Portfolio Management and Business Process Alignment
Achieve Better Performance Through Collaboration Chicago, IL | June 8 , 2006
 Every day, executives clamor to push their departmental initiative to the top of the IT project portfolio list. But without a well-defined process for submission, evaluation, and implementation, poor Portfolio Management leaves a CIO with no oversight, no ROI, and no way to make an educated decision on vital projects versus “nice to haves.” This fire drill results in non-repeatable, chaotic planning processes that do not provide a holistic view of the company's IT investments. According to CIO Magazine, effective portfolio management can maximize the value of IT investments while minimizing risk, improve collaboration between IT and business leaders, encourage business leaders to take a team approach, allow planners to utilize resources more efficiency, and reduce the number of projects available. In this event, we'll review how area companies are utilizing effective portfolio management and process management solutions to their competitive advantage.
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Agenda |
Event Logistics |
| 1:00 |
Welcome & Introductions |
$95 Members
$125 Nonmembers
Thursday, June 8, 2006
1:00–5:15 PM
410 Club
410 N Michigan Ave
Chicago, IL
(located in the Wrigley Bldg) |
| 1:30–2:00 |
Mature Project & Portfolio Management: Integral to your Application Lifecycle Management Strategy
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Tom Gordon, Strategic Advisor, Borland
Mr. Gordon has over 20 years of experience in applications development
and in management of software and systems. He has created complex
technical solutions, managed world-wide development organizations, and
is a former Information Technology executive at a Fortune 5 Company.
Tom helps clients understand and
address these areas in their own environment by process and technology
best practice solutions. |
| 2:00–2:30 |
A Practical Approach to Performance Improvement Management
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R.J. Reimers, Vice President of Business Consulting, WHITTMANHART
Mr. Reimers has over 19 years experience designing and implementing business process improvement solutions and leading project teams at Fortune 500 and mid-market clients across multiple industries, including service organizations, financial services, industrial products, food/consumer products, resources/chemicals, retail, and technology. |
| 2:30–3:00 |
The Nuts and Bolts of Portfolio Prioritization
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Kurt Steinle, VP, Systems Engineering, CA
Kurt is responsible for CA Clarity’s technical solutions organization. In this capacity, Kurt engages with global 2000 organizations in developing unique and strategic solutions for many of their complex challenges in the area of project and portfolio management. As a member the Clarity portfolio planning team, Kurt has been, and continues to be one of the key influencers of product direction and strategy for Clarity. Kurt has over 20 years experience in project and financial management systems design and development. |
| 3:00–3:15 |
Break |
| 3:15–3:45 |
The Seven Deadly Sins of Business Process Management
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Rob Risany , Director of Product Marketing, Savvion
Rob is responsible for setting the direction and positioning of Savvion's products and services. Rob brings more than 10 years experience in software marketing including business process management, business intelligence, enterprise integration, and operational support systems. |
| 3:45–4:45 |
Keynote Panel |
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Moderator: Rob Risany , Director of Product
Marketing, Savvion
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Arun Mathews, Mgr. Process Optimization, Motorola
Arun is responsible for establishing best practices and managing
implementation of Business Process Management solutions globally across
Motorola. Business Process Management is used for strategic initiatives
such as supply chain integration, customer management, new product
certifications and is used as a faster, innovative approach for rapid
process re-design, implementation and continuous improvement. |
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Doug Reynolds, VP Solutions Management, Service Master
Doug is responsible for delivering end to end
solutions (both process and technology change) to the business. He has
been at Service Master for three 1/2 years this same capacity, and was
at a technology consulting firm in Europe previously and at Deloitte
Consulting for 10 years before that in New York and London.
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Joe Henson, Sr. VP, Technology,
Q Interactive
Joe leads Q Interactive's
Development, Project Management, Database Administration, Quality
Assurance, Technology Operations, Networking and Architecture
departments. Among Henson's responsibilities is the development of Q
Interactive's industry-leading technology platform, which targets and
optimizes advertising and promotions to 16 million unique consumers per
month across the company's extensive advertising network, The Q Network.
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Tom Lang, Executive Director of Technology, Encyclopaedia Britannica
Tom has contributed to the growth of Britannica's digital products since 1998. Tom and his team are responsible for the development of applications for Britannica's customers around the world. Britannica's reference and learning products are distributed across online, disc based, and syndication channels to Britannica's consumer, education, institution customers and business partners. His mission is to ensure that the products and business applications integrate seamlessly from scaleable systems both internal and external.
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| 4:45–5:30 |
Networking Reception
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