Oi is one of Brazil’s top four telecom companies. Oi has been challenged to adopt a project governance model that provides corporate visibility and cross-departmental integration including engineering, IT and the PMO. Oi will present how the CA Project & Portfolio Manager tool allowed Oi to design and adopt this model by automating the processes and tracking project KPIs. For more information, please visit http://cainc.to/Nv2VOe

1. Automated Project Management Across
Departments at Oi
Leandro Moura
Agile Management
Oi
Project Management and IT Process Specialist
AMX18S

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Abstract
Oi is one of Brazil’s top four telecom companies.
Oi has been challenged to adopt a project
governance model that provides corporate
visibility and cross-departmental integration
including engineering, IT and the PMO.
Oi will present how the CA Project & Portfolio
Manager tool allowed Oi to design and adopt
this model by automating the processes and
tracking project KPIs
Leandro
Moura
Oi
IT Process Manager

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Agenda
ABOUT OI
CHALLENGES – WHAT DID WE WANT?
KPIS THAT DRIVE THE BUSINESS
THE PROJECT – HOW DID WE DO IT?
PROJECT GOVERNANCE MODEL
PROCESS AUTOMATION ON CA PPM
1
2
3
4
5
6
KEY TAKEAWAYS AND RECOMENDATIONS7

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Some numbers about Oi
Oi is one of the top four Telecom companies in Brazil
HOME USER CORPORATE
&
ENTEPRISE
MOBILITY
FIXED
TELEPHONY
MOBILE
TELEPHONY
INTERNET
ACCESS
TV
72+ MILLION
OF CUSTOMERS
215+ MILES
OF FIBER OPTIC
5,561
MUNICIPALITIES = 100% OF PRESENCE ON ALL
BRAZILIAN STATES

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Challenges - What did we want?
Business Areas IT Engineering Corporate PMO
Guys I need
a spaceship
done...
Let´s do it! We’re on
it!
Here’s how
you’ll do it...
New business project!
Spaceship101
New IT project!
PRJ67513
New Engineering project!
Project/2015/115
Another project!
SPACESHIP-156-2015

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The Project – How did we do it?
Main Highlights
180+Activities
AUTOMATED FROM 13 BUSINESS PROCESS USING
PPM
17+ profiles
ACTIVATED ON THE WORKFLOW OF A PROJECT
400M+ Reais
OF ANNUAL BUDGET
80+ employees
INVOLVED DIRECT AND INDIRECT
1300+ users
INTERNAL AND EXTERNAL
2+ years
OF IMPLEMENTATION

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Project Governance Model
New Oi project!
Spaceship-101
Sub-project
Spaceship-101/01
Sub-project
Spaceship-101/02
Follow-Up

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Process automation on CA PPM
1 Requirements are
approved
3 Technical Solution is
specified
2 Architecture is defined
4 Vendors are contracted
6 Solution is deployed
5 Solution is built and
tested

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Project KPIs that drive the business
Average
Project
Completion
Time
Average
Step
Completion
Time (for
each of the
main steps)
Average
Document
Approval
Time
Percentage
of Projects
Delivered on
Time
Requirements
Quality
Projects with
Scope
Changes
Project with
Solution
Changes
Number of
Project
Audits

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Key takeaways and recomendations
 By unifying our governance using only one tool we created a backbone for KPI
measurement, resource allocation, status reporting, and project management.
 This is a business transformation project, not new tool deployment project.
 20% of the idealization effort was spent working on concepts; 80% was spent on
explaining them and generating consensus between different departments.
 Change management was the key factor to success; communicate often and early.
 Deciding on what to automate is more art than science; keep it simple.

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Q & A

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Recommended Sessions
SESSION # TITLE DATE/TIME
AMT19S
Panel Discussion: Migrating to 14.2 and Advanced
Reporting
011/19/2015 at 4:30 pm
AMT26S Business Transformation Update 011/19/2015 at 3:45 pm

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Must-See Demos
Drive Project
Execution and
Delivery
CA PPM
Theater - Agile
Management
Identify the
Right
Investments
CA PPM
Theater – Agile
Management
Enterprise Scale
Agile
Business
Transformation
CA PPM
Theater – Agile
Management
CA Agile Central
Theater - Agile
Management

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For More Information
To learn more, please visit:
http://cainc.to/Nv2VOe
CA World ’15