Managing Projects Remotely...Managing Projects Remotely Caragh O’Carroll, Defence Sector Lead,...
20
1 © 2020 FUJITSU Fujitsu Confidential – Commercial in Confidence Managing Projects Remotely Caragh O’Carroll, Defence Sector Lead, Account Director Tom Bittel, Head of Program & Project Services (P&PS) Annette O’Hanrahan, Pre-Sales Customer Solution Architect
Transcript of Managing Projects Remotely...Managing Projects Remotely Caragh O’Carroll, Defence Sector Lead,...
1 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Managing Projects Remotely
Caragh OrsquoCarroll Defence Sector Lead Account Director
Tom Bittel Head of Program amp Project Services (PampPS)
Annette OrsquoHanrahan Pre-Sales Customer Solution Architect
2 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Caragh OrsquoCarroll
Tom Bittel
Tom Bittel
Tom Bittel
Annette OrsquoHanrahan
What wersquore covering today
Introduction and the relevance of Trust
Trust ndash building and maintaining in the project team
The changing Project Management journey
Embracing collaboration and collaboration tools for managing projects
Wellbeing of the project team
Ways of Working ndash methodologies and practices working remotely with teams and stakeholders
Real-life experience ndash from scoping to handover to Project Delivery
QampA Trust
Collaboration
Wellbeing
Ways of Working
Experience
3 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Caragh OrsquoCarroll
IntroductionHow Trust is key to managing remotely
4 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Fujitsu amp Working Remotely
Over 130000 employees
Many dependent
on each other
Locally hundreds of employees
Dispersed across home
offices customer
offices HQ office
Buthellip recognised
Gartner Magic
Quadrant Leader in
lsquoWorkplace Servicesrsquo ie
working remotely
Andhellip a recent winner
of Top 100 Telework PioneersAward for Remote working
Pioneering concepts of lsquoWork-Life Shiftrsquo and lsquoTime to
Reimaginersquo
5 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Trust ndash a key foundation for remote management
Fujitsu Global Digital Transformation amp Trust Survey
For the best outcomes when teams are engaging remotely
For Project Managers managing remote teams
build trust by
Attending the meetings scheduled on time
Donrsquot change meeting cadence unless
necessary
Keeping key stakeholders briefed
Keeping project plans updated
Escalate issues early ndash aim to get back on track
Celebrate success
78
Strongly agree
Agree
Enable a good work-life balance
Enable inclusiveness
Enable diversity
Encourage employees to be
proactive
74
Strongly agree
Agree
72
Strongly agree
Agree
71
Strongly agree
Agree
6 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Personal backgrounds
bull Icebreaker points
bull Building rapport and relationships
bull Sense of place and of person
Building Trust ndash professionalism vs personal
Professional backgrounds
bull A sense of harmony of stability
bull Builds confidence in professional delivery
bull Sense of PSB Corporate identity
7 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Tom Bittel
Our JourneyCollaborating with remote teamsWays of WorkingWellbeing
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
2 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Caragh OrsquoCarroll
Tom Bittel
Tom Bittel
Tom Bittel
Annette OrsquoHanrahan
What wersquore covering today
Introduction and the relevance of Trust
Trust ndash building and maintaining in the project team
The changing Project Management journey
Embracing collaboration and collaboration tools for managing projects
Wellbeing of the project team
Ways of Working ndash methodologies and practices working remotely with teams and stakeholders
Real-life experience ndash from scoping to handover to Project Delivery
QampA Trust
Collaboration
Wellbeing
Ways of Working
Experience
3 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Caragh OrsquoCarroll
IntroductionHow Trust is key to managing remotely
4 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Fujitsu amp Working Remotely
Over 130000 employees
Many dependent
on each other
Locally hundreds of employees
Dispersed across home
offices customer
offices HQ office
Buthellip recognised
Gartner Magic
Quadrant Leader in
lsquoWorkplace Servicesrsquo ie
working remotely
Andhellip a recent winner
of Top 100 Telework PioneersAward for Remote working
Pioneering concepts of lsquoWork-Life Shiftrsquo and lsquoTime to
Reimaginersquo
5 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Trust ndash a key foundation for remote management
Fujitsu Global Digital Transformation amp Trust Survey
For the best outcomes when teams are engaging remotely
For Project Managers managing remote teams
build trust by
Attending the meetings scheduled on time
Donrsquot change meeting cadence unless
necessary
Keeping key stakeholders briefed
Keeping project plans updated
Escalate issues early ndash aim to get back on track
Celebrate success
78
Strongly agree
Agree
Enable a good work-life balance
Enable inclusiveness
Enable diversity
Encourage employees to be
proactive
74
Strongly agree
Agree
72
Strongly agree
Agree
71
Strongly agree
Agree
6 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Personal backgrounds
bull Icebreaker points
bull Building rapport and relationships
bull Sense of place and of person
Building Trust ndash professionalism vs personal
Professional backgrounds
