COREP XBRL Project Office www corep info Steering

COREP XBRL Project Office www. corep. info Steering Committee, 2005 -06 -03

AGENDA Project Portfolio Management 1. 2. 3. 4. www. corep. info Definitions Project Portfolio Management Project Office Resources Chart

Definitions § Project Portfolio Management § Project portfolio management organizes a series of programmes and projects into a single portfolio consisting of reports that capture project objectives, costs, timelines, resources, risks and other critical factors. § Executives can regularly review entire portfolios, spread resources appropriately and adjust projects to produce the highest departmental returns. § Programme Management § The process of managing multiple projects on an ongoing basis. § Project Management § The discipline of defining and achieving targets while optimizing the use of resources (time, money, people, space, etc). § Companies use projects for: § Improving Efficiency & Margins (i. e. Cost Reduction, . . ) § Increase Revenues (i. e. New products, …) § Growing the Business (i. e. M&A, …) § …. www. corep. info Project Management from an Organisational point of view Maturity 4&5 Maturity 3 Maturity 1&2

Definitions Project Management Maturity § Predictability, effectiveness and control of an organization's project management processes believed to improve as the organisation moves up these five levels: § Level 1 – Unreliable Processes § No rules. Little organisational support. Success depends on the skills of individual people § Level 2 – Informal Processes § Lack of standards. Implementation differs from project to project within the organisation. § Level 3 – Standardised Processes § Same rules and methods for project management. Most projects use them. Management support. § Level 4 – Monitored Processes § Integrated project life cycle. Methodology used company-wide. Management monitors. § Level 5 – Optimised Processes § Regular analysis and optimisation of project management practice. Projects support strategic plan. "We are what we repeatedly do. Excellence, then, is not an act, but a habit. " Aristotle (384 -322 BC) www. corep. info

Definitions Organisations should be aware that when talking about Strategic Planning, Investment Appraisal, Capital Budgeting, New Product Development, Organisational Change, Mergers and Acquisitions, Outsourcing, etc. , they are in fact talking about initiatives that translate into, and are executed through, projects. Top and Senior Management should therefore understand that project management is a key strategic tool to drive these initiatives and to reap their business benefits. Those organisations that understand the vital importance of excelling at project management, and act upon it, will undoubtedly outperform the competition. www. corep. info

Project Portfolio Management The PPM is a strategically critical and high profile program of projects, § Focusing on value generation through benefits planning an realization § Creating a powerful partnership by combining methodologies, experience and expertise with the best from any entity § Providing a core team of highly experienced and ensuring that relevant specialists are available to advise on complex or specialist matters § Proactive knowledge transfer on the job and through learning events www. corep. info

Project Portfolio Management Key Challenges Changes to the reporting model – business applications requirements, systems, applications support and development § Better understanding of successful project drivers § Comparison of project success rates and practices with other entities § Insights into how they can improve their track record of success with business projects § Assessments of current major programmes and associated risks § Advice on how to ensure current major programmes deliver to expectations § A route map for developing leadership in business project and programme management § Clarity and genuine buy-in from key business IT stakeholders www. corep. info

Project Portfolio Management Key Challenges Simplifying the IT organizational structure § Understanding what the business wants from IT § Understanding of the organizational structure of the business areas that IT has to support § Understanding the technology and systems architecture and how IT supports the business The cost reduction projects – data centre consolidation, reduction in maintenance spend § A quite detailed understanding of the current cost base is required before targeted reductions can be effective § There is a risk unless this accurate information is available, reductions may not focus on the areas that currently consume the greatest proportion of costs. www. corep. info

Project office key challenges • Providing methodologies, supporting tools and techniques that can be implemented quickly and bring results • Not changing for change’s sake. Keeping what words and developing only the bits that need to be • Ensuring the up-skilling of the different teams • Focus on benefits realization www. corep. info

Project office benefits • Best practices • Reusability of software components • Market XBRL software tools knowledge • Lesson learned • Update XBRL knowledge • Communication management with International XBRL stakeholders • Reduce taxonomy development cycle www. corep. info • XBRL methodologies and techniques • Customized XBRL training programs • Better alignment between business & project objectives • Reduce reworking costs • Reduce time to market • Do more projects with less • Increase project performance • Increase quality

Project office benefits • Independent perspective on project progress • Increase customer satisfaction • Improved executive-level information • Optimize the use of resources and budgets • Faster issue resolution and risk mitigation • Increase staff motivation • Reduced risk of substantial cost/time overruns and failure to deliver expected business benefits • Improved project consistency and controls www. corep. info

Project office key functions and key top management levers Tools to support the key functions § Resource scheduling § Inter-project dependency mapping and tracking § Forward view of assignment and utilization § High level delivery plan § Milestone tracking § Benefits tracking § Estimating The key top management levers § § § www. corep. info Strategic clarity Projects understanding Performance measures Accountability model Behavioural patterns Quality of information Project process standards (inc methods & tools) Resourcing policies People practices Reward structures Continuous improvement programmes Independent assurance

Functional Project Office Model Project Office Management Administration Planning & Strategy Maintenance Program Management Project Coordination • XBRL Strategy Plan • Control & Monitoring • Schedule Planning • Risk Management • Offering Management • Incidences Management Opportunities Management • Competitive Benchmarking • Market Requirements Identification • Viability Analysis • Changes Management • Quality Management Generic XBRL Program Coordination Budgeting XBRL International Collaboration • Program Budget Definition COREP Working Group Collaboration • Program Budgeting Control Communication Plan Execution www. corep. info Performance Measure and Assurance Project Measurement • XBRL Projects PKI Performance metrics Definitions. • Monitoring and Publication. Quality Assurance • Process enhancement and definition. Training and Development Training • Training Planning and Training Program Design • Training Program Execution Development • Design Key points identification and definition. • Procedure and best practices Implementation Definition • XBRL Technologic Management • Technologic Alliances Taxonomies Management Internal Taxonomies Design Taxonomies XBRL Working Groups Collaboration XBRL Taxonomies Repository Management • Taxonomies Centralization • Taxonomies Distribution • Taxonomies Versioning

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Project strategy? Nosce te ipsum Apollo temple, Delfos www. corep. info