1. NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13
The Project Business Manager role
in the Cloud revolution
Mirella Marcocci, Project Business Manager PMP, CBAP
Filippo Dall’Olio, PMO Manager PMP, CBAP
Telecom Italia

2. Reason of change: Gartner Forecasts
«… selling is now about business process improvement
….. 70% of the current IT sales force will not be able to make
the transition»
© International Institute of Business Analysis

3. In times of crisis emerges with greater force
the need to change
 Do I know the value for clients created by my projects?
 Am I pleased with the success rate of my projects? (closing on time,
cost and quality like scheduled)
 Can a structured risk management improve the probability of success
of my project?
 Did I use my managerial skills ?
 Have I the right skills to find new business opportunities?
 Do I know the final values of my projects for my company?
 Do all tender create value for my Company? Is necessary to make
choose
Can I continue to manage projects as I have done until now?

4. Causes of failure of ICT projects








Incomplete requirements
lack of stakeholder engagement
Lack resources
Unrealistic expectations
Lack management support
Change requirements
Lack planning
the project is no longer needed
13.1%
12.4%
10.6%
9.9%
9.3%
8.7%
8.1%
7,5 %
Standish Group (8000 projects)
More than 50% of the causes of failure of ICT projects is attributable to a
lack of Business Analysis activities

5. The Cloud Momentum
 A new way of buying and selling software services
 Agility and competence
 Business-centered
 IT transformation
 Internet of thinghs
 Mobile in motion
Cloud
Academy
 Social analitycs
 Data explosion
 Automation
 Flexibility
© International Institute of Business Analysis

6. Catch the opportunities: The Cloud Momentum
 In Italy, the most authoritative observers (Netconsulting-Assinform,
Polytechnic, IDC Cloud Observatory) estimate, the public cloud market
for 2013, around 250 million with estimated growth of 23% per year
 The cloud transforms the entire corporate organization that must adapt
to new models, with a redefinition of internal processes and procedures
of data processing management
 Need a new management, prepared and able to seize the potentials and
to adapt the operating mode of their business to the cloud
 Service customization, new skills and new models of management, with
the "cloud" that becomes an important part of the organizational and
technological scenarios of companies: not only the larger ones, but also
SMEs and, increasingly, also of public administration
Telecom Italia

7. The era of digital industrial economy began
 Cloud, social collaboration, mobile connectivity and Internet of things
are the pillars of the revolution.
 Every company is a technological company
 Every budget becomes an ICT budget
 Change the traditional strategy for the competition: the strategy
channel, the sales force and the ecosystem of partners have now
different business systems. Change traditional Value Chain
 «Companies, that will implement the new strategy for the first, will be
able to conquer the leadership and to remove competitors *»
* Peter Sondergaard, senior vice president of Gartner
and global head of Research
© International Institute of Business Analysis

8. Skills necessary to achieve success
 Responsible for ensuring that the solution
is
built
in
accordance
with
the
requirements of the stakeholders
 Responsible
for
the
analysis
 Responsible
for
initiating,
planning,
executing, monitoring and controlling, and
closing the project
of
the
 Responsible for the coordination of project
problems and of the identification of the
team effort for the release of the solution
optimal solution within the business case
to the customer, on-time & on-budget
 Responsible for building the requirements
 Responsible
for
team
management,
and ensure that the final solution solve the
monitoring
customer's business issues
communication with stakeholders
and
Need for PROJECT PROFESSIONALS
who work in synergy
© International Institute of Business Analysis
risk
mitigation,

9. The evolution of Project Management according
to Harold Kerzner
“Project management is no longer regarded as a part-time occupation or even a career path position. It is
now viewed as a strategic competency needed for the survival of the firm. Superior project management
capability can make the difference between winning and losing a contract”…
“For more than twenty years, becoming a PMP was seen as the light at the end of the tunnel. Today, that
has changed. becoming a PMP is the light at the entryway to the tunnel. The light at the end of the tunnel
requires multiple certifications. As an example, after becoming a PMP, a project manager may desire to
become certified in:

Program Management
Business Analysts Skills or Business Management
Business Processes
Managing Complex Projects
Six Sigma

Risk Management




Our choice
Dr. Harold Kerzner
“The future of Project Management”, allPM.com
Published on Wednesday, November 25, 2009
Business Analysis is functional to a high-quality Project Management!

10. Gestione del
progetto
orientata al business
© International Institute of Business Analysis
Financial Analysis
Project
Management
Business Analysis
The Project Business Manager

11. The changing role
An expression of integration and optimization of PM and BA,
led by financial logic
“…..why not get two roles filled for
the price of one salary? “
Business process organizations (BPOs) in India are investing heavily in building
business analysis capabilities in response to their clients’ deficiencies in the field.
It’s a win-win for BPOs and their customers since the process of selling bundled
software development, project management and business analysis services as an
entire package improves project outcomes and mitigates project risks. Glenn R.
Brûlé “Top 10 key Business Analysis Trends For 2012”
© International Institute of Business Analysis

12. A new presales model in the digital industrial
economy
 The evolution of contest requires a new design approach
 Enter the tapping of client processes
 A high-level consultative role, recognized on the field and from the
market
 Design to create customer value and measure this value
 International certifications support the role
The PBM as driving lever able to drive and sustain the change by creating
experiences that transform people, systems and organization
© International Institute of Business Analysis

13. Understand the type of project
to manage it in the most appropriate way
The role of the Project Business Manager is to reduce the initial chaos of
the complex project with a relational/technique approach
Telecom Italia

14. A new model for the management and control
of complex projects
In view of the high complexity of the projects, the PMO has adopted a model
of integrated management and control aimed at creating value, with the goal
of maximizing the return on capital invested. The architecture of this model is
based on the integration of 3 management models:
FINANCIAL MANAGEMENT of the PROJECT;
maximum efficiency and optimization of capital
invested
MANAGING
physical and economic
progress of the project and
risk management
Project
Management
Risk
Management
Economic Value
Added (EVA)
Business
Analysis
MANAGEMENT of the CLIENT'S BUSINESS
NEEDS
assessment and analysis of solutions and
Business opportunities

15. A new professional figure
 The best resources can handle the most complex projects
 Using an integrated approach to Project Management,
Business Analysis and Financial Analysis
 Are engaged in situations of complexity
 Have internationally recognized specialized training
 Significantly increases the chances of success and the
value created for the company

16. At the end .... we have identified the leaders
 Soft skills
 assessment by external companies
 identify best resources to responsible care
 Hard skills
 PMP certification
 CBAP certification
 Financial approach
 Cloud Academy certification
 Role recognized by the company and the market
 Able to drive and sustain the change by creating experiences
that transform people, systems and organization
Telecom Italia

17. TPI (Team Performance Index): an index to measure the
dynamics of the Group and the ability of the PM to
motivate the resources
…. leave the resources
richer than how you
found them…..

18. Expected results
 Increase the value to the company through the financial approach
applied to the management of large projects
 Push a corporate maturity on project management and business
analysis
 Transfer to the Market value of the new role
 Recognize and develop leaders
 Test and disseminate an integrated, homogeneous and distinctive for
managing complex projects
 Identify and systematize best practices disseminated in the territory
 Do more, do better with fewer resources
Telecom Italia

19. Thank you
Mirella Marcocci, Project Business Manager; PMP ,CBAP
mirella.marcocci@telecomitalia.it
Filippo Dall’Olio, PMO Manager; PMP, CBAP
filippo.dallolio@telecomitalia.it