transforming volvo: creating a single source for the enterprise portfolio

© 2016 Planview, Inc. | 1

Your Presenters Today

Transforming Volvo! Creating a single source for the Enterprise Portfolio

Anders FabrySr Account ExecutiveNordics, Planview

Conference Call NumbersAccess Code: 172-082-781

Denmark +45 89 88 22 39Finland +358 (0) 923 17 0563Germany +49 (0) 692 5736 7306Ireland +353 (0) 15 360 736Netherlands +31 (0) 108 080 566Sweden +46 (0) 840 839 452United Kingdom +44 (0) 330 221 9914

For more phone numbers – See your Email.

Per Brändström Sr Project Manager,Volvo Group Trucks Technology,

House Keeping• All Attendees are muted automatically –

only panellists can be heard

• Please submit questions by using the control panel on your screen and we will have a short Q&A session at the end of the webcast

• Alternatively, email questions to be answered later to Esther Porter-Quinn, [email protected]

• This session will be recorded and available On Demand later!

mailto:[email protected]


Transforming Volvo! Creating a Single Source for the Enterprise Portfolio Anders Fabry, Sr Account Executive, PlanviewPer Brändström, Sr Project Manager at Volvo Group Trucks Technology

Introducing Your Speakers • Your Host:

Anders FabrySenior Account Executive, NordicsPlanview

• Customer SpeakerPer BrändströmSr Project Manager,Volvo Group Trucks Technology

View the On-Demand Webcast: Planview.info/Volvo

http://go.planview.com/transforming-volvo-webcast-16q4-uk.html

Agenda• Introducing Volvo•Why do we need a portfolio tool?•What capabilities do we implement?•How do we implement?• Lessons Learned•Benefits



The Volvo Group is one of the world’s leading manufacturers of trucks, buses, construction equipment and marine and industrial engines. The Volvo Group also provides complete solutions for financing and service.



The Volvo Group, which employs about 100,000 people, has production facilities in 18 countries and sales of products in more than 190 markets.



Vision Be the most desired and successful transport solution provider in the world



Our mission

Driving prosperity through transport solutions



Volvo Group brandsView the On-Demand Webcast: Planview.info/Volvo


Why do we need a portfolio tool?



The Volvo group JourneyView the On-Demand Webcast: Planview.info/Volvo


Volvo Global Investment Portfolio Challenge

How to maximize Volvo investment within the New Volvo Group ?

What initiatives do we run and

why?

What is the priority and why?

Manage X-portfolio dependencies

Even if we can afford it, do we have the

capacity?

Connect to strategies

Even if we can afford it do we have capacity

Improved data quality and accuracy in decision making



How and Why did we select Planview

2 year project to select and agree …



What capabilities do we implement?



Volvo selection of Capabilities• Main Capabilities

−Strategic planning−Portfolio balancing−Portfolio execution−Application management

• Excluded from initial plan−Time reporting and scheduling−Staffing−Ideation

Planview have many capabilities - used for decision support at Volvo



Planview vs other applications• Consolidated View

−Strategic planning−Portfolio balancing−Profitability analysis

• Project execution – details−Work Breakdown−Time reporting−Scheduling

Planview Consolidated view – other systems for details



Volvo usage of primary structures• Work

Project at lowest level, no breakdown into activities• Strategy

Breakdown of budget into initiatives• OutcomesProducts – to calculate profitabilityApplications and IT Services

• Providing Org

For high level capacity analysis not operational staffing

Primary Structures to support strategic planning



Portfolio execution and re-balancing• Organize projects according to execution • Transparency and consolidation of on-going and

planned projects• Measure project performance• “Operational” re-balancing fine tuning

Work – portfolio execution



Breakdown of investment budget • Strategic breakdown of investment budget into

buckets - Yearly cycle• Enabling top-down prioritization• Connect to projects for bottom-up estimations

and traceability of priority

Strategies – Budget breakdown



Scenario planning and analysis• Connect to initiatives• Analysis of product profitability based on budget

scenarios• or• Analysis Application run-time cost

• … Visualization and Road mapping next step

Outcomes – Visualize budget impact on our ”products”



Volvo Initiatives and ProjectsView the On-Demand Webcast: Planview.info/Volvo


How do we implement?



