The PMO of Tomorrow - Harnessing AI and Strategic Portfolio Management to Drive Business Outcomes
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The document discusses the challenges faced by digital business leaders in today’s rapidly changing environment, emphasizing the importance of establishing an Enterprise Project Management Office (EPMO) to enhance organizational agility and strategic alignment. It highlights the necessity of strategic portfolio management (SPM) to effectively prioritize investments and respond to emerging digital demands, particularly with the advent of generative AI (GenAI) technologies. Recommendations for leveraging GenAI in strategic planning and execution are provided, advocating for proactive training and the integration of new technologies into existing SPM practices to optimize outcomes.
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The PMO of Tomorrow - Harnessing AI and Strategic Portfolio Management to Drive Business Outcomes
- 1. In partnership with The PMO of Tomorrow Harnessing AI and Strategic Portfolio Management to Drive Business Outcomes
- 2. Today’s PMOs … are facing challenges on multiple fronts in the modern, competitive, and fast-paced digital age
- 3. The Pace of Change Continues to Accelerate
- 4. Strategic Portfolio Leaders Are Forming Critical Partnerships With “Digital Business Leaders” to Achieve Desired Business Outcomes * “Digital Business Leaders” is a term used only to describe a general group of key leadership roles in an enterprise (e.g., the C-suite; business executives) © 2022 Gartner, Inc – The Strategic Portfolio Leader’s Business Case for Strategic Portfolio Management
- 5. What do we mean by a Digital Business Leader? Any executive in an enterprise who participates in strategy and investment decisions to achieve strategic digital business outcomes. Gartner’s 2021 Digital Business Leaders Survey on Enterprise PMOs
- 6. Digital Business Leaders Face These Top Challenges to Success Orchestrating enterprise change Speed to deliver value Prioritizing and executing on cross-functional investments n = 156 Digital Business Leaders Question: What are the challenges encountered by business leaders in driving digital business success? Source: Gartner’s Digital Business Leaders Survey on EPMOs (2021)
- 7. How Are These Leaders Responding to These Top Challenges?
- 8. Move from Departmental PMOs to EPMO PMO PMO PMO PMO EPMO Source: Gartner’s Digital Business Leaders Survey on EPMOs
- 9. WHY? … Because Digital Business Leaders With an EPMO Are Gaining Competitive Advantage
- 10. of the digital business leaders without an EPMO would be likely or very likely to champion its adoption 68% n = 82 organizations with EPMO not in use (Q05) Question: If your organization could have the benefits of an EPMO, how likely would you be to champion the adoption of this program? Source: Gartner’s Digital Business Leaders Survey on EPMOs Digital Business Leaders Without an EPMO Say They Want One
- 11. 60% 52% Most-Prized Benefits for Respondents Without an EPMO Execution of large, enterprise-wide initiatives Quick and effective portfolio prioritization n = 82 organizations with EPMO not in use (Q05) Question. If it were available, which, if any, of the following would be valuable in meeting your organization’s digital business challenges? Source: Gartner’s Digital Business Leaders Survey on EPMOs
- 12. Top Challenges to Digital Business Success Rank 1-5 Top Ranked Challenges to Digital Business Success Orchestrating enterprise change, portfolio prioritization and speed to deliver value are common concerns to executives and senior leadership across the board. n = 156 Digital Business Leaders Question: What are the challenges encountered by business leaders in driving digital business success? Source: Gartner’s Digital Business Leaders Survey on EPMOs Business value of digital business investments Implement key operating model changes Speed delivery to drive digital business acceleration Prioritize & execute on cross-functional investments Orchestrate enterprise or organizational change 0% 50% 100% 56% 57% 62% 63% 65% 9% 15% 12% 15% 20% Rank 1 Sum of Top 5 ranks
- 13. Why the Shift? Because digital business leaders are increasingly generating a continuous flux of threats and opportunities with significant digital business implications. Responding to these threats and opportunities often requires a significant amount of effort and cost. It also requires effective orchestration and governance at scale — both of which are provided by an effective EPMO. Core EPMO functions, such as the execution of large, enterprise-wide initiatives and quick, effective portfolio prioritization, as two of the most coveted capabilities for digital business success With the right strategic relationships, a core focus on achieving key business objectives and outcomes, and positioning in the appropriate place in the enterprise, an EPMO can significantly improve the enterprise’s ability to execute a digital strategy and deliver value. Gartner - 2022 Strategic Roadmap for the EPMO
- 14. Advanced the capabilities and effectiveness of organizations significantly Clarity and consistency to project management activities Helps define and pursue clearer objectives Make planning operations more realistic and complete Optimize the allocation of resources Improve the quality of deliverables Better visibility and reporting. Traditional Project Portfolio Management (PPM) Typical traditional PPM benefits include… Many tools available that provide these capabilities, or just individual project and task management
- 15. System of strategy development and planning, organizational alignment, operational plans, monitoring and learning, and testing and adapting afterward forms the basis for an increase in value by “executing” the strategy Process involving people, strategy and operations Align Strategy With Execution Executing strategy in the digital age requires tools connecting the shared objectives of business strategists and those executing the change and measuring true business value.
