Enterprise Project Management and Strategy MetaBreakfast September 14

Size: px

Start display at page:

Download "Enterprise Project Management and Strategy MetaBreakfast September 14"

Dominick Kenneth Simon
5 years ago
Views:

1 Enterprise Project Management and Strategy MetaBreakfast September 14 Copyright MetaPM 2017

2 Agenda Welcome Simon Garlick, Managing Director MetaPM Strategy to Execution Executive Led Delivery Rob Loader, Director of Capital Planning & Delivery Telstra Introduction to Enterprise Project Management Dallas Wilkinson, Principal Consultant MetaPM Questions Open Discussion Copyright MetaPM 2017

3 Organisations in Attendance Copyright MetaPM 2017

Speaker Rob Loader Director of Capital Planning & Delivery Telstra Rob has worked globally for 25+ years in operational, consulting, project and portfolio management and business development roles.

4 Speaker Rob Loader Director of Capital Planning & Delivery Telstra Rob has worked globally for 25+ years in operational, consulting, project and portfolio management and business development roles. As Director of the Capital Planning & Delivery function, Rob is accountable for shaping and managing Telstra s $5b annual capital investment program through the integrated operation of its four functions, with Telstra's business operations, finance and strategy teams. Copyright MetaPM 2017

5 Strategy to Execution Executive Led Delivery Rob Loader Director, Capital Planning & Delivery Telstra Corporation

6 Telstra Capital Investment Capital Investment Full Year 2017 Strategic Investment FY17-19 $4.6b capex 17.8% Capex to Sales Ratio Customer experience Up to $500m Digitisation ~$1b Networks for the future >$1.5 b Annual Delivery Impact ~3,500 Project Managers 800 Discretionary Projects 3,000 Customer Projects 270 Demand & Maintenance Projects 5,000 Engineering Packages of Work Spectrum Investment 4G Coverage 2013 $1.3b 700MHz and 2600MHz spectrum 2016 $191m 57 blocks of spectrum in the 1800 MHz band 4G coverage reaches 99% of the population

7 Capital Planning & Delivery Driving Organisational Project, Program & Portfolio Management Excellence Director Capital Planning & Delivery Chief Project Office EPMO Portfolio Planning Business Case & Benefits

8 Page 8 Gluing together the layers

9 Enterprise Portfolio Management aligns strategy through action to outcomes and is critical to ensure alignment of change priorities and outcomes with organisational strategic intent and business as usual capacity Business As Usual Operations Enterprise Portfolio Management Strategy & Innovation Capacity to deliver change alongside BAU process management & service delivery Initiative selection and priorities are optimised for value and risk And effective execution assurance and governance is in place. Ensure investment options and outcomes are aligned to corporate vision, strategy and goals Selection and prioritisation of right investments, right time Optimise resources and change capacity Structure and discipline to ensure quality delivery Helps define timing and scale of change, clarifying impacts and readiness Focuses investment outcomes and contribution to strategic plans and value 9

10 Page 10 Getting your planning ducks in a row!

11 Integrating strategic and portfolio options planning is essential to optimising value ILLUSTRATIVE Build the facts Clarify intent Create options and decide Finalise multi-year plan Intent summits Executive trade-off summit 3-year CAPEX envelope FY18 FY19 FY20 FY21 Strategic chessboard for could-do capex allocation Capex implications of each strategic options 3-year CAPEX plan Revenue - by segment - by product Capex ratio Capex B2C B2C Optimal set of strategic choices that maximises shareholder value CAPEX baseline B2B B2B Wholes ale Wholes ale Macro view Analysis of past returns Micro view Process view Strategic factbase

12 Page 12 Rigour and flexibility are not oxymoron's

Discipline with flexibility; Rigour with agility Corporate Governance Flexible governance to right size/multi-fit decisions to value, risk & complexity

cases based on solving defined problems and delivering benefits Doing projects right Getting the right outcome Delivery Framework Benefits Realisation

13 Discipline with flexibility; Rigour with agility Corporate Governance Flexible governance to right size/multi-fit decisions to value, risk & complexity Doing the right projects Portfolio roadmaps Business Case Evaluation Top down and bottom up portfolio prioritisation and capacity planning Clear business cases based on solving defined problems and delivering benefits Doing projects right Getting the right outcome Delivery Framework Benefits Realisation Delivery readiness and risk is at heart of planning and execution approvals Accountability for outcomes through visible sponsorship & benefits realisation 13

14 Page 14 Putting value back in the till

Visibility promotes accountability % of Target Mar-01 Jun-01 Sep-01 Dec-01 Mar-02 Jun-02 Sep-02 Visibly

investment outcomes Actual T-QTC Planned T-QTC Quality (Q) Time (T) Cost (C) Completion of scope of work

deliverables within agreed budgets 130% 120% 110% 100% 90% 80% 70% 60% 50% 40% 75.9% 79.1% 73.

