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2014 Process Management Strategic Overview

Riz Hasan
Riz Hasan

2014 Process Management Strategic Overview PMO, Business Technology Services Warner Music Group New York

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2014 Process Management
Strategic Overview

1
AGENDA
1. Icebreaker
2. DSP Roadmap Update
3. 2014 BTS Strategic Goals
4. Process Management Mandate
5. 2014 Process Management Strategic Goals
6. Project Priorities
7. Department SWOT
8. Performance Management at WMG
9. Department Competencies
10. Process & Standards Roadmap
11. Dinner & Mingle
12. Q&A With Jonathan Murray
13. Team Retrospective
ICEBREAKER
DSP
OVERVIEW
FROM BLANK SLATE – MAY 20, 2012

NO ARCHITECTURE
NO TEAM
NO PROCESS & STANDARDS
NO BUSINESS ENGAGEMENT
ONE IDEA
Y0 : 2012

Y1 : 2013

Y2 : 2014

Y3-5 : 2015-2017

Pause.
Think.
Design.

Build.
Learn.
Prepare.

Scale.

Transform.
Deliver.

Platform
• Deliver Software Factory
• Employee Landing Page
Consolidation & efficiency
• Global SAP
• Global Revenue Processing
• European Order to Cash

Enable new business
models

Better business with data
• Artist Dashboard v2
• Continued Big Insights development
New capability for existing business
• Tour Manager v2.1
• 360 project
• Rights & Master Data
• Music Publishing system replacement

YEAR 2 OF 5 YEAR PLAN

Start
seeing
savings
here

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2014 Process Management Strategic Overview

