Business is evolving. Today’s customer expects an instant response to their demands. Today’s executive expects the PMO to deliver with unprecedented speed and accuracy. The name of the game is adaptability – not predictability. Annual planning and cumbersome project lifecycles are no longer enough to meet these challenges. A new mindset is needed – one that enables the PMO to constantly evaluate and innovate as opportunities emerge, adding business value beyond tasks and processes. Join this webinar with internationally renowned Author, Keynote Speaker and Change Architect, Stephen Parry at Lloyd Parry International and Carina Hatfield CPA, Senior Product Manager at Planview, to explore: How to create an adaptive PMO that flexes to the speed of change How to build a PMO that is responsive to the business need How to promote executive confidence, even in times of uncertainty How to create budgets, plans and resource maps that deliver the strategy but respond to the reality How to partner with the business and become an Enterprise PMO

1. © 2017 Planview, Inc. | 1 | Confidential
Power your PMO with the Adaptive Enterprise
Increase productivity with continuous planning
Stephen Parry, Author & Change Architect, Lloyd Parry International
Carina Hatfield, CPA, Planview

2. © 2017 Planview, Inc. | 2 | Confidential
House Keeping
• All Attendees are muted automatically –
only panellists can be heard
• Please submit questions by using the
control panel on your screen and we will
have a short Q&A session at the end of
the webcast
• Alternatively, email questions to be
answered later to Esther Porter-Quinn,
epquinn@planview.com
• This session will be recorded and
available On Demand later!

3. © 2017 Planview, Inc. | 3 | Confidential
• Amy Hatton, Editor
PM Today
• Stephen Parry, Author & Change Architect
Lloyd Parry International
• Carina Hatfield CPA, Product Manager
Planview
Introducing Your Speakers

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About the Speakers
Stephen Parry
• Stephen Parry is an international leader and organisational
architect, specialising in creating adaptive organisations. He has
a world-class reputation for delivering organisational
transformation by changing the way employees, managers and
leaders think about their business and their customers. He is the
author of Sense and Respond: The Journey to Customer
Purpose (Palgrave), a highly-regarded book written as a follow-
up to his award-winning organisational transformations.
• Stephen’s approach to organisational transformation has been
recognised with multiple awards, including: Best Customer
Service Strategy at the National Business Awards and the
European Service Industry’s Best People Development
Programme, plus a personal award for Innovation and Creativity.
• Stephen’s distinguished client list includes many global
corporations and national governments, including SAP, LEGO,
BT, the UK Government, police authorities, financial services,
Telcos, retail, Legal Services, and many IT and software
companies.
Carina Hatfield
• Carina Hatfield always has a plan. With almost two
decades’ of experience in the software industry, she is
passionate about developing new technological
capabilities for today’s real-world planners and
dynamic business environment.
• She is a CPA who went from managing a 1.5B budget
with 17M in strategic funding to working with
organisations across all industries implementing
Planview Enterprise to improve their strategic,
forecasting, and planning processes. Now a member
of the product management team, Carina brings
valuable insight and support for multiple recognised
industry leading Work and Resource Management
solutions offered by Planview.

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• The purpose of an Adaptive Enterprise
• Traditional constraints to overcome
• The Adaptive Enterprise learning cycle
• The characteristics of an Adaptive work-climate
• The new relationship and role of the PMO in adaptive
organisations
• Traditional PPM and the PMO
• How to extend PPM to the Adaptable PMO
• Key Takeaways & Opportunities for the PMO
Power your PMO with the Adaptive Enterprise

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The Purpose of an Adaptive Enterprise
Business adaptiveness
is required to continuously drive
value creation for customers,
establish differentiation and a
secure and challenging workplace
for long-term prosperity.
• A clear line of sight to customer value is
maintained.
• Continuous-Value-Creation is enabled.
• Adaptiveness is a work-force capability.
• Creativity and collaboration require the
willing contribution of staff.
• Scenario projects are work-place research,
experimentation, learning, design and
adoption activities.
• IT is about customer outcomes not IT.

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Traditional Constraints to Overcome (Examples)
• Speed of growth forces us to
overburden our system of work,
leading to stress, blaming,
frustration, less collaboration,
and feeling powerless.
• Short-term, we often have no
choice. Long-term, however, it
destroys our ability to deliver
and inhibits our creativity.
• Changing the way we work,
while enhancing collaboration,
will give us the space for
creativity, better decision-
making and a reduction in
overburden.
Work-Overburden Transparency
• We need to surface errors
wherever they are and in
whatever guise they might hide.
• We need to inspire confidence
in our customers through
visibility of our actions to
support their goals.
• Transparency enables us to see
when we each need help. It
fuels honesty, collaboration and
pride.
• We want to establish a blame-
free culture and an organization
where we learn from our own
errors and the errors of others.
Decision-making
• Enhance the skills and insights
of our staff for better and faster
decisions. Going up and down
the hierarchy tree is too slow.
• Design roles to allow people to
make decisions as close as
possible to where a problem
needs action.
• Shift back a great deal of
autonomy, freedom and control
to where the work really gets
done and makes a difference
for the customer.

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• Rapid response to the external
environment.
• Self-organising at team and
department levels.
• Disciplined experimentation.
• Staff running multiple cross-
functional scenario projects.