- 16. Leadership requires SPM to support enterprise-wide strategy-to- execution alignment and adaptation. Definition of key business strategies and desired business outcomes, and mapping key portfolio elements, such as business capabilities, investments, programs, digital and physical products, applications, and projects. Capture, define and prioritize business strategies; manage the execution of initiatives and projects that drive the achievement of these strategies; and provide full visibility and management of core functional assets. Strategic Portfolio Management (SPM) Supports three key stakeholders from Leadership who sets direction, IT/Functional management who owns the critical assets in infrastructure and Execution teams that plan and deliver projects and products in the pursuit of reaching the business goals. Strategic Portfolio Management is a combination of business capabilities, processes and supporting portfolio management technology.
- 17. Shift Toward SPM to Enable Organizational Agility Key Findings Less than 20% of organizations are highly effective at all three key attributes of strategic portfolio management (SPM) — portfolio alignment, ongoing portfolio flexibility and value-driven decision making. A fragmented approach to designing the future of work can lead to excessive costs due to conflicting priorities, redundant processes and misaligned goals. In a distributed delivery environment, business leaders overemphasize local customer needs while making decisions and unintentionally pull the enterprise away from its strategic objectives. Gartner - Shift Toward Strategic Portfolio Management to Enable Organizational Agility The increasing pace of change and environmental turbulence creates unsustainable strain for organizations. The need for agility will drive strategic portfolio leaders to increase adoption of strategic portfolio management, evolve EPMO capabilities, and change supporting tooling and metrics. SPM has three key attributes: 1. Portfolio alignment 2. Value-driven decision making 3. Ongoing portfolio flexibility A recent Gartner study shows that organizations that are highly effective at all three attributes are approximately twice as likely to drive positive business outcomes.
- 18. Importance of Strategic Portfolio Management in Today's Business Environment Emerging Technologies and Business Models Increasing Complexity in Business Environments Greater Need for Financial & Resource Optimization Demand for Data-Driven Decision Making Adoption of Agile and Other Project Management Methodologies As the business environment becomes more complex and uncertain, organizations are seeking ways to manage risk and optimize their portfolios to ensure they are aligned with their strategic goals. Many organizations are facing budget constraints and limited resources. OnePlan helps organizations to identify and prioritize the most critical projects and investments and allocate resources more effectively to maximize their return on investment. With the increasing availability of data and analytics tools, there is a growing demand for data-driven decision making. OnePlan leverages data and analytics to provide insights into portfolio performance, enabling organizations to make informed decisions that align with their strategic goals. As more organizations adopt agile and other iterative project management methodologies, there is a greater need for effective portfolio management. OnePlan can help organizations to ensure that their project portfolios are aligned with their strategic goals, identify areas of overlap and duplication, and allocate resources more effectively. The emergence of new technologies and business models creates new opportunities and challenges for organizations. OnePlan provides a framework for organizations to evaluate and prioritize these opportunities, and to ensure that they are aligned with their overall business strategy.
