About LV=

1. About LV= Founded in 1843 in Liverpool as a burial society 1

2. About LV= • 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 2

3. 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 3

4. Our Planview Journey • Q4 2012 • Discussions begin around improving our PPM capability • Business Case definition begins • April • Objectives and scope defined • Vendor selection criteria • Shortlist defined • Business case refined • September • Business Case baseline • Contracts signed • Modelling To-Be processes • Build commenced • 2013 • June • RFP selection process • Planview chosen • Modelling As-Is processes begins • 2012 • November • Pilot begins • December • RPM report definition • Training • Approval to implement • PVE 11.1 upgrade • 2014 • 1st January • Planview live • April • Benefit Realisation handed over • Phase 1 closed • May • Insight Analytics • June • Investment Planning • July • Allocations • November/December • Wider rollout to LV • 2015 • “To do the right projects at the right time with the right people ” 4

5. The Principles of Beneficial Change • Organisation & Culture • Start with the end in mind – articulate a clear vision • The business case must be compelling rather than just a good idea • Leadership & Players • Effective executive sponsorship is essential • Place leadership with the most able change agents, not simply line managers • Change disciplines • Influencing: enable others to lead at the right times • Manage resistance; don’t resist it • Motivation: people must change themselves; you cannot impose change on them • Communication: repeat; reinforce with action; respond to feedback • Change Capability • Successful change is not simply delivered, it must be adopted • Managing Benefits Realisation • Using the new capability and exhibiting the desired behaviour can mask old attitudes • Plan to realise the benefits to make the change stick 5

6. Better Business Cases • The Five Case Model • Is a framework for “thinking” to enable effective decision making • Applied at the strategic level, programme level and individual project level • The Strategic Case • There is a compelling case for change that provides a strategic fit • The Economic Case • The change represents optimal value for money against all other options considered • The Commercial Case • The proposal is attractive to the intended market, can be procured and is commercially viable • The Financial Case • The preferred option can be properly funded and is affordable • The Management Case • The preferred option can be delivered successfully and there are achievable plans in place • Assurance • Business Assurance: “doing the right things at the right time” • Programme and Project Assurance: “doing things right” 6

7. Building the Case for Planview • Strategic Context • Organisational 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 7

8. Building the Case for Planview • Economic , Commercial & Financial Context • Critical 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 benefits • Procurement • 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) 8

9. Building the Case for Planview • Management Context • Leadership • 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 strategies • Motivating • 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 9

10. Communication Branding Written Communications Align to Values Visual Planning Resources and Information Management across the Enterprise 10

11. Questions