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©Copyright MetaPM 2017
Enterprise Project Management and StrategyMetaBreakfast – September 14
©Copyright MetaPM 2017
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
Organisations in Attendance
©Copyright MetaPM 2017
Speaker
Rob LoaderDirector 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.
Strategy to ExecutionExecutive Led Delivery
Rob LoaderDirector, Capital Planning & DeliveryTelstra Corporation
Telstra Capital Investment
$4.6b capex17.8% Capex to Sales Ratio
Networks for the future
>$1.5 b
Digitisation
~$1b
Customer experience
Up to $500m
Strategic Investment FY17-19Capital Investment Full Year 2017
Spectrum Investment – 4G Coverage
2016
$191m
57 blocks of spectrum in the 1800 MHz band
2013
$1.3b
700MHz and 2600MHz spectrum
4G coverage reaches 99% of the population
Annual Delivery Impact
~3,500
Project Managers
3,000
Customer Projects
800
Discretionary Projects
270
Demand & Maintenance
Projects
5,000
Engineering Packages of Work
Capital Planning & Delivery
Chief Project Office
EPMOPortfolio Planning
Business Case &
Benefits
Director Capital Planning & Delivery
Driving Organisational Project, Program & Portfolio Management Excellence
Gluing together the layers
Page 8
Enterprise Portfolio Management aligns strategy through action to outcomes
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
Capacity to deliver change alongside BAU process management & service delivery
Business As UsualOperations
Enterprise PortfolioManagement
Strategy &Innovation
9
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
and is critical to ensure alignment of change priorities and outcomes with organisational strategic intent and business as usual capacity
Getting your planning ducks in a row!
Page 10
Capex implications of each strategic options
B2B
Wholesale
…
B2COption
1Option
2Option
3Option
4
Option 1
Option 2
Option 3
Option 4
Option 1
Option 2
Option 3
Option 4
Option 1
Option 2
Option 3
Option 4
Strategic chessboard for “could-do” capex allocation
3-year CAPEX plan
Integrating strategic and portfolio options planning is essential to optimising value
Build the facts Clarify intent Create options and decide Finalise multi-year plan
3-year CAPEX envelope
CAPEX baseline
FY18 FY19 FY20 FY21
Revenue- by segment- by product
Capex ratio
Capex
Analysis of past returns
‘Macro’ view
Micro view
Process view
Optimal set of strategic choices that maximises shareholder value
B2B
Wholesale
…
B2COption
1Option
2Option
3Option
4
Option 1
Option 2
Option 3
Option 4
Option 1
Option 2
Option 3
Option 4
Option 1
Option 2
Option 3
Option 4
Intent summits Executive trade-off summit
ILLUSTRATIVE
Strategic factbase
Page 12
Rigour and flexibility are not oxymoron's
13
Discipline with flexibility; Rigour with agility
Doing the
right
projects
Corporate
GovernanceFlexible governance to right size/multi-fit decisions to value, risk & complexity
Portfolio
roadmaps
Top down and bottom up portfolio prioritisation and capacity planning
Business
Case
Evaluation
Clear business cases based on solving defined problems and delivering benefits
Doing
projects
right
Delivery
FrameworkDelivery readiness and risk is at heart of planning and execution approvals
Getting the
right
outcome
Benefits
Realisation
Accountability for outcomes through visible sponsorship & benefits realisation
Page 14
Putting value back in the till
Visibility promotes accountability
Visibly measuring Sponsors and Project Managers mutual delivery & benefits performance drives accountability for investment outcomes
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
Actual T-QTC Planned T-QTC
PMR KPI Progress
75.9%79.1%73.0%
105.6%104.6%102.9%103.5%106.5%99.8%
86.9%
106.5%105.3%
67.7%68.0%
68.5%65.5%61.8%
101.6%
40%
50%
60%
70%
80%
90%
100%
110%
120%
130%
Ma
r-0
1
Ju
n-0
1
Se
p-0
1
De
c-0
1
Ma
r-0
2
Ju
n-0
2
Se
p-0
2
% o
f T
arg
et
11
Priming the capabilities pump
Page 16
Establishing strategic execution culture
The path to sustained organisational project success requires deliberate development of supporting process and change capabilities
Strategy to ExecutionPage 17
•Nurture technical, management, and leadership capabilities
•Actively build organisation commitment to, strategic initiative implementation
•Track clear milestones
•Communicate progress
•Identify issues early
•Provide true operational insight for progress of critical initiatives
Focus on Critical
Initiatives
Institute Smart and Simple Processes
Foster Talent and Capabilities
Encourage a Culture of
Change
Organisations that can implement strategic initiatives effectively perform well above
average financially
Source: BCG & PMI Strategic Initiative Management: the PMO Imperative, 2013
Who’s driving the project bus?
Page 18
Leadership and sponsorship hand in glove
Active sponsorship partnered with professional project management is the key to executing strategic projects successfully
Telstra Executive
Project SponsorChairs the steering committee, leads the change, accountable for the benefits
Project Quality AssuranceIndependent assurance on the project throughout the life of the project
E2E Project ManagerAccountable for delivery, works side by side with the sponsor
Sponsors Project
Manager
Mutual Focus
75% benefits
25% benefits
75% delivery
25% delivery
Strategy to ExecutionPage 19
• 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 winner
• @Telstra we have made these a priority PMI, 2017 Pulse of the Profession®: Success Rates Rise: Transforming the High Cost of Low Performance
©Copyright MetaPM 2017
Speaker
Dallas WilkinsonPrincipal Consultant
MetaPMDallas 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 Page:21
Strategy Translation into Delivery
PCB
asked
forProject
delivering
© Copyright MetaPM 2017 Page:22
Executive Competition….
CEOCFO
CIOP&CLegal COO
Core
Business
CMO
Senior Management
Senior Management
Senior Management
Senior Management
© Copyright MetaPM 2017 Page:23
True Line of Business Agendas
© Copyright MetaPM 2017 Page:24
Wood for the Trees?
spend effectiveness
prioritisation
ongoing scrutinywhich portfolio will be
important next month
that execs should
prepare for today?
what portfolio
issues do execs
need to focus on
today?
crisis
market changes
© Copyright MetaPM 2017 Page:25
United Leadership
©Copyright MetaPM 2017 Page:26
Program
Project
Portfolio
More accurate perspective
Portfolio management
is a different function
from program/project
management - not
just a higher level.
Portfolio
Program
Project
Oversimplified
perspective
Strategy
Strategy + Portfolio Program + Project
©Copyright MetaPM 2017 Page:27
Direction, Coordination and Management
© Copyright MetaPM 2017 Page:28
A Tasty Analogy…
© Copyright MetaPM 2017 Page:29
Ingredients for Success….
© Copyright MetaPM 2017 Page:30
Scaled Enterprise Project Management
©Copyright MetaPM 2016 <31>
Get in Contact With:
Amro Ibraheim – Director of Consulting
Email: [email protected]
Australia Wide Telephone Number: 1800 800 436
Melbourne (Head Office)
Level 3, 420 Collins Street, MELBOURNE, VIC 3000
Telephone Number: +61 3 8640 5700
Fax Number: +61 3 9670 7480
Need Help With Your Strategy and
EPM Capability DevelopmentGet in contact.