- 19. Different Execution Methodologies Agile Waterfall Hybrid • Agile continues to grow • Waterfall is still widely used • Agile variants • Hybrid methodologies • Personalized, cherry-picked versions • Continuous Delivery
- 20. Proliferation of Tools Across the Organization Demand Management Portfolio Management Project Management Time Management Reporting & Analysis PMO Marketing Finance Application Development Operational Excellence NPD Engineering
- 21. Organization & Information Silos Breed Increased Costs, Inefficiencies and Lack of Alignment • Poor alignment and collaboration between participating functional areas • Manual mash-ups of data from multiple tools and data sources • Manual report creation, formatting and updating • Duplication of efforts and data entry is time consuming, wasteful and prone to errors • Disconnected information difficult to remain accurate and current across the board • Chasing team members for timely/complete status and updates • Comprehensive resource planning typically is its own separate data silo that is disconnected
- 22. • Associate and align • Aggregate and rollup • Different methodologies • Variety of tools • Translate to common metrics for leadership Teams Execute How They Need To Leadership Gets Visibility It Needs Strategies/Objectives Key Results Portfolios Programs Initiative Initiative Initiative Initiative Initiative Initiative Methodology Tools Teams Leadership
- 23. Strategic Themes Portfolios Value Streams Programs Initiative Initiative Initiative Initiative Initiative Initiative Methodology Tools • Associate and align • Aggregate and rollup • Different methodologies • Variety of tools • Translate to common metrics for leadership Teams Leadership • NPV • IRR • ROI • Earned Value • Utilization • Milestones • CPI • SPI • Cost Variance • Burn Down • Burn Up • Velocity • Cumulative Flow Diagram • WSJF • Bug Trends Consolidating and Translating All Agile Teams
- 24. Software Development Ideation Professional Services Financial Management Work Management Service Management Private Cloud Connector OnePlan Integrations Dynamics 365 Dynamics 365 Dynamics 365 Strategy Enterprise Architecture Viva Goals • Pre-built connectors • Data / field mapping • Business rules • Workflows • Scheduling • Logging • Extensible and Flexible
- 25. AI Evolution and Rapid Adoption ChatGPT currently has over 180 million users (GA to the public November 2022). Generating content Creating images Developing new drugs Designing products Optimizing operations Personalizing experiences Protecting data Making predictions Solving problems Common Use Cases 5 days 2.5 months
- 26. Risks vs. Rewards • Bias/Ethics • Wrong Answers • Copyright Violations • Deepfakes/ Misinformation • Fraud • Spam/Phishing • Text Generation • Text Classification • Text Summarization • Language Translation • Question Answering • Code Generation Risks/Misuses Capabilities Source: Gartner
- 27. Strategic portfolio leaders must cut through GenAI hype Must identify its business and functional implications fast GenAI will impact your strategic portfolio management life cycle Prepare now for four key inbound GenAI impacts to ensure effective strategic planning and execution Current Challenges
- 28. • To get the most value from investments in GenAI designed to optimize strategic planning and execution Strategic portfolio leaders lack the partnerships they need to have to acquire the necessary data Impacts on Strategic Portfolio Leaders • For strategic portfolio leaders and their teams • Left unaddressed, will negatively impact their ability to accelerate and optimize strategic planning and execution The emergence of GenAI in the workplace and in the general public creates immediate knowledge and skills gaps • Requiring strategic portfolio leaders to manage and prioritize the demand for new, unfamiliar types of investments and initiatives Leveraging and investing in GenAI will flood portfolio demand pipelines with competing investment ideas • Due to the proliferation of GenAI technologies Strategic portfolio leaders, program managers, project managers and delivery teams will experience dramatic changes in their responsibilities
- 29. 3 Recommendations for Strategic Portfolio Leaders Close, as quickly as possible, GenAI knowledge and skills gaps by training staff to recognize and exploit the potential for strategic portfolio management (SPM) efficiencies. Create portfolio activities, processes, checkpoints and standards designed to assess, evaluate, prioritize and manage GenAI-related portfolio demand from executive and senior leadership. Identify the types of data and data sources GenAI technologies require to optimize processes and activities in and around the SPM life cycle. Partner with the owners of these data sources to enable GenAI use. Document the known and perceived responsibilities of key positions within the SPM life cycle (e.g., portfolio managers, program managers, project managers, resource managers). As GenAI adoption and infusion progresses, change and update these positions and their responsibilities to ensure consistency and common understanding across the critical positions within the SPM life cycle
- 30. Incorporate GenAI Into Overall SPM Practices
- 31. Portfolio management leaders do not need to take unnecessary risks with any GenAI investments, but doing nothing now is risky and leads to missed opportunities. Instead, create a practical GenAI adoption plan featuring three main steps to GenAI business value. * “Digital Business Leaders” is a term used only to describe a general group of key leadership roles in an enterprise (e.g., the C-suite; business executives) The Portfolio Management Leader’s 3 Steps to GenAI Business Value – 2024