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The Adaptive Business Work-Climate Characteristics
Improving Practice
M
Employee influence on
products and services
N
Employee influence on
managing practices
O
Employee influence on
other functions
P
Employee influence on
end-to-end processes
Leadership
Practice
I
Performance
management
J Adaptive leadership
K
Responding to
customer issues
L
Implementing ideas to
better serve customers
Engaging Practice
A
Freedom and decision
making
B Customer-facing activity
C
Customer-intelligence
gathering
D
Sharing intelligence with
the team
Learning Practice
E
Organisational
understanding
F
Sharing intelligence
across the function
G
Sharing intelligence
with other functions
H
Sharing intelligence
with top/senior
management
The Adaptive Enterprise learning cycle.
• Engaging and understanding customers
• Learning and sharing customer and business intelligence
• Leading and choosing new ways to serve customers
• Improving and changing the organisation to better serve
customers
Robust continuous feedback loops

10. © 2017 Planview, Inc. | 10 | Confidential
Mass
Production
Networked
Specialisation
Adaptive
Mass
Customisation
Listen
and Adapt
Command
and Control
Direct
and Control
Consultative
Leadership
Styles
New products
Creativity
Co-Creation of Value
Staff Utilisation
Work Intensification
Cost reduction
Cost Efficiency
Variety
Task intensification
Staff knowledge
Capture and Reuse
Effectiveness
Management
Focus
Trusted Advisor
Integration
Customer Outcomes
High Volume
Low Margins
Economies of Scale
Low Margins
Value added Choices
Low Cost
In-Depth Specialities
Expert Networks
Economies of Scope
Competitive
Basis
Adaptive
Work-Climates
Industrial
Work-Climates
The characteristics of an Adaptive work-climate. (summary)

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Decision making at the level where the work gets done.
• The trouble with silo thinking is there is little
or no thinking.
• Staff need to intimately know how other parts
of the organisation work.
• Planning, scheduling and reporting work
activities become more complex.
• Sharing resources between departments and
teams is decided at the level the work gets
done.
• The different types of organisational
structures are not where you find
‘Adaptability’ but in the conversations people
have with each other.
Thinking outside the box is not enough;
we must now work outside the box.

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Work
Climate
Work-Place Scenario Projects
The Adaptive
Improvement
Cycle
Programme Management Office
The Adaptive Business
Change Cycle
CHANGE PROGRAMMES

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Strategy
Traditional PPM for Strategic Planning
Prioritization
Trade-offs
Scenarios
Measure
Impact Analysis
Business Capabilities
Products Applications
Strategic
Plans
• Set strategic vision and fund programs
• Feeds prioritisation, scenarios, and trade-offs
• Enables strategic performance and measurement with the throughput of creation and
enhancement of products, applications, and/or services

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Time to Plan for Change
Lorem Ipsum
Adaptability
Uncertainty Continuous Speed
Agile • Flexibility
• Feedback
• Just in time
• Frequent delivery
Scenarios
Annual Planning • Predictability
• Direction & goals
• Measure performance
• Incremental opportunities

15. © 2017 Planview, Inc. | 15 | Confidential
Strategy
Extend PPM for Strategic “Adaptable” Planning
Prioritization
Trade-offs
Scenarios
Measure
Impact
Analysis
Business
Capabilities
Products
Applications
• Break work into smaller
increments focused on
incremental value
• Drive innovation even
surrounded by uncertainty
• Improve throughput and provide
faster value
• Create a feedback loop to feed
scenario planning
• Conduct Continuous Prioritisation
and Planning
• Improve strategic performance
and measurement

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Embrace Uncertainty in the Plan

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Deliver Value in Increments to Feed the Plan

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Plan in Scenarios… Change is Constant

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Key Takeaways & Opportunity for the PMO
• Traditional organizations need adaptable
PMO’s
• Adaptable organizations must have
adaptable PMO’s
• Traditional project management
approaches hinder adaptability
• Resource planning needs to embrace
adaptive behavior
• PMO needs to be the change agent for
delivering value incrementally
• Improve clock rate of learning
• Be explorers; not engineers
• Embrace uncertainty, creativity,
experimentation, learning, and design
• Continually plan with multiple scenarios
to adapt to constant change and
information
• Be an outward focused PMO

20. © 2017 Planview, Inc. | 20 | Confidential
Q&A Session
• Thank you Stephen and Carina
• Questions?
• Any more questions or to request the PDF of slides
• Email: Esther Porter-Quinn, epquinn@planview.com
• Find out how Planview can help you Power your PMO
• Visit: www.planview.com

21. © 2017 Planview, Inc. | 21 | Confidential
Connect and Learn More!
Connect with Stephen
• Get the book on Sense and Respond
• E: stephen.parry@lloydparry.com
• LinkedIn:
https://www.linkedin.com/in/senseandrespond/
Connect with Carina
• Watch the Video Series on BeThatPMO
• E: chatfield@planview.com
• LinkedIn: https://www.linkedin.com/in/chatfieldcpa/

22. © 2017 Planview, Inc. | 22 | Confidential
Power your PMO with the Adaptive Enterprise
Increase productivity with continuous planning
Thanks – Go….. BeThatPMO!
www.planview.com I infouk@planview.com