The Evolving Nature of Application Management in Cloud & Shared Infrastructures

Wall Street expects it and customer demand it – accountability from Sr. Executives for the future direction of their organizations. How can executives ensure their strategic plans are in action and on track? How can they shift and pivot to changing market conditions along with the risks and impacts to the long-term vision and goals? How do you thread accountability from planning to execution to results?

Join this session, where David Werner, Senior Principal Product Marketing Manager, CA Technologies, speaks with Rick Morris, published Author and Owner/President of R2 Consulting about ways to bring more accountability through your strategic plan.

A recent analyst study found that 88% of organizations are “doing Project and Portfolio Management (PPM).” This finding could lead many to believe all is well with this critical business process so essential to strategic success. This is hardly the case as studies also show PPM is still generally immature in enterprises today. The lack of maturity is largely due to the fact that most organizations are addressing only a subset of PPM capabilities. So though almost every organization can lay claim to doing PPM, few are actually doing PPM for all its worth. Many of these organizations will continue to miss out on the incredible possibility and promise of this essential business capability until they grasp and appreciate the full scope and potential of PPM.

One of the greatest barriers to realizing the full potential of PPM is an enterprise-wide awareness of the span of PPM and the likely gap that must be overcome to achieve it. There is a plethora of great PPM insight contained in the numerous books, methodologies, and frameworks available today, but using this volume of information to get everyone on the same page is a daunting challenge. The key is to use a simple approach and model to quickly establish a common understanding of this critical business discipline and to easily foster the conversations and discussions to drive the endeavor to raise PPM proficiency.

This brief webcast will present a PPM model that is easy to remember, easy to communicate, and proven to quickly illuminate the gap between existing immature PPM processes and the full scope and potential of comprehensive Project and Portfolio Management.

Improving service quality relies on a solid configuration data foundation. A Configuration Management System (CMS)-based on a CMDB and automated, intelligent discovery- provides the data everyone can trust and build on. It delivers the accurate, up-to-date information to the right users. But the data alone does not cut it; an accurate and up-to-date service model is also needed.

Join this webinar to learn how to boost your services' quality and develop a more successful service desk with a CMS, automated discovery, and automated service modeling partnered with increased process maturity.

At its most basic level, communication is the transfer of information and ideas between two or more entities. In the context of organizational project and program management, communication is a core competency that, when properly executed, connects every member of a project team to a common set of strategies, goals and actions. Unless these components are effectively shared by project leads and understood by stakeholders, project outcomes are jeopardized and budgets incur unnecessary risk. Effective communications leads to more successful projects, allowing organizations to become high performers and risk 14 times fewer dollars than their low-performing counterparts.

This webinar reveals the communications challenges that prevent organizations from accomplishing more successful projects, and identifies key initiatives enable organizations to improve their communication as they face their own unique challenges in an ever-changing complex and risky environment.

This session is approved for 1 Professional Development Unit (PDU) credit.

A recent comprehensive survey commissioned by CA revealed some very clear trends in portfolio management and provided evidence of what distinguishes a strong portfolio performer from a weak one.

In this engaging presentation report author, Andy Jordan will explore these indicators and provide recommendations for how your organization can become more adaptable, agile and responsive to portfolio changes.

Learn how you can build improved effectiveness into your portfolio execution approach, and how communication can contribute to your success.

This event is approved for 1 Professional Development Unit (PDU) credit.

The C-level suite agrees that aligning business and technology objectives are an essential element in achieving what’s necessary to win, retain and serve their customers, however, are they putting their money where their mouths are? The data tells a different story. According to Forrester Research, while two thirds of CIOs and CMOs agree that the CMO is an active participant in strategic planning, the perception of CIO involvement varies significantly between the two roles. Moreover, half of surveyed PMO leaders feel they have all the tools in place to competently manage the portfolio pipeline. Companies are routinely adopting practices to deliver faster and better; it’s time for executives to do the same. Effectively managing a portfolio that enables business leaders to achieve their strategic objectives requires tooling that supports pragmatic practices in order to gather data at the right level and at the right time.

This presentation examines portfolio management trends and best practices that high achieving organizations have applied to turbo charge their planning process.

Forrester Research, Inc., The State Of Strategic Execution In 2015, January 27, 2015

This event is approved for 1 Professional Development Unit (PDU) credit.

At a time when digital transformation is driving significant change across all industry sectors, it is critical that organizations are able to align functional and cross-functional project activities to their strategic objectives. In the digital economy, the lines between technology, new product development, applications, service delivery and change management are increasingly blurred, and it's vital for the business to have an integrated view, not only to support strategic planning and investment prioritization, but also to effectively manage these initiatives through execution. The project portfolio management process must also evolve to handle both fast-moving digital initiatives and longer-term projects, with a shortened feedback loop that engages project teams and business stakeholders, and provides visibility at all levels. This session will address topics including:

·How to align projects to business goals in planning AND execution
·Why PPM is vital for a digital project portfolio
·How PPM can unify cross-functional initiatives
·When to consider changes to PPM processes
·Why project visibility is critical to successful business change

This event is approved for 1 Professional Development Unit (PDU) credit.