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Zero

Hero. Zero. to. 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 / AusPower.

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Zero

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

  2. 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

  3. Yallourn Energy / AusPower • Yallourn Energy / AusPower 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

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

  5. Key Challenges • People • Process • Technology

  6. 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.)

  7. 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

  8. 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

  9. HR System New Initiatives MI W/house Single login Document Mgt System Knowledge Mgt Balanced IT Investment Portfolio Integrate PI to Maximo Rationalization Computer rooms Remote Computing Long Term Enterprise Mgt Reporting IT Security Upgrade Maximo BusinessBenefit (RelativePayback) Investment Path Upgrade Storage Disaster Recovery Plan IT Architecture Upgrade Network IT Policies Short Term Tactical Strategic

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

  11. 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

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

  13. Law Kin Ho Method… “Law Kin Ho Method: The aim is to bring a cohesive group of internal & external people, vendors etc. to share and deliver a vision in quick time” • Everyone is at the starting gate together • Share the vision/strategy beforehand • 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

  14. Seeing is believing…some examples…

  15. 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

  16. 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)

  17. 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.

  18. Thank You

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