TeliaSonera presentationPeter Randén Business Solution Manager - Clarity

TeliaSonera - in brief

• Result of a merger of the Swedish incumbent Telia AB and Finnish incumbent Sonera Corporation in December 2002

• Head office in Stockholm, Sweden

• 2009 net sales USD 14.3 billion

• Approx. 29,700 employees

• Market capitalization approximately USD 37.5 billion* (SEK 248,1 million)

• Shares listed on Nasdaq OMX Stockholm and Nasdaq OMX Helsinki Stock Exchanges

• Largest shareholders - Swedish state (37.3%) and Finnish state (13.7%)

October 22, 2010

TeliaSonera Group Organization

President & CEOLars Nyberg

Mobility Services

Håkan Dahlström

Legal AffairsJan Henrik Ahrnell

CommunicationsCecilia Edström

CFOPer-Arne Blomquist

HRKarin Eliasson

Broadband Services

Anders Gylder deputy Malin Frenning

Sales division Business Services Sverker Hannervall

Eurasia

Tero Kivisaari

Group ITÅke Södermark

Mobility Services

Country Market position*

Brand Logotype Subscriptions, mobile

Sweden 1 Telia, Halebop 5,805,000

Finland 2 Sonera, TeleFinland 3,163,000

Norway 2 NetCom, Chess 1,689,000

Denmark 3 Telia, Call me, dlg 1,471,000

Estonia 1 EMT, Diil 747,000

Latvia 1 LMT, OKarte, Amigo 1,107,000

Lithuania 1 Omnitel, Ezys 2,001,000

Spain 4 Yoigo 2,108,000

* TeliaSonera estimatesSubscriptions, September 30, 2010

Product and Production (P&P) 2009

PM and PPM tools in Mobility P&P, August 2008

Excel lists Team Center

applications, Excel lists, …

MS Project Server,

Excel lists

Excel + Project

reporting tool

(Lotus Notes)

P&P Finland

P&P Lithuania

P&P Sweden

P&P NetCom

P&P Denmark

P&P Common Development

Excel lists

All units in P&P are working with projects and

portfolios in the same system?

This is where we

start?

Product and Production (P&P) 2010

Two approaches met – challenges for both

Netcom used Clarity

•Project Planning•Resource

Management•Timesheet reporting

TeliaSonera required Portfolio Management

PPM business objectives vs. priorities

• Ensure strategic fit and right priorities in setting up projects

• Transparency of project information throughout the organisation

• More successful projects

• Reduce the number of projects

• Reduce costs

• Better project decisions

• Support financial management (financial planning & follow up of planned and actual costs)

• Optimal resource utilization

• Support risc management

• Support opportunity / idea assessment

• Improve overall project portfolio performance

Priority 1 Priority 2 Priority 3

Acceptedby

PMO

A solution tree – what can cause the desired effect?

RepositoryProcesses

Organization andManagement mindset

IdealProject

PortfolioManagement

Possible solutionsThe desiredconsequense

Chosencategories

RepositoryProcesses

Organization andManagement mindset

IdealProject

PortfolioManagementChange the

decision making perspective

ManageOrganizational

complexity

Adopt bestpractices for

Implementation

Commitment throughoutthe organization, from

top managementto everybody

First switchthe view from

Individual projects

to portfolios

Later,balance

portfoliosbased on value,

resource and risk

Describesituation

today

BA MSManagerBuy-in /

commitment

Define theGuiding

Principles forimplementation

ImplementCommon

PMO

IdentifyCritical

dependencies

TransformCSC

Decisionmaking

Make the situationAnd objectives

clear

Get the projectRepository (v. 1)

Into full use

ManagementDecision

To GO

Develop theContents based

On feedbackAnd learning

Definethe scope

Define theframeworkto feed the7Q process

with informationon projects

Appointresponsible

persons

Get started:continuous

updating

Get started:Regular

reporting

Introducea new

PPM tool

Develop theData content

to enableadvanced use

Define & agreeProcedures for

updating and reportingwith the projectrepository v. 1

Define & agree proceduresfor updating the new

Project repository

Incorporate PMI PPM”Monitoring & controlling”

and ”Aligning” into the”Common POD/PROMO

Decision making” process

Include common mandatoryDP templates / deliveries

Introduce a commonQA method

Develop ProjectManagement

Common PM toolsTo feed the repository

Invest effort inImplementing definedProcesses to real life

Get started:Managementadvanced use

of the repository

ArticulateBusinessobjectives

ArticulatePPM futureframework

PackageInformation

sets

Train /roadshow

PPM toolproject

Q2/2009

Adapt currentprocesses to

PPM

- Short term Q2-Q3/2008

- Long termQ4/2008 –Q1/2009

- Continuous

The activities transformed to processes

Project Portfolio

Repository

Updating

Secure info

quality

Refine info

(score)

Prepare decision meetings

Make portfolio

decisions

Processes• The activities are cycles that are repeated in different frequencies. A process description of the activity represents one cycle.

