Describes the process and criteria for selecting IT projects in a depressed economy. Slides are based on experience of PMO at NCI Building systems. Speakers were Chris Chambliss, VP of PMO at NCI, and Bill Yarberry, President of ICCM Consulting.

1. Evaluating Projects in the New Economy Chris Chambliss and Bill Yarberry

2. Agenda Setting the Stage The PMO and Business Alignment The Bottom Falls Out Project Evaluation Here and Now Tips and Techniques Questions

3. Setting the Stage:NCI Building Systems

4. Setting the Stage:PMO…The Early Days at NCI Only 28% of projects started ever reach their time / cost / quality targets* 32% - Inadequate project management and improper use of PM tools 20% - Lack of communication 17% - Lack of understanding of scope Did some hiring, firing, laughing and crying * Standish Group Chaos Report

5. Setting the Stage:PMO…The Early Days PMI Methodology Scope Control PMBOK Processes Requirements Gathering Resource Management

7. Manage continuous improvement and cross-department collaboration to achieve strategic business goals

8. Continues to build relationships with stakeholders, customers and vendors

10. Applies common practices to projects and business; a “projectized” organization

11. Can be a separate business unit

12. State of the art PM practices and tools

14. Introduce project reporting tools and collaboration techniques

15. Interface between the business, executives and project teams

16. Full set of PMO functions in use

17. Provides standard and repeatable PM methodology for all projects

18. Develops common tools for all projects

20. Applies project management techniques

21. No program level authority* The Complete Project Management Office Handbook

22. The Bottom Falls Out:What Goes Up Must Come Down

23. The Bottom Falls Out:Why Do I Need You? A new vocabulary was introduced Value Proposition Strategic Alignment Value-Driven ROI Elimination of Suboptimization Autonomous decisions being made PMO adaptation and flexibility becomes key Enterprise perspective of the PMO function is part of the answer

24. Project Evaluation:Tools & Techniques What the PMO brings to the table Financial evaluation Objective enterprise view Risk assessment Not a standard book approach; case by case

25. Project Evaluation:Tools & Techniques Project Dashboard Project Request Form Business Value / ROI Risk Assessment Model PMOLC / SDLC Project Life Cycle

26. Project Evaluation:Project Request Form

27. Project Evaluation:Executive Management Getting Executive management to the table Look at it from their perspective Understand what they’re going to ask Find a way to make it work in your size company Utilize a project dashboard that’s clear and concise

28. Project Evaluation:Project Dashboard

30. Depth of deliverables, amount of testing, Internal Audit participationImpact and complexity drive the risk level Risk level results in Tier 1 – Tier 4 project

31. Project Evaluation:Financials – Cost Estimates Determine if the project is capital or expense Major cost categories: Software / Hardware Consulting Services Employee Labor Expenses Often overlooked cost categories: Training SOP 98 Capital Interest Sales Tax Maintenance

32. Project Evaluation:Financials - Justification Utilize the financial experts in your company NPV, IRR, ROI, Payback Period; what else do you need to know? Every project now demands financial justification Benefit categories from the Project Request now come in to play

33. Project Evaluation:Benefit Realization & Metrics Compare planned to actual costs Show project completion statistics Build metrics history and use for action

35. Working with IT, Accounting, Audit can have its rewards

37. Tips and Techniques:Growing the Culture Choose quick win projects to show success Educate your peers Understand the maverick / cowboy mentality and how to help Wear multiple hats

38. Closeout:Elevator Speech Today’s economy demands higher performance and results Get senior management involved Tailor the approach to your company Adopt a methodology…but plan to be flexible

40. Ph: 281-897-7611

41. Bill Yarberry

42. Ph: 713-582-6275