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A mutual insurer with over five million customers, 5,700 employees and £11 billion in assets
Second largest motor insurer, first in advised income protection and top five in enhanced annuities and critical illness
The quality of products and commitment to excellent customer service has seen us win many prestigious industry awards
With values rooted in mutuality we contribute passionately in our local communities
We are proud sponsors of the LV= County Championship, LV= Cup and the Harlequins rugby team
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About LV=
L and V refer back to our heritage as Liverpool Victoria
The L is sharp to represent competitiveness of a PLC
The V is rounded like a heart to represent the behaviours of
a mutual
The equals sign is a contemporary expression of our
mutuality
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About LV=
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Our Planview Journey
“To do the right projects at the right time with
the right people ”
2015
2012
Q4 2012Discussions begin around improving our PPM capabilityBusiness Case definition begins
AprilObjectives and scope definedVendor selection criteriaShortlist definedBusiness case refined
2013 JuneRFP selection processPlanview chosenModelling As-Is processes begins
SeptemberBusiness Case baselineContracts signedModelling To-Be processes Build commenced
NovemberPilot begins
DecemberRPM report definitionTrainingApproval to implementPVE 11.1 upgrade
2014
1st JanuaryPlanview live
AprilBenefit Realisation handed overPhase 1 closedMay
Insight Analytics June
Investment Planning
JulyAllocations
November/DecemberWider rollout to LV
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Organisation & CultureStart with the end in mind – articulate a clear visionThe business case must be compelling rather than just a good idea
Leadership & PlayersEffective executive sponsorship is essentialPlace leadership with the most able change agents, not simply line managers
Change disciplinesInfluencing: enable others to lead at the right timesManage resistance; don’t resist itMotivation: people must change themselves; you cannot impose change on themCommunication: repeat; reinforce with action; respond to feedback
Change CapabilitySuccessful change is not simply delivered, it must be adopted
Managing Benefits RealisationUsing the new capability and exhibiting the desired behaviour can mask old attitudesPlan to realise the benefits to make the change stick
The Principles of Beneficial Change
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The Five Case ModelIs a framework for “thinking” to enable effective decision makingApplied at the strategic level, programme level and individual project level
The Strategic CaseThere is a compelling case for change that provides a strategic fit
The Economic CaseThe change represents optimal value for money against all other options considered
The Commercial CaseThe proposal is attractive to the intended market, can be procured and is commercially viable
The Financial CaseThe preferred option can be properly funded and is affordable
The Management CaseThe preferred option can be delivered successfully and there are achievable plans in place
AssuranceBusiness Assurance: “doing the right things at the right time”Programme and Project Assurance: “doing things right”
Better Business Cases
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Strategic ContextOrganisational Overview and Current Business Strategies
− Understand where you want to be and why, how you’re going to get there and what the end looks like
− Define your organisation’s culture and how Planview supports the changes needed
Business Needs− What is the trigger: a defined need or a future aspiration− What is the degree of urgency: is it internally or externally initiated
Potential Scope− Define the type of change: transitional, transformational or perfective− Which areas of the organisation will be impacted
Benefits & Risks− How to manage the transition curve to exploit the benefits quickly− Are the forces of change (dissatisfaction, vision and do-ability) greater
than the resistance (cost of changing)Constraints and Dependencies
Building the Case for Planview
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Economic , Commercial & Financial ContextCritical Success Factors
− Allowing people time to respond to and adopt the change so that BAU can continue to function
Long/Short Listed Options− What is the Change Management Maturity level of the organisation− What type of PPM implementation does the organisation want
Adjusting for Cognitive Biases− Selective use of evidence to make the business case− Ignoring evidence from similar previous initiatives that have failed− Framing the business case in terms of what might go wrong rather than
benefitsProcurement
− How does the preferred option meet with the organisational procurement strategy
− Sustainable change requires business ownership (commitment and adoption)
Funding and Affordability− Are the benefits a measureable improvement that contribute to
organisational objectives− Will the change lead to increased revenue and/or decreased costs
• Consider using multi-criteria analysis (real options/cost effectiveness)
Building the Case for Planview
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Management ContextLeadership
− Translating the vision into clear directions− Embedding the changes into the business− The delivery and adoption of Planview to create the new world− Recognising the impact of the change on current practices− Creating the network of consensus across the organisation
The players− Include individuals and groups who are involved in and/or impacted by
the change− Who has a source of power: position, status, resource, expertise− Map positions of power against attitudes (WAMI; WIIFM) and devise
strategiesMotivating
− Involving people in the change not imposing it on them− What type of PPM implementation does the organisation want
Adoption− The speed of adoption drives the accumulation of benefits− Senior executives need to support the changes − Line managers need to encourage the use of the new system− Peers need to support each other in use of the system
Building the Case for Planview
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BrandingWritten CommunicationsAlign to ValuesVisual
Communication
Planning Resources and Information Management across the Enterprise