Refining

Value

11

3

4

Risk1234

The size of circles illustrate project costs for each project

Execute

PlanClose

Plan

Example of a value/risk matrix based on the scoring information

Scoring of attributes per project

• Risk attributes– Duration of project– Tech complexity– System complexity– Project complexity– Interdependencies– Window of opportunity– Supplier situation– Business case quality

• Value attributes– Financial benefit – Payback time– Strategic objective alignment– Business objective alignment– Synergies created

• Size attributes– Total project budget– Sum DCF

All attributes are scored with a

value 1 – 4 according to definition.

Scoring implemented in Clarity

12.1 Export to PowerPoint

Sub-portfolios

PPM roadmap spring 2010

Standardportfolios

Portfolio analysis andregular, proactive

reports to stakeholders

Scoring teams

Define the prioritization

regime for Quarterly

prioritization of product projects

HR portfolio planning – aligning the resources

with the portfolio needs

Harmonized project risk mgmt as input for

portfolio risk balancing

Introduce project

balancing model

Regular decision support material to portfolio steering committees, enabling decision making

Continuous KPI reporting

Continuous portfolio analysis and reporting

2010Q1 2010Q2 2010Q3 2010Q4 2011Q1 2011Q2

ActivitiesContinuousdeliverables

Define the prioritization

regime for Quarterly

prioritization of all projects

Continuous scoring and prioritization

Present change mgmt plan to

decision makers

Clarity roadmap spring 20102010Q1 2010Q2 2010Q3 2010Q4 2011Q1 2011Q2

Activities

Deliverables

Project planning

Project risk management

Project prioritization

Resource planning

Financial follow up and forecast

Time reporting

DP decision document

storage

Decision workflows

Prospect and pre DP0 process

Dashboards and displays

PPM scenario planning and dependencies

Project mgmt support

A B C D

More decision workflows

Project mgmt support

Identified areas in the roadmap with action plan Summer 2010

• Four prioritized areas of responsibility– Project planning and deliverables with KPI

– Prospect and pre-DP0 Idea management– Financial improvements (use of budgets and actuals) – Resource management – Project Risk management

• The following are more stand alone or less urgent– Time reporting in Clarity or not – Decision workflows

– Document storage– Dashboards and displays (continuous deliveries from above activities)– PPM Scenario planning – Project prioritisation

– HR interface – user management – Change of report generator from Actuate to Business Objects

Resource Management Glen Voss

Why Resource Management in TeliaSonera?

With Resource management in TeliaSonera we aim to:

• Utilize resources in an organization that spans 6 countries more efficiently

• By increasing awareness of resources with similar competencies and roles

• By making resource usage more transparent

• Shorten the time it takes for resource requesters to obtain resources

• By replacing resource request lists, forums, mails, etc. with one common system

• Enable management to do portfolio scenario analysis

• By connecting investments to resources thereby making resource usage a parameter in portfolio analysis

Resource Management paradigm in TeliaSonera• We use

• Roles

• Defined in cooperation with the managers on the level that will assign them

• We do not use global roles – this means more roles to maintain but also more meaning on what a role is for managers

• Roles have an OBS connection – to ensure accountability towards the roles

• Resources

• Connected to the organizational structure

• With a primary role – to enable managers to do capacity management

• We implement

• In 4 phases – to minimize the impact of the changes to the organization

• We start with a small number of resource managers – allocating resources and roles in their own units to investments

• We bring on more and more resource managers

• We end with bringing onboard all resource requesters – taking over responsibility of allocating resources to investments

• We do not (yet) use

• Time reporting (to follow planned work vs. actual work)

Status so far…• We have rolled out 2 out of 4 phases

• Covering 12 resource managers and approx 120 resources

• Feedback gathered so far:

• High learning curve in using Clarity

• Increasing detail in planning = increasing maintenance work in Clarity x 2

• Increased transparency not always a good thing (less-than-super users maybe afraid they will be giving away information that might not show the right picture?)

• Some benefits slowly emerging (importance of getting investment data correct)

• We aim at rolling out

• Phase 3 (covering approx 40 resource managers and 300-500 resources) by Q1 2011

• Phase 4 (covering approx 100 resource requesters) by Q2 2011

Tonight, December and 2011

Next steps

• Upgrade from 12.0.3 to 12.1 – Tonight!– SP6 was causing problems in Portfolio Module with Custom Attributes– Encountered ”wrapper problems related to OS incompatibility”

• Functional changes hopefully in December– Brings the countries closer together in use of functionality– Project milestone scheduling– Risk management open-up – Change requests– Routines for budget approval

• Roadmap 2011– Interfaces – Stability

LXAA 111 0103 - FCPA11004762010-09-15

From portfolio reporting to project planning• Our intention is to replace

the DP Dates page with milestones in the project plan, because present technical solution doesn’t support correctly phased projects nor support Project Managers in their planning of projects

Target Architecture – as recommended by CA

Roadmap activities for 2011

• Implement Timesheet reporting in Lithuania and Estonia– Harmonize with Norway

• Implement interfaces to get actual cost from SAP, Scala & IFS into Clarity

• Integrate user management with existing corporate catalogues

• Replace Actuate with Business Objects

• Decision support and workflows

• Stabilize maintenance of our configuration– Documentation of usage, portlets, reports etc…– Re-visit the Access Rights strategy– Scale up our support and requirements management to meet the growing demand –

meet the success!

And now some CAPA

• One guy developing our content

• The first real challenge for this release in December

• Let’s look at it live…