Comerica’s Transformation The Next Chapter

1. Comerica’s 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 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. Client BUM BAM Project Mgt Supply Processes • Product Management • Service Management • Vendor Management • Project Management • Software Development • Integration/Testing • Solution Delivery • Application Production Support • Application Maintenance • Business Support • Regulatory • Solutions Engineering Support • Appl Retirement • Skills Management • Staff Performance Management • Centers of Expertise • Resource Allocation • Career Planning • Training & Development • Sourcing Mngmt Business Solutions Engineering Business Systems Operations BTS Capability Management Production Support Resource Management Relationship Management Administration Business Support Client Consulting Vendor Management Task Force Service Management 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

7. PMO Collaboration – the heat and energy story Project Management Advisory Board IT Guidance Team ITPMO EPMO Overlapping Methodology developed collaboratively Enterprise specific methodology led by EPMO IT specific methodology led by ITPMO • 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 TPMs BSE COEs CAPP EPMs Communities of Practice

9. Responsibilities / Accountabilities Methodology Integration Members Key Responsibilities • 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. Don’t avoid doing it because it’s hard!