Instructions to cabinet:

1. Instructions to cabinet: • Feedback expectations: material concerns on the following items: • PMO status as recurring agenda item at Small CIO cabinet meeting • Slide 2: PMO status format. • Slide 3: Leverage Small CIO cabinet meeting to perform approval and decision-making functions • Slide 4: PMO Council mandate • Slide 5: Leadership approach for Council • Slides 6 & 7: Preface for long-term PMO vision • Slide 8: Long-term PMO vision

2. STATUS ITS PROJECT MANAGEMENT OFFICE 05/19/14 – 06/06/14 Rick Williams • OBJECTIVE • Implement and sustain a PMO • BENEFITS • Achieve strategic goals • Maximize economic value • High efficiency and crisp execution • Seamless transition to support teams • Increase odds of successand organizational survival • ACCOMPLISHMENTS • Defined core values and operating principles • Distinguished PMO as value vs cost • Understood organizational politics and power • Built sponsorship and a political plan • Created PMO Council and commenced kickoff • Implemented High Performance Team (HPT) and Competing Values Frameworks (CVT) • Documented individual expectations of PMO • Created sub-teams: current challenges; best practices; organizational resistance; stakeholder strategy • ISSUES • Failure to understand USC strategic vision • RISKS • Fading sense of urgency • Competing priorities • Internal politics • Organizational resistance to change SCHEDULE

3. PMO Council structure, roles, and responsibilities • Roles: Executive; Strategic; Execution • Executive – CIO with decision-making authority • Provide executive guidance and direction as needed • Remove organizational obstacles • Meet monthly or ad hoc • Strategic - CIO direct with approval-making authority • Provide guidance and direction as needed • Nominate council members & resolve organizational politics and resistance to change • Meet bi-weekly • Execution – CIO direct nominees with proposal-making authority • Highlight current problems and devise stakeholder strategy • Create vision of why PMO exists and expectations • Communicate change message • Standardize methodology, processes, and training • Meet weekly

4. PMO Council mandate • Build an egalitarian team with a deeply held set of values, a strong culture, who invites participation, and is determined to make a difference AND balances this higher ideal with pragmatism • Representative of ITS organization, diverse, and collaborative • Build relationships throughout the organization and enthusiastically communicate the change message • Define the necessary change, aid in implementation, and facilitate sustainment

5. Best practice execution – High Performing Teams (HPT) • Defined specific roles and responsibilities • Created common purpose and clear goals • Fostering trust, collaboration, innovation, and accountability • Sharing leadership responsibilities • Instituting rational and pragmatic decision-making processes • Best practice execution – Competing Values Framework (CVF) • Shifting from broker/innovator to mentor/facilitator model • Current focus on creating commitment, communication, team development, participative decision-making, and fostering trust

6. Project Portfolio Management (PPM) is the continuous process of identifying, selecting and effectively managing a portfolio of projects in alignment with strategic business objectives and key performance metrics HIGH UNREALIZED VALUE ALIGNMENT REALIZED VALUE LOW HIGH EFFECTIVENESS

7. ALIGNMENT – DO THE RIGHT THINGS • What are the Right Things? • How do We make sure We are doing what We should be doing? • How can We improve our decision-making? UNREALIZED VALUE REALIZED VALUE ALIGNMENT EFFECTIVENESS • EFFECTIVENESS – DO THINGS RIGHT • What is the Right way of doing things? • How do We make sure We do things Right? • How can We improve what We do?

8. Long-term PMO Vision