2010 ppm summit_brochure

A GARTNER FOR IT LEADERS SUMMIT

EARLY BIRD SAVINGSRegister by 16 April 2010 and save Ð300

IT PORTFOLIO MANAGEMENT

IT GovernanceProgram ManagementPMO

PROJECT PORTFOLIOS

Gartner PPM & IT Governance Summit 201016 – 17 June 2010 | Lancaster London, UKeurope.gartner.com/ppm

Finding the Right Path to Value: Prioritize, Measure, Adapt and Lead

Michael HanfordResearch Director Gartner

Adrian WebsterAuthor of “Polar Bear Pirates”, Leading Business and Motivational Guru

THOUGHT LEADER AND SUMMIT CHAIR KEYNOTE ADDRESS

16 – 17 June 2010 | London | europe.gartner.com/ppm

2 Register today at europe.gartner.com/ppm or call +44 20 8879 2430

Page 2–3Introduction and Overview

Page 4 Gartner Research: Meet the Analysts

Page 5Plenary and Guest Speaker Sessions

Page 6–8Summit Agenda: The Tracks and Sessions

Page 9Best Practices Workshops

Page 10Solution Showcase

The Summit Experience

Page 11How to Register

CONTENTS SUMMARY Finding the Right Path to Value: Prioritize, Measure, Adapt and LeadFor many organizations, the economic and budgetary challenges of 2009 drove important changes in the general governance of IT investments and initiatives, accelerating the trend toward greater accountability, effectiveness, agility and transparency. In the area of Program, Portfolio Management (PPM) and IT Governance, enterprises focused around survival, making tough priority choices, cost savings and near term value.

In 2010, fi nancial and cost management will remain a key priority, but enterprises need to position themselves for substantial recovery. Organizations need to leverage (or establish) a solid PPM “foundation,” and identify and satisfy PPM needs and capabilities that can power growth and innovation again. For many organizations, IT governance over demand, resources, and initiative investments is — at best — “broken.” Agile and effective IT governance is the engine that will power new IT assets, initiatives and revenue.

A recent end-user EMEA survey into the area of PPM and IT Governance revealed that leaders have their biggest challenges in the following areas:

• Prioritizing portfolios and initiatives in a fast changing environment

• Measuring and articulating the value of IT investments, and of PPM and IT governance initiatives

• Evolving the right roles, responsibilities and structures to effectively manage demand

• Managing resources — including budgets, tools, skills, competencies and culture — and adapting to change

• Getting stakeholders to buy-in, adopt and consistently execute PPM and IT governance processes, methods and strategies

All of these challenges fall equally upon IT Steering Committees, Investment Review Boards, Governance Offi ces, Project/Program Management Offi ces (PMOs), and portfolio managers. For example, Gartner predicts that PMOs that reject any accountability for the success of initiatives will be gone, in the next 18 months.

Finding a path forward that “fi ts” the new economy and the new realities makes the launch of the Gartner Program and Portfolio Management & IT Governance Summit in EMEA a must attend event for both business and IT leaders. You won’t win the new battles of the new economy with old practices and strategies.

Michael Hanford Tatiana WellsResearch Director Senior Program Director, EventsGartner Gartner

Introduction

Who Should Attend• PMO Leaders • Portfolio Management

Leaders • Program Directors &

Managers • Project Portfolio Directors

and Managers • IT Governance Executives • IT Executive Steering

Committee Members • IT Investment Review Board

Members • IT Strategists, Planners &

CIOs • Business Strategists &

Planners • New Product Development

Managers

Gartner PPM & IT Governance Summit 2010

3Register by 16 April and save Ð300

Overview

Customize Your AgendaWe understand your need for relevant information and guidance to match the maturity of your PPM and IT Governance initiatives. To meet this need, sessions have been identifi ed with icons to help you navigate your way through the agenda:

E ESSENTIALS: If you are at the early stages of your PPM and IT Governance initiatives or you are a newcomer to this space, these sessions will help you navigate through the necessary steps.

A ADVANCED: If you are an advanced practitioner of PPM and IT Governance, these sessions are designed to take your initiatives to the next level.

