enterprise project management and strategy · • introduction to enterprise project management ......

©Copyright MetaPM 2017

Enterprise Project Management and StrategyMetaBreakfast – September 14


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


Organisations in Attendance


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

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!

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

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

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

Establishing strategic execution culture

The path to sustained organisational project success requires deliberate development of supporting process and change capabilities

Strategy to Execution

•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?

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 Execution

• 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


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


Executive Competition….

CEOCFO

CIOP&CLegal COO

Core

Business

CMO

Senior Management

Senior Management

Senior Management

Senior Management


True Line of Business Agendas


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


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


A Tasty Analogy…


Ingredients for Success….


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.

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