Keeping Business Momentum (PMI 2008)
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Transcript of Keeping Business Momentum (PMI 2008)
Project Management Parade 2008 - T Mobile Netherlands BV
Keeping your business momentum during a major change
Hans Winterink, Marieke Snoep & Frank Gottenbos
Project Management Parade 2008 - T Mobile Netherlands BV
Agenda
Introduction
Challenges at start of integration
Context of change
Portfolio Management impact
Our solution
What success looks like
Project Management Parade 2008 - T Mobile Netherlands BV
Introduction
Project Management Parade 2008 - T Mobile Netherlands BV
2. Challenges at start of integrationType of integration required high focus in specific area’s.
Get senior management accountability involved.
High impact on all staff.
Focus on speed so define and start required program as soon as possible.
Create focussed and aligned targets for each area.
Use best of both parties.
Put your best people on the job.
Focus on day 1.
Get senior management accountability involved.
High impact on all staff.
Focus on speed so define and start required program as soon as possible.
Create focussed and aligned targets for each area.
Use best of both parties.
Put your best people on the job.
Focus on day 1.
PMI of Orange and T-Mobile can be characterised as integration with high-level of change
PMI of Orange and T-Mobile can be characterised as integration with high-level of change
Highest level of change
Lowest level of change
Acquired company becomes BU in
portfolio
Acquiring company integrates acquired
company
Both companies merge into one new company
Acquired brand and products remain
Acquired products remain
Acquired organisation remains(structure, buildings)
Focus, Focus Focus!Focus, Focus Focus!
Project Management Parade 2008 - T Mobile Netherlands BV
2. Challenges at start of integrationInitiation of the integration program with its specific characteristics implied risks for the running project portfolio
Confidential start
Strong content focus vs procedural
Large scope, comprised large number of change projects
Speed is essential
High management attention
Exciting, high motivation
Change in all area’s, affecting the whole company
Confidential start
Strong content focus vs procedural
Large scope, comprised large number of change projects
Speed is essential
High management attention
Exciting, high motivation
Change in all area’s, affecting the whole company
Size of portfolio more than doubled;
Many projects with unusually short timelines causing planning issues
Resource conflicts, no questions asked when ‘integration flag’ is waved;
Decibel driven in stead of data driven prioritisation
Unnecessary delays in running portfolio.
Size of portfolio more than doubled;
Many projects with unusually short timelines causing planning issues
Resource conflicts, no questions asked when ‘integration flag’ is waved;
Decibel driven in stead of data driven prioritisation
Unnecessary delays in running portfolio.
Consequences for the portfolio Consequences for the portfolio Integration characteristicsIntegration characteristics
Project Management Parade 2008 - T Mobile Netherlands BV
2. Challenges at start of integrationThe merger confronted us with some tough challenges in the area of portfolio management
What do you do to keep your portfolio running when a lot of more urgent activities appear for senior management?
How do you manage the risk of a strong internal focus?
How do you include a complete new program (over 80 projects) quickly into your running portfolio to loose as little production time as possible and keeping the high value running projects running according to plan?
How do you make transparent what the impact of the merger is on your running portfolio and strategy?
How do you facilitate the right choices in the overall portfolio and not make the mistake to implement a low value merger project vs a high value running project?
Project Management Parade 2008 - T Mobile Netherlands BV
Define a new strategyDefine a new strategyProvide and validate strategic direction as soon as possible
Cascade new vision throughout the organizations
Provide and validate strategic direction as soon as possible
Cascade new vision throughout the organizations
Quickly capture valueQuickly capture valueSecure targeted value creation opportunities as soon as possible
Secure targeted value creation opportunities as soon as possible
Keep businesses running
Keep businesses running
Maintain customer focus, minimize uncertaintyMaintain/improve service levelsSolidify relationships with sustaining dealersKeep key talent satisfied & productive throughout merger
Maintain customer focus, minimize uncertaintyMaintain/improve service levelsSolidify relationships with sustaining dealersKeep key talent satisfied & productive throughout merger
Create the new company
Create the new company
Put in place the new organization structureAppoint committed and accountable managersDevelop and speed up merged decision making processes
Put in place the new organization structureAppoint committed and accountable managersDevelop and speed up merged decision making processes
Common Challenges for Acquisitions
Drive performance excellence – “do not take the eyes of the
ball”
Use as vehicle for senior management alignment
Drive performance excellence – “do not take the eyes of the
ball”
