EPMO Introduction for Project Practitioners

1. EPMO Introduction for Project Practitioners March 2013 Prepared for internal management purposes only The numbers, assumptions and statements made in this document are part of hypothetical scenario planning for internal AMP management purposes only and do not represent an agreed or final resolution nor anybody’s view on any possible future events.

2. Welcome • The EPMO is a new permanent team transitioning the program management and governance capabilities, forums and functions developed during the AMP/AXA Integration under the Integration Management Office (IMO) • As an AMP project practitioner it is likely you will interact with the EPMO by providing project level information or participating in governance or EPMO forums • Today we will also share how the EPMO can be used as a source of valuable information to projects to help position you for project delivery success • We will have a Q&A session • After the Melbourne session on March 18th our HUB site will be updated with this presentation and additional detail

3. The EPMO was established in Q1 2013 EPMO Transition Timeline Jan 2011 Oct 2012 Jan 2013 Apr 1, 2013 EPMO formally launches, IMO ends Integration Program and the Integration Management Office (IMO) Created ALT agrees Enterprise Program Management Office (EPMO) as a permanent function EPMO transition begins • Established governance frameworks - DA, RA and Synergy Benefits Forum • Setup of new IMO functions to improve project delivery success – financial management, benefits tracking, workstream reporting • Introduction of enterprise wide governance • Grow IMO established forums to enable organisation wide decision making, change analysis and tracking of benefits • Continue to track Integration delivery commitments in the relevant BU portfolio

4. EPMO Objectives 1. Ensure capital investment in projects is clearly aligned to the group’s strategies with a strong focus on value to the customer/client 2. Rigorously track and manage capital investment in projects  to ensure effective capital use and appropriate return – tightly manage costs and drive the benefits set out in the business case On behalf of the AMP Group, the EPMO will… 3. Ensure conditions for effective program initiation and management are established and maintained leveraging IT@AMP methodologies 4. Review, manage and raise awareness of cumulative change impacts of multiple projects across the portfolio, the business and stakeholder groups 5. Work with the BUs to ensure a strong customer/client focus in the annual planning cycle to prioritise projects

5. Key Relationships Portfolio Programs / Project EPMO • Strategic alignment of the full Capex investment program • Monitor enterprise roadmap • Confirm delivery of benefits • Ensure accuracy of Portfolio reporting • Assist projects when things are not going right to consider options using an enterprise view • Promote Project Management awareness across the enterprise utilising PGS and Projects@AMP frameworks • Provide insight into best practices, techniques, and tools (working with IT&AMP) Projects @ AMP • Ensure accurate and timely information flows for the portfolio via engagement with the projects community • Utilise Enterprise Change to plan a release – business & IT impacts • Provide project delivery resources to projects and programs, with a focus on effective placement and matching to business need • Provide tool, template and process support for project resources • Provide practice management and support PGS • Provide project quality assurance through risk assurance reviews, business case reviews and project health checks • Own the AMP Project Methodology • Works with EPMO to jointly assure major programs IT@AMP • IT Directors actively involved in the annual planning cycle • EPMO Relationship managers engage with IT Directors and HOTs on their relevant portfolios to keep in sync • IT Directors and HOTs monitor projects in their portfolios • Release management is performed jointly (IT and Business Change impact) Finance • Tracks project spend for programs and projects • Reviews P&L impacts for programs and projects • Considers appropriate funding models for programs and projects • Provides Capital Capacity for annual planning cycle • Assists in identifying and confirming benefits

6. Project Activity Alignment

7. EPMO Forums are a critical part of the model EPMO Forums Meeting Frequency Forum Purpose Required Input from Projects • Assess projects for strategic alignment, efficient use of capital and overall risk profile. Endorse for Sponsor and/or relevant LT Design Authority • Stage gate funding • Financial Model - FEM • Responses to iterative queries concerning stage gate funding documents • Every second Friday • Provide assurance projects have been tested and are ready to be implemented across the business – considers release ‘doability’ Release Authority • Change Impact by Individual, Team or Division • Change Impact rating (High, Medium or Low) • When the impact will occur • Change issues and/or risks • Monthly frequency (quarterly view) • Financial Evaluation Model • Benefits projections and run rate of achievements • Benefits Tracking Template • Supporting evidence Benefit Governance Forum • Review progress and validate achievement of forecasted and delivered benefits • Monthly

8. Project Touch points Stage Gate 1 2 3 4 Pre-Initiation Initiation Business Investigation Solution Definition Development Solution Acceptance Deployment & Review 1 Portfolio Management and Governance Enterprise Program Management Office Prepare Seed Funding Request Prepare Business Case for DA Business Require-ments to DA Impl Plan & Final Appvl to DA Seed Funding Request Submit SME Resource Demands 2 Business Case Update Project timings, Milestones and Dependencies (monthly) Portfolio Accounting Submit Post Closure Costs/ Benefits Report on Project Status Submit Project Costs 3 Submit Costs and Benefits to BGF for Validation Update on Contingency Drawdown Business Requirements Submit Baseline change management plan Portfolio Change Submit change impacts to RA Risk and Assurance 4 Monitor Project Risks to consider impacts on Portfolio Implementation Approval Portfolio Relationship Mgmt Oversight and Support

9. EPMO Structure and Key Contacts Telephone: +61 2 9257 5076  Mobile: 0405 120098  Email: Michelle_Murray@amp.com.au EPMO Director- Michelle Murray Portfolio Accounting Portfolio Relationship Management Portfolio Management & Governance Portfolio Change Portfolio Risk & Assurance Lead – Mark Zanon (starting 20/3/13) Lead- Matt Kenyon Lead- Ramesh Murthy Lead-Russel Nelms Lead- TBA Telephone: +61 2 9615 7414  Mobile: 0401 679 993 Telephone: +61 2 9257 2018 Mobile: 0478 405 206 Contact Michelle Murray in interim Mobile: 0405 120098  Telephone: +61 2 9257 5056  Mobile: 0411 045 946  Our team contacts came be found on the HUB

10. Next Steps • Look at the EPMO site on the HUB. We will shortly distribute more detailed information to projects and our collateral will be available on the HUB • Attend a future briefing session on your particular area of focus (e.g. – FEM development, dependency management). These will be offered in the coming weeks. Ask us questions! • Reach out to your EPMO Relationship Manager – Ramesh Murthy for AFS or contact Michelle Murray for other Business Units as we are currently in the hiring process • EPMO processes will be integrated with the Projects@AMP methodology, future PM/PMO/BA on boarding and training and all collateral (e.g. – printed Steering Committee brochure). Our goal – ‘no ambiguity’ • All future businesses and/or Sponsors seeking project capital funding will be asked to use the Projects@AMP methodologies. If you encounter a team who do not understand the methodologies or the role of the EPMO please point them in our direction • Reach out to the EPMO for information. We can provide you with an enterprise view of projects, schedules, dependencies, change impacts, etc. It’s not just one-way 10

11. Questions 11