Uploaded byChangepoint
Innovative Business Development in a Shared Services Model through Project Portfolio Management
The document outlines Telenor Group's strategic approach to innovative business development through a shared services model and project portfolio management. Key principles include a phased rollout of shared services, enhanced governance, clear cost and quality targets, and systematic learning from best practices in the telecom industry. The implementation of a global project and portfolio management tool aims to improve resource management and project execution across various business units.
More Related Content
Similar to Innovative Business Development in a Shared Services Model through Project Portfolio Management
Innovative Business Development in a Shared Services Model through Project Portfolio Management
- 1. Innovative Business Developmentin a Shared Services Model through Project Portfolio Management Gartner PPM & IT Governance Summit | 9-10 June, 2014
- 2. 23% 24% 44% 6% 2% Norway Europe excl Norway Asia Broadcast Other More than172 million consolidated mobile subscriptions, Q1 2014 • Mobile operations in 13 markets in Europe and Asia • An economic stake of 33 per cent in VimpelCom Ltd. with 215 mill. mobile subscriptions in 17 markets • Among the top performers on Dow Jones Sustainability Indexes • Revenues 2013: NOK 104 bn Telenor Group Revenue distribution 3.2 2.4 1.8 3.9 3.2 3.5 58.7 30.5 35.2 28.2 10.8 Norway Sweden Denmark Bulgaria Hungary Montenegro & Serbia Bangladesh India Pakistan Thailand Malaysia Norway Serbi a Montenegro Bangladesh India Pakistan Thailand Malaysia Sweden Denmark Hungary Bulgaria Myanmar
- 3. Learning the basicsin Norway Beliefs in the early 1990’s: • Growth outside Norway • Growth in mobile 1966 Manual Mobile Norway 1993 GSM Norway 1981 Automated Mobile Norway - 1970 1980 1990 2000 2010
- 4. Early international expansion Takingpositions in Europe and Asia 1994 Russia 2000 Thailand Denmark 1998 Ukraine 1996 Montenegro Austria Bangladesh 1995 Ireland 1993 Hungary 1997 Greece Germany - 1970 1980 1990 2000 2010 1999 Malaysia
- 5. 2009 India From minority to majoritypositions 2007 EXIT Austria 2006 Serbia 2005 Pakistan 2005 Sweden 2004 EXIT Greece - 1970 1980 1990 2000 2000 EXIT Ireland Germany 2010 2010 VimpelCom Ltd. established 2013 Bulgaria Myanmar
- 6. Quality and efficiencythrough new operating models Deliver on customer needs Leverage scale and volume Group Industrialization
- 7. Shared Services: animportant part of the Industrialization agenda Future Customer Service
- 8. Shared Services establishedwith multifunctional and cross- geographical mandate Page 3 Five key principles Cornerstones of new Telenor SSC strategy Set bold 5 year ambition based on end-to-end process approach and mandatory functional scope 1 Roll-out in phased approach – phase 1 focus on resolving TSS challenges & ensuring coordinated delivery of ongoing initiatives 2 SSC activities to be managed in multifunctional organization under GID – governance to support strong role of policy owners (Group Finance, People & Organisation, GID). Regional or global delivery through SSC and/or external partners 3 Clear cost & quality targets - with transparency on performance to BUs based on continuous monitoring & feedback 4 Systematic learning from best practice approaches – within Telco industry and other industries 5 1 A bold 5 year ambition is set based on end-to-end process approach and mandatory functional scope for Business Units Page 3 Five key principles Cornerstones of new Telenor SSC strategy Set bold 5 year ambition based on end-to-end process approach and mandatory functional scope 1 Roll-out in phased approach – phase 1 focus on resolving TSS challenges & ensuring coordinated delivery of ongoing initiatives 2 SSC activities to be managed in multifunctional organization under GID – governance to support strong role of policy owners (Group Finance, People & Organisation, GID). Regional or global delivery through SSC and/or external partners 3 Clear cost & quality targets - with transparency on performance to BUs based on continuous monitoring & feedback 4 Systematic learning from best practice approaches – within Telco industry and other industries 5 2 Roll-out is planned in a phased approach – phase 1 focus on ensuring coordinated and successful delivery of ongoing initiatives and projects Page 3 Five key principles Cornerstones of new Telenor SSC strategy Set bold 5 year ambition based on end-to-end process approach and mandatory functional scope 1 Roll-out in phased approach – phase 1 focus on resolving TSS challenges & ensuring coordinated delivery of ongoing initiatives 2 SSC activities to be managed in multifunctional organization under GID – governance to support strong role of policy owners (Group Finance, People & Organisation, GID). Regional or global delivery through SSC and/or external partners 3 Clear cost & quality targets - with transparency on performance to BUs based on continuous monitoring & feedback 4 Systematic learning from best practice approaches – within Telco industry and other industries 5 4 