Comerica

1
Comericas TransformationThe Next Chapter

• George Surdu

2
Overview

• Last time I was here
• Running IT like a business building the
  necessary infrastructure
• The Transformation journey begins
• Where is Comerica now?
• Execution, differentiation, insight, value
• How the PMO structure fits in
• Where are we headed?
• Positioning for the challenges to come

3
Running IT like a business
Hosted-Services Model Focus Execution Consumer Advocate Model Focus Differentiation
Professional Services Model Focus Insight Consumer Testing Model Focus Value
Service
Profit
Relationships
Solutions
4
Quest Vision Goals

• Our Vision
• To be the business technology service provider of
  choice by delivering the highest enterprise
  value through trusting client partnerships that
  bring
• Information Technology leadership and innovation
• Business consulting and acumen
• Responsiveness, flexibility, and agility
• Reliable and measurable service delivery
• People, process, and technology optimization
• Our Goals
• Deliver Quality Solutions Faster
• Provide Capabilities On Demand
• Be Cost Effective

5
BTS Quest the Journey Begins
New Operating Model
Previous Operating Model Six Independent Silos
BTS
Demand Processes
Client
Client
Client
Client
Client
Client
Relationship Management
Relationship Management
Relationship Management
Relationship Management
Relationship Management
Relationship Management
Client Aligned Capabilities
Demand
Supply
Enabling Processes
IS
Service Company
Corporate
6
The Journey Continues
Key Outcome Improved Project Effectiveness Key Outcome Improved Project Effectiveness
From To
Inconsistent performance Skilled and accountable (PM Core Competency)
First come first serve Demand Planning
Inconsistent project selection prioritization Portfolio Management
Decentralized ownership Single ownership accountability
Many disparate processes One flexible enterprise methodology
Limited measurements Process adherence and project metrics
7
PMO Collaboration the heat and energy story
Project Management Advisory Board
IT Guidance Team
ITPMO
EPMO
Enterprise specific methodology led by EPMO
IT specific methodology led by ITPMO
Overlapping Methodology developed
collaboratively

• One enterprise methodology
• Developed with practitioners
• Vetted cross-functionally
• Accessible through a single repository

8
Organizational Collaboration expanding the model

• Areas of Focus
• Enterprise Practices
• Processes
• IT / Business
• Practices Processes
• Best Practices
• Consistent Execution

EPMO
Centers of Excellence
IT PMO
BU PMO
BU PMO
EPMs
CAPP
BSE COEs
TPMs
Communities of Practice
9
Responsibilities / Accountabilities
Key Responsibilities
Members
Methodology Integration

• Advocate across project methodology
• Set direction
• Review Approve Methodology
• Champion standard project methodology
• Insure consistency and workabilty
• Balance standardization with flexibility
• Communicate / Educate
• Actively participate
• Source of best practices
• Consistently utilize project methodology
• Validate usability and provide feedback

Project Mgmt Council

• Divisional
• Stakeholders
• PMO Leadership
• (EPMO IT PMO)
• Project Managers

Project Mgmt Leadership
Project Mgmt Community
10
The Shared PMO Vision

• Enabling effective and consistent project
  execution through best-in-class project practice
  process.
• Focused on enhancing project and portfolio
  management methodology and governance.
• Single repository for methodology, templates, and
  best practices.
• Increase the success of projects as measured by
  industry standard metrics such as cost, schedule,
  quality, and client satisfaction.

11
PMO Guiding Principles

• Operating Principles
• One enterprise methodology one common set of
  processes and procedures for PMs to follow.
• The project methodology will be flexible /
  tailorable to insure that just enough methodology
  is applied to each project.
• There will be one repository for all project
  methodology to ensure easy accessibility.
• The EPMO and IT PMO will collaborate under a
  common set of objectives
• Design Principles
• Changes to methodology and governance will occur
  on a regularly scheduled basis
• Balance usability and applicability with speed of
  development in order to deploy methodology
  changes quickly.
• Leverage Comerica or industry best practices
  rather than reinventing the wheel
• Balance the needs of individual consumers with
  the needs of the organization

12
Positioning for the Challenges to Come

• Economic Reality
• Challenging ourselves to be more effective
• Drive quality into the system
• Process development
• Consistency in execution
• Pivotal role for new technology
• Seize the moment!

13

• Dont avoid doing it because its hard!