Create Your Own RoundtableDo you have a burning issue you’d like to discuss with your peers? Gartner brings you the opportunity to propose your own roundtable discussion topic to help you connect with your peers with similar challenges and interests. Submit your proposal through Agenda Builder, LinkedIn or Twitter once you have registered to the event. Gartner will then review and advertise your roundtable to other delegates so that you can connect on-site.

Case Study RoundtablesTo help delve deeper into the case study presentations and discuss the issues raised with the presenters — and your peers — break-out roundtable sessions will be held to give you an added opportunity to interact. Numbers for these sessions are limited by design to allow for in-depth conversations. Register via the Agenda Builder, visit ab.gartner.com/ppmite1

Summit FormatThe Summit provides a unique mix of Gartner Research presentations, practitioner case studies, peer-to-peer roundtables, and hands-on workshops which closely engage Gartner analysts with the attendees. The Summit is designed to provide you with content focusing on practicality, applicability, and action-orientated advice — through interaction with Gartner analysts, your peers and solution providers.

• PLENARY SESSIONS In our renowned plenary sessions, you’ll hear what today’s

leading fi gures are thinking. Gartner analysts and invited experts will give you strategic insights, thought-provoking points of view and forward-thinking advice that will help shape your planning.

• TRACK SESSIONS Presented by Gartner analysts, invited guest speakers and

industry presenters, these sessions offer timely and actionable advice, which match your environment, organizational success needs, and practices which address “real-world” needs.

• BEST PRACTICES WORKSHOPS Workshops provide you with a hands-on working environment,

in which ideas are tested, solutions critiqued, and answers and actions to specifi c challenges and issues are devised which can be used when you return home. Your peers in the PPM space share both questions, and their working solutions, while the session is facilitated by Gartner analysts to develop direction, alternatives, and strategies to address them.

• GARTNER ANALYSTS ONE-ON-ONE MEETINGS A private meeting with a Gartner analyst is one of the key benefi ts

of attending a Gartner Summit. Personalize your 30 minute private appointment to discuss your specifi c issue and walk away with invaluable, tailor-made advice.

Key Benefi tsIndependent, practical advice you can use in 2010 to get tangible resultsAs a Summit attendee, you’ll get all the information you need to avoid revisiting past mistakes and bad practices that did not work. You’ll learn how to:• Prioritize IT initiatives against things that matter.• Exercise IT governance that really works.• See how your board of directors views IT governance.• Make decisions about the future of IT initiatives that stick.• Identify and evolve key roles, responsibilities and skills.• Balance IT demand with resources.• Understand where the idea of agility fi ts into PPM and IT

governance.

HOT TOPICS• The Future of PPM and IT Governance

• Measuring and Communicating the Business Value of IT

• Prioritizing Projects

• PPM and IT Governance Solutions Evaluation

• IT Governance Strategies

• Enterprise Program Management Offi ce (PMO)

• IT Investment Review

• IT Demand Management

• IT Resource Management

• Managing Business Change and Complexity

• People Management and Workforce Issues

• Independent Verifi cation and Validation

• Application Portfolio and Modernization

• Business and IT Collaboration and Engagement

PMOs Need to Look Inside, Not Outside, to Drive PPM Value



Gartner analysts draw constantly from the real-life challenges and solutions experienced by more than 45,000 clients worldwide. The value of resource, combined with our deep analysis of technology vendors, is unrivalled.

Gartner Research

Audrey ApfelManaging VP

Focus Areas: Business Value of IT, PMO Strategies, Project Management, Structure, Roles and Responsibilities, Project Portfolio Optimization, Prioritization, PPM/PM Cost Optimization Strategies

Barbara BrodyConsulting Director

Focus Areas: Project and Program Management, IT Portfolio Management, IT Governance, Organizational Development, Business and IT Alignment, IT Strategy, Strategic Sourcing

Stewart BuchananResearch Director

Focus Areas: IT Procurement and Vendor Management, IT Asset Management and Financial Management, Supply Chain and Vendor Management Strategies, IT Procurement Governance and Process Management

Donna FitzgeraldResearch Director

Focus Areas: Aligning IT and Business Strategy, Processes, IT Governance, Leadership Development, Team Development, Project Management, Methodologies, Organization, Project/Program Management Offi ce (PMO)

Mike FletcherConsulting Director

Focus Areas: Portfolio, Program and Project Offi ce Management, Software Development Management, IT Process Optimization, Supplier Sourcing and Management, Data Warehousing and BI, IT Strategy

