2014 Process Management Strategic Overview PMO, Business Technology Services Warner Music Group New York

1. 2014 Process Management
Strategic Overview
1

2. AGENDA
1. Icebreaker
2. DSP Roadmap Update
3. 2014 BTS Strategic Goals
4. Process Management Mandate
5. 2014 Process Management Strategic Goals
6. Project Priorities
7. Department SWOT
8. Performance Management at WMG
9. Department Competencies
10. Process & Standards Roadmap
11. Dinner & Mingle
12. Q&A With Jonathan Murray
13. Team Retrospective

3. ICEBREAKER

4. DSP
OVERVIEW

5. FROM BLANK SLATE – MAY 20, 2012
NO ARCHITECTURE
NO TEAM
NO PROCESS & STANDARDS
NO BUSINESS ENGAGEMENT
ONE IDEA

6. Y0 : 2012
Y1 : 2013
Y2 : 2014
Y3-5 : 2015-2017
Pause.
Think.
Design.
Build.
Learn.
Prepare.
Scale.
Transform.
Deliver.
Platform
• Deliver Software Factory
• Employee Landing Page
Consolidation & efficiency
• Global SAP
• Global Revenue Processing
• European Order to Cash
Enable new business
models
Better business with data
• Artist Dashboard v2
• Continued Big Insights development
New capability for existing business
• Tour Manager v2.1
• 360 project
• Rights & Master Data
• Music Publishing system replacement
YEAR 2 OF 5 YEAR PLAN
Start
seeing
savings
here

7. 15 MONTHS OF DELIVERY
GOES LIVE!
Copyright
START
START
START
START
Engineering
Music
Publishing
Tour
Manager
GOES LIVE!
Artist Dashboard
Landing
Page
OCT
NOV
DEC
START
Licensing
Notes
JAN
FEB
MAR
GOES LIVE!
Licensing Notes
APR
MAY
JUN
GOES LIVE!
A&R Hunt
JUL
AUG
START
Artist
Dashboard
SEP
OCT
GOES LIVE!
Tour Manager
NOV
DEC
JAN
GOES LIVE!
YouTube API

8. TO
NOW

9. 2014 BTS Strategic Goals
1. Deliver organizational commitments on or below adjusted
FY14 budget
2. Reduce global BTS operating costs by 10%
3. Meet all BTS Project commitments to the business - scope,
timeline & business value with flexibility and partnership
4. Become a world-class Service Organization enabling WMG's
long-term success
5. Build a world-class, high performing organization that
operates as One Organization with One Focus

10. Project Priorities
1. SAP
2. Big Insights/Analytics (Artist Dashboard, YouTube…)
3. Tango
4. Factory
5. LP
6. Data Integration

11. Process Management Mission & Mandate
•
•
•
•
The Process Management team is responsible for the centralized and coordinated management
of all BTS initiatives. Our mandate is to manage the execution of new projects and solutions that
are more robust and customer centric, and ensure alignment with BTSs customers.
We implement and establish best practices in a manner that proactively prepares BTS for future
business needs. Using Lean, Six Sigma, Kaizen, Rummler-Brache, Agile, and other techniques, we
drive to infuse credibility, confidence and a sense of excitement to our customers
We practice servant-leadership and share power across the matrix, putting the needs of others
first and helping people develop and perform as highly as possible
Our organization focuses on five distinct areas:
–
–
–
–
–
Enterprise Understanding – Ensuring proper business architecture exists and all processes are
documented and understood
Workforce Engagement – Mentoring and guiding stakeholders and project teams as they learn and adopt
agile techniques
Project Management – Manage the BTS project portfolio and maintain and publish master project list
Process Improvement – Designing and implementing standardized or improved processes and infusing a
culture of continuous improvement
Continuous Assessment – Implementing critical performance measures and performance measurement
systems and dashboards

12. What we’re trying to achieve

13. 2014 Process Management Goals
1. Deliver our priority projects across the BTS portfolio including SAP, Big Insights, Tango, Factory, LP,
ServiceNow etc. and any new priority projects through our governance process
2. Help retire and move the needle forward on our legacy application retirement roadmap as we are
assigned to these initiatives
3. Build metrics & reporting/dashboard capability for measurement, performance evaluation, &
continuous improvement across BTS automating processes as needed
4. Build portfolio management capabilities; create all encompassing and prioritized project listing
that is managed on a regular cadence across all of BTS
5. Develop capacity and resource management capability – be proactive, not reactive
6. Lead BTS Portal efforts and complete redesign and restructuring of Confluence and all department
collateral
7. Deliver a best-in class project delivery framework inclusive of end-to-end processes, standards,
tools and associated collateral
8. Coach, mentor, train and communicate standards and guidelines that ensure consistency of
development and delivery
9. Build Process Improvement function that is in demand across Warner Music Group
10. Build process landscape view with drilldown capability as process and technology teams engage
with business units.