bull A sense of harmony of stability
bull Builds confidence in professional delivery
bull Sense of PSB Corporate identity
7 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Tom Bittel
Our JourneyCollaborating with remote teamsWays of WorkingWellbeing
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
3 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Caragh OrsquoCarroll
IntroductionHow Trust is key to managing remotely
4 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Fujitsu amp Working Remotely
Over 130000 employees
Many dependent
on each other
Locally hundreds of employees
Dispersed across home
offices customer
offices HQ office
Buthellip recognised
Gartner Magic
Quadrant Leader in
lsquoWorkplace Servicesrsquo ie
working remotely
Andhellip a recent winner
of Top 100 Telework PioneersAward for Remote working
Pioneering concepts of lsquoWork-Life Shiftrsquo and lsquoTime to
Reimaginersquo
5 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Trust ndash a key foundation for remote management
Fujitsu Global Digital Transformation amp Trust Survey
For the best outcomes when teams are engaging remotely
For Project Managers managing remote teams
build trust by
Attending the meetings scheduled on time
Donrsquot change meeting cadence unless
necessary
Keeping key stakeholders briefed
Keeping project plans updated
Escalate issues early ndash aim to get back on track
Celebrate success
78
Strongly agree
Agree
Enable a good work-life balance
Enable inclusiveness
Enable diversity
Encourage employees to be
proactive
74
Strongly agree
Agree
72
Strongly agree
Agree
71
Strongly agree
Agree
6 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Personal backgrounds
bull Icebreaker points
bull Building rapport and relationships
bull Sense of place and of person
Building Trust ndash professionalism vs personal
Professional backgrounds
bull A sense of harmony of stability
bull Builds confidence in professional delivery
bull Sense of PSB Corporate identity
7 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Tom Bittel
Our JourneyCollaborating with remote teamsWays of WorkingWellbeing
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
4 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Fujitsu amp Working Remotely
Over 130000 employees
Many dependent
on each other
Locally hundreds of employees
Dispersed across home
offices customer
offices HQ office
Buthellip recognised
Gartner Magic
Quadrant Leader in
lsquoWorkplace Servicesrsquo ie
working remotely
Andhellip a recent winner
of Top 100 Telework PioneersAward for Remote working
Pioneering concepts of lsquoWork-Life Shiftrsquo and lsquoTime to
Reimaginersquo
5 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Trust ndash a key foundation for remote management
Fujitsu Global Digital Transformation amp Trust Survey
For the best outcomes when teams are engaging remotely
For Project Managers managing remote teams
build trust by
Attending the meetings scheduled on time
Donrsquot change meeting cadence unless
necessary
Keeping key stakeholders briefed
Keeping project plans updated
Escalate issues early ndash aim to get back on track
Celebrate success
78
Strongly agree
Agree
Enable a good work-life balance
Enable inclusiveness
Enable diversity
Encourage employees to be
proactive
74
Strongly agree
Agree
72
Strongly agree
Agree
71
Strongly agree
Agree
6 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Personal backgrounds
bull Icebreaker points
bull Building rapport and relationships
bull Sense of place and of person
Building Trust ndash professionalism vs personal
Professional backgrounds
bull A sense of harmony of stability
bull Builds confidence in professional delivery
bull Sense of PSB Corporate identity
7 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Tom Bittel
Our JourneyCollaborating with remote teamsWays of WorkingWellbeing
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
5 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Trust ndash a key foundation for remote management
Fujitsu Global Digital Transformation amp Trust Survey
For the best outcomes when teams are engaging remotely
For Project Managers managing remote teams
build trust by
Attending the meetings scheduled on time
Donrsquot change meeting cadence unless
necessary
Keeping key stakeholders briefed
Keeping project plans updated
Escalate issues early ndash aim to get back on track
Celebrate success
78
Strongly agree
Agree
Enable a good work-life balance
Enable inclusiveness
Enable diversity
Encourage employees to be
proactive
74
Strongly agree
Agree
72
Strongly agree
Agree
71
Strongly agree
Agree
6 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Personal backgrounds
bull Icebreaker points
bull Building rapport and relationships
bull Sense of place and of person
Building Trust ndash professionalism vs personal
Professional backgrounds
bull A sense of harmony of stability
bull Builds confidence in professional delivery
bull Sense of PSB Corporate identity
7 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Tom Bittel
Our JourneyCollaborating with remote teamsWays of WorkingWellbeing
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
6 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Personal backgrounds
bull Icebreaker points
bull Building rapport and relationships
bull Sense of place and of person
Building Trust ndash professionalism vs personal
Professional backgrounds
bull A sense of harmony of stability