- 32. Key Findings Portfolio management leaders are pragmatic and practical by nature, and do not chase new trends or business fads. Unsurprisingly, many are applying an understandably analytical and sense-and-respond approach to generative AI (GenAI) hype, choosing to wait for GenAI to go mainstream and responding when that occurs. Whether portfolio management leaders have a plan for GenAI adoption or not, it will go mainstream in the workplace, which can have both positive and negative impacts on the strategic portfolio management (SPM) life cycle — especially if proper preparation isn’t already in place. Enterprise-wide GenAI access will create challenges and opportunities for portfolio management leaders. Targeted and incremental GenAI training, pilots and adoption efforts designed to optimize strategic planning, and execution can help navigate the challenges and capitalize on improved overall portfolio execution. The Portfolio Management Leader’s 3 Steps to GenAI Business Value – 2024
- 33. Recommendations Adopt a proactive vision and approach to valued GenAI investment focused using three main steps: identify and close gaps, enable and partner, and accelerate and advance. Create a practical GenAI investment plan for optimized strategic planning and execution by accounting for inevitable mainstream GenAI adoption in the enterprise. Track mainstream GenAI adoption in the enterprise to anticipate and overcome any emergent challenges — and execute targeted, incremental GenAI efforts to optimize the SPM life cycle using a clearly understood value proposition for each specific investment. The Portfolio Management Leader’s 3 Steps to GenAI Business Value – 2024 First Three Steps for Portfolio Management Leaders and GenAI
- 34. Common Project Manager Tasks Illustrative Time Savings per Project
- 35. ChatGPT General Use – Project Charter
- 36. ChatGPT General Use – Project Risks
- 37. Copilot – In Microsoft 365 and Apps Microsoft Copilot for Microsoft 365 combines the power of large language models (LLMs) with your organization’s data to turn your words into one of the most powerful productivity tools on the planet. It works alongside popular Microsoft 365 apps such as Word, Excel, PowerPoint, Outlook, Teams, and more. Microsoft 365 Copilot provides real-time intelligent assistance, enabling users to enhance their creativity, productivity, and skills. Available as a premium feature Coming to Planner and Planner Premium (Project for the web) in early 2024
- 38. Copilot – Microsoft 365
- 39. OnePlan Provides the Path to Strategic Portfolio Management A complete solution for the Enterprise BUSINESS LEADERS Solutions that define business goals and strategies, as well as track progress at the levels of portfolios, business capabilities, products and strategic initiatives. OKRs | VALUE STREAMS FUNCTIONAL LEADERS Solutions that can present the interrelated perspectives, views and considerations needed to make strategic decisions across the business. ENTERPRISE ARCHITECTURE MANAGEMENT APPLICATION PORTFOLIO MANAGEMENT PRODUCT PORTFOLIO MANAGEMENT EXECUTION LEADERS Solutions that support the selection, planning and execution of a variety of different Initiatives across the organization ADAPTIVE | PSA | AGILE | PRODUCT
- 40. PRECONFIGURED SOLUTIONS IN THE MICROSOFT CLOUD Comprehensive portfolio management capabilities supporting multiple methodologies and tools Planner (Basic & Premium) The Power to Choose
- 41. Portfolio Managers Resource Planning Financial Planning Work Plan Visualizations Dashboards Status Reports Plan Managers Agile Plan Ideation / Requests Artificial Intelligence – Sofia GPT Strategy Timesheets My Work Stakeholders Team Members Executives Portfolio Planning Planning Do the right work Do the work right Resource Negotiation Resource Managers Enterprise Architecture Execution Analysis What-if Scenario Modeling • Products • Services • Applications Capacity Planning Issues Risks Changes • Business Value • Benefits Realization OKRs
- 42. Project Management Office Innovation/ Transformation Sales & Marketing Information Technology Professional Services App/Product Development Operations Enterprise-wide and Cross-Functional Efforts PMOs use OnePlan solutions to manage the organization's portfolios of projects and ensure that resources are being used effectively to achieve the organization's strategic goals and objectives. Transformation departments use OnePlan as a tool to help them prioritize and manage the various projects and initiatives that they undertake as part of a broader transformation effort. IT departments use OnePlan solutions to manage their portfolios of technology projects and ensure that resources are being used effectively to achieve their goals and objectives. App/Product Development departments use OnePlan solutions to effectively manage the development of new applications & products and ensure that resources are allocated appropriately to maximize value Professional Services departments use OnePlan solutions to optimize their project and resource portfolios, align them with their strategic objectives, and maximize the value of their services. Sales & Marketing departments use OnePlan to manage various marketing campaigns and initiatives, such as product launches, advertising, and events. Operations departments use OnePlan solutions to manage their portfolios of initiatives and investments related to improving operational efficiency and ensuring that resources are being used effectively.
