Vodafone UK Digital Operations Peter Parfitt Strategy & - PowerPoint PPT Presentation

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