15 Visibility promotes accountability % of Target Mar-01 Jun-01 Sep-01 Dec-01 Mar-02 Jun-02 Sep-02 Visibly measuring Sponsors and Project Managers mutual delivery & benefits performance drives accountability for investment outcomes Actual T-QTC Planned T-QTC Quality (Q) Time (T) Cost (C) Completion of scope of work with agreed fitness for purpose Completion of major deliverables and within schedule Completion of deliverables within agreed budgets 130% 120% 110% 100% 90% 80% 70% 60% 50% 40% 75.9% 79.1% 73.0% PMR KPI Progress 105.6% 104.6% 102.9% 103.5% 106.5% 99.8% 106.5% 105.3% 101.6% 86.9% 68.0% 67.7% 65.5% 68.5% 61.8% 11

16 Page 16 Priming the capabilities pump

Establishing strategic execution culture The path to sustained organisational project success requires deliberate development of supporting process and change capabilities Organisations that can

17 Establishing strategic execution culture The path to sustained organisational project success requires deliberate development of supporting process and change capabilities Organisations that can implement strategic initiatives effectively perform well above average financially Provide true operational insight for progress of critical initiatives Focus on Critical Initiatives Institute Smart and Simple Processes Track clear milestones Communicate progress Identify issues early Encourage a Culture of Change Foster Talent and Capabilities Actively build organisation commitment to, strategic initiative implementation Nurture technical, management, and leadership capabilities Source: BCG & PMI Strategic Initiative Management: the PMO Imperative, 2013 Page 17 Strategy to Execution

18 Page 18 Who s driving the project bus?

19 Leadership and sponsorship hand in glove Active sponsorship partnered with professional project management is the key to executing strategic projects successfully Telstra Executive Project Sponsor Chairs the steering committee, leads the change, accountable for the benefits Project Quality Assurance Independent assurance on the project throughout the life of the project E2E Project Manager Accountable for delivery, works side by side with the sponsor Sponsors Mutual Focus 75% benefits 25% delivery Project Manager 25% benefits 75% delivery PMI Research shows that having actively engaged executive sponsors is the top driver of projects success. Married with professional project management and you are on a we have made these a priority PMI, 2017 Pulse of the Profession : Success Rates Rise: Transforming the High Cost of Low Performance Page 19 Strategy to Execution

Speaker Dallas Wilkinson Principal Consultant MetaPM Dallas is a dynamic and versatile project management professional with 22 years of experience across many sectors.

20 Speaker Dallas Wilkinson Principal Consultant MetaPM Dallas is a dynamic and versatile project management professional with 22 years of experience across many sectors. Dallas strengths lie in fit for purpose P3O, analysis and project management. Having spent the last 10 years in a variety of E/PMO roles from analyst to manager, she is very passionate about the value an effective E/PMO can be to an organisation. A key focus of her PMO work is alignment to strategy to drive portfolio content and effective benefits delivery. Copyright MetaPM 2017

21 Strategy Translation into Delivery Project delivering PCB asked for Copyright MetaPM 2017 Page:21

22 Executive Competition. Legal P&C CFO CEO COO CMO CIO Core Business Senior Management Senior Management Senior Management Senior Management Copyright MetaPM 2017 Page:22

23 True Line of Business Agendas Copyright MetaPM 2017 Page:23

24 Wood for the Trees? crisis prioritisation spend effectiveness ongoing scrutiny market changes what portfolio issues do execs need to focus on today? which portfolio will be important next month that execs should prepare for today? Copyright MetaPM 2017 Page:24

25 United Leadership Copyright MetaPM 2017 Page:25

26 Strategy + Portfolio Program + Project Oversimplified perspective More accurate perspective Portfolio Program Portfolio management is a different function from program/project management - not just a higher level. Strategy Portfolio Program Project Project Copyright MetaPM 2017 Page:26

27 Direction, Coordination and Management Copyright MetaPM 2017 Page:27

28 A Tasty Analogy Copyright MetaPM 2017 Page:28

29 Ingredients for Success. Copyright MetaPM 2017 Page:29

30 Scaled Enterprise Project Management Copyright MetaPM 2017 Page:30

Need Help With Your Strategy and EPM Capability Development Get in contact. Get in Contact With: Amro Ibraheim Director of Consulting Email: aibraheim@metapm.com.

31 Need Help With Your Strategy and EPM Capability Development Get in contact. Get in Contact With: Amro Ibraheim Director of Consulting Australia Wide Telephone Number: Melbourne (Head Office) Level 3, 420 Collins Street, MELBOURNE, VIC 3000 Telephone Number: Fax Number: Copyright MetaPM 2016 <31>

MetaPM Project Management Capability Development Framework

MetaPM Project Management Capability Development Framework Framework PM Framework - The framework comprises seven interdependent elements - Each element identifies outcomes and capabilities to be established to enable the overall improvement of project management