bull Builds confidence in professional delivery
bull Sense of PSB Corporate identity
7 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Tom Bittel
Our JourneyCollaborating with remote teamsWays of WorkingWellbeing
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
7 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Tom Bittel
Our JourneyCollaborating with remote teamsWays of WorkingWellbeing
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
8 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our journey over the past 5 years
Traditional Project Management Local based home developed
Local Project Managers using Global resources to deliver service
Delivering Projects using Project Managers working abroad directing their own teams and our resources
Introduction of AGILE Rollout of Agile methods an frameworks
Bringing the Agile techniques into standard projects and brining our customers on that journey too
Working with the Global Project Management community to map out development of our own team
Developing that conduit between local and global delivery
New Tooling and updated Methodologies
Increase in Remote working
Greater Global experience
What will the Future of Project Management Look like
bull Probably more Specialistbull Higher qualification levelbull Agile Certification
Our journeyOver the past 5 years we at Fujitsu have worked more and more with our Global colleagues This has lead to an acceptance and a WoW change to remote meetings and achieving results at distance
At the same time the Project and Program Services (PampPS) organisation has embraced AGILE as the evolving WoW for Projects
Our Delivery framework is built on Agile but recognises that some projects are waterfall and others use a mixture of both Some of the Agile techniques lend themselves to the remote working world
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
9 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Our Team ndash collaborating locally and more widely
The Local Project and Program Team
Our team of core local team of PampPS professionals working to
deliver for our Irish based Customers
This team is backed up by the PampPS Community and we use
resources from
Our Team works with colleagues inThe US
India
Japan
Poland
Portugal
Russia
UK
Australia
1 Our Global Delivery Centres
2 Nearest neighbours NI and UK
3 The Contract Market
The advantages of having these
local resources has traditionally
been to provide an on Customer site
presence to work with the local
Customer teams and be the conduit
to the wider Fujitsu organisation
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
10 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
The Digital Transformation ndash collaboration tools
The journey we have been on over the past 5 years would not be complete without the transformation in Technology Keeping up with technology products as well as the potential is part of the ongoing development of our PampPS Team
The advances in connectivity has revolutionised
Applications Less stand alone more unified
Communications Instant messaging Collaboration tools private social media (Yammer)
Federation of organisations to allow secure intercompany direct communications without the need to jump awkward security hurdles
Changing the mindsetManaging remote teamsKey to the management of remote teams has been the Digital Transformation throughout the world though
An interconnected team tools MS TEAMS Zoom Skype replacing the old Teleconferencing systems
Using the Digital Tools that have given us the opportunity to work anywhere any time
A mature Governance System reporting tracking validating though modern techniques in Agile etc
Confidence in our Delivery Assurance systems to be able to report and be alerted to early signs of trouble
Trust in the team
Trust
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
11 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Collaborating to maintain and manage relationships
Phone
Rich conversations ndash people more relaxed
Good for shorter-conversations
Allow time for chats to continue if they are high value
Video
Watch participant numbers
Is everyone engaged and providing feedback
Video fatigue
Enhanced comms vs only using the phone
Encourage camera use
Consider backgroundsallow for interruptions
Keeping in touch
Relationship connection
Getting and giving updates
Goal alignment
Making the effort beyond email and messaging
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
12 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
What effect has COVID had on Project Management
What we have been up to during COVIDAs a team we have been in touch with our teams on a more regular basis than ever before and it enabled to look closer at our work-life balance
1 Wellbeing Charter ndash setting expectations core hours recognising child-care arrangements
2 Weekly Touch-Point meetings (a mix of chat stories and business news) Important weekly check-in event
3 On the Organisation level we performed more frequent Staff updates
4 Quizzes social events
5 Reward We have boosted our rewards system We have also sent out small gifts to our staff as a token of our appreciation of their work during these times
What have been the Practical Lessons
ldquoWe have contact with our Customer dailyhelliprdquo
ldquoVideo on is a good policyrdquo
ldquoThere has been no dramatic change helliphelliprdquo
