I Want to See One Tattoo

Slide/page 1Telstra © October 2002Telstra in confidence

Ref PF/2002/010Copyright Paul Finnerty

I Want to See One Tattoo

Paul Finnerty - BSc Hons., MBA., MBA(TM)., BA Hons.

C.Eng, FIIE, MIEE, MAIPM.

General Manager - Solutions Implementation Group.Email [email protected]



This presentation looks at:-

• Telstra’s business statistics & dimensions

• A brief overview of relevant history

• The change dynamics that Telstra faces and their impacts

• How we are currently building our team of Project Professionals

• Our critical success factors and measures

• The benefits



Some of the business statistics & dimensions

• Telstra is the third largest Employer in Australia supporting in excess of 47,000 families

• Telstra generates 3.5% of Australia’s Gross Domestic Product

• Within Customer Care we have around 1050 projects in hand at any moment in time, valued in excess of AUD $1.9 billion

• Our mobile network carries 99M SMS messages per month • We conduct around 10,750 field visits every day, we install around 8,550 services per day, and we restore over 17,000 services per day

• Telstra spends more annually on infrastructure across the Nation than the NSW Government spent on the entire 2000 Olympic Games



Political Economic

Social Technology

We had an elegantly simple business model



Political Economic

Social Technology

• Privatisation

• Deregulation

• Technology Changes

• Move from standardised to customised

• Shift from high volume to high value

The change dynamics in play at present.



We noted changes in business trends



And we considered how Project Management skills could help?



We needed to strategise where we should go and then to examine how we could get there.



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We re-looked at Telstra PM roles.

We then clearly & concisely mapped these out, making reference to industry standards and Professional Accreditation ..

We compared our staff, to the standard expected in the external environment, to identify our strengths and weaknesses against PMBoK



Do you want fries with that?



We set about professionalising our people

Within the period 2001/02 we had

• 120 of our people enrolled in continuous professional development project management studies to AQF standards

• A CPD plan is in place for 2002/2003, for a further 173 people

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We changed our cultural view.

• Motivation

• Empowerment

• Stimulate Creativity

• Robust Tools, Project Management Methodologies & Systems

• Balance workload nationally, and work virtually

• Stimulate opportunities for individual

• Ensure individuals are continuously professionally developed



The Results against defined Critical Success Factors

The measures that we use are:-

• Statistics in our continuous people development program

• Customer feedback survey returns

• Trend in total numbers of active projects overall vs workforce available

• Trends in total numbers of projects in “Traffic Light” excursion status

We constantly monitor performance, at the project level and at the individual team member level



Within the period 2001/02 we had

• 25% of out staff achieve 100% score in examinations

• 95% achieved 95% or better in examinations

• Average results are either Distinction or Higher Distinction level

• Our people are highly motivated and Project Management course intakes are regularly over subscribed three fold

The Benefits for our people as part of our continuous development cycleThe Benefits for our people as part of our continuous development cycle



The Benefits for our Customers as part of our continuous development cycle

We have:-

• Developed a customer survey process and rigorously deployed it to all customers.

From this we note that:-

• We now have a Customer Survey return rate averaging 85%

• The improved customer survey return rate, on > 50% of our customers surveyed, scored us at 8 out of 10

• During the 12 months to July 2002 the average result was 8/10, with 77% of the customer scores between 8/10 and 10/10



But what are the Benefits to the organisation in all of this? What about the return on investment?

• There has been an increase in the number of projects from January 01 (405 projects) to Sept 02 (871 projects)

• There has been a decrease in the number of projects at RED status

• There has been a decrease in the number of projects at YELLOW status



Overall Activity Growth - There has been an increase in the number of projects from January 01 (405 projects) to Sept 02 (871 projects).

Projects Number Growth

405377 377

415 413 426 422 429467 474

528 525 524

727 727

780

875 877 867871

660

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There has been a steady improvement in the health of projects. We can note a decrease in the number of projects at RED status during January 01 to Sept 02.

Projects in RED

7 78

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There has been a steady improvement in the health of projects. We can note a decrease in the number of projects at YELLOW status during January 01 to Sept 02.

Projects in YELLOW

27

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The Outcomes

We are:-

• Setting the benchmark standard within Telstra for Project Management

• Defining that standard in a way that makes it completely equitable with

external Project Management services

• Professionalising our Project Management capability through external

accreditation with a recognised body

• Creating opportunities for our people

• Delivering true value add services for Telstra Customers and additional

revenue for Telstra

It is still though very much work in progress and will be for some time!



Name an iconic brand of Motor Cycle from the USA?Name an iconic brand of Motor Cycle from the USA?

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I Want to See One Tattoo