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1 Titelmasterformat durch Klicken bearbeiten PMI Switzerland Chapter Wasserwerkgasse 37 CH-3000 Berne 13 Board Transition Meeting Jan 29 th, 2011 PMI Switzerland Chapter, 2011

2 Titelmasterformat Agenda durch Klicken bearbeiten Welcome Presentation, QA, and Tools Demonstration Closure and Networking Apero 2 Board Transition Meeting Jan 29 th, 2011 PMI Switzerland Chapter, 2011

3 Professionalize Project Management Pain or Gain? Orange Switzerland, Andreas Eberhardt Head of Program and Project Management , Zürich

4 about me German national, living in Romandie degree in business administration, certified Project Manager and SCRUM master head of Project Management at OCH Switzerland passionate handball player 4

5 agenda section 1 section 2 section 3 section 4 section 5 section 6 section 7 Orange Switzerland company profile impacts of professional project management 5 steps to gain management visibility no gain without pain questions & answers tools presentation acknowledgment 5

6 Our mission Orange wants to become the preferred provider of high quality wirefree communications services to the people of Switzerland. Our network Our services GSM/GPRS outdoor population coverage:>99% UMTS/HSPA outdoor population coverage (theoretically up to 3.6 Mbit/s): =87% UMTS/HSPA outdoor population coverage (theoretically up to 7.2 Mbit/s): =74% UMTS/HSPA+ outdoor population coverage (theoretically up to 42 Mbit/s): =25% Mobile telephony with over 99% population coverage Mobile broadband with up to 42 mbs download speed Fixnet telephony Broadband internet (ADSL) Orange TV on mobile, tablet and PC Orange CineHome (VOD) 6

7 Orange statistics 7

8 Our shareholder Established in 1969 in the US and 1977 in Europe 10 offices in 9 countries Largest European based PE fund Over 30bn under management Technology & Telecom sector team with deep industry knowledge In last 15 years, over 3.8bn investments in 18 telecom operators Text Independent firm focused on growth buyouts in 5 sectors: Financial & Business Services Healthcare Media Retail & Consumer Tech & Telecom 8

9 professionalize Project Management pain or gain Less than 50% of projects are delivered on time and 70% fail the objectives regarding the expected functionality or quality (Standish Group) What is the value of project management? Does professionalized project management add value to the organization - or not? 9

10 agenda section 1 section 2 section 3 section 4 section 5 section 6 section 7 Orange Switzerland company profile impacts of professional project management 5 steps to gain management visibility no gain without pain questions & answers tools presentation acknowledgment 10

11 impact - mandate cost of delivery (PM efficiency) constant improvement of Project Management efficiency (increasing budget delivered per PM) resulting in a constant cost reduction for PM services (indicator external CAPEX). 11

12 impact - mandate time of delivery constant improvement of the Time to Market (TTM) since 2008 (> 40% improvement)! projects following best practices are outperforming. more projects followed the best practice approach (today 90% of projects) increase of internal customer requesting professional PM support 12

13 impact quality & customer satisfaction constant quality & process improvement led to a decrease of major production incidents. Major weekly production incidents ~ 60% overall customer satisfaction is stable high, despite increased customer expectations. S1 achieved S2 S1 achieved S2 S1 S Qualitative feedback - customer survey (1-4) 4.0 Quantitative feedback project KPIs (1-4) 13

14 agenda section 1 section 2 section 3 section 4 section 5 section 6 section 7 Orange Switzerland company profile impacts of professional project management 5 steps to gain management visibility no gain without pain questions & answers tools presentation acknowledgment 14

15 5 steps to gain management visibility formalize PM Methodology gain confidence and reliability! days strategy, create visibility, set management expectations standardize Service Model for the organisation increase your scope and service catalogue gain Stakeholder status create consistently added value gain Consultant status 15

16 step 1 - set management expectations low confidence in project delivery commitments, bad perception of project management! post outsourcing of divisions Engineering, Network and Operations created gaps in the E2E project delivery process decentralised project management, many project managers, poor women's quota more than 15 projects far out of committed project mandate top management analysing the outsourcing of parts of the IT department including project management 16