Michael HanfordResearch Director

Focus Areas: Program and Project Management, IT Portfolio Management, IT Governance. Application Development and Management Strategies, Process Management and Governance

Andy KyteVP and Gartner Fellow

Focus Areas: Application Overhaul, Application Rationalization, Application Portfolio Management, Application Strategy

Matt LightResearch VP

Focus Areas: Application Development Methods and Processes, Enterprise Project Management, PMO, Project and Portfolio Management Tools, Requirements Management, Cost Optimization: Project Realignment, Demand Prioritization, Communication

Lars MieritzResearch VP

Focus Areas: Business Value of IT Alignment, Business Case Articulation, TCO and Cost Management Frameworks, KPIs and Metrics for Dashboards and Scorecards

Ben MillroodConsulting Group Vice President

Focus Areas: IT Cost Optimization, Strategic Sourcing, Infrastructure and Operations, IT Organizational Change, and Program and Portfolio Management

Meet the Analysts

Worldwide Expertise at Your Fingertips — Your Questions on Program, Portfolio Management and IT Governance Answered

Gartner Analyst One-on-OnesTo book your private 30 minute session with a Gartner analyst of your choice, take a look at the analyst focus areas on this page and select the analyst most applicable to your needs.

Advisory BoardThe Gartner PPM & IT Governance Summit operates with the advice and input of a number of individuals from end-user organizations, to help guide the content and direction of the Summit and ensure that it addresses the needs of the audience. We would like to thank the following individuals for their ongoing advice and support:

• Trevor Woollard, IT Portfolio Manager, Findus Group

• Chris Bradford, Director of IT Planning and Governance, GMAC UK plc

• George Loughlin, Manager, IT Procurement, Lloyds TSB

• Brian Reeves, Deputy Director, PPM & Resourcing Division, Corporate Services, Welsh Assembly Government



Plenary and Guest Speaker Sessions

Gartner Opening KeynoteWhat’s Hot and What’s Not — State of the Art for 2010Join a panel of Gartner analysts as we test common wisdom (and our audience) on what areas you should be focusing on, and the “hot” approaches to those areas. We will present research fi ndings that may reinforce that your plans are right on target or surprise you by making you question your most fundamental assumptions. Either way, you should leave the session better prepared to handle whatever comes your way.Audrey Apfel, Managing VP, Gartner

Keynote AddressPolar Bear Pirates — Travelling TogetherDrawing on his vast amount of practical experience, Adrian Webster brings to life a whole new world of motivational terminology and characters that everyone can instantly identify with, take away and put to good. As well as pointing out a few characters that everyone should instantly recognize along the way, he will be sharing some thought provoking ideas and helping to take an innovative look at some of the practical ways that we can all engage and inspire those around us to “jump on the bus with us.” Sit back, embrace change and discover the power of TNTs and SONAR Leadership as Adrian clears the windscreen to give a clearer view of the road ahead.Adrian Webster, Author of “Polar BearPirates”, Leading Business and Motivational Guru

Gartner Closing KeynotePast Lessons, Current Imperatives, Future TrendsAfter two days, over 40 Gartner presentations, a host of guest and sponsor presentations, you now have a lot of information to digest. During this keynote, Gartner analysts will distil the key pieces of insight and advice from throughout the summit into a concise action list that will help you take your initiatives to the next level. The session will be broken down into three sections related to the track themes of lessons learned from the past, overcoming challenges and being prepared for future trends, giving you a snapshot of the most salient advice from this year’s summit.Michael Hanford, Research Director, Gartner

End-User Case StudiesThe Summit features several end-user case study presentations, with senior IT and business executives from leading organizations from a range of industries and countries designed as use cases you can compare against your own approaches and as benchmarks for your thinking. Please check on a regular basis as further case studies are added at europe.gartner.com/ppm

BAADavid Buisson, PMP, Project Manager

HMRCPaul Hirst, Head of PPM and Profession

Network RailYaelle Ridley, Program Manager

By 2012, the use of project management tools in core business packaged applications or from the cloud will grow by more than 100%,

eroding the use of complex desktop products and spreadsheets.



