to Hero Zero in 90 days Joe Locandro

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

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 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…

Key Challenges • People • Process • Technology

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 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) – 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 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 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 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 • 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 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…

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 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. (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