Скачать презентацию to Hero Zero in 90 days Joe Locandro Скачать презентацию to Hero Zero in 90 days Joe Locandro

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to Hero Zero in 90 days Joe Locandro – CIO Yallourn Energy to Hero Zero in 90 days Joe Locandro – CIO Yallourn Energy

AGENDA • • • Background Key Challenges The Plan Strategy Objectives Sell to the AGENDA • • • Background Key Challenges The Plan Strategy Objectives Sell to the Board Role of a Change Agent The Vision The Law Kin Ho Method Key Outcomes Lessons Learnt

Yallourn Energy / Aus. Power – Yallourn Energy / Aus. Power are 100% owned Yallourn Energy / Aus. Power – Yallourn Energy / Aus. Power are 100% owned by CLP Power Asia – The power station and mine operate 24 hours a day, 365 days a year to supply approximately 22% of Victoria’s electricity and 8% of the National Electricity Market – Yallourn IT supports Corporate offices in Melbourne, Sydney, the Power Station, Mine and Alliance Partners – Major Customers include: • Woolworths • Shell • Amcor • Exxon Mobil • Ford

The Big Picture Move Fred Flintstone… into the future… From now… The Big Picture Move Fred Flintstone… into the future… From now…

Key Challenges • People • Process • Technology Key Challenges • People • Process • Technology

The Plan • 90 Days – Baseline & Strategy • 90 Days – Organisational The Plan • 90 Days – Baseline & Strategy • 90 Days – Organisational Change – IT Governance – Infrastructure renewal (Citrix, SAN, Blades, DRP) • 90 Days – Rapid Deployment (MIW, Enterprise Portal, Doc Mgt. , Enterprise Reporting. Smart phones, PDA’s etc. )

Strategy Objectives – – – – Reduce long term business running costs Alignment to Strategy Objectives – – – – Reduce long term business running costs Alignment to the Business Plan Enable empowered teams Develop fit for purpose solutions Reduce risk Flexibility for growth Simplify processes Improve IT Management & Governance

Sell to the Board • “Sell the Vision” – YE (Information & knowledge driven) Sell to the Board • “Sell the Vision” – YE (Information & knowledge driven) – Business buy-in (cross-functional teams) – Senior Management Sponsorship • Balanced Portfolio – Investment mix (infrastructure & development) – High-level categories (generic classifications stand the test of time) • Bring confidence to Management – Keeping them informed (monthly ITSC) – Appropriate governance (Project Office) – DELIVERING RESULTS

Balanced IT Investment Portfolio Long Term Knowledge Mgt Single login Document Mgt System Enterprise Balanced IT Investment Portfolio Long Term Knowledge Mgt Single login Document Mgt System Enterprise Mgt Reporting MI W/house HR System Rationalization Computer rooms Integrate PI to Maximo Business Benefit (Relative Payback) Upgrade Maximo t. P en ath stm e Upgrade Storage Inv Upgrade Network Remote Computing New Initiatives IT Security Disaster Recovery Plan IT Architecture IT Policies Short Term Tactical Strategic

The IT Program New Knowledge Enterprise Strategic high-value add. - new business - competitive The IT Program New Knowledge Enterprise Strategic high-value add. - new business - competitive advantage Tactical-Operationall - cut costs - increased throughput - increased control - better information Business Support Infrastructure - business integration - flexibility & agility - standardization - simplification Know. Mgt. Doc. Mgt Info Warehouse Upgrade Maximo Corp Intranet Mgt Reporting PI/Maximo Rationalise computing Centres Remote Computing HR System Single Login IT Security IT Architecture Upgrade. Network IT Policies Upgrade storage Disaster Recovery

Role of a Change Agent • Acting as a Change Agent requires: – Confidence Role of a Change Agent • Acting as a Change Agent requires: – Confidence in delivering change – Challenging the Status Quo – Persuading others there is a better way – use other companies as an example • Be prepared to meet resistance – Must find key influencers in the company – Must understand politics • Be prepared to be a TARGET

Enterprise Portal Sales & Marketing Team SHE Production Joe Locandro The Vision Document Management Enterprise Portal Sales & Marketing Team SHE Production Joe Locandro The Vision Document Management • Drawings • Policies • Safety Reporting • Aus. Power • PLT • Marketing Management Information Warehouse Individual Knowledge Management Alerting • SMS • Email

Law Kin Ho Method… – Everyone is “Law Kin Ho Method: at the starting Law Kin Ho Method… – Everyone is “Law Kin Ho Method: at the starting gate together The aim to bring a cohesive group of – Share theisvision/strategy beforehand internal & external people, vendors etc. to share and deliver a vision in quick time” – Give clear guidelines on architecture (Go & No Go zones) – Empower people to make decisions (establish co-operative teams, regular interaction, VM ware, citrix access, communication etc) – Teams take responsibility for problem solving – Management clear roadblocks – Beware scope creep – Ensure Skill transfer – Flavour of the month: Vanilla

Seeing is believing… some examples… Seeing is believing… some examples…

The Key Outcomes • • • Upgrade Infrastructure – Active Directory Upgrade Exchange Messaging The Key Outcomes • • • Upgrade Infrastructure – Active Directory Upgrade Exchange Messaging Brand new Portal development Document Management system Secure extranet enablement (https: //) Management Information Warehouse Management Reporting Intelligent Alerting and Notification Outlook: anywhere, anytime, any device 80% out of the box All in 90 days

Lessons Learnt • Ensure you have a firm vision (don’t get on the bus Lessons Learnt • Ensure you have a firm vision (don’t get on the bus without knowing where you want to go). • Share vision and knowledge upfront with suppliers and staff. (everyone is on the same page and on an equal footing). • Choose nimble and focused vendors who can move quickly. (some large organisations are too tied up with process and risk mitigation)

Lessons Learnt • Accept that the end product will continue to evolve and change. Lessons Learnt • Accept that the end product will continue to evolve and change. (therefore be flexible with your scope) • Ensure all vendors in projects will work co operatively together and “not finger point when things go wrong” • Choose vendors who YOU will be COMFORTABLE with as there is a lot of trust involved by both parties.

Thank You Thank You