Jean-Luc Ozoux – EcoSys Solution Specialist A Successful Modern PMO Journey to a Standardized Enterprise Cost Management Platform – Williams Case Study I am Jean-Luc Ozoux, EcoSys solution at hexagon PPM, and very honored to tell you today the story of Williams who successfully improved their PMO performance by modernizing the methods and tools they use for Project Controls. Jean-Luc Ozoux – EcoSys Solution Specialist

Williams is one of the premier natural gas infrastructure providers in North America But Let’s start by learning more about Williams. As you can see here, Williams is a major provider of natural gas in the United Stated. They build and operate huge infrastructures and capital assets on a large territory. Source : Williams presentation at Hexagon Live – June 2018

Williams move 30% of the US natural gas 33,000 miles – 53.000 km 22 Bcf/d – 623 M m3 per day 7 Bcf/d – 198 M m3 per day They are responsible of about a third of natural gas distribution in the United States, with more than 50 thousands kilometers of pipelines and the delivery of Millions of cubic meters per day. They have several operating areas in different locations and are proud to maintain a good reputation with their 5 thousands employees. Source : Williams presentation at Hexagon Live – June 2018

PMO Improvement: Why & What? Before talking about What they improved, let's take a few minutes to better understand why they need to perform, and why it was necessary to improve the PMO. ( I’m sure that everyone in this room always have great ideas to improve many things in their companies. You have also probably experienced that you are not allowed to improve everything you would. The reason is that before assessing what to improve, you need to clearly establish and explain why you need or you have to do it.)

Williams imperatives to stay energized, passionate and focused on shareholder value creation Portfolio Management Project Performance The first question when we look at Williams is: Why do they have to perform ? This picture shows the five imperatives that they must respect in order to carry out their mission in accordance with their values. We clearly see here that the PMO is involved in two of them through two different disciplines that are the portfolio management to help exercising capital discipline, and the project performance to help meeting cost, quality, timeline and commitments. Source : Williams presentation at Hexagon Live – June 2018

They are doing a lot of project types, and have $4 They are doing a lot of project types, and have $4.7 billion in pipeline expansions underway And the second one is: Why do they need to improve ? The main reasons they highlight are the simultaneous management of several types of projects and at the same time the completion of major expansion projects. They provides both complexity and volume that are currently difficult to manage. Source : Williams presentation at Hexagon Live – June 2018

Lack of standard, disparate tools and misalignment wit best practices… Indeed, they carried out an assessment of the current processes and tools in order to determine what were the main road blocks they had, and thus the challenges to be overcome. The first one is the lack of standard in process, terminology and more importantly project reports The second one is the usage of disparate spreadsheets throughout the organization And the third one is the misalignment with industry standards and best practices Source : Williams presentation at Hexagon Live – June 2018

… lead to a waste of time on low-value activities instead of focusing on performance analysis They performed a study about the time spent by the PMO and 60% are the consequence of not having standards, common tools and best practices. This is represented on right half of this chart which shows the potential time savings that could be spent on higher value-added activities. The purpose at Williams is not to reduce the headcount, but to unlock value from key project control resources. Source : Williams presentation at Hexagon Live – June 2018

Williams decided to start with some of their core beliefs Williams has defined a roadmap starting with a redefinition of roles, responsibilities, decision matrix, supported by a stage/gate process with clear workflows and enough training, and implemented in an integrated Cost Management Systems to help people to apply the processes, and not as they say, to solve process or people problems. Source : Williams presentation at Hexagon Live – June 2018

The Approach The Pilot - Key Challenges In my opinion, they key for success of this project at Williams was: The right combination of people, including executives, local champions and implementation team, Working on the process, from as-is to future, and then implementing the harmonized process in the Software Starting by a pilot on one operational area to learn some lessons before rolling out the solution through the company. It gave the time to the process definition to be tested and completed before the rollout. They reduced the number of processes just by removing some minor differences between operational areas. It contributed to identify under estimates part of change management, like moving from Excel to Excel like tool, gaining confidence in data integrity or testing a system change in a short period. It allowed to familiarize with the power and the flexibility of EcoSys, by establishing standard terminology and accommodating different scenarios in the same tool. The Pilot - Key Challenges Source : Williams presentation at Hexagon Live – June 2018

PMO Performance: How EcoSys help to achieve?

Why EcoSys Source : Williams presentation at Hexagon Live – June 2018

Why EcoSys Source : Williams presentation at Hexagon Live – June 2018

PMO Success: Today & Tomorrow

After the Pilot Source : Williams presentation at Hexagon Live – June 2018

New Ways of Working Source : Williams presentation at Hexagon Live – June 2018

Key Business Wins Source : Williams presentation at Hexagon Live – June 2018

The future: Enhance L1 and Move to L2/L3 Source : Williams presentation at Hexagon Live – June 2018

Q&A

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