17 step 1 - actions and results gain senior management confidence introduce / formalize project KPIs identify opportunities for change, assess the pace of change earn positive perception for project delivery & reliability obtain an environment of trust ensure right people are in place use the momentum - benefit of start bonus 17

18 step 2 - formalize PM methodology dependency on people instead of having a stable delivery process enabling continuous project success. no project methodology or best practices (low maturity level) no project management reference model no career path, competence model or certification strategy no formal (IT-wide) delivery process existing tools are not integrated nor correctly used most successful project managers are heroes 18

19 step 2 - key areas of project management maturity 19

20 step 2 - final project management framework at OCH 20

21 step 2 - actions and results obtain a high team motivation whilst formalizing the delivery process get on top of the project delivery process introduce a talent management framework and use as a reference generate understanding of constraints, share risks enable anticipation management align the PM tools, guidelines and methodology control the appliance of using the tools and best practices 21

22 step 3 - standardize service model PM activities are badly understood and costs are constantly challenged. PM best practices are not understood throughout the company project management is mixed up with project coordination many PM activities are transparent to the internal customers, costs for PMing are constantly challenged big programs are given outside the project management team to a direct VP reporting position (creation of free electrons in the organisation) no formal corporate practice lead on project management defined 22

23 step 3 - introduce a project service catalogue 23

24 step 3 - actions and results gain top management visibility achieve a better understanding of project management formulate the PM activities in services obtain management support and competition of your services make PM services to a limited available resource communicate constantly the PM service model and its advantages 24

25 step 4 gain Stakeholder status misalignment between business divisions and technical lines represent a potential to propose additional added value to the company. Inefficient communication between IT, Engineering, and Business lines misalignment between the Engineering, IT and business roadmaps technical release planning not aligned with business delivery expectations no demand management in place scope changes, initiation process not respected, wrong assumptions and estimations selling of Orange Communications to APAX Partners 25

26 step 4 participate in the management decision process 26

27 step 4 actions and results achieve to participate in strategic management decisions close the gap between management objectives and delivery get empowered gain constant top management access implement portfolio governance model support demand management secure the roadmap execution (capacity and budget) 27

28 step 5 - gain Consultant status change of expectations and objectives towards more efficiency. PMs to participate in the conception of organisational and process optimizations. many new shareholder ad hoc requirements (task forces) huge pressure on cost structure (OPEX and CAPEX) optimization potential requirements management (TTG) expensive corporate delivery process (more pragmatism requested) no full corporate governance for cost and budget management 28

29 step 5 - example business requirement management (1/2) 29

30 step 5 - example Business requirement management (1/2) 30

31 step 5 - example Business requirement management (2/2) 31

32 step 5 - actions and results get empowered to change corporate processes advise top management of optimisation potentials & solutions achieve to influence in management decisions lead business task forces close gaps of the business process and business change management provide auditing services 32

33 agenda section 1 section 2 section 3 section 4 section 5 section 6 section 7 Orange Switzerland company profile impacts of professional project management 5 steps to gain management visibility no gain without pain questions & answers tools presentation acknowledgment 33

34 conclusion PMI is real, not just a paper concept no gain without pain! bottom up approach is possible professionalization is empowering 34

35 agenda section 1 section 2 section 3 section 4 section 5 section 6 section 7 Orange Switzerland company profile impacts of professional project management 5 steps to gain management visibility no gain without pain questions & answers tools presentation acknowledgment 35

36 questions & answers 36

37 agenda section 1 section 2 section 3 section 4 section 5 section 6 section 7 Orange Switzerland company profile impacts of professional project management 5 steps to gain management visibility no gain without pain questions & answers tools presentation acknowledgment 37

38 tools presentation - storybook create project request approval gate plan project, organise kick off approval workflows example agile delivery SCRUM master reporting controlling monitoring 38