14. Factory Process & Standards – To do
December
January
February
March
April
• Publish Intake Metrics
• DOS/Production
support finalize &
rollout –Kanban?
• Definition of Donequality discipline
• Project Dashboard
training
• Weekly portfolio view
for JM/Execs
• Internal Steering
Committee
• Scrum of Scrums
• Enhanced Story
Visibility
• Automate Status
Reports
• Confl redesign &
RefinedWiki
• Intake rollout
BRM
• HelpDesk
trained on
JIRA
• Folio rollout
• Agile/Experi
mental
culture
emphasis
• Team
coaching/trai
ning
• Portfolio
KPIs and
views
• Master Project list
• Onboarding • Slack
• Revive Newsletter
process
• All major process
rollout &
frameworks
training
finalized, including
• Real time
Closure
broadcasts
• System
• End-to-end
monitoring/metrics
project
• Deployment process
lifecycle
rollout/training
training
• Kickoff process
rollout/training
• Quality process
rollout/training
• Standardize quality
metrics
• Tempo Planning
Green=done
Pilot
Yellow=in progress
• Automate Release
Red = blocked
plan
Ongoing Jira, Confluence and general process maintenance/refinem

15. SWOT
Strengths - Characteristics that give us an Weaknesses - Characteristics that place
advantage
our team at a disadvantage
• Strong Business Unit engagement
from those exposed to Process
Management capabilities
• C-Level (CEO, CFO, CTO) support
within WMG
• Diverse team with strong agile/lean
knowledge
• Project structure and reporting which
allows us to adapt to business needs
• Limited follow through after process
mapping exercise
• Too reactive and not proactive enough
Lack of attention to detail or
administrative items pulls back
credibility and trust
• Process mapping taking too long to
complete
• Unclear portfolio priorities cause
confusion
• Hesitation on roles and responsibilities
slows us down

16. SWOT
Opportunities - Elements that we can
exploit to our advantage
Threats - Elements that could cause
trouble for our group
• Promote Process Improvement capabilities
across business units, within BTS, and within
projects to prove our value to WMG
• Develop consultative model to business unit
for process improvement projects providing
holistic view from mapping to measuring to
managing
• Apply agility across all projects within BTS to
improve project speed of delivery
• Apply process improvement for our internal
team “learning organization”
• Measure improvements of all projects by
quantifying (eg. ROI)
benefits/improvements/problems
• Maintain and publish list of wins
• Expansion of approved initiatives on
limited resources
• Limited understanding of Agility, scrum
and overall maturity models and
capability
• Perception of Process Improvement
Workshops is not favorable due to prior
history with consulting firms
• Return on investment for the team
• Balancing need for governance and
visibility with negative perception of
“Process Police”

17. What does this all mean?
FOR US
FOR MANAGEMENT
1. Demonstrate white glove, proactive,
1. BTS leaders are to:
stakeholder-oriented service with a sense
• take responsibility
of urgency to our partner organizations
• lead by example
and customers
• be enablers of change
2. Be a part of the solution, not the problem.
• manage rigorously to mandate
Constantly facilitate the removal of ANY
2. BTS leaders are to instill and regain a 'startimpediments and be leaders of change, not
up' culture to operate with:
detractors
• velocity
3. Promote a culture of
• agility
Collaboration: Empowering Employees
• a sense of mission and urgency
through Values
4. Customer (vs Process) Focus: Engaging
Customers as Individuals and people
5. Innovation: Amplifying Innovation through
Partnerships
6. Educate and enhance ourselves!

18. Department Competencies – Our behaviors!
http://www.youtube.com/watch?v=m_MaJDK3VNE
Resilience – the ability to remain strong and persistent when pursuing goals
despite obstacles and setbacks. It also means accepting the dynamic nature of
business and personalities and maintaining a positive demeanor while facing
challenges or the unknown.
Initiative – the ability to take immediate action regarding a challenge, obstacle, or
opportunity while thinking ahead to address future challenges, risks or
opportunities. Identifying trouble spots and take steps to recitfy before the
eventual result of the problem
Collaboration – working harmoniously with others. Period. Giving feedback on the
spot in a focused setting and moving forward.
Drive for performance – A maniacal focus on delivering and moving things along!!!

19. How we manage performance at WMG
Performance Management Cycle

20. Q&A

21. TEAM RETROSPECTIVE