Many organizations face challenging budgets and changing priorities making it more important than ever to align projects and resources with strategic plans. Toyota Financial Services is leveraging CA PPM to secure resources, define and monitor delivery plans and to ensure expected value is realized. In this session, learn from Toyota Financial Services how CA PPM can be used to enable strategy execution and ensure the right business outcomes are delivered. For more information, please visit http://cainc.to/Nv2VOe

1. CA PPM
Aligning Projects With Strategy
Russell Nelms
Agile Management
Toyota Financial Services
Head of Enterprise PMO
Session Number
@NelmsRussell
#CAWorld

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Business Background
 In today’s climate of cost cutting and efficiency targets, delivering the change portfolio more effectively is
a key objective for Toyota Finance Australia’s Enterprise PMO. This means delivering the right mix of
projects, consistently and well, faster and at less cost.
 In order to achieve stretching goals, Toyota Finance Australia’s Executive and Management Teams face
difficult decisions every day and the need for better quality information to drive those decisions is
paramount. The need to deliver the Business Strategy whilst ensuring the Project Portfolio supports and
contributes to the bottom-line value of the organization.
 In conjunction with business leaders, Toyota Finance Australia’s Enterprise PMO ensures investments in
Project Portfolio deliver the best possible outcomes and the organization delivers to the (1) Annual
Strategy (Hoshin) and (2) Mid-Term Business Plan (5 Year Plan).

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Toyota Financial Services
Covers more than 30 Countries and Regions
 The first Toyota Financial Services operation commenced in Sydney, Australia, in 1982 as
Toyota Finance Australia Limited and was soon followed by operations in the USA, Canada,
Europe, Asia and Oceania.
 Toyota Financial Services has constructed a global network that covers approximately 90% of
the markets in which Toyota sells its vehicles with approximately 5.4 million customers.
 Toyota Financial Services offers its customers financial services that include auto sales
financing, credit cards, retail sales of corporate bonds and investment trusts, and insurance.
Ranked #8 Best Global Brand for 2015
Source: Interbrand

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Business Opportunity – Clarity PPM
Toyota Business Practice Approach
Current Situation
Continuation of current process and as-is state, includes:
 Continual use of multiple, disjointed processes and tools
 Resource and project contention
 Inability to make fact based business decisions on strategic investments
 No central visibility on projects, use disparate systems and inefficient processes to track report progress
 Plateauing of maturity within organization
 Selected Portfolio decisions don’t align with business strategy
 Running projects that are low priority initiatives
 Project overruns will continue and increase
 Some data will be unavailable and/or static
Ideal Situation
To strengthen our ability to delivery on our Project Investment Portfolio with a consistent set of policies,
standards and an integrated environment to record, measure and track the investment portfolio. The
objectives of implementing a Project Portfolio Management approach are to allow Toyota Finance Australia
to be focused, fast, and agile.
Achieving these high level goals necessitates a variety of inter-related steps:
 Alignment. Synergies between the Business Unit Strategy and Corporate Strategy
 Investment Focus. Viewing expenditures (human, asset, capital) as investments – a process to track
performance.
 Governance. Process for making investment decisions.
 Cost Control. Understanding the main drivers of project costs for containment purposes.
 Efficiency. Use of resources (human and material) efficiently, leveraging wherever possible.
Additionally, the ability to standardise workflows and automate business processes so that we can do
the right work faster… the first time.
Gap
 The need to individually track project activities that will
rollup critical information to a portfolio level resulting in
transparent reporting of project status – Strategy and
Project Execution.
 Misalignment of projects to our Corporate Hoshin drivers –
Strategic Alignment and Prioritisation (MTBP).
 Poor resource allocation, tracking, reporting and
identification of contention points (over utilization) –
Resource Management.
 Requiring more accurate, Transparent, Consistent and Real-
time Financial Dashboard & Reporting – Cost amd Financial
management.

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 Bronze Milestone – Completion of key Project
deliverables.
 Silver Milestone – Completion of a significant project
aspect enabling the remainder of the project.
 Gold Milestone – Delivery of a major business
capability and linked to Strategic Goal.
 We have strong Group Strategy, Portfolio Governance
and Project Execution Capability
 The status of all projects measured consistently across
the group, based on 7 reporting keys
 Projects are structured as a set of end-to-end activities
 Projects are then divided into stand-alone components
or Work Packages
 There are five key project approval documents to
support all project approvals
Strong Frameworks in place…
Strategy, Portfolio Governance and Project Execution Capability

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For Toyota Finance Australia’s Strategy to be successful
The Project Portfolio must be successful
Corporate Strategy
Strategic/Executive Decision Making
Organizational Governance
Management, Standards, Methods
and Quality Controls
Predictable Execution
Project Management Delivery
Strategy Management
 Annual Strategy (Hoshin)
 Mid-Term Business Plan (5 Year Plan)
Portfolio Management
 Are we doing the right things?
 How are we doing?
Project Management
 Business Outcomes
 Business Benefits
Processes
How do we do it?
Let’s do it the
Toyota way!
Capacity
Can we do it?
Can we adopt it?

