Project Data Analytics

1. Project Data Analytics Building and getting value from a global change delivery capability Owen Salvage, Group Information Services

2. Introduction: Owen Salvage, ABB Group IS owen.salvage@gb.abb.com This talk will cover ABB’s approach to establishing a global co-ordinated Project Delivery function within the IS-Delivery arm of this 140,000 strong Engineering Organisation. The growing role of analytics and building the organisational ability to exploit the potential has moved data led development into the centre stage. What data do we need, how is it used, what use cases do we wish for implies knowledge and a vision for the future which seems unlikely we can get close to predicting by relying on established process thinking. Insights often come in response to situational drivers using the data we have to hand. The discussion will address how a responsive infrastructure for a data led approach to understanding the challenges can be built looking at the leadership, first level operations. The topic will close on a discussion of the sustainable, predictive analytics capability being built now the quality of information has reached an appropriate level of maturity.

3. What is the challenge about IS Projects in ABB..? The IS Project Delivery Legacy Landscape Getting to Project Excellence In the beginning • Country based Information Systems project delivery • ~600 projects per year: ~300 Project Mgrs., $00’sm investment • 1,500 people estimated to be delivering projects • Internal and 3rd Party. • Expertise concreted into country organisational boundaries • PMO: stakeholder focused. Passive and no global coordination: Some local PMO’s • Global roll outs implemented “first time” in countries • Project and Portfolio management unrecognised • ABB in many countries (>FIFA..?) • Early growth by acquisition • Federated by instinct • Globalising influences strengthen since mid 2000’s • Seven 1000 day programmes • IS programme starts beginning 2015

4. Design, Build, Transform at the same time The Overall Challenge: Concurrency Help !!…from a famous consulting organisation The Handover • Design Principles [6], Business Case benefits and Targets • Current Project Organisation surveyed • Organisation constraints: • Low Cost Location, Grades • Additional Project Manager Capacity Meanwhile: 6 months lost Design team is replaced re-motivated and re-built Keep the Good, Re-Incorporate successful elements [Gate Model] Obvious b-case gaps • Design team size, Sustaining Organisation, Implementation DESIGN and BUILD the Global Organisation Maintain Business as Usual (RUN) TRANSFORM local project teams to global Note: within a company wide transformation context affecting 135,000 employees

5. First Step: Design Organisation Hierarchy [Ritualised?] But what is needed is… a Cooperative Dynamic Model Build Early, Take Responsibility Early, Operationalise Early Organisation Hierarchy Representation Easy for the organisation to accept Masks the Complexity Key Teams: • Portfolio, PM Pools, Project Operations Perceived limits of ownership Fit for purpose ..? Design Intent: Hub and Spoke: Virtual Teams Distributed Leadership • Consultative & Collaborative Project Manager is the Central Actor Dynamic intergroup cooperation essential 4+ layers of project Failure Mode mitigation

6. How Did the Organisation Build..? Cohesion – Output Balance. Build competence from the start Establish Psychological Safety People First: Relationships at the foundation Appoint PM Pool Leaders Quickly provide a home for PMs Appoint Experienced Programme Managers to Lead Positions Heavy Investment in building Cohesion Follow by delivery Build the Design, Core Leadership and Transformation Teams Emphasis on Training & PM Professionalism Intervene to Shape Projects: Project Operations Tactical steps to maintain existing service levels Kit-Kats and Playing Cards Social Media Coaching, mentoring Regular accountability Lessons from the data Over train your PMs

7. How Did the Organisation Develop..? Root Cause Transparency Difficult Symptoms of Discontent: Cohesion Breaking Down Mid 2017: After 2 Releases Team now led by BAU staff All Major Teams staffed: • Led by Very Experienced non-ABB personnel First Countries Transforming: • After significant delays Recruitment Struggles: • Leadership roles remain staffed by externals New Senior Stakeholders & Roles not established: • Threats building Why is a team of Capable Experienced Leaders losing hearts & minds?