TRACK 1: Program and PMO Functions, Roles and Practices

Summit Agenda

In 2010, to “enable” the business, IT needs more than ever to take advantage of better, practical, and proven practices and techniques. The “rubber” of initiatives results meets the “road” of economic recovery with programs and projects that are effective, well-managed, and produce the desired business value and change. The larger, more challenging or complex initiatives require strategic program management approaches, and the applied expertise and support of highly focused and practical PMO staff. This track provides you the analysis and the tactics to measure, prioritize, organize and manage your programs and PMOs for improved business results.

People and Projects — Managing Change, Expectations and EngagementDelivering on-time and on-budget and still not getting “credit” for successful execution? Business sponsors disappearing after project kick-off? No one reading your status reports? This presentation will provide personal tools — frameworks, models, approaches — for better expectation management and stakeholder engagement.• Why is business and stakeholder

engagement an issue for IT projects?• How can IT manage the mix of

mechanics, emotions and politics to achieve business outcomes?

• What techniques can be used to keep projects aligned to shifting business expectations?

Audrey Apfel

Focus on Business Outcomes of IT Projects

Many organizations focus on costs and benefi ts estimation for potential investments, but place less emphasis on the subsequent delivery of the expected business benefi ts — which is what really matters. Planners should clarify the anticipated business benefi ts in the pre-project phase using agreed metrics and key performance indicators that tie back to the business case.• Why are business benefi t identifi cation,

tracking and communications important activities?

• What are good practices for articulating the business benefi ts underlying the business case?

• What are good practices for monitoring business benefi ts delivery and stakeholder communications?

Lars Mieritz

Project Juggling for PMOs — The Practical Approach

PMOs rapidly fi nd themselves overwhelmed with demands placed on them to not only prioritize the work but improve the execution of projects. Previously, many PMOs thought that deploying and enforcing methodology was a one size fi x for whatever ailed the organization. Experience has shown that this approach rarely works.• Is there an optimal way to prioritize

projects?• Are there best practices to improving

project delivery across the organization?• What is an effective approach for

managing all of the stakeholders?Donna Fitzgerald

The Emerging Enterprise PMO

The formation of Enterprise Program Management Offi ces continues in 2010, driven by the need to merge technology and business process projects under the same organization. This presentation will explore the EPMO as a management unit; merger of process and tools at enterprise level; tips and techniques for overseeing highly complex projects and programs.• Is there an emerging role of an EPMO in

an organization?• What is the relationship of business

process projects and systems project at the enterprise level?

• What are the secrets to managing the complexity of the projects tracked at the enterprise level?

Donna Fitzgerald

Independent Verifi cation and Validation — Double-Checking Project QualityPMO and quality assurance (QA) organizations report to the same governance as project owners and other stakeholders. When pressure for delivery mounts, these groups may not fully and objectively assess process and deliverable quality — introducing new or higher risks for dangerous or critical deliverables. Independent verifi cation and validation (IV&V) is an important tool to manage project quality in these situations.• How should IT organizations assess their

validation and verifi cation capabilities to determine adequacy and neutrality for key projects?

• How can IV&V help mitigate risks stemming from projects’ size, cost, complexity and other factors?

• What types of IV&V services support project quality management, and what external service providers provide them?

Matt Light

1

Your Summit — Your Agenda!

With a wealth of sessions, it is helpful to have a tool to build your

own agenda focusing on your own needs. The online Agenda Builder

helps you select the sessions most relevant to you and add them to your

calendar, and to build networking and refl ection time into your schedule.

Go to ab.gartner.com/ppmite1 to view the full agenda.

E E

A A



TRACK 2: Portfolios, IT Investments and Initiatives Across the Enterprise

Summit Agenda

Your 2010 IT investments will impact the degree and direction of IT enablement for business recovery. Matching IT direction to the business strategy is critical. Selecting the IT investments — which pay off with the “right IT results, rightly done,” and eliminating projects and applications that create recovery “drag” — is required in order to determine whether your organization will be “ready for growth,” “kind-of-ready,” and “how do you spell ready”? In this track, you will get practical advice for prioritizing portfolios and investments, approving and effectively managing demand and resources, and both modernizing and streamlining your applications stack.

