The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.

1. Project Delivery Optimization
Foundations for Best Practice Methodologies Knowledge Standards, Project Team
repeatable delivery Models & Repeatable Management Templates, Collaboration
capability : Processes Portals Metrics Portals
Information Flow:
Project
Project Project Project Project Implementation
Upper Mgmt Portfolio Selection Definition Initiation Execution & Adoption
Through February 17, 2002
Management
Allianz RTC Project Manager: Mike Hoffman
Summary Status
Process & During this period we Schedule
IT Mgmt Project continued to form the Financial
Maturity Modeling teams and to Resources
continued to monitor Deliverables
the outcomes of the Scope
Strategic Review
Delivery Project Approval, Definition & Milestone & “Go-Live” Post
Project
Office Assurance, Proposal, Planning Status Readiness Project
Gate Reviews CBA Risk Review Review Reviews Review Review.
PM Process,
Program &
Project Mgrs Tracking, Delivery Assurance Oversight
Oversight Initiate Plan Execute  Control Close
Project
Teams &
Stakeholders Life Cycles Agile, Iterative, RUP, MSF, RAD, XP,
(SDLC) Spiral Waterfall Scrum, etc. 30 day
© Strivent Consulting (Propreitary and Confidential) 8/27/2009 Through February2 2002
17,

2. Organizational Questions to Ask:
• Are we providing value to our business strategy?
– Are we getting more efficient and learning from mistakes?
• Are we working on the right things?
– How do we manage competing priorities, and tight resources?
• Are we doing things the right way?
– Are we working together effectively and raising our maturity?
• Are we getting things done?
– How do we know how we’re doing, and who is checking?
© Strivent Consulting (Propreitary and Confidential) 8/27/2009 3

3. Strivent Approach Differentiators
• Higher organizational effectiveness & maturity
• Management visibility and insight into the accurate
health and direction of all projects
• Repeatable right-sized processes = Success!
• Build a culture that embraces change – trusted
collaboration for all levels of your organization
• Project roles empowered to make improvements and
communicate using tools & best practices
© Strivent Consulting (Propreitary and Confidential) 8/27/2009 4

4. Project Delivery Foundations
Information Flow:
Strategy: Organization:
Process & Project Maturity Upper Management
Project Portfolio Management IT Mgmt
Quality Gate Reviews Project Office
Tracking & Oversight,
PM Process Project Management
Project Life Cycle (SDLC) Teams & Stakeholders
Foundation of best-practices and tools for repeatable project successes
Clear Roles and Processes and Standards & Tools & Preparation & Readiness
Expectations Collaboration Metrics Techniques for Organizational Change
© Strivent Consulting (Propreitary and Confidential) 8/27/2009 5

5. Project Delivery Benefits
Organization IT Strategy: Benefits
• Align projects and programs with strategic business objectives
Project Portfolio
Upper Management • Select an optimal portfolio and focus resources on top priorities
Mgmt • Address needs of key stakeholders to control work
• Greater predictability of project cost, schedule, quality
Process &
Project Maturity • Get more value from investments
IT Mgmt • Collaborate effectively, control finances, increase efficiency
• Accurate status information to avoid costly surprises
Quality/Audit
Project Office Gate Reviews • Consistency in organization-wide planning and reporting
• Keep everyone on the same page
Tracking & • More easily manage projects, resources, and schedules
Oversight, • More visibility and insight track time,
Program & PM Process • Control work on the spectrum from ad-hoc to formal projects
Project Managers
• Manage projects throughout their lifecycle,
Project Life
Cycles (SDLC) • Communicate progress and issues effectively
Project Teams
& Stakeholders • Minimize time spent to maintain plans and provide data
Best Practice Methodologies & Standards, Portals for Assets Portals for Project
Models Repeatable Processes Templates, Metrics & Knowledge Team Collaboration
© Strivent Consulting (Propreitary and Confidential) 8/27/2009 6

6. Addressing Delivery Challenges
IT & Business Challenges: Solutions from Service Offerings
- Project Status Assessments and Delivery Assurance best practices
How can I ensure my projects
- Oversight with appropriate stage-gate reviews
are delivering?
- Project Portfolio Management, Project Management Office
How can I get more - Maturity Assessments that assess existing state, and
consistency and compliance? - Implement new repeatable processes where everyone has buy-in
How can I increase our - Process Improvement, Process Definition & Implementation
effectiveness? - Adoption of Industry Best Practices
How can I align IT to deliver - Strategic Planning, Alignment workshop
maximum businesses value? - IT Roadmap Planning
How can I improve - Portals for project team collaboration, and process
communications and quality? - Knowledge Management, IT Governance
- Gap Analysis using Industry Models and Best Practices
What should we be doing to
- Process Improvement Teams to determine Templates & Tools,
prepare for right-sourcing?
Organizational Policies, Standards, Process Guidance, Training, etc.
How can I justify my resource - Tracking Actuals –vs- Estimates from Plans
needs to Management? - Historical Metrics by Project type and Role
© Strivent Consulting (Propreitary and Confidential) 8/27/2009 7

7. DA Overall Goals & Objectives
– Include or facilitate full oversight of projects - business
solution, technical & project management capabilities
– Fully leverage management capabilities for advice, council,
problem resolution, and compliance of standards
• Corrective action driven results from Project Reviews
– Intuitive and simple DA framework that integrates with all
DA and goals and activities
• Standard minimums of only the most critical DA activities
• Scaleable tools appropriate for any type of project or user
– Holistic view of project health and process improvement for
all projects

8. DA Primary Activities
– Set project standards, policies, and guidelines*
– Establish the DA infrastructure, review framework, tools and
methods*
– Facilitate assessments and monitor project health for key
engagements
– Communicate project progress reporting, trends, issues and
lessons-learned to internal stakeholders
– Ensure compliance with Standards, Policies, & Guidelines
– Support project leadership as bandwidth allows
– Provide sales support for DA activities