8. Getting Transparency on the Organisation Health Sociogram Visualisation Recognising the need to stand back External Views Needed Intergroup social health check Honest and VERY frank feedback What is needed by each group From other groups At what Intensity Diagnosis Social interaction diagrams High disruptors Orphan groups Design intent not achieved

9. Where Are We Now..? How to Proceed…? Outputs and Issues: How to reach next step organisation Status Check and Future Solutions … ? Maturing and Evolving Organisation Significant programmes remain outside the scope of control Can recruitment of enough global leaders be achieved? Measurable difference between PEX & non-PEX projects Business Case: savings delivered during the programme Budget reality: cold feet at the cost visibility Project Excellence organisation and processes established [70:30 ABB] Carrying the design forward to Maturity while senior leaders moved on? Leadership: Will Process become the objective rather than Outcomes..? Can psychological safety be sustained • Keep relationships healthy Productive Analytics is the Opportunity Delivery performance Organisational health predictors • Move Data to the Centre of Operations • Routine analysis of project performance • Predictive indicators • Ownership of data quality • Search for causal relationships • Automate when confidence achieved • Visualise the data: place the data with those who gain insight

10. Part of the Solution: Productive Analytics & Data Ninjas Evolving the next capability • Developing Tools • Data Visualization • Data Profiling • Guided User bots • Developing Techniques • Hypothesis Testing: Statistical evaluation • Characterization (the 6th C) • Rule development and automation • Natural Language Processing • Developing People, Competence & Sustainability • Adaptive, Whole Data Life-Cycle, Consulting, Data Engineering • Onboarding, Network development and data leadership • Information Life-Cycle Management : from Discovery to Productive Analytics & Data Industrialization

11. Getting to Project Excellence: Let’s Summarise …and more Let’s Summarise Notes from the diary • Build Social Cohesion and Path Connectedness: • Coaching and Mentoring • Leadership style essential to detect issues • Decisiveness (early) helps establish new practices and structures • Operationalise early, Learn and Recycle: • Strong Objective Coaching • Proactive Data Analytics and Automation • Embeds good practice • Keep continuity to carry the design to operations • Recruit key roles early: Internal preferred (70:30) • External expertise in the teams to start • Replace for sustainability • Concurrent Design, Build, Run and Transforming is beyond the experience even of capable people • Global leadership experience is scarce in Low Cost locations • Keep what has been good in the past • Replace teams if needed

12. Typical Cases …and approaches Active questions and investigation Cases • Total cost modelling: licenses, servers, end user devices • Tactical dashboards: quick build • Sources of data • Context knowledge, technical knowledge • Application landscape • Equipment usage: End User devices • Infrastructure matching • Project predictors • Savings forecasts • Cost forecasts

13. Getting to Data Led Behaviours …New skills needed Process orientation addresses a narrow set of “historical” challenges Mindset and thinking missing • Generate new ways of thinking of how the environment could be • Open questions “what if we knew….” • A mix of context leadership knowledge and technical data investigation skills driving through to answering the question • Targets: • Knowledge of the data model supports connection insights • Trends inform behaviour • Capture more data than you need now • Profile the data • Making data transparent is good • Assumption the data is used is false • Leaders not used to posing new questions • Past experience is given too much weight • Limits to Imaginability: analysis limbo • Over claims for specialist knowledge • “Minimum necessary “ data does not hold • Process KPIs restrict the mindset

14. Getting to Data Led Behaviours …New techniques What level can be effective .. ? Maturity expectations • Descriptive: What Happened • Diagnostic: Why did it happen • Predictive: What will happen? • Prescriptive: How can we make it happen? • What can we realistically expect to achieve • Who in the organisation needs to have these skills • What works and what will not in the organisation context

16. Introduction: Owen Salvage, ABB Group IS owen.salvage@gb.abb.com As part of the 1,000 day IS transformation programme, I was asked to take over the building of a global IS Project Delivery organisation called Project Excellence (PEX) in Autumn 2015. Part of this story is what follows. Earlier in ABB I led an ERP competence group, earned revenue delivering ERP systems into the Pharmaceutical industry and have been involved in many global projects & initiatives, travelling widely. Even before that, as a Control System engineer, I have built and operated chemical, power, pharmaceutical and manufacturing facilities. I remain a Chartered Engineer. Nowadays, I have evolved to building [virtual] teams, organisations and capabilities for ABB, currently involved in Data, preparing for digital enablement, regulatory issues (Export Control) and strengthening aspects of ABB’s IS organisation. While keeping watch over PEX. In telling the PEX story, you can assume all normal steps were taken in defining and building the organisation including benchmarking, role design, training, communications, project tools, systems, processes and so on.