Who’s Doing What to Whom? Basics of IT Resource Management

IT resource management is a constant complaint. A basic-level set of functions and services is needed to track and forecast resources usage; and to avoid being “stuck” at level 1.7 PPM maturity. This introductory session will identify a starting point to gain initial traction around resources usage — focusing on needs, minimum set of components and process, selling upward, and cautions on going too far or not far enough.• The what and why of IT resource

management — a level set.• What does IT resource management

deliver?• How do you sell the need to executives,

and what do you do fi rst?Michael Hanford

Opportunity Cost — A Universal Prioritization Framework for IT Funding

Opportunity cost is the health check needed to get businesses back into shape and provides the common fact basis to optimize business cases, project prioritization and even sourcing decisions. As well as ROI, organizations need to show best possible return on spending; the least risk with the greatest commercial advantage. • Can you break the zero sum game of ROI

business cases based on driving the cost and value out of the IT supply chain to business?

• How can you use service pricing and make relevant comparisons for price/performance and cost/benefi t decisions across the portfolio?

• How can you prove the best possible spending choices to return to growth as rapidly and safely as possible?

Stewart Buchanan

Applications Overhaul — Rationalize, Standardize, Consolidate and SimplifyEnterprises have long suffered from bloated application portfolios, following mergers, rapid expansion, globalization, and competing business unit demands. A drastic application overhaul is required to eliminate redundancy, standardize business processes, consolidate solutions, and establish platforms for tomorrow’s agile and growing business environment. • What are practical options and

approaches for addressing the bloated application portfolio?

• How do you secure and sustain business buy-in, funding and executive sponsorship?

• How do you keep the “lights-on” while executing a major application overhaul?

Andy Kyte

The Lean PMO — From Prioritization to Process ImprovementThe daunting issue of risk assessment for IT projects leads many to a simplistic “high-medium-low” approach. Analysis of risk in six key categories can help organizations assess an IT project’s potential payoff considering its risk. This session will offer a framework and process to properly factor risk into IT investment portfolios.• How do lean principles of value, quality

and “waste” apply to the PMO?• How can a PMO promote lean IT

management practices from project initiation through closure?

• What organizational roles and metrics can help drive continuous improvement of the organization — and the PMO?

• How can a PMO help determine the right “fl ight path” for different kinds of projects?

Matt Light

The Gartner PPM Magic Quadrant and The PPM Market in 2010 — Road to RecoveryThe PPM software market continues to evolve and mature, heading into what Gartner calls the “Trough of Disillusionment.” This session will present the latest Gartner PPM Magic Quadrant report, and review the current state of the overall PPM software market; unveil and discuss the 2010 PPM for IT Magic Quadrant and offer best practices for navigating a software market designed for work management process improvement.• Most current trends and innovations in the

worldwide PPM software market.• Most signifi cant PPM application

providers supporting the internal IT fl avor of PPM.

• Leveraging Gartner PPM for IT MQ while pursuing a PPM initiative.

Michael Hanford

2 E ESSENTIALS

A ADVANCED

PMOs and other PPM functions have

been following a path defi ned by external methodologies and the “one size fi ts all”

approaches of common wisdom. Results have not met expectations.

E

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Summit AgendaTRACK 3: IT Governance and Oversight — Challenges and Solutions

Cost management will remain a major concern in 2010, but sheer survival in the face of catastrophic change in 2009 is behind us. Making IT governance both effective and timely is essential for your organization to make the right decisions, stay on top of IT initiatives, and consistently harness progress and innovation. To capture fast-moving business opportunities, don’t be caught using a “Model-T” IT governance and oversight. In this track, you will learn how to re-tool your IT governance, get stronger buy-in and adoption, and measure your governance success.

33IT Governance and Oversight 3IT Governance and Oversight 33Governing, Measuring and Managing Applications OrganizationsBudget scrutiny, resource constraints, SOA and emerging technologies, portfolio rationalization and end-user empowerment. These are some of the pressures exposing defi ciencies in applications governance and management. This session addresses the advanced governance and management disciplines needed, through Gartner’s application governance framework; identifi es capability and maturity trends for benchmark and comparison; and describes prevailing organizational archetypes and transition strategies.• What disciplines are required for

advanced application organizations? • How do you assess your organization’s

capabilities, measure effectiveness, and prioritize improvements?

• When and how should you consider an organizational re-alignment?

