client
Relationship
Management
Relationship
Management
Client
Relationship
Management
BAM
Client
Relationship
Management
BUM
Client
Relationship
Management
Client
Client
Relationship
Management
Demand Processes
Six Independent Silos
Client Aligned Capabilities
Relationship
Management
Administration
Business
Support
Supply
Task Force
Service
Management
Enabling Processes
Client
Consulting
Vendor
Management
Business
Solutions
Engineering
•
•
•
•
•
•
•
Product Management
Service Management
Vendor Management
Project Management
Software Development
Integration/Testing
Solution Delivery
Business
Systems
Operations
• Application Production
Support
• Application
Maintenance
• Business Support
• Regulatory
• Solutions Engineering
Support
• Appl Retirement
BTS
Capability
Management
• Skills Management
• Staff Performance
Management
• Centers of Expertise
• Resource Allocation
• Career Planning
• Training &
Development
• Sourcing Mngmt
IS
Service Company
Corporate
BTS
Production
Support
Resource
Management
Supply Processes
Project Mgt
The Journey Continues
Key Outcome: Improved Project Effectiveness
From:
To:
Inconsistent performance
Skilled and accountable (PM Core
Competency)
First come first serve
Demand Planning
Inconsistent project selection &
prioritization
Portfolio Management
Decentralized ownership
Single ownership & accountability
Many disparate processes
One flexible enterprise methodology
Limited measurements
Process adherence and project metrics
5
PMO Collaboration – the heat and energy story
Project Management Advisory Board
IT Guidance Team
EPMO
Enterprise specific
methodology led
by EPMO
•
•
•
•
Overlapping
Methodology
developed
collaboratively
IT specific
methodology
led by ITPMO
ITPMO
One enterprise methodology
Developed with practitioners
Vetted cross-functionally
Accessible through a single repository
6
Communities
of Practice
Centers of Excellence
Organizational Collaboration – expanding the model
Areas of Focus
EPMO
Enterprise Practices
& Processes
IT / Business
Practices & Processes
Best Practices &
Consistent Execution
IT
PMO
BU PMO
EPMs
CAPP
BU PMO
BSE
COEs
TPMs
7
Responsibilities / Accountabilities
Methodology Integration
Members
Project
Mgmt
Council
 Divisional
Stakeholders
Key Responsibilities
 Advocate across project
methodology
 Set direction
 Review & Approve Methodology
 Champion standard project
methodology
Project Mgmt
Leadership
 PMO Leadership
(EPMO & IT PMO)
 Insure consistency and workabilty
 Balance standardization with
flexibility
 Communicate / Educate
 Actively participate
Project Mgmt
Community
 Project Managers
 Source of best practices
 Consistently utilize project
methodology
 Validate usability and provide
feedback
8
The Shared PMO Vision
• Enabling effective and consistent project
execution through best-in-class project practice &
process.
• Focused on enhancing project and portfolio
management methodology and governance.
• Single repository for methodology, templates,
and best practices.
• Increase the success of projects as measured by
industry standard metrics such as cost,
schedule, quality, and client satisfaction.
9
PMO Guiding Principles
Operating Principles
•
One enterprise methodology one common set of processes and procedures for PMs
to follow.
•
The project methodology will be flexible / tailorable to insure that just enough
methodology is applied to each project.
•
There will be one repository for all project methodology to ensure easy accessibility.
•
The EPMO and IT PMO will collaborate under a common set of objectives
Design Principles
•
Changes to methodology and governance will occur on a regularly scheduled basis
•
Balance usability and applicability with speed of development in order to deploy
methodology changes quickly.
•
Leverage Comerica or industry best practices rather than reinventing the wheel
•
Balance the needs of individual consumers with the needs of the organization
10
Positioning for the Challenges to Come
• Economic Reality
• Challenging ourselves to be more effective
• Drive quality into the system
– Process development
– Consistency in execution
• Pivotal role for new technology
• Seize the moment!
11
Don’t avoid doing it
because it’s hard!
12