Set-up mechanisms to ensure smooth and
effective execution of integration
3. Context of change Four main challenges.
Project Management Parade 2008 - T Mobile Netherlands BV
3. Context of change Program Objectives.
Structure of the ProgramStructure of the Program
Coordination Processes
Coordination Processes
Baseline, Tracking and Monitoring
Tools
Baseline, Tracking and Monitoring
Tools
Change Management /
Communication Plan
Change Management /
Communication Plan
Maximise Deal Closure / Implementation SuccessMaximise Deal Closure / Implementation Success
Manage the Time of Participants
Manage the Time of Participants
Manage Complex Environment
Manage Complex Environment
Main Program ChallengesMain Program Challenges Key Program Office ElementsKey Program Office Elements
Alignment of Senior Leadership
Alignment of Senior Leadership
Project Management Parade 2008 - T Mobile Netherlands BV
4. Portfolio management impact Integration required change on all levels. To realise this a significant amount of projects where defined, next to the running portfolio.
Strategic level
Tactical level
Operational level
Integration / change projects
Running portfolio
Focus on speed.Answer WIFM (What’s In it For Me).Solve issues quickly / make decisions swiftly.Remain focused on customers and revenue.
Key success factors integration
Clear prioritisation;Portfolio stability;Quality of delivery.
Key success factors running business
Project Management Parade 2008 - T Mobile Netherlands BV
4. Portfolio management impact Integration portfolio was competing with running business portfolio, both impacting same resources.
Running business Portfolio
Integration portfolio
Project Management Parade 2008 - T Mobile Netherlands BV
5. Our SolutionIn order to come to a manageable situation both portfolio’s needed to be managed as an integrated whole.
Running business Portfolio
Integration portfolio
Project roadmap milestones
Financialtargets
OperationalKPIs
Communication and Change Management
Strategy Context
Project Management Parade 2008 - T Mobile Netherlands BV
5. Our solutionBest practices methodology for Program Management
Continuous Program Management Functions
Progress Tracking & Reporting
Technology Alignment
Stakeholder Communication
Issue Management
Risk Management
Change Management
Program Best PracticesProgram Best Practices
Activities are performed continuously throughout the duration of the deal closure / implementation in an optimised way
Schedules are observed, budgets are met
Relevant messages are communicated to all stakeholders
Appropriate resources are allocated
Issues and risks are managed comprehensively
Consistent and robust project management practices are employed
Project objectives are clearly and quantifiably defined
Project quality meets or exceeds expectations
Business needs are reflected in the implementation; business objectives are met
Interdependent projects are coordinated
Structured process for managing project meetings
Activities are performed continuously throughout the duration of the deal closure / implementation in an optimised way
Schedules are observed, budgets are met
Relevant messages are communicated to all stakeholders
Appropriate resources are allocated
Issues and risks are managed comprehensively
Consistent and robust project management practices are employed
Project objectives are clearly and quantifiably defined
Project quality meets or exceeds expectations
Business needs are reflected in the implementation; business objectives are met
Interdependent projects are coordinated
Structured process for managing project meetings
Program Management
Quality Assurance
Resource Management
Business Alignment
Project Management Parade 2008 - T Mobile Netherlands BV
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Strategische bijdrage
Fina
ncië
le b
ijdra
ge
5. Our solutionIntegration portfolio needed to be integrated into standard portfolio management process.
PrioritiseTrack & Manage
Analysis DeliveryDesign
Roadmapping
Ideas Project initiation
0
10
20
30
40
50
60
Q1 Q2 Q3 Q4
Team A
Team B
Team C
Team D
Portfolio governance board
Project Management Parade 2008 - T Mobile Netherlands BV
5. Our solutionNormal project delivery process features structured interaction between ‘business’and IT.
Business deliverables Corresponding IT deliverables
Project Intake Initial Evaluation
Business Requirements Feasibility Study
Detailed Business Requirements Detailed Solution Design
Test Cases Test Reports
Go/No Go decision Go-Live report
Start project
End project
Project Management Parade 2008 - T Mobile Netherlands BV
Functional line management
Consolidated portfolio
5. Our solutionRelation of integration program management with normal portfolio governance. Line management in separate roles to ensure focus on both sets of objectives.