  • 2. AGENDA 1. Icebreaker 2. DSP Roadmap Update 3. 2014 BTS Strategic Goals 4. Process Management Mandate 5. 2014 Process Management Strategic Goals 6. Project Priorities 7. Department SWOT 8. Performance Management at WMG 9. Department Competencies 10. Process & Standards Roadmap 11. Dinner & Mingle 12. Q&A With Jonathan Murray 13. Team Retrospective
  • 5. FROM BLANK SLATE – MAY 20, 2012 NO ARCHITECTURE NO TEAM NO PROCESS & STANDARDS NO BUSINESS ENGAGEMENT ONE IDEA
  • 6. Y0 : 2012 Y1 : 2013 Y2 : 2014 Y3-5 : 2015-2017 Pause. Think. Design. Build. Learn. Prepare. Scale. Transform. Deliver. Platform • Deliver Software Factory • Employee Landing Page Consolidation & efficiency • Global SAP • Global Revenue Processing • European Order to Cash Enable new business models Better business with data • Artist Dashboard v2 • Continued Big Insights development New capability for existing business • Tour Manager v2.1 • 360 project • Rights & Master Data • Music Publishing system replacement YEAR 2 OF 5 YEAR PLAN Start seeing savings here
  • 7. 15 MONTHS OF DELIVERY GOES LIVE! Copyright START START START START Engineering Music Publishing Tour Manager GOES LIVE! Artist Dashboard Landing Page OCT NOV DEC START Licensing Notes JAN FEB MAR GOES LIVE! Licensing Notes APR MAY JUN GOES LIVE! A&R Hunt JUL AUG START Artist Dashboard SEP OCT GOES LIVE! Tour Manager NOV DEC JAN GOES LIVE! YouTube API
  • 9. 2014 BTS Strategic Goals 1. Deliver organizational commitments on or below adjusted FY14 budget 2. Reduce global BTS operating costs by 10% 3. Meet all BTS Project commitments to the business - scope, timeline & business value with flexibility and partnership 4. Become a world-class Service Organization enabling WMG's long-term success 5. Build a world-class, high performing organization that operates as One Organization with One Focus
  • 10. Project Priorities 1. SAP 2. Big Insights/Analytics (Artist Dashboard, YouTube…) 3. Tango 4. Factory 5. LP 6. Data Integration
  • 11. Process Management Mission & Mandate • • • • The Process Management team is responsible for the centralized and coordinated management of all BTS initiatives. Our mandate is to manage the execution of new projects and solutions that are more robust and customer centric, and ensure alignment with BTSs customers. We implement and establish best practices in a manner that proactively prepares BTS for future business needs. Using Lean, Six Sigma, Kaizen, Rummler-Brache, Agile, and other techniques, we drive to infuse credibility, confidence and a sense of excitement to our customers We practice servant-leadership and share power across the matrix, putting the needs of others first and helping people develop and perform as highly as possible Our organization focuses on five distinct areas: – – – – – Enterprise Understanding – Ensuring proper business architecture exists and all processes are documented and understood Workforce Engagement – Mentoring and guiding stakeholders and project teams as they learn and adopt agile techniques Project Management – Manage the BTS project portfolio and maintain and publish master project list Process Improvement – Designing and implementing standardized or improved processes and infusing a culture of continuous improvement Continuous Assessment – Implementing critical performance measures and performance measurement systems and dashboards
  • 12. What we’re trying to achieve
  • 13. 2014 Process Management Goals 1. Deliver our priority projects across the BTS portfolio including SAP, Big Insights, Tango, Factory, LP, ServiceNow etc. and any new priority projects through our governance process 2. Help retire and move the needle forward on our legacy application retirement roadmap as we are assigned to these initiatives 3. Build metrics & reporting/dashboard capability for measurement, performance evaluation, & continuous improvement across BTS automating processes as needed 4. Build portfolio management capabilities; create all encompassing and prioritized project listing that is managed on a regular cadence across all of BTS 5. Develop capacity and resource management capability – be proactive, not reactive 6. Lead BTS Portal efforts and complete redesign and restructuring of Confluence and all department collateral 7. Deliver a best-in class project delivery framework inclusive of end-to-end processes, standards, tools and associated collateral 8. Coach, mentor, train and communicate standards and guidelines that ensure consistency of development and delivery 9. Build Process Improvement function that is in demand across Warner Music Group 10. Build process landscape view with drilldown capability as process and technology teams engage with business units.
  • 14. Factory Process & Standards – To do December January February March April • Publish Intake Metrics • DOS/Production support finalize & rollout –Kanban? • Definition of Donequality discipline • Project Dashboard training • Weekly portfolio view for JM/Execs • Internal Steering Committee • Scrum of Scrums • Enhanced Story Visibility • Automate Status Reports • Confl redesign & RefinedWiki • Intake rollout BRM • HelpDesk trained on JIRA • Folio rollout • Agile/Experi mental culture emphasis • Team coaching/trai ning • Portfolio KPIs and views • Master Project list • Onboarding • Slack • Revive Newsletter process • All major process rollout & frameworks training finalized, including • Real time Closure broadcasts • System • End-to-end monitoring/metrics project • Deployment process lifecycle rollout/training training • Kickoff process rollout/training • Quality process rollout/training • Standardize quality metrics • Tempo Planning Green=done Pilot Yellow=in progress • Automate Release Red = blocked plan Ongoing Jira, Confluence and general process maintenance/refinem
  • 15. SWOT Strengths - Characteristics that give us an Weaknesses - Characteristics that place advantage our team at a disadvantage • Strong Business Unit engagement from those exposed to Process Management capabilities • C-Level (CEO, CFO, CTO) support within WMG • Diverse team with strong agile/lean knowledge • Project structure and reporting which allows us to adapt to business needs • Limited follow through after process mapping exercise • Too reactive and not proactive enough Lack of attention to detail or administrative items pulls back credibility and trust • Process mapping taking too long to complete • Unclear portfolio priorities cause confusion • Hesitation on roles and responsibilities slows us down
  • 16. SWOT Opportunities - Elements that we can exploit to our advantage Threats - Elements that could cause trouble for our group • Promote Process Improvement capabilities across business units, within BTS, and within projects to prove our value to WMG • Develop consultative model to business unit for process improvement projects providing holistic view from mapping to measuring to managing • Apply agility across all projects within BTS to improve project speed of delivery • Apply process improvement for our internal team “learning organization” • Measure improvements of all projects by quantifying (eg. ROI) benefits/improvements/problems • Maintain and publish list of wins • Expansion of approved initiatives on limited resources • Limited understanding of Agility, scrum and overall maturity models and capability • Perception of Process Improvement Workshops is not favorable due to prior history with consulting firms • Return on investment for the team • Balancing need for governance and visibility with negative perception of “Process Police”
  • 17. What does this all mean? FOR US FOR MANAGEMENT 1. Demonstrate white glove, proactive, 1. BTS leaders are to: stakeholder-oriented service with a sense • take responsibility of urgency to our partner organizations • lead by example and customers • be enablers of change 2. Be a part of the solution, not the problem. • manage rigorously to mandate Constantly facilitate the removal of ANY 2. BTS leaders are to instill and regain a 'startimpediments and be leaders of change, not up' culture to operate with: detractors • velocity 3. Promote a culture of • agility Collaboration: Empowering Employees • a sense of mission and urgency through Values 4. Customer (vs Process) Focus: Engaging Customers as Individuals and people 5. Innovation: Amplifying Innovation through Partnerships 6. Educate and enhance ourselves!
  • 18. Department Competencies – Our behaviors! http://www.youtube.com/watch?v=m_MaJDK3VNE Resilience – the ability to remain strong and persistent when pursuing goals despite obstacles and setbacks. It also means accepting the dynamic nature of business and personalities and maintaining a positive demeanor while facing challenges or the unknown. Initiative – the ability to take immediate action regarding a challenge, obstacle, or opportunity while thinking ahead to address future challenges, risks or opportunities. Identifying trouble spots and take steps to recitfy before the eventual result of the problem Collaboration – working harmoniously with others. Period. Giving feedback on the spot in a focused setting and moving forward. Drive for performance – A maniacal focus on delivering and moving things along!!!
  • 19. How we manage performance at WMG Performance Management Cycle
  • 20. Q&A