TenneT IT Demand. Portfolio Management. Karin Hageman-Callaars Arnhem, 19 februari 2013 V 0.1

Transcription

1 TenneT IT Demand Portfolio Management Karin Hageman-Callaars Arnhem, 19 februari 2013 V 0.1

2 Agenda 19 Februari 2013 Topic: Portfoliomanagement Welcome & introduction Portfolio management TenneT Incl. case study for workshop questions Q&A for topics submitted via Break Workshops in 4 subgroups Based on case study Present conclusions per subgroup & closure

3 PMO Local Interest Group within PMI NL Chapter Why Growing needs to raise PMO related topics to next level, including: Portfolio management Benefits management Purpose Serve as informal knowledge network for PMO/Portfolio/Program management, to share experiences and discuss developments. Our role Facilitate the network, keep in touch with members, provide outsider view. 3

4 Introduction TenneT Two grid operators One company Electricity Act: TenneT acquires Dutch national electricity grid (220/380 kv) E.ON Netz established TenneT acquires Dutch national electricity grid (110/150 kv) E.ON Netz 1) changes its name to transpower. TenneT acquires transpower and becomes first cross-border grid operator transpower becomes TenneT TSO As Europe s first cross-border grid operator, TenneT has been safeguarding the security of supply in the Netherlands and large parts of Germany since 2009: Management, maintenance and expansion of the transmission grid Promoting integration of the European electricity market Linking up offshore wind parks to the German grid 1) 220/380 kv grid 4

5 TenneT key figures 2010 Total grid length 1) 19,871 km Size of grid area 182,000 km 2 Transformer substations 403 No. of customers Installed capacity Revenue in million 67,000 MW EUR 7.3 billion No. of staff ) kv and 450 kv direct-current 5

6 Introduction Karin Hageman Frans Maas Logistics Philips Friesland Campina Project Management Officer Portfolio Management Officer Project Management Officer Started in Project Management Officer Portfolio Management Officer 2011 Portfolio Manager IT Corporate sub portfolio 6

7 Welcome! Naam Bedrijf 1 Rob Baars Suzlon Blade Technology BV 2 Roel Boerman Centric 3 Joost van den Broek 4 Paul de de Wit CGI 5 jan van Egmond Sogeti 6 Sjaak van Herpen CSC Computer Sciences BV 7 Nanda Hollanders Philips Healthcare 8 Pieter Knaap Grontmij 9 Pieter van Leeuwen 10 Dick Luijten Luijten Management en Advies 11 Marcel Nederhoed Heineken International 12 Rien Smit HP Nederland 13 Dennis van der Spoel 14 Rommert Stellingwerf 15 Marco Timmer HP 16 Paul Venbrux MSD 17 Hans Vermeer Siemens Nederland N.V. 18 Charon Heijting TenneT 19 Ebbe Yonce Mediq 20 Patrick Mulder ASR Nederland N.V. 7

8 The cycles of Management of Portfolio s (1) NL: zwaarwegend ; D: gewichtig 8

9 The principles of Management of Portfolios 9

10 Portfolio 1 Enterprise Portfolio for NL and GE with an Enterprise Portfolio Manager In NL 5 subportfolio s with their own Portfolio Managers & Project & Portfolio Boards. P3O Hub and spoke model implementation / professionalisation Central Enterprise Portfolio Management Office Decentral Project/Programme/Portfolio Management Offices within the Performance Units 10

11 Governance: Portfolio GB Strategic Meeting Frequency* Twice per year seperate meeting GSC Strat/Tact GSC Strat/Tact Quarterly business + information mgrs. GSC-O Operational Monthly during regular IT MT Meetings PRC Operational EPM Mgr. PRC Operational Bi-weekly 11

12 Prince2 Quick Reference Card GSC; Governance Steering Committee; Portfolio & PU management ITPP RoFo Consolidated Highlight Reports IT dashboard PER Project mandate PRC; IT Projects review committee PB PHR PID PHR ER Go / No-Go PER BRP PSC; directing the project Executive, Senior User, Senior Supplier (Quality assurance) PB PHR PID PHR ER Go / No-Go PER BRP Starting up a project Initiating a project Controling a stage Managing Stage Boundaries Closing a project Mandate triggered by executive or IM. Document to explain use, strategy, necessity. SU phase. Contains What information and estimates for: Project Plan, Business Case, Budget. Approval by PSC & PRC Initiation budget released. IP Phase contains what, how, how much and when information. Contains final Business Case, 1 st. Planning, and Initial Risk log. Approval by PSC & PRC Execution budget released. Stage Plan of stage(s) often detailed out in / after current stage. Approval by board. GO AHEAD to next stage. Monthly Highlight report on project progress, issues, actuals, risks etcetera Exception Report to receive approval for additional time, budget, resources and other baseline changes. CP phase, closure, delivery of End Report, Lessons Learned, evaluation, hand over of Benefits Review plan to PSC. 12

13 Case project Improve resource management A project within TenneT is how to improve the resource management process. 5 questions: Stakeholders mention that resource management is priority 1 how do we get them and the organisation so far that they act on this priority. Which methods are there to achieve this? How do we achieve the reactive behaviour to a pro-active behavior within the organisation? How do we cope with such a big change within the organisation? How do you make sure that everyone knows what her/his rol and responsibilities are? 13

14 Portfolio Management statements / experiences and questions from the participants Paper and bureaucratic or. (procedures, templates etc) Lean and mean Is insight in your portfolio a must? How to come from a project management office to a portfolio management office? A challenge to get everyone is his/her role Relationships with procurement Experiences with Benefits Management How to add value instead of checking the box! 14