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FLAGSHIP | Maximizing the Business Value and ROI from Your Digital Technology Projects

Leadership = Power Skills
Technical = Ways of Working
Strategy = Business Acumen

 

A September 2024 IDC survey documented that:

  • 70% of CIOs reported a 90% failure rate in their customer-built GenAI projects
  • 60% reported a 90% failure rate with vendor led proof-of-concepts

Part of this failure is attributed to starting projects before there is a clear definition and understanding of the desired business outcome.

A larger part of the failure is the lack of a coherent and repeatable project management framework and toolset. The approach I have found most effective in improving the performance and results for key projects is based on segmenting them into 4 categories:

  • Are they sustaining innovations or disruptive innovations?
  • Are they enabling systems productivity and cost optimization?
  • Are they increasing business unit performance and revenue growth?
  • Are they enabling business model transformation?

This process results in the creation of a project development portfolio which can be used to prioritize and align future digital technology investments with mutually agreed upon critical business outcomes. It has also been instrumental in redeploying scarce resources and budget away from lower value run the business projects to higher value change the business projects.

Lastly, instead of using resource capacity and budgeting constraints to make prioritization decisions, the following three questions are used to help make go no go decisions:

  • Should we do it? Does it align with and support critical business outcomes?
  • Can we do it? Do we have the relevant skills, capabilities and tools to achieve the desired outcome?
  • Did we do it? Do we have the right metrics upfront to measure the achieved outcomes vs. the desired outcome?

Along with a detailed description of this project management approach, this discussion will provide several use cases on how it was successfully deployed and the results it achieved.

 

Agenda

  • 5:30 PM - 6:00 PM - Networking/Dinner 
  • 6:00 PM - 6:15 PM - Welcome
  • 6:15 PM - 6:30 PM - Chapter Announcements
  • 6:30 PM - 7:30 PM - Speaker Presentation and Q&A
  • 7:30 PM - 8:15 PM - Social Impact Wrap-Up
  • 8:15 PM - 8:30 PM - Closing Announcements

 

Meal

Dinner will be served during the event (details to follow).

PDUs

A total of 2 PDUs will be awarded to the attendees, with the following breakdown:

  • 1.0 PDU - Power Skills 
  • 1.0 PDU - Ways of Working 

Parking

Free Parking in the parking lot is limited, but side street parking is available. 

Questions

For any additional questions, please contact programs@pmi-la.org.

Speakers

Peter D. Moore
Business & Digital Technology Strategy Advisor
Peter D. Moore is a business and digital technology strategy advisor specializing in helping companies manage for exponential revenue, margin and net income growth. Over the past fifteen years, Mr. Moore has worked with CEO’s, COO’s and other C-Suite executives from Citigroup, Charles Schwab, Johnson & Johnson, Mead Westvaco, Microsoft, Tommy Hilfiger, SAP, SAS Institute and U.S. Trust. Over the past five years I have collaborated with my brother, Geoffrey Moore, to develop new models and tools to enable companies to effectively compete in the new age of digital disruption. We have introduced a new 4 Zone Model to help C-Suite executives and their senior leadership teams maximize the business value of digital technology within their organizations. Client engagements include Adobe, Amgen, Box, Clorox, FedEx, ICANN, Intuit, Molina Healthcare, SpaceX, Splunk, UBER and VMware. Mr. Moore also conducts workshops with early-stage companies that deploy and leverage the Crossing the Chasm framework, vocabulary and toolset to scale their companies to material revenues and profits. Before establishing his own consulting practice, Mr. Moore spent 12 years as a managing partner at Inferential Focus, a market intelligence firm that specializes in detecting major economic, social, technological and geo-political changes both in the U.S. and abroad. He started and managed the firms practice with major corporations that included clients such as AIG, Citibank, Cigna, Ford, GE Capital, Leo Burnett, Microsoft, Pfizer, Philip Morris and Rothschild NA. Prior to joining Inferential Focus in March of 1989, Mr. Moore spent seven years at the New York Stock Exchange where he was Senior Vice President of Corporate Relations. In that position, he was responsible for the Exchange’s board and board committee meetings, strategic planning, corporate marketing, media relations and government relations as well as its economic research and marketing research divisions. While at Inferential Focus, Mr. Moore co-authored a book with his former partner, Ken Hey, entitled The Caterpillar Doesn’t Know – How Personal Change is Creating Organizational Change, which was published July 15, 1998.

  

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Postponement / Cancellation

Please refer to the Cancellation Policy section of the FAQ page

This event may be canceled or postponed by the Chapter, though all efforts will be made to avoid doing so.  If canceled or postponed, notification will be made to all registrants via email.

 

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Information

Type of category: Public Events

Type of activity: Leadership = Power Skills , Technical = Ways of Working, Strategy = Business Acumen

Date: June 26th, 2025

Hour: 5:30PM to 8:30PM

Early bird deadline:: 20 June 2025 to 11:59PM

PDUs: 2

Price

Early bird member: $30.00

Early bird non member: $35.00

Members: $40.00

Non members: $45.00

Location

s. LACI La Kretz Innovation Campus

525 S Hewitt St,
Los Angeles , CA, 90013