- 43. AI Evolution in Portfolio Management Step 01 Step 02 Step 03 Step 04 Step 05 APIs Scripts Predictive Analytics In-built AI Assistant Fully Auto Mode Integration Automation AI Based Suggestive for SPM AI Based Assistant for SPM AI Based Autonomous for SPM Previously Now Future nePlan AI
- 44. Hype Cycle
- 45. Say Hello to OnePlan’s ‘Sofia GPT’ A Game-Changer for Strategic Portfolio Management Data Integration: Accesses data from both OpenAI's extensive network and OnePlan's own resources. AI-Driven Collaboration Sofia GPT, an advanced Azure OpenAI module, is tailored to transform strategic portfolio and work management. Intuitive Interaction: Understands natural language and provides real-time responses, enhancing strategic planning and decision-making efficiency. Automation Powerhouse: Simplifies tasks like data entry, information retrieval, communication, estimation, anomaly detection, and more.
- 46. Sofia GPT Always Available in OnePlan
- 47. Analyst Defined Use Cases for AI in Strategic Portfolio Management Create relevant information, such as project details, schedules, and budgets. Augmented Data Entry Communication Automation Underperforming Investments Resource Estimation Automated Information Retrieval Reduce the time and effort required for manual data entry. Project Manager Portfolio Manager PMO Leads Resource Manager Strategy Planning Leads Analyze SPM data, such as project schedules, resource allocation, and financials, to identify relevant information. Reduce the time and effort required for analysis and synthesis. Project Manager Portfolio Manager PMO Leads Resource Manager Strategy Planning Leads Automatically communicated to stakeholders, reducing the need for manual communication. Reduce the time and effort required for generating communication. Project Manager Portfolio Manager PMO Leads Strategy Planning Leads Estimate the resources required for a project, reducing the risk of over- or under- staffing. Reduce the time and effort required for resource analysis and estimation. Resource Manager Project Manager Portfolio Manager PMO Leads Scrutinize project-related information and pinpoint any projects that are falling short of their objectives or are exceeding their budget. Complement decision-making processes about whether to proceed with the project or terminate it. Portfolio Manager PMO Leads Strategy Planning Leads Use Case Descriptio n Benefi t Rol e
- 48. Analyst Defined Use Cases for AI in Strategic Portfolio Management Identify recurring patterns and trends, which can facilitate precise forecasting. Forecast Completion and Spending Risk Identification Data Anomalies Defect Reduction Budget and Plan Optimization Efficiently allocate their resources and manage their budgets effectively Project Manager Portfolio Manager PMO Leads Strategy Planning Leads Analyze project data to identify areas where budgets can be optimized, such as through resource allocation or process improvements. Complement decision making on where to allocate resources Project Manager Portfolio Manager PMO Leads Resource Manager Strategy Planning Leads Identify potential risks, such as schedule delays or budget overruns. Mitigate risks before they become major impacts to an initiative. Project Manager Portfolio Manager PMO Leads Strategy Planning Leads Scrutinize project data to pinpoint the areas where defects are most likely to transpire Mitigate risk of defects. Propose improvements. Project Manager Portfolio Manager PMO Leads Analyze portfolio data to identify patterns or outliers that may indicate errors or anomalies. Identify and correct data issues to improve PPM Governance. Portfolio Manager PMO Leads Strategy Planning Leads Use Case Descriptio n Benefi t Rol e
- 49. Demonstration
- 50. Sample Use Cases for AI in Portfolio Management OnePlan's Sofia GPT helps organizations make data- driven decisions and forecast outcomes. Strategic Planning Work Management OnePlan's Sofia GPT helps organizations balance their portfolio of projects to maximize value. Resource Allocation OnePlan's Sofia GPT helps organizations manage resources, tasks, and timelines more efficiently. Investment Forecasting OnePlan's Sofia GPT helps organizations identify and mitigate potential risks to their projects and portfolios. Risk Assessment OnePlan's Sofia GPT helps organizations optimize resource allocation across projects and teams. Portfolio Optimization OnePlan's Sofia GPT helps organizations manage project costs, budgets, and forecasts.
- 51. AI-Driven Strategic Planning with OnePlan Increased Productivity: Sofia GPT's AI-based strategic planning tools can help to increase productivity by streamlining the OKR development process, reducing manual input, and automating routine tasks. Improved Alignment: Sofia GPT can help to align organizational objectives with individual and team OKRs. By analyzing business performance metrics and identifying areas for improvement, Sofia GPT can inform the development of OKRs and ensure alignment with overall organizational objectives. Data-Driven Decision Making: Sofia GPT can analyze OKRs and related data to identify patterns, opportunities, and potential risks. It can use predictive analytics to forecast OKR outcomes and identify potential roadblocks. This can help stakeholders make data-driven decisions to achieve their strategic goals. Optimization: Sofia GPT can analyze OKRs and provide recommendations to optimize outcomes. By recommending adjustments to OKRs, resource allocations, and other factors, Sofia GPT can maximize OKR success and improve business outcomes.