Andy Kyte

Sell or Hold — Reviewing Major IT Initiatives

Organizations have increased focus on investments, and value-for-money. For many, this means increasing project reviews and health checks — which are both tactical and limited in results. This session will focus on the need for, and the contents of, executive strategic reviews of major initiatives: achievable benefi ts and value; action-oriented; initiative evolution; fi t of results to future scenarios; and decisions to “sell” or “hold” the initiative. • What should executives look for in an

initiative investment review?• What does the process of review look like,

end-to-end?• What are the roles of PPM leaders in

facilitating these reviews?Michael Hanford

The Relentless Rise of Free Market Economics and the End of Command and Control ITNatural economics forces work just as well internally as they do externally to reduce administrative overhead and drive natural effi ciencies within IT. Command economies have given way to market economics. Instead of trying to swim against the fl ood, PPM managers are ideally placed to harness these powerful forces of nature and steer.• Evaluating traditional “command and

control” IT organizations and “resource rationing” for the return to growth in a global market economy.

• Successfully obtaining sustainable fair value from IT projects and turning the supply chain into a value chain, instead of fi ghting market forces.

• Preparing the IT organization for the fall of the “iron curtain” between business and IT.

Stewart Buchanan

Creating Meaningful Metrics for PPM

As well as the management and development of PPM practices, a PPM function needs to understand the multitude of information requirements and to respond in a timely manner. Metrics and measures that constitute the information need to be organized — uniform where possible — with clear defi nitions and readily understood by stakeholders. This presentation will explore the key elements in establishing an effective set of metrics for PPM and share best practices.• What factors have led to measurement

and metrics rising on the PPM agenda?• What are the key elements in creating

effective PPM metrics?• What is good practice for implementing

and managing PPM metrics?Lars Mieritz

Managing Demand and Prioritizing for Value — How to Do It, Make It Stick, And Not Lose Your Mind in the ProcessIT total demand comes from many distributed sources and outstrips IT supply. In the name of customer-centricity, IT feels obliged to deliver all — an impossible task with the risk of lowering the overall credibility of the IT organization, and limiting the ability to maximize value from investment of money, time and resources. This presentation will focus on mindset adjustments, executive support and practical frameworks for demand intake, prioritization and scoring to effectively manage demand throughout the organization.• What does an effi cient IT demand intake

process look like?• How can organizations prioritize

demand coming in from multiple peer organizational units?

• Who is involved in the prioritization and governance process for IT demand?

Audrey Apfel

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Best Practices WorkshopsE ESSENTIALS

A ADVANCED

PPM Maturity AssessmentThis workshop will focus on an overview of the Gartner PPM Maturity Model exploring the key characteristics at various maturity levels. With this foundation in mind, participants will complete a quick PPM Maturity assessment. Based on the assessment results the workshop will conclude with examining the key elements for progression through the maturity levels. What is the Gartner maturity model for PPM? How can an organization transition between maturity levels?Donna Fitzgerald, Matt Light

PPM Worst Practices — Pitfalls Peers Have Learned to AvoidInvestment in project governance overhead is largely about minimizing project risk. Workshop participants often come seeking to share best practices, though they may have few to share. Often, though, they have learned the hard way how to detect and prevent some project problems, which can provide valuable lessons to their industry colleagues. Participants will identify bad AND good ideas and practices; and learn from the experiences of Gartner, and peers, how to avoid those which are “bad.”Audrey Apfel, Matt Light

Program Management — It’s Not about Technology — It’s About PeopleSuccess of programs is in the eye of the business beholder. Success lies in the ability of program managers to manage both the business outcome and the politics surrounding the program. Soft skills like infl uencing and negotiation are essential to drive governance success. This workshop will focus on the techniques and frameworks program management leaders and other executives use to manage the expectations and stakeholder engagement, as well as skill sets required for project and program managers. Workshop participants will be invited to discuss and recommend approaches for coaching and infl uencing individuals and groups to improve stakeholder perception at the program or project level.Barbara Brody, Lars Mieritz

Strengthening IT Governance to Drive Portfolio Decisions and Manage IT DemandCurrent economic conditions and investment constraints are driving increased focus on those initiatives that drive greatest impact to the bottom line either through increased effi ciencies or business enablement. Business needs continue to grow along with increased pressures on cost savings. Challenges of balancing cost-optimization and IT Demand are intense requiring stronger IT Governance processes and mechanisms than ever before to accelerate decision-making around IT investment portfolios. This workshop will assist attendees in understanding the current maturity of their IT Governance processes, the relationships between IT Governance and Portfolio decisions, and practical steps for improving the IT Governance Model and Portfolio Management processes.Mike Fletcher, Ben Millrood