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Project Leader KPIs
Aligning Project Outcomes to Strategy
Costs
Time
Scope
Month 1 Month 2 Month 3
Project Name Project Category Cost Time Scope Rating KPI RAG Project Sponsor Project Manager
Total Budget
Estimate
Approved
Budget
Spend To Date
(SAP)
Phase
Go Live
Date
Contract Acquisition Foundation (F) 2 2 3 7 1 ROSSELL, Don SAMUELS, Todd $27,557,235 $5,598,824 $5,189,274 Planning TBC
Credit Decisioning Phase 2 Opportunistic (O) 5 5 4 13 4 LOONEY, Adrian CHANNON, Michael $2,973,730 $398,000 $150,229 Planning 05/12/2015
Dealer House Account Strategy (S) 4 5 5 14 5 ROSSELL, Don HORSPOOL, Chris $1,074,676 $1,087,911 $894,691 Close 21/02/2015
Project Insurance Strategy (S) 3 3 4 11 3 ROSSELL, Don HORSPOOL, Chris $2,638,488 $2,638,488 $2,404,115 Build 17/05/2015
Driver Direct Strategy (S) 5 5 5 15 5 STANISTREET, Ed SPIRIT, Ian $185,388 $207,470 $45,387 Build 31/03/2015
Project Equip Foundation (F) 4 3 4 11 3 STANISTREET, Ed SPIRIT, Ian $3,621,025 $3,736,908 $2,826,427 Design 18/04/2015
Harvest Integrate Strategy (S) 4 2 3 9 2 STANISTREET, Ed HOLDOM, Luke $906,112 $990,792 $747,979 Design 19/06/2015
Contact Management System Strategy (S) 5 5 5 15 5 STANISTREET, Ed HOLDOM, Luke TBC $118,800 $4,677 Initiate TBC
Information Security FY15 Keep the lights on (K) 5 4 5 14 5 RUSCIO, Frank MUIR, Mackenzie $315,000 $315,000 $148,993 Implement 20/03/2015
Clarity PPM Tool Opportunistic (O) 5 5 5 15 5 NELMS, Russell KARANTZAS, George $380,154 $12,480 $0 Initiate 01/07/2015
Business Objects Keep the lights on (K) 5 5 5 15 5 TAN WOOI, Tee BAJAJ, Jasdip $186,000 $186,000 $0 Initiate TBC
Miles Upgrade Keep the lights on (K) 5 5 5 15 5 TAN WOOI, Tee SPIRIT, Ian $45,000 $45,000 $0 Initiate TBC
Telecomm Transition Keep the lights on (K) 5 4 5 14 5 RUSCIO, Frank O'HALLORAN, Matt $1,858,093 $1,894,700 $1,858,093 Implement 30/01/2015
SMF FPA Ideal Strategy (S) 5 5 5 15 5 CORNWELL, George HORSPOOL, Chris $6,740 $6,740 $0 Initiate TBC
NextGen TFA Online Strategy (S) 5 5 5 15 5 CORNWELL, George KEPPIE, Mark $30,000 $33,480 $0 Initiate TBC
Spring (Access End of Term) Foundation (F) 3 2 5 10 3 RAMSAY, Mark EBRAHIMI, Noor $740,770 $579,454 $167,954 Design TBC
ASIC Compliance OTC Global Trade Compliance (C) 5 5 5 15 5 CHESSARI, Daniel TZOUMACAS, Tony $439,331 $209,811 $0 Initiate 01/07/2015
SAP Data Structures Keep the lights on (K) 5 4 5 14 5 CHESSARI, Daniel CHANNON, Michael $1,550,000 $357,600 $130,004 Design TBC
Project Lighthouse Opportunistic (O) 5 5 5 15 5 HALABUT, Laurence KEPPIE, Mark $422,828 $503,988 $194,559 Testing 09/04/2015
InfraRisk Project Opportunistic (O) 5 5 5 15 5 HOWELL, Gary HOLDOM, Luke $119,535 $142,724 $6,235 Planning 15/05/2015
Purchasing Automation Strategy (S) 5 4 5 14 5 HOWELL, Gary CHANNON, Michael $37,500 $28,000 $20,500 Initiate TBC
Collections Foundation (F) 4 4 3 11 3 HOWELL, Gary KARANTZAS, George $5,489,878 $5,068,430 $5,221,593 Close 17/11/2014
DMR Foundation (F) 5 4 4 14 5 RUSCIO, Frank FIAZ, Mahdy $1,731,343 $1,731,343 $1,192,113 Close 15/12/2014
SMF FPA Strategy (S) 4 5 5 14 5 ROSSELL, Don HORSPOOL, Chris $70,000 $70,000 $95,850 Close 17/12/2014
Novated Digital Strategy (S) 5 4 5 14 5 BOXSELL, Phil SPIRIT, Ian $553,717 $581,460 $523,544 Close 14/10/2014
Miles SQL Upgrade Keep the lights on (K) 5 5 5 15 5 RUSCIO, Frank BAJAJ, Jasdip $310,723 $340,000 $292,723 Close 21/11/2014
Leads Tune Optimisation Opportunistic (O) 4 4 4 12 4 RAMSAY, Mark PHILLIPS, John $152,332 $153,667 $138,090 Close 16/10/2014
NAB-NBFI Opportunistic (O) 5 5 5 15 5 ROBINSON, David CHANNON, Michael $378,111 $377,220 $365,216 Close 18/10/2014
Arrow - Credit Decisioning Foundation (F) 5 5 5 15 5 LOONEY, Adrian CHANNON, Michael $2,020,255 $2,887,271 $1,903,429 Close 25/08/2014
Privacy Act Compliance (C) 4 4 4 12 4 CHESSARI, Daniel BURMAN, Stephen $2,156,502 $2,181,066 $2,106,388 Close 24/09/2014
CCP3 Opportunistic 4 5 5 14 5 CORNWELL, George HOLDOM, LUKE $472,674 $472,674 $444,949 Close 17/05/2014
LMS Opportunistic 5 5 5 15 5 ROSSELL, Don SEYMOUR, ARNDRIA $2,169,272 $2,169,272 $2,169,272 Close 05/05/2014
Each project is scored out of 4 against the three success criteria (Time,
Cost, Scope) giving a total score out of 12
At a Project level, project success is rated using the scoring below
At a Portfolio level the Target is 85% of projects achieve a score of >7.5
1 2 3 4
Scoring <3.75 3.75 – 7.4 7.5 – 11.24 >11.25