- 52. Provide a list of viable OKRs for an Enterprise PMO
- 53. Provide a list of viable Key Results for this Objective
- 54. Analyze data to identify patterns, opportunities, and potential risks
- 55. AI-enabled Portfolio Optimization with OnePlan Data analysis: OnePlan's Sofia GPT can analyze data related to a company's project portfolio, including project goals, resources, timelines, budgets, and risks. This analysis can help identify patterns and trends that can inform decision-making around project selection and prioritization. Prediction and forecasting: By analyzing OnePlan data, OnePlan's Sofia GPT can make predictions and forecasts about the likely outcomes of different project scenarios. This can help decision-makers anticipate potential problems or opportunities and make more informed decisions about project prioritization. Risk assessment: OnePlan's Sofia GPT can help assess the risk associated with different projects in a portfolio, including the likelihood of project delays, cost overruns, and other potential issues. This information can help inform project prioritization and resource allocation decisions. Portfolio Optimization: OnePlan's Sofia GPT can use optimization algorithms to identify the best combination of projects to include in a portfolio based on various criteria, such as business goals, resource availability, and risk tolerance.
- 56. Provide a summary of the portfolio data
- 57. Budget and Plan Optimization - Intake Lead – Select Projects based on criteria
- 58. AI-enabled Work Management with OnePlan Work plan creation: OnePlan's Sofia GPT can help create and manage work templates for common types of work, such as project planning, marketing campaigns, or software development. These templates can be customized based on the specific needs of a project, and they can be used to standardize workflows, reduce errors, and improve efficiency. Schedule risk assessment: OnePlan's Sofia GPT can help teams assess the risk associated with individual tasks and projects by analyzing data related to past performance, resource availability, and other factors that can impact project success. By identifying and mitigating risks early on, teams can improve the likelihood of project success and avoid potential delays or failures. Schedule optimization: OnePlan's Sofia GPT can help teams optimize project schedules by analyzing data related to resource availability, task dependencies, and project goals. By identifying the most efficient and effective schedule, teams can reduce delays and improve overall project outcomes.
- 59. Augmented Data Entry – Project Manager Business Case Definition
- 60. Build a Project Schedule for a Smart Home Automation System
- 61. AI-enabled Risk Identification & Mitigation with OnePlan Identifying and categorizing risks: Sofia GPT can analyze large volumes of data and identify potential risks that may affect an organization. It can also categorize the risks based on severity, likelihood of occurrence, and potential impact on the organization. Predicting future risks: Sofia GPT can analyze historical data and use machine learning algorithms to predict future risks that may arise. This can help organizations take preventive measures and prepare for potential risks. Recommending mitigation strategies: Based on the identified risks, Sofia GPT can recommend mitigation strategies that can help organizations reduce the likelihood or impact of the risks. These strategies can be customized based on the specific needs and characteristics of the organization.
- 62. Identify potential risks and how to mitigate them
- 63. AI-enabled Resource Capacity Planning with OnePlan Resource Allocation: Sofia GPT can help organizations optimize resource allocation by analyzing the current resource usage patterns and predicting future demand. This can help organizations to allocate resources more efficiently and avoid over/underutilization of resources. Capacity Planning: Sofia GPT can help organizations to plan for future capacity requirements by analyzing historical usage data and predicting future demand. This can help organizations to make informed decisions about when to add or remove resources to meet changing business needs. Resource Optimization: Sofia GPT can be used to optimize resource utilization by identifying opportunities to reduce waste, improve efficiency, and increase productivity. This can help organizations to reduce costs and improve their overall performance. Predictive Talent Acquisition: Sofia GPT can analyze OnePlan data to predict future hiring needs based on trends and patterns. This can help businesses plan their talent acquisition strategy and identify the right candidates for their organization
- 64. Provide a sample Resource Plan by hours and month for this plan
- 65. What resources do I need to hire?
- 66. AI-powered Investment Forecasting and Predictive Analytics Predicting and forecasting costs: Sofia GPT can analyze OnePlan financial data, identify patterns, and predict future costs. This can help businesses plan their budgets more accurately and avoid unexpected expenses. Optimizing spending: Sofia GPT can analyze spending patterns and identify areas where costs can be reduced or optimized. This can help businesses make more informed decisions about where to allocate their resources. Providing real-time insights: Sofia GPT can provide real-time insights into financial data, allowing businesses to make more informed decisions quickly. This can help businesses respond to changes in the market or in their own financial situation more effectively.
