Vodafone UK Digital Operations Peter Parfitt Strategy & Planning Manager
Vodafone Group Plc • Voice, Messaging, Data – Mobile – Fixed • 26 Countries • ~450m customers • Newbury HQ • ~13k people in UK 2
Innovation is in our DNA Project, Programme and Portfolio Management is a key Vodafone strength
Vodafone PPM • Within IT there is a mature and tested model • Strong PMO function delivers assurance, PM guidance and benefits realisation/tracking • Less mature model within other parts of the business 4
Digital Operations • Responsible for all change to Vodafone UK web estate, including sales, self-service platforms and internal facing • ~2,500 projects of varying size p.a. – Mix of strategic large-scale Projects, EBU refresh, with numerous BAU projects e.g. handset launches & brand campaigns • ~100 resources – Mix of User Experience, Programme and Product managers, with Developers, Graphic Designers, Copywriters etc. 5
Business Support • Provide – PMO function to Digital Operations – Financial assurance – Reporting of performance – Process improvement • Define, run and own the Demand Management Process • Co-ordinate planning across departments 6 10 Juni 2015
Demand Management • Daily demand triaged daily, by a dedicated multi-disciplinary team • Focus on business benefits – Team decide ‘in the room’ on ‘Go / No Go’ – Immediate decision on resources • Demand can iterate back into the room before it is sent to the Planning team • A virtual planning team, led by Business Support, co-ordinate the planned demand to completion 7
Demand Management • Daily demand triaged daily, by a dedicated multi-disciplinary team • Focus on business benefits – Team decide ‘in the room’ on ‘Go / No Go’ – Immediate decision on resources • Demand can iterate back into the room before it is sent to the Planning team • A virtual planning team, led by Business Support, co-ordinate the planned demand to completion 8
Traditionally... Insert Confidentiality Level in slide footer 9 10 Juni 2015
Why Dynamic Portfolio Management? • How do we … ? – Match resources available to our demand pipeline? – Get everyone focussed on a single list of things to do? – Clearly state and communicate priorities? – Communicate the benefit of doing specific projects? – Explore (quickly!) different scenarios? – Communicate to the wider business what is, and isn’t, in scope for delivery? Insert Confidentiality Level in slide footer 10 10 Juni 2015
Dynamic Portfolio Management 11 10 Juni 2015
Capacity vs Demand 12
Resource Detail 13
Full Project Metadata 14
Full Project Metadata 15
Alignment to Business Goals 16
Full Milestone & Dependency Tracking 17
Financial Modelling 18
Bottlenecks 19
Trace Mode – Best Fit 20
Q&A Any questions 21
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