Portfolio Optimization — Balancing the Needs for Operational Cost Effi ciencies, Business Innovation and Agility Broad and forceful economic pressures are pushing many organizations to grapple with signifi cant and urgent tactical business requirements for operational cost effi ciencies. Few enterprises have the ability to fi nance and manage all requisite administrative and innovative services in this context of uncertainty, particularly at the service and cost levels demanded of consumers and business partners. Organizations must respond by creating new ways to provide innovative, fl exible and effi cient services, even as they address cost-cutting pressures. In this workshop, a senior Gartner Consultant will assist attendees in establishing and executing decision frameworks that optimizes an organization’s IT portfolio, including examples and lessons learned from various industries.Mike Fletcher, Ben Millrood

Please note: These workshops are for end-user organizations only. Pre-registration is required and attendance is on a fi rst come, fi rst served basis as numbers are limited.

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Gartner for IT LeadersEvery day you’re faced with decisions that will determine success or failure that could infl uence your organization’s fi nancial results, customer retention rates or ability to compete.

Getting information is easy but is it insightful and relevant? Your time is scarce. Spend less time searching for information and more time applying relevant insight to your IT initiatives that need effective solutions right now.

Ensure your success as an IT leader. Get the insight you need — when you need it. With instant Web access to exclusive Gartner research that’s relevant, insightful and tailored for IT leaders in Program & Portfolio Management.

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SPONSORSHIP OPPORTUNITIESIf your organization is interested in sponsoring this event, please contact Silas Mante for further details.

Telephone: +44 1784 267103 E-mail: [email protected]

Solution ShowcaseMEET THE TECHNOLOGY AND SERVICE PROVIDERS AT THE FOREFRONT OF PROGRAM, PORTFOLIO MANAGEMENT AND IT GOVERNANCEThe Summit helps you develop a “short list” of technology providers who can meet your particular needs. We offer you exclusive access to some of the world’s leading technology and service solution providers in a variety of settings. Visit the Solution Showcase, attend the Solution Provider Sessions and join in the Networking Reception for informal relationship building.

Maximize Your Summit Experience

Depth, Discipline and DecisivenessGartner Summits are unique in the experience that they bring to attendees.A mixture of session formats brings extended opportunities to interact with Gartner analysts, with fellow attendees and focused solution providers.

Solution Provider SessionsSelected technology and service providers will give their advice on the latest solutions and best practices. The providers, and in many cases their clients, will explore best practices, key learnings and future trends and technologies. These sessions give you a unique opportunity to learn from the organizations that will shape the future of technology and to benefi t from the real-life experiences of their clients.

Networking at the SummitConnecting with your peers is a key element of your Summit experience. Take advantage of the networking opportunities to meet fellow delegates, Gartner analysts and sponsors to share ideas, best practices and future plans.

Gartner Analyst One-on-One MeetingsDon’t you think you deserve a little private and focused time? Meeting privately with a Gartner analyst is one of the key benefi ts for attending this Summit. Seven Gartner analysts specializing in various aspects of Program & Portfolio Management and IT Governance will be at the Summit. Bring your issue, select the relevant analyst, set the agenda and walk away with invaluable, tailor-made advice. To book, email [email protected]

Personalize Your ExperienceYour Summit — Your Agenda! With a wealth of sessions, it is helpful to have a tool to build your own agenda focusing on your own needs.The online Agenda Builder helps you select the relevant sessions and add them into your calendar, along with building networking time into your schedule. Visit ab.gartner.com/ppmite1

Connect with Linkedin and TwitterJoin our online communities. Get the latest Summit updates and network with fellow delegates — visit europe.gartner.com/ppm for more details and sign-up.