- 67. What are the key insights and trends that can be inferred from the financial data?
- 68. Help me write a project summary email to my manager
- 69. Augmented Data Entry – Project Manager Status Report Narrative
- 70. Summary and Next Steps
- 71. • Strategic Portfolio Management (SPM) has become important in today’s business environment • Increased complexity, and the fast pace of change requires enhanced methods and approaches • Evolution from departmental PMOs to EPMOs to address the needs of modern organizations • AI has many applications in Portfolio Management and can greatly augment our human efforts • OnePlan provides end-to-end Strategic Portfolio Management in the Microsoft Cloud • From a bottom-up standpoint, OnePlan connects to existing Work Management tools to provide the overarching governance for an EPMO • The use of AI provides valuable assistance and insights to our SPM efforts, and Sofia GPT provides AI-enabled capabilities in OnePlan Summary
- 72. - Global PPM Leader for 5 Consecutive Years Consistently Recognized as a Market Leader OnePlan cited as a top vendor in “Determine the Future of Microsoft Project in Your Organization” Strategy and Innovation 2023 Peer Insights “Voice of the Customer” Strategic Portfolio Management Strong Performer in The Forrester Wave™ Strategic Portfolio Management
- 73. Our Next Webinars https://oneplan.ai/webinars / • Frequent webinars on a variety of topics • Register for new webinars • Library of recorded, on-demand webinars
- 75. For more information: [email protected] Free Offers and Next Steps • FREE - OnePlan Trial • FREE – Roadmap Workshop • FREE – Personalized 1:1 Demo www.oneplan.a i
- 76. Contact Us [email protected] www.oneplan.ai Jim Patterson [email protected] Thank You!! The Power of One
Editor's Notes
- #2: Purpose of this slide: To answer the question on the previous slide.
- #4: Purpose of this slide: To grab the viewers’ attention and kick off the topic. This statement is the key message you want to send to those representing business leadership in your organization. Delivering this message is the primary purpose for using this presentation. * Because Gartner research focuses on writing to only one role for any one research piece, “Digital Business Leader” is a term only used in this slide deck (and the 2021 survey mentioned above) to describe a general group of business stakeholders responsible for business outcomes. (e.g, “the C-Suite”; Business Executives). “Digital Business Leader” is not an official role defined in Gartner research.
- #5: Purpose of this slide: To create a bit of a “not so fast” moment before continuing the presentation (acknowledging that the audience might not know what is meant by “digital business leader” in the context of this presentation), use this slide and pitch the question as rhetorical. The next slide provides the definition of “digital business leader”, as related to this specific research.
- #6: Purpose of this slide: To highlight the top three challenges among the “digital business leaders” who responded to Gartner’s 2021 Digital Business Leaders Survey for Enterprise PMOs and to ask the audience if these challenges resonate with them in their role in your organization. Key Takeaways: Orchestrating enterprise change, prioritizing and executing on cross-functional investments, and speeding up the delivery of value are the top three challenges “digital business leaders” believe they are facing to achieve digital business success. If your organization is anticipating or facing these challenges as well, then it is not alone. “Digital business leaders”, in a variety of industries, are facing the same top three challenges. So, what are they doing about it? How are they responding? (the answers to these questions are provided in upcoming slides.) This would be a good time to “connect the dots” for the audience. Remind them again who “digital business leaders” are that responded to the survey: They are executives responsible for business decisions and strategies, they are involved in program and portfolio management at the highest strategic levels, they are either the chief strategist or report to the chief strategist, and they are facing challenges requiring strategic portfolio management capabilities that can support the orchestration of enterprise change, ensure the execution of valued cross-functional investments, and increase the speed of value delivery. Survey Details: We asked respondents what they thought their top challenges are for achieving digital business success. Effectively orchestrating enterprise change came out at the top, followed by prioritizing and executing cross-functional investments (such as improving customer experience using data analytics, machine learning, and other technology innovations), Increasing speed of delivery to drive digital business acceleration followed them as the third top challenge to digital business success.
- #7: Purpose of this slide: Divider slide for introducing the next part of content: “How are the ‘digital business leaders’ that answered the survey responding to their top three challenges to digital business success?”
- #9: Purpose of this slide: To answer the question on the previous slide.