Implementation approach2014 2015 2016

Portfolio tool evaluation VG GlobalBlueprint

Agree on common logic

“How to slice an elephant” – capability and organization



Volvo Common Blueprint definition

Common Blueprint – allow for flexibility



Volvo Common Blueprint definition

Blueprint governance structure important



Rationale for implementation approach

Organisation awareness and maturity

Common language

Data quality

To Monitor your portfolio you need to include all you projects

To Plan into the future you need to know where you are

Analyse/Optimize you need to know current and future plansat Volvo 80% running projects 20% new



Implementation approach2014 2015 2016



2014 2015 2016


Monitor and manage Portfolio

Plan & optimize Portfolio

Balance capacity

Product profitability & cash flow

GTT SPM 2.0

P&IT CPM1

GTT SPM 2.1

P&IT CPM3

GTO R1

GTT SPM 2.2

GTO R1

VTC1

VTC2

P&IT CPM4

GTT SPM 2.x

VTC4

GTO R1 VTC3

Fill the system with existing projects

Consolidate, standardize -> Transparency

Plan next year’s portfolio

Rank, prioritize, align to strategies-> Balance to budget

Size and allocate portfolio

Breakdown, plan, allocate-> Balance to capacity

Manage product portfolio

Forecast, plan, analyze-> Profitable products


GTT ATR

“How to slice an elephant” – capability and organization

GTT and P&IT lead organisations,

Others to follow



Roadmap Status update2014 2015 2016

Phase1: Portfolio execution is implemented - Phase 2 On-going

2015 2016

VG GlobalBlueprint

Monitor and manage Portfolio

Plan & optimize Portfolio

Balance capacity

Product profitability & cash flow

Application Portfolio

GTT SPM 2.0

P&IT CPM1

GTT SPM 2.1

P&IT CPM3

GTT SPM 2.2

P&IT CPM2

GTO R2

VTC1

VTC2

P&IT CPM4 GTT SPM 2.x

VTC4

GTO R3 VTC3

Implemented20 users

200 projects~(4) BSEK

Implemented50 users

700 projects~10 BSEK

Implemented:10 users

~100 projects~(<1) BSEK

Implemented800 users

500 projects~3 BSEK

Ongoing

Completed

Ongoing

Ongoing400 Users

3500 Applications

GTO R1

Implemented10 users

~100 projects~(<1) BSEK

GTT ATR

Ongoing

Unexpected Change Management efforts needed within Trucks caused

delays

Ripple effect Ripple effect



Lessons Learned



Challenges: Who really wants transparency? • Transparency

−Assess culture and maturity at different levels in the organisation

−Identify champions and roadblocks early, adjust implementation plans

• Prioritization −How to align strategy, balance,

strategy, must-do, low risk …

Top management support needed



Volvo Global Investment Portfolio Challenge• Difficult to manage X-enterprise

dependencies, formal/informal• Different expectations, maturity,

definitions and language across Volvo• Capacity balancing often done on a

detailed level not available in Planview

Cross-Portfolio management last in the roadmap



Volvo Global Investment Portfolio Challenge• Ensure data quality• What is good enough accuracy for

investment decisions• What are the KPI’s and reports to

support

Data quality fundamental for next steps in the roadmap



Lessons Learned· No clear Volvo Group sponsor

· Closer cooperation with top management as key stakeholders to facilitate change management

· Manage expectations of implementing a first step with ”Basic” portfolio management.

· Communication on value with and positioning of Planview solution

Improvement areas

· Strategic driver (Volvo Group transformation) · Strong management support to Program

management – Program Manager authority and technical leadership

· Common blueprint allowing portfolio specific configuration

· Step by step approach per portfolio and per capabilities – reuse knowledge

· Lean agile solution team – delivery focused

· Use Planview consultants for initial configuration· Cloud solution to speed-up implementation

Worked well



· P&IT community –Common repository of all projects - Transparancy –Monitoring of Budget vs Actuals – consolidation of complete portfolio –Replacement of old legacy tools - breakeven

· Trucks–Common repository of all projects - Transparancy – Improved reporting - Standardization

Benefit realization

Value of the current installation

Next step, optimizing the portfolio, will bring more value



· Adapt and describe ways of working (processes, governance) and avoid deviation from Planview standard

· Keep it simple to start with – complexity will grow anyway ...· Establish a good partnership with Planview to enhancements and configuration· Follow the Planview Enterprise release schedule· Change Management is crucial: sponsor, anchoring, training, monitoring…

Recommendations

Implementation Takeaway

Planview have the capabilities – the challenge is to make efficient use of them



Q&A Session• Thank you Per!• Questions?

Connect with Per Brändström:Via Linkedin: https://se.linkedin.com/in/per-brändström-2875b33b


https://se.linkedin.com/in/per-br%C3%A4ndstr%C3%B6m-2875b33b


Next Steps• Any questions or to request the PDF of slides

• Email: Esther Porter-Quinn, [email protected]• Find out how Planview Enterprise can help your organisation

• Email: Anders Fabry, [email protected] • Request the White Paper:

• How customers Achieve Success with Planview Enterprise• Visit: www.planview.com




http://www.planview.com/



Thank You!

www.planview.com I [email protected]


http://www.planview.com/

