Carly Fiorina, Chairman and CEO of HP, Mike Capellas, former CEO of Compaq and then President of HP, and Bob Napier, Senior Vice President at Compaq and Executive Vice President and CIO at HP until his untimely death in October 2003, galvanized the HP and Compaq organizations in their 2001-2002 merger process-the largest technology merger in history.
    By leveraging the organization's strengths in the discipline of project management to drive efficiencies going forward, HP exceeded Wall Street's early expectations by cutting over $3 billion in costs during its first year of operation .A new project management system was directly responsible for enabling HP to reduce $110 million in projected project costs at the same time the system contributed in a number of indirect ways to HP's cost-cutting efforts as a whole.
    The champions of HP's project management initiative-Fiorina, Napier, and Don Kingsberry, the director of the Global PMO(Program Management Office)-mobilized their entire organization to develop and derive value from new best practices.
    Enterprises, generally speaking, manage projects poorly , and, under normal circumstances ,senior management keeps this problem out of sight and out of mind. The pressurized conditions under which HP was formed left no room for these inefficiencies. In order to improve the probability of project success, raise the leevel of project consistency, and reduce costs, senior management required a standardized mechanism for viewing and managing all their projects as a portfolio......

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