- #10: Purpose of this slide: To describe the recognized value of an EPMO for the successful execution of enterprise-wide goals and initiatives, especially among “digital business leaders” that do not have access to an EPMO in their organizations. Key Takeaways: 51% of the “digital business leaders” that responded to the survey do not have an EPMO to address any of the aforementioned requirements and challenges. Of those respondents that do not have an EPMO, 68% of them would be likely or very likely to champion its adoption. “Digital business leaders”, responsible for positive business outcomes, are either using an EPMO to support the aforementioned requirements and challenges, or they do not have access to an EPMO and would be willing to champion one to drive effective SPM into their organization. In either case, both types of respondents recognize the value of the EPMO function and are willing to champion and effort to establish one. For those with an EPMO, only 4% of them would be unlikely to recommend it to others. Survey Details: 68% of respondents without an EPMO would be likely or very likely to champion its adoption.
- #11: Purpose of this slide: To show what “digital business leaders” would value as the top benefits from access to an EPMO. What would be the most important and valued benefits of an EPMO, according to “digital business leaders”? They see value in an EPMO’s ability to help an enterprise execute large enterprise-wide initiatives, as well as quickly and effectively prioritize portfolios. Key Takeaways: “Digital business leaders” that do not have access to an EPMO want the ability to effectively execute on enterprise-wide initiatives, a main benefit of an EPMO function. “Digital business leaders” without an EPMO also want quick and effective portfolio prioritization. These two top prized benefits are not only critical to successful execution, they are interdependent, which can be provided by an EPMO function. Prior CIO survey research in 2019 indicated that enterprise portfolio management was the top inhibitor leading digital CIOs faced to maintain their success in digital business. The results of this survey indicate a growing adoption of EPMOs to support enterprise wide strategy execution. Prioritizing and executing on cross-functional investments is one of the top three challenges all the respondents say they are facing (see Slide #13). The “digital business leaders” that do not have an EPMO want capabilities that can address this top challenge. Survey Details: For “digital business leaders” without an EPMO, execution of large, enterprise-wide initiatives and quick and effective portfolio prioritization are the most valuable benefits of EPMO, as more than half of the respondents without an EPMO reported these two capabilities as one of their top five most valuable benefits. Note: In the survey, we didn’t name these as EPMO benefits; we listed these capabilities and asked how valuable they are to meet digital business challenges to not to bias results.
- #12: Purpose of this slide: To provide a deeper level of detail supporting the previous slide, which lists the top three challenges to digital business success based on the responses of “digital business leaders” for the survey. Key Takeaways: Orchestrating enterprise change, prioritizing and executing on cross-functional investments, and speeding up the delivery of value are the top three challenges “digital business leaders” believe they are facing to achieve digital business success. The fourth and fifth ranked top challenges to digital business success are “implementing key operating model changes” and “deriving business value from digital business investments”, respectively. This slide provides a level of detail that may or may not be appealing to all viewers but is included to support slide #13 if the audience wants to see a bit more detail. Slide #13 should be sufficient to get the point across. Survey Details: We asked respondents to select their top challenges to digital business success. Effectively orchestrating enterprise change came out at the top. 65% of the respondents listed it as one of their top 5 challenges to digital business success. For 20 percent of the respondents, this is the number one challenge (as depicted with the orange bar). The second top challenge is prioritizing and executing on cross-functional investments (such as improving customer experience using data analytics, machine learning, and other technology innovations) with 63% of the respondents reporting it as one of their top 5 challenges (and 15% reported it as their top challenge). Increasing speed of delivery to drive digital business acceleration is the third top challenge, with 62% of the respondents reporting it as one of their top 5 challenges and 12% reporting it as their top challenge.
- #18: Increasing complexity of business environment Growing competition and need for innovation Limited resources and budget constraints Need for data-driven decision-making and portfolio optimization Strategic Portfolio Management enables organizations to: Align initiatives with strategic objectives Prioritize investments and allocate resources effectively Optimize portfolio performance Manage risks and maintain compliance Effective Strategic Portfolio Management is crucial for organizations to succeed in today's business environment.
- #20: So given this, we have seen numerous examples of customers who have a wide proliferation of tools across the organization. See the functions along the left … see the organizations across the top … look at the different tools being used and you’ll quickly see that there is no single standard, and this is difficult to achieve.
- #31: Purpose of this slide: To grab the viewers’ attention and kick off the topic. This statement is the key message you want to send to those representing business leadership in your organization. Delivering this message is the primary purpose for using this presentation. * Because Gartner research focuses on writing to only one role for any one research piece, “Digital Business Leader” is a term only used in this slide deck (and the 2021 survey mentioned above) to describe a general group of business stakeholders responsible for business outcomes. (e.g, “the C-Suite”; Business Executives). “Digital Business Leader” is not an official role defined in Gartner research.
- #41: SPM