39 agenda section 1 section 2 section 3 section 4 section 5 section 6 section 7 Orange Switzerland company profile impacts of professional project management 5 steps to gain management visibility no gain without pain questions & answers tools presentation acknowledgment 39

40 acknowledgement Orange s Consumer Sales and Customer Base Marketing departments for sponsoring the event Helena Videira Lourenco for the inputs given to the presentation and helping organizing the PMI event Natasa Pjescic Emedi, Aurélie Lucas for assistance during the PMI event Orange s Program and Project Management team for reviewing the presentation and providing real use cases examples images used under the Creative Commons non-commercial license 40

41 backup 41

42 project manager competencies proficiency level Core project management professional skill: Behavioral skills for project managers Project administration Leadership Project integration Results driven Project planning verbal & written communication Scope management Customer orientation Project quality management Relationship building General professional skills Risk management Cost management Knowledge management Team working Negotiating skills Flexibility Multi-cultural & global working Procurement management + Professional domain competencies Junior project manager Senior Proficiency levels 42

43 project manager certification Junior PM PM Senior PM Portfolio Manager 1 Training Training Training Projects Training Training Training Projects Training Projects Coaching Projects Training Coaching Coaching Projects Coaching & training PMI certification 2 Orange project management examination panel Orange Junior PM Certificate Orange PM Certificate Orange Senior PM Certificate 43

44 OCH <-> PMI acceptable gaps PMI Knowledge Area OCH templates in use/planned to be used OCH accepted gaps Project Integration Management Project Scope Management Meeting minutes Project Management Plan Actions Tracking Change request WBS template work performance measures implemented No template for the revised / detailed project scope statement No formal definition about organisational process assets No formal on-going work performance measures implemented (critical path analysis, Milestone trend analysis, etc.) Project Time Management No official estimating methodology Project Cost Management Project Quality Management Project Human Resources Management Cost Management Plan Cost reporting template Lessons learned Project management estimating software Earned value management Cost performance measurement Human Resources plan Project staff assignments Resources calendars Project Communications Management Stakeholder Register template for weekly project status report Stakeholder management strategy Issues not managed in a consistent manner Project Risk Management Risk Register watch out template for common risks with root causes, potential response Project Procurement Management Statement of work Procurement Management Plan Make or buy decision is an informal process 44

45 end 45

46 Titelmasterformat Logistics durch Klicken bearbeiten In next 2-3 days PDU certificates and payment receipts will be available for download from the website Presentation and photos will be published on the website Participants will be informed by will also contain On-line feedback form, your feedback is welcome 46 Board Transition Meeting Jan 29 th, 2011 PMI Switzerland Chapter, 2011

47 Titelmasterformat Next PMI Event durch Klicken bearbeiten 19. Sept. 2012: Agile Project Management with DSDM Atern A Real-Life Success Story with [Possibly] Agile's Biggest Secret- Completing the Parts that are missing in Scrum" Volunteering opportunities Participation in an event team Speaking at an event Your company can host an event 47 Board Transition Meeting Jan 29 th, 2011 PMI Switzerland Chapter, 2011

48 Titelmasterformat Thank you to our main durch Sponsors Klicken bearbeiten and Partners Platinum Sponsors Gold & Gold Sponsors YOUR LOGO HERE To have your logo here Please contact YOUR LOGO HERE YOUR LOGO HERE The PMI Switzerland Chapter also has partnership agreements with the following associations, medias, academic institutions and corporations: 48 Board Transition Meeting Jan 29 th, 2011 PMI Switzerland Chapter, 2011

49 Titelmasterformat Thank you your durch participation! Klicken bearbeiten More on next events: pmi-switzerland.ch/calendar More on volunteering: pmi-switzerland.ch/volunteer (login required) More on certification: pmi-switzerland.ch/certification Service centre EMEA: Become a member at: pmi.org/membership.aspx PMI Switzerland Chapter Wasserwerkgasse 37 CH-3000 Berne 13 Tel.: +41 (0) Fax: +41 (0) Board Transition Meeting Jan 29 th, PMI Switzerland Chapter, 2011

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