bawi2013-intervento-telecom_italia

The Project Business Manager role

in the Cloud revolution

Mirella Marcocci, Project Business Manager PMP, CBAP

Filippo Dall’Olio, PMO Manager PMP, CBAP

Telecom Italia

NH Hotels Milanofiori, Assago (MI) - 18 Oct. 13

«… selling is now about business process improvement

….. 70% of the current IT sales force will not be able to make

the transition»

© International Institute of Business Analysis

Reason of change: Gartner Forecasts

In times of crisis emerges with greater force

the need to change

Do I know the value for clients created by my projects?

Am I pleased with the success rate of my projects? (closing on time,

cost and quality like scheduled)

Can a structured risk management improve the probability of success

of my project?

Did I use my managerial skills ?

Have I the right skills to find new business opportunities?

Do I know the final values of my projects for my company?

Do all tender create value for my Company? Is necessary to make

choose

Can I continue to manage projects as I have done until now?

Causes of failure of ICT projects

Incomplete requirements 13.1%

lack of stakeholder engagement 12.4%

Lack resources 10.6%

Unrealistic expectations 9.9%

Lack management support 9.3%

Change requirements 8.7%

Lack planning 8.1%

the project is no longer needed 7,5 %

Standish Group (8000 projects)

More than 50% of the causes of failure of ICT projects is attributable to a

lack of Business Analysis activities

A new way of buying and selling software services

Agility and competence

Business-centered

IT transformation

Internet of thinghs

Mobile in motion

Social analitycs

Data explosion

Automation

Flexibility


The Cloud Momentum

CloudAcademy

Telecom Italia

In Italy, the most authoritative observers (Netconsulting-Assinform,

Polytechnic, IDC Cloud Observatory) estimate, the public cloud market

for 2013, around 250 million with estimated growth of 23% per year

The cloud transforms the entire corporate organization that must adapt

to new models, with a redefinition of internal processes and procedures

of data processing management

Need a new management, prepared and able to seize the potentials and

to adapt the operating mode of their business to the cloud

Service customization, new skills and new models of management, with

the "cloud" that becomes an important part of the organizational and

technological scenarios of companies: not only the larger ones, but also

SMEs and, increasingly, also of public administration

Catch the opportunities: The Cloud Momentum


The era of digital industrial economy began

Cloud, social collaboration, mobile connectivity and Internet of things

are the pillars of the revolution.

Every company is a technological company

Every budget becomes an ICT budget

Change the traditional strategy for the competition: the strategy

channel, the sales force and the ecosystem of partners have now

different business systems. Change traditional Value Chain

«Companies, that will implement the new strategy for the first, will be

able to conquer the leadership and to remove competitors *»

* Peter Sondergaard, senior vice president of Gartner

and global head of Research

Responsible for initiating, planning,

executing, monitoring and controlling, and

closing the project

Responsible for the coordination of project

team effort for the release of the solution

to the customer, on-time & on-budget

Responsible for team management,

monitoring and risk mitigation,

communication with stakeholders

Need for PROJECT PROFESSIONALS

who work in synergy

Skills necessary to achieve success


Responsible for ensuring that the solution

is built in accordance with the

requirements of the stakeholders

Responsible for the analysis of the

problems and of the identification of the

optimal solution within the business case

Responsible for building the requirements

and ensure that the final solution solve the

customer's business issues

“Project management is no longer regarded as a part-time occupation or even a career path position. It is

now viewed as a strategic competency needed for the survival of the firm. Superior project management

capability can make the difference between winning and losing a contract”…

“For more than twenty years, becoming a PMP was seen as the light at the end of the tunnel. Today, that

has changed. becoming a PMP is the light at the entryway to the tunnel. The light at the end of the tunnel

requires multiple certifications. As an example, after becoming a PMP, a project manager may desire to

become certified in:

Program Management

Business Analysts Skills or Business Management

Business Processes

Managing Complex Projects

Six Sigma

Risk Management Dr. Harold Kerzner

“The future of Project Management”, allPM.com

Published on Wednesday, November 25, 2009

Our choice

The evolution of Project Management according

to Harold Kerzner

Business Analysis is functional to a high-quality Project Management!

Bu

sin

ess A

na

lysis

Pro

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t

Ma

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nt


The Project Business Manager

Gestione del

progetto

orientata al business

Fin

an

cia

l A

na

lysis

An expression of integration and optimization of PM and BA,

led by financial logic

“…..why not get two roles filled for

the price of one salary? “

Business process organizations (BPOs) in India are investing heavily in building

business analysis capabilities in response to their clients’ deficiencies in the field.

It’s a win-win for BPOs and their customers since the process of selling bundled

software development, project management and business analysis services as an

entire package improves project outcomes and mitigates project risks. Glenn R.

Brûlé “Top 10 key Business Analysis Trends For 2012”


The changing role

The evolution of contest requires a new design approach

Enter the tapping of client processes

A high-level consultative role, recognized on the field and from the

market

Design to create customer value and measure this value

International certifications support the role


A new presales model in the digital industrial

economy

The PBM as driving lever able to drive and sustain the change by creating

experiences that transform people, systems and organization

Telecom Italia

Understand the type of project

to manage it in the most appropriate way

The role of the Project Business Manager is to reduce the initial chaos of

the complex project with a relational/technique approach

In view of the high complexity of the projects, the PMO has adopted a model

of integrated management and control aimed at creating value, with the goal

of maximizing the return on capital invested. The architecture of this model is

based on the integration of 3 management models:

A new model for the management and control

of complex projects

Economic Value

Added (EVA)

Risk

Management

FINANCIAL MANAGEMENT of the PROJECT;

maximum efficiency and optimization of capital

invested

Business

AnalysisProject

Management

MANAGEMENT of the CLIENT'S BUSINESS

NEEDS

assessment and analysis of solutions and

Business opportunities

MANAGING

physical and economic

progress of the project and

risk management

A new professional figure

The best resources can handle the most complex projects

Using an integrated approach to Project Management,

Business Analysis and Financial Analysis

Are engaged in situations of complexity

Have internationally recognized specialized training

Significantly increases the chances of success and the

value created for the company

Telecom Italia

At the end .... we have identified the leaders

Soft skills

assessment by external companies

identify best resources to responsible care

Hard skills

PMP certification

CBAP certification

Financial approach

Cloud Academy certification

Role recognized by the company and the market

Able to drive and sustain the change by creating experiences

that transform people, systems and organization

TPI (Team Performance Index): an index to measure the dynamics of the Group and the ability of the PM to

motivate the resources

…. leave the resources

richer than how you

found them…..

Telecom Italia

Expected results

Increase the value to the company through the financial approach

applied to the management of large projects

Push a corporate maturity on project management and business

analysis

Transfer to the Market value of the new role

Recognize and develop leaders

Test and disseminate an integrated, homogeneous and distinctive for

managing complex projects

Identify and systematize best practices disseminated in the territory

Do more, do better with fewer resources

Mirella Marcocci, Project Business Manager; PMP ,CBAP

[email protected]

Filippo Dall’Olio, PMO Manager; PMP, CBAP

[email protected]

Thank you