Running business portfolio
Integration program projects
Portfolio governance board
Integration program
Structure of the ProgramStructure of the Program
Coordination Processes
Coordination Processes
Baseline, Tracking and Monitoring Tools
Baseline, Tracking and Monitoring Tools
Change Management / Communication
Plan
Change Management / Communication
Plan
Alignment of Senior Leadership
Alignment of Senior Leadership
Project Management Parade 2008 - T Mobile Netherlands BV
5. Our Solution Evaluation
What do you do to keep your portfolio running when a lot of more urgent activities appear for senior management?
How do you manage the risk of a strong internal focus?
How do you include a complete new program (over 80 projects) quickly into your running portfolio to loose as little production time as possible and keeping the high value running projects running according to plan?
How do you make transparent what the impact of the merger is on your running portfolio and strategy?
How do you facilitate the right choices in the overall portfolio and not make the mistake to implement a low value merger project vs a high value running project?
Project Management Parade 2008 - T Mobile Netherlands BV
6. What success looks likeImportant successes realised in both integration program as in running portfolio
22 of 23 shops converted!
Reporting consolidated
Innovative network consolidation conceptualised
Ben relaunched!
New payment methods in E-shops
Enabled innovative promotions for prepaid
Project Management Parade 2008 - T Mobile Netherlands BV
Thank you for your attention.
Project Management Parade 2008 - T Mobile Netherlands BV
3. Context of change Program Objectives.
Structure of the ProgramStructure of the Program
Coordination Processes
Coordination Processes
Baseline, Tracking and Monitoring
Tools
Baseline, Tracking and Monitoring
Tools
Change Management /
Communication Plan
Change Management /
Communication Plan
Define the overall workplanLink integration plans to value drivers of business caseSet top-down targetsBalance long-term planning towards end-state vs planning for immediate actions in the early integration period
Coordinate the interactions and interfaces between the differentinitiatives, workstreams and participantsLeverage efforts across work streams (project management tools, approach, best practices, deliverables, etc.)Develop templates and apply consistently
Develop baselineTrack/report progress, interact with Steering CommitteeIncorporate risk management and ‘control’ actions in the early integration period and risk-assess plans
Define and execute the change management planPrepare communications targeted at all stakeholdersPlan for cultural integration and be prepared for change issuesPut communication at the heart of PMI
Maximise Deal Closure / Implementation SuccessMaximise Deal Closure / Implementation Success
Dynamic external environmentQuality is of utmost importance
Manage the Time of Participants
Manage the Time of Participants
Potential for competing prioritiesFinding right resources to supportManage external support requirements
Manage Complex Environment
Manage Complex Environment
Large number of initiativesLarge number of entitiesInterdependency of actions
Main Program ChallengesMain Program Challenges Key Program Office ElementsKey Program Office Elements
Alignment of Senior Leadership
Alignment of Senior Leadership
Develop visionFacilitate alignment of senior leadership etc.Support issue resolution
Project Management Parade 2008 - T Mobile Netherlands BV
4. Portfolio management impact Integration program was organised along functional lines, resulting in functional projects, whereas running business portfolio consisted of end 2 end projects.
Marketing CustomerService
NetworkOperations …
Program ManagementOffice
1 2 3 ..
Preparation phase Implementation phase
Marketing
NetworkOperations
CustomerService
…
Customermigration
Networkintegration
Operationalexcellence
BestService
HighPerformance
Culture
Program ManagementOffice
1 2 3 4 5
From a functional oriented approach to a deliverable oriented approach