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 “Keep it simple”, “keep it simple”, “keep it simple”.
 Configuration, not customisation
 Move to industry best practice
 Optimize business processes where possible
 Eliminate complexity wherever possible
 Tightly aligned with Strategy Framework, Governance
Framework and Project Execution Framework
 Partnering with excellence
 Simple, Intuitive, Precise
Our Guiding Principles…
Balancing the requirements around needs versus wants
The implementation approach was to use the experience of internal resources and utilize
CA Technologies proven experience to deliver the core Project Portfolio Management
solution. Requirements to be simple versus complex with a focus on needs versus wants.
The emergent Enterprise PMO model.

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Clarity PPM Launch
A new way of leveraging our Business Strategy…

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Clarity PPM Plan Do Check Act
Key Take Away…
Iterative and Collaborative Approach
1.Clear and early direction set by Sponsor to
deliver a solution with minimal customization.
2.Collaborative workshops with CA
Technologies and Toyota Finance key impacted
stakeholders to quickly confirm requirements
and agree high-level solution design with
vendor.
3.CA Technologies able to deliver solution in
short and compressed timeframes by taking
base system and applying 'best practice'
configuration.
4.Iterative design, deliver, review and feedback
process between Sponsor, Project Team,
Business Strategist and CA Technologies
enabled delivery of final build solution within 3
months.
5.Project Team focus on delivering the critical
scope items.
6.Change Management Plan obtained early
buy-in from key impacted stakeholders.
Best Practice Approach
Took the business processes and solution and
worked with CA Technologies to configure ‘best
practice’ based on 1,000+ implementations in ASK
50 companies and Fortune 500 companies.
Change Management Approach
Interactive, fun and engaging approach to bring
ALL key stakeholders along on the journey…
starting at the beginning of the project and
ramping up towards the implementation and
continued through deployment to ensure both
buy-in and success.
BAU Transition
Transition into BAU is basic principle for a project
but is often overlooked… BAU Transition plan
focused heavily on what is required to support
Business Strategy, Governance and Project
Execution post implementation.

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Q & A

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For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15