MANY more meetings in the diary
ldquoCertainly having no F2F sessions has made some tasks much more difficult ndash such as PI Planningrdquo
ldquoThe casual meetings quick question in the corridor has disappeared but you have to adapt using IMrdquo
Interaction with the Customer is more structured and more formal though ldquovideo on callsrdquo
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
13 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Wellbeing
The COVID-19 situation has put strains on individuals and we have recognised that
Recognise the wellbeing of our teams
Everyone is individual
Very few homes are set up to permanently for remote working
People do find it difficult to switch off or find that divide between work and home life
Task focus is important but not everything
Wellbeing Charter sets a clear people-centric guide
Wellbeing moment in meetings eg talk about having a walk
Adapted cultural norms eg email signature additions
Flexible working
Our Best Practices to assess wellbeing and take appropriate action
Home worker assessment
Meeting etiquette Maybe start with Wellbeing moment
Cultural norms eg email signatures with messages which signify that working times may be unusual that there is no need to reply out of hours no meetings at lunch times
Flexible working
Benefits
Builds better and stronger team understanding of each other and allows Project Managers to have extra visibility into potential issues or opportunities
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
14 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Annette OrsquoHanrahan
Discussion about Real-life Experience ndash from Design into handover to the Project
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
15 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Path to Success
Stakeholder ndashAligned VISION
Be Stakeholder-obsessed
Know the sector industry they support
Understand the
Stakeholderrsquos business
Growth plans
Strategic direction
What are real business
challenges
Whatrsquos important to
them
Where do they operate
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
Achieve Success End Project
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
16 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Virtual Design Thinking ndash promote creativity develop refine ideas
Whiteboarding ndash innovate interactive Use to do high level design plan out presentation slide deck or map out your project plan
Collaborative Filing ndash Part of Teams platform Store and work on files collaboratively as you have Virtual meetings
Channels ndash Set up channels to manage and collaborate with sub-groups on your project Relevant to project streams
Interactive Lists ndash Presents like Excel Good for quick visual of tasks stream status
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
17 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Real life experience - from design to project
Meetings ndash Keep short and sharp Clear outcomes Be flexible but focussed
Expand Engagements ndash Keep core project team tight expand on-demand to leverage different expertisecompetencies throughout organisation
Enforcing consistency ndash clear scope ways of working solution deliverables Increases speed to move from project to project
Disciplined approach to Delivery handover ndash Engage delivery teams and support teams early Get buy-in Increase motivation
More and More lsquoThank Yoursquos
Changing Approach
Customer
ChallengeScope Design
Right-Size Solution
Transition to Deliver
End Project
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
18 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Co-Creation ndash designing solutions virtually
bull Get the right
people in a
Virtual room
bull Assume
Avatar role
bull Move
between
Virtual Rooms
bull Work at
speed to
focus peoplesrsquo
minds
bull Tools to support creative thinking
bull Use concepts such as Digital Inspiration Cards
bull Inspire new outcomes
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
19 copy 2020 FUJITSUFujitsu Confidential ndash Commercial in Confidence
Summary
Fundamental changes mean all aspects of work need to be reviewed
People-centric and work-centric considerations
Fundamentals of communications and clarity remain
Trust is key
Thank You
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Light ndash abcdefghijklmnopqrstuvwxyz ABCDEFGHIJKLMNOPQRSTUVWXYZ
0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucircuuml
yacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-=[]rsquo~ltgt|
copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacuteucirc
uumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
Fujitsu Sans Medium ndash abcdefghijklmnopqrstuvwxyz 0123456789 notrdquopound$^amp()_+-
=[]rsquo~ltgt| copyuml~iexclcentcurrenyenbrvbarsectumlordflaquoraquonot-
regmacrdegplusmnsup2sup3microparamiddotcedilsup1ordmfrac14frac12frac34iquestAgraveAacuteAcircAtildeAumlAringCcedilEgraveAEligEacuteEcircEumlIgraveIacuteIcircIumlETHNtildeOgraveOacuteOcircOtildeOumltimesOslashUgraveUacuteUcircUumlYacuteTHORNszligagraveaacuteacircatildeaumlaringaeligccedilegraveeacuteecirceumligraveiacuteicirciumlethntildeograveoacuteocircotildeoumldivideoslashugraveuacute
ucircuumlyacutethornyumlĐıŒœŠšŸŽžƒʼˆˇˉ˙˚˛˜˝-‒ndashmdash
―lsquorsquosbquoldquordquobdquodaggerDaggerbullhellippermillsaquorsaquoolinefrasl⁰⁴⁵⁶⁷⁸⁹₀₁₂₃₄₅₆₇₈₉eurotradeΩrarrpart∆prodsumminusradicinfinintasympnelegesdotlozfifl
