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About LV=

Founded in 1843 in Liverpool as a burial society

A mutual insurer with over five million customers, 5,700 employees and £11 billion in assets

Second largest motor insurer, first in advised income protection and top five in enhanced annuities and critical illness

The quality of products and commitment to excellent customer service has seen us win many prestigious industry awards

With values rooted in mutuality we contribute passionately in our local communities

We are proud sponsors of the LV= County Championship, LV= Cup and the Harlequins rugby team

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About LV=

L and V refer back to our heritage as Liverpool Victoria

The L is sharp to represent competitiveness of a PLC

The V is rounded like a heart to represent the behaviours of

a mutual

The equals sign is a contemporary expression of our

mutuality

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About LV=

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Our Planview Journey

“To do the right projects at the right time with

the right people ”

2015

2012

Q4 2012Discussions begin around improving our PPM capabilityBusiness Case definition begins

AprilObjectives and scope definedVendor selection criteriaShortlist definedBusiness case refined

2013 JuneRFP selection processPlanview chosenModelling As-Is processes begins

SeptemberBusiness Case baselineContracts signedModelling To-Be processes Build commenced

NovemberPilot begins

DecemberRPM report definitionTrainingApproval to implementPVE 11.1 upgrade

2014

1st JanuaryPlanview live

AprilBenefit Realisation handed overPhase 1 closedMay

Insight Analytics June

Investment Planning

JulyAllocations

November/DecemberWider rollout to LV

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Organisation & CultureStart with the end in mind – articulate a clear visionThe business case must be compelling rather than just a good idea

Leadership & PlayersEffective executive sponsorship is essentialPlace leadership with the most able change agents, not simply line managers

Change disciplinesInfluencing: enable others to lead at the right timesManage resistance; don’t resist itMotivation: people must change themselves; you cannot impose change on themCommunication: repeat; reinforce with action; respond to feedback

Change CapabilitySuccessful change is not simply delivered, it must be adopted

Managing Benefits RealisationUsing the new capability and exhibiting the desired behaviour can mask old attitudesPlan to realise the benefits to make the change stick

The Principles of Beneficial Change

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The Five Case ModelIs a framework for “thinking” to enable effective decision makingApplied at the strategic level, programme level and individual project level

The Strategic CaseThere is a compelling case for change that provides a strategic fit

The Economic CaseThe change represents optimal value for money against all other options considered

The Commercial CaseThe proposal is attractive to the intended market, can be procured and is commercially viable

The Financial CaseThe preferred option can be properly funded and is affordable

The Management CaseThe preferred option can be delivered successfully and there are achievable plans in place

AssuranceBusiness Assurance: “doing the right things at the right time”Programme and Project Assurance: “doing things right”

Better Business Cases

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Strategic ContextOrganisational Overview and Current Business Strategies

− Understand where you want to be and why, how you’re going to get there and what the end looks like

− Define your organisation’s culture and how Planview supports the changes needed

Business Needs− What is the trigger: a defined need or a future aspiration− What is the degree of urgency: is it internally or externally initiated

Potential Scope− Define the type of change: transitional, transformational or perfective− Which areas of the organisation will be impacted

Benefits & Risks− How to manage the transition curve to exploit the benefits quickly− Are the forces of change (dissatisfaction, vision and do-ability) greater

than the resistance (cost of changing)Constraints and Dependencies

Building the Case for Planview

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Economic , Commercial & Financial ContextCritical Success Factors

− Allowing people time to respond to and adopt the change so that BAU can continue to function

Long/Short Listed Options− What is the Change Management Maturity level of the organisation− What type of PPM implementation does the organisation want

Adjusting for Cognitive Biases− Selective use of evidence to make the business case− Ignoring evidence from similar previous initiatives that have failed− Framing the business case in terms of what might go wrong rather than

benefitsProcurement

− How does the preferred option meet with the organisational procurement strategy

− Sustainable change requires business ownership (commitment and adoption)

Funding and Affordability− Are the benefits a measureable improvement that contribute to

organisational objectives− Will the change lead to increased revenue and/or decreased costs

• Consider using multi-criteria analysis (real options/cost effectiveness)

Building the Case for Planview

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Management ContextLeadership

− Translating the vision into clear directions− Embedding the changes into the business− The delivery and adoption of Planview to create the new world− Recognising the impact of the change on current practices− Creating the network of consensus across the organisation

The players− Include individuals and groups who are involved in and/or impacted by

the change− Who has a source of power: position, status, resource, expertise− Map positions of power against attitudes (WAMI; WIIFM) and devise

strategiesMotivating

− Involving people in the change not imposing it on them− What type of PPM implementation does the organisation want

Adoption− The speed of adoption drives the accumulation of benefits− Senior executives need to support the changes − Line managers need to encourage the use of the new system− Peers need to support each other in use of the system

Building the Case for Planview

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BrandingWritten CommunicationsAlign to ValuesVisual

Communication

Planning Resources and Information Management across the Enterprise

QUESTIONS