Premier

Microsoft is the worldwide leader in software, services and solutions that help people and businesses realize their full potential. Microsoft Project 2010 offers fl exibility and choice for individuals, teams and the enterprise to effectively manage all types of work — from simple tasks to complex projects and programs. The end-to-end collaborative, project and portfolio management environment helps your organization gain visibility, insight, and control by enhancing decision making, improving alignment with the business strategy, maximizing resource utilization and measuring and increasing operational effi ciency.

www.microsoft.com/project

Platinum

For 20 years, Planview has been advancing the discipline of PPM, helping customers to manage people and money. Planview Enterprise®, a market-leading portfolio management application suite, delivers measurable business results for IT management, product development and throughout the enterprise. Customers in virtually every industry turn to our offerings to make smarter decisions faster.

www.planview.com

Silver

Bronze

Pcubedwww.pcubed.com

Compuware provides software, experts and best practices to optimize application performance across the Enterprise and the Internet.

www.compuware.com

PowerSteering Software is the leader in on-demand enterprise project & portfolio management (PPM) solutions for Information Technology, Product Development, Six Sigma and other business PMOs.

www.PowerSteeringsoftware.com



Team AttendanceTeams that attend a Gartner Summit together gain a much richer experience of the event. Not only can they divide and conquer, attending all the sessions to maximize their learning, but they also have the added benefi t of inviting a Gartner analyst to a team meeting — to facilitate a discussion or advise them on strategic initiatives and key projects. For this reason, organizations often take the opportunity to hold offsite team meetings and incorporate Gartner Events as part of their training programs.Gartner Events has designed an experience that will help teams of 4 to 25 maximize their Summit experience while on-site and long after the event concludes.

Team Benefi ts:1 Team meeting with a Gartner analyst

(end-users only)2 Optional team meeting(s) with select

executives from vendor organizations3 Advice and support on building

personalized agendas for your team4 10+ free audio sessions from the

Gartner Events Multimedia On Demand product

5 Complimentary team lounge and meeting space (based on team size, terms and conditions apply)

6 Concierge service pre-event and on-site7 Discounts on registration rates

Summit Team Discount Offers*:• 4 for the price of 3• 6 for the price of 4• 10 for the price of 7

* For full terms and conditions visit europe.gartner.com/ppm

To register a team please e-mail [email protected] or contact your Gartner Account Manager. Please note that teams must be registered at the same time and we can only guarantee availability of team benefi ts if the team is registered at least three weeks in advance of the event.

How to RegisterOnline: europe.gartner.com/ppm

Telephone: +44 20 8879 2430

E-mail: [email protected]

Pricing

Early Bird Price Ð1,895 + UK VAT(offer ends 16 April 2010)

Standard Summit PriceÐ2,195 + UK VAT

Public Sector PriceÐ1,695 + UK VATEligibility for the Public Sector Price will be verifi ed, proof of public sector status will be required. Price cannot be applied retrospectively.

Public Sector: National Government, Local Government, Non-Financial Public Enterprises, Charities, Public Administration, Health and Education.

Why Register Early?• Save Ð300 on the standard price• Receive a complimentary copy of

Gartner book ‘The Real Value of IT’ (collect on-site at the Summit)

• Priority Gartner Analyst One-on-One booking with the analyst of your choice

Gartner ClientsA Gartner ticket covers both days of the Summit.If you are a client with a query about tickets, please contact your Account Manager or e-mail [email protected]

Refer a ColleagueIf you know of a colleague who would benefi t from this Summit experience and direct access please forward this brochure to them.

Media Partners

Registration

Hotel InformationLancaster LondonHyde Park, London, UK W2 2TY lancasterlondon.comFurther information can also be found on the Summit Web site.

Project management is becoming a mainstream skill, diffused throughout the organization. Tools need to support this

work where the users are and in an easy-to-use, familiar environment.

Return address: Gartner, PO Box 754, North Shields, NE29 1EJ, United Kingdom

Visit europe.gartner.com/ppm

Register now for Early Bird saving!(offer ends 16 April 2010)

Build your own agenda online at ab.gartner.com/ppmite1

Book a 30-minute Gartner Analyst One-on-One Meeting with your preferred analyst

Join our online communities with:

Cert no. SA-COC-001683

Gartner UK Ltd. is a company registered in England & Wales with the registration number 2266016.The registered offi ce is Tamesis, The Glanty, Egham, Surrey, TW20 9AW, United Kingdom.

Gartner PPM & IT Governance Summit 201016 – 17 June 2010 | Lancaster London, UK

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