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2014 Process Management Strategic Overview

AGENDA

1. Icebreaker2. DSP Roadmap Update3. 2014 BTS Strategic Goals4. Process Management Mandate5. 2014 Process Management Strategic Goals6. Project Priorities7. Department SWOT8. Performance Management at WMG9. Department Competencies10. Process & Standards Roadmap11. Dinner & Mingle12. Q&A With Jonathan Murray13. Team Retrospective

ICEBREAKER

DSP OVERVIEW

FROM BLANK SLATE – MAY 20, 2012

NO ARCHITECTURENO TEAMNO PROCESS & STANDARDSNO BUSINESS ENGAGEMENT

ONE IDEA

Pause.Think. Design.

Build.Learn.Prepare.

Scale.

Transform.Deliver.Platform

• Deliver Software Factory • Employee Landing Page

Consolidation & efficiency • Global SAP • Global Revenue Processing • European Order to Cash

Better business with data • Artist Dashboard v2 • Continued Big Insights development

New capability for existing business • Tour Manager v2.1 • 360 project • Rights & Master Data • Music Publishing system replacement

Enable new business models

YEAR 2 OF 5 YEAR PLAN

Start seeing savings

here

Y0 : 2012 Y1 : 2013 Y2 : 2014 Y3-5 : 2015-2017

FEB JUL NOVMAR DECNOV DECOCT

STARTEngineering

STARTMusic Publishing

JAN

STARTLicensing Notes

APR

GOES LIVE!Licensing Notes

STARTLanding Page

JUNMAY

STARTTour Manager

AUG SEP

STARTArtist Dashboard

GOES LIVE!Tour Manager

OCT

GOES LIVE!Artist Dashboard

GOES LIVE!A&R Hunt

GOES LIVE!Copyright

15 MONTHS OF DELIVERY

JAN

GOES LIVE!YouTube API

TO NOW

1. Deliver organizational commitments on or below adjusted FY14 budget

2. Reduce global BTS operating costs by 10%3. Meet all BTS Project commitments to the business - scope,

timeline & business value with flexibility and partnership4. Become a world-class Service Organization enabling WMG's

long-term success5. Build a world-class, high performing organization that

operates as One Organization with One Focus

2014 BTS Strategic Goals

1. SAP2. Big Insights/Analytics (Artist Dashboard, YouTube…)3. Tango4. Factory5. LP6. Data Integration

Project Priorities

• The Process Management team is responsible for the centralized and coordinated management of all BTS initiatives. Our mandate is to manage the execution of new projects and solutions that are more robust and customer centric, and ensure alignment with BTSs customers.

• We implement and establish best practices in a manner that proactively prepares BTS for future business needs. Using Lean, Six Sigma, Kaizen, Rummler-Brache, Agile, and other techniques, we drive to infuse credibility, confidence and a sense of excitement to our customers

• We practice servant-leadership and share power across the matrix, putting the needs of others first and helping people develop and perform as highly as possible

• Our organization focuses on five distinct areas: – Enterprise Understanding – Ensuring proper business architecture exists and all processes are

documented and understood– Workforce Engagement – Mentoring and guiding stakeholders and project teams as they learn and adopt

agile techniques– Project Management – Manage the BTS project portfolio and maintain and publish master project list– Process Improvement – Designing and implementing standardized or improved processes and infusing a

culture of continuous improvement– Continuous Assessment – Implementing critical performance measures and performance measurement

systems and dashboards

Process Management Mission & Mandate

What we’re trying to achieve

2014 Process Management Goals1. Deliver our priority projects across the BTS portfolio including SAP, Big Insights, Tango, Factory, LP,

ServiceNow etc. and any new priority projects through our governance process2. Help retire and move the needle forward on our legacy application retirement roadmap as we are

assigned to these initiatives3. Build metrics & reporting/dashboard capability for measurement, performance evaluation, &

continuous improvement across BTS automating processes as needed4. Build portfolio management capabilities; create all encompassing and prioritized project listing

that is managed on a regular cadence across all of BTS5. Develop capacity and resource management capability – be proactive, not reactive6. Lead BTS Portal efforts and complete redesign and restructuring of Confluence and all department

collateral7. Deliver a best-in class project delivery framework inclusive of end-to-end processes, standards,

tools and associated collateral8. Coach, mentor, train and communicate standards and guidelines that ensure consistency of

development and delivery9. Build Process Improvement function that is in demand across Warner Music Group10. Build process landscape view with drilldown capability as process and technology teams engage

with business units.