Clear cost and quality targets – with transparency on performance to BUs based on continuous monitoring and feedback Page 3 Five key principles Cornerstones of new Telenor SSC strategy Set bold 5 year ambition based on end-to-end process approach and mandatory functional scope 1 Roll-out in phased approach – phase 1 focus on resolving TSS challenges & ensuring coordinated delivery of ongoing initiatives 2 SSC activities to be managed in multifunctional organization under GID – governance to support strong role of policy owners (Group Finance, People & Organisation, GID). Regional or global delivery through SSC and/or external partners 3 Clear cost & quality targets - with transparency on performance to BUs based on continuous monitoring & feedback 4 Systematic learning from best practice approaches – within Telco industry and other industries 5 5 Systematic learning from best practice approaches – within Telco industry and other industries Page 3 Five key principles Cornerstones of new Telenor SSC strategy Set bold 5 year ambition based on end-to-end process approach and mandatory functional scope 1 Roll-out in phased approach – phase 1 focus on resolving TSS challenges & ensuring coordinated delivery of ongoing initiatives 2 SSC activities to be managed in multifunctional organization under GID – governance to support strong role of policy owners (Group Finance, People & Organisation, GID). Regional or global delivery through SSC and/or external partners 3 Clear cost & quality targets - with transparency on performance to BUs based on continuous monitoring & feedback 4 Systematic learning from best practice approaches – within Telco industry and other industries 5 3 Shared Services is managed in a multifunctional organization under Group governance to support strong role of policy owners. Regional or global delivery internally or through external partners Build capabilities and manage change – build world-class Shared Services competencies to execute centrally and lead organizational change on all levels 6
- 9. Challenges that we experiencewith projects • Lack of standardized and integrated tools for Project and Portfolio Management, both in the Shared Services organization and within Business Units • Existing solutions, where present, do not sufficiently support resource management, idea management, and agile methods • Room for quality improvements in both portfolio management and project management through more use of PPM solutions 9
- 10. How do wemeet these challenges ? • Implement Project and Portfolio Management tool globally as a shared service for Business Units in the Telenor Group Current road map includes close to 5000 users In 7 different Business Units Integrated with critical business systems • Implement the same tool for internal projects in the Shared Services organization Raising the bar on project execution in a global environment Taking the same medicine as our customers 10
- 11. What are weimplementing ? Idea Management Portfolio Management Project Management Resource Management Time Tracking
- 12. PPM provides substantialbusiness benefits to Business Units and Shared Services Business Units: • Increased effectiveness of PPM processes • Integrated with local applications giving up to date and consistent information • Optimized resource allocation and prioritization • Increased visibility and portfolio prioritization • Improved execution of Group projects across Business Units Shared Services: • Remove legacy system and clean up architecture • One global PPM solution to Telenor users; stable, cost efficient, with right quality • Integrated with other Shared Services applications (Oracle E-Business Suite, Workday HRMS, others); utilizing common master data to improve process efficiency and data quality • Improved execution of Shared Services projects across Business Units 12
- 13. How we areexecuting the implementation project • Organization • Timeline 13 • Governance
- 14. Project Manager Test Manager BU … Test Manager BUN Test Manager BU 2 Test Manager Migration Reports BU 1 Test Manager Platform/ Infrastructure Data Migration Functional Architect Release Manager Interfaces Middleware Training PMO 14 Project Organization Steering Committee Change Advisory Board Project Owner
- 15. High level projectplan, final stages Q2-14 Q3-14 Q4-14 Apr May Jun Jul Aug Sep Oct Nov Dec Go-live wave 1 Go-live wave 2 Go-live wave 3 Early life support • UAT • Migration • Performance Prod environment steady state 23-24.08 04.07 09.08 13-14.09 18-26.10 KT to support organization 09.08 19.12Project closure 05.12
- 16. Project improvement inGlobal Shared Services (GSS) - not only about tools • Strengthen GSS Capabilities to execute projects successfully • Increase Capacity to execute transformation projects across Business Units • Improve Competence on all levels in GSS related to project execution • Four main focus areas in 2014 −Handover process from Project to Line organization −Managing change process within projects −Project costing and planning −Improved process for effect realization • Improved KPI set for monthly follow up and reporting 16