Factory Process & Standards – To do

December January February March April

• Publish Intake Metrics• DOS/Production

support finalize & rollout –Kanban?

• Definition of Done-quality discipline

• Project Dashboard training

• Weekly portfolio view for JM/Execs

• Internal Steering Committee

• Scrum of Scrums• Enhanced Story

Visibility • Automate Status

Reports• Confl redesign &

RefinedWiki

• Intake rollout BRM

• HelpDesk trained on JIRA

• Folio rollout• Agile/

Experimental culture emphasis

• Team coaching/training

• Portfolio KPIs and views

• Master Project list• Revive Newsletter• All major process

frameworks finalized, including Closure

• System monitoring/metrics

• Deployment process rollout/training

• Kickoff process rollout/training

• Quality process rollout/training

• Standardize quality metrics

• Tempo Planning Pilot

• Automate Release plan

• Onboarding process rollout & training

• Real time broadcasts

• End-to-end project lifecycle training

• Slack

Ongoing Jira, Confluence and general process maintenance/refinement

Green=doneYellow=in progressRed = blocked

Strengths - Characteristics that give us an advantage

Weaknesses - Characteristics that place our team at a disadvantage

• Strong Business Unit engagement from those exposed to Process Management capabilities

• C-Level (CEO, CFO, CTO) support within WMG

• Diverse team with strong agile/lean knowledge

• Project structure and reporting which allows us to adapt to business needs

• Limited follow through after process mapping exercise

• Too reactive and not proactive enough Lack of attention to detail or administrative items pulls back credibility and trust

• Process mapping taking too long to complete

• Unclear portfolio priorities cause confusion

• Hesitation on roles and responsibilities slows us down

SWOT

Opportunities - Elements that we can exploit to our advantage

Threats - Elements that could cause trouble for our group

• Promote Process Improvement capabilities across business units, within BTS, and within projects to prove our value to WMG

• Develop consultative model to business unit for process improvement projects providing holistic view from mapping to measuring to managing

• Apply agility across all projects within BTS to improve project speed of delivery

• Apply process improvement for our internal team “learning organization”

• Measure improvements of all projects by quantifying (eg. ROI) benefits/improvements/problems

• Maintain and publish list of wins

• Expansion of approved initiatives on limited resources

• Limited understanding of Agility, scrum and overall maturity models and capability

• Perception of Process Improvement Workshops is not favorable due to prior history with consulting firms

• Return on investment for the team• Balancing need for governance and

visibility with negative perception of “Process Police”

SWOT

1. BTS leaders are to:• take responsibility• lead by example• be enablers of change• manage rigorously to mandate

2. BTS leaders are to instill and regain a 'start-up' culture to operate with:• velocity• agility• a sense of mission and urgency

1. Demonstrate white glove, proactive, stakeholder-oriented service with a sense of urgency to our partner organizations and customers

2. Be a part of the solution, not the problem. Constantly facilitate the removal of ANY impediments and be leaders of change, not detractors

3. Promote a culture of Collaboration: Empowering Employees through Values

4. Customer (vs Process) Focus: Engaging Customers as Individuals and people

5. Innovation: Amplifying Innovation through Partnerships

6. Educate and enhance ourselves!

What does this all mean?FOR US FOR MANAGEMENT

Resilience – the ability to remain strong and persistent when pursuing goals despite obstacles and setbacks. It also means accepting the dynamic nature of business and personalities and maintaining a positive demeanor while facing challenges or the unknown.

Initiative – the ability to take immediate action regarding a challenge, obstacle, or opportunity while thinking ahead to address future challenges, risks or opportunities. Identifying trouble spots and take steps to recitfy before the eventual result of the problem

Collaboration – working harmoniously with others. Period. Giving feedback on the spot in a focused setting and moving forward.

Drive for performance – A maniacal focus on delivering and moving things along!!!

Department Competencies – Our behaviors!http://www.youtube.com/watch?v=m_MaJDK3VNE

How we manage performance at WMG

Performance Management Cycle

Q&A

TEAM RETROSPECTIVE