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2015 TOCICO International Conference

Transforming Businesses Track

Robert Bolton
General Manager
Newport Consulting

Fast Track and Project Flow in Finance
September 8, 2015

Once you have a project goal (deliverable) and a basic network, you don’t estimates from the resources until the work is to commence. The executive management gut feel and buffer estimate will be good enough.

Provocative point: Do NOT need a resource to provide an estimate.

Counter point: Need the skilled resources (legal, risk & credit) to give estimates to meet aggressive time frames.

A leading Australian Investment Bank (BT) wanted to gain competitive advantage by launching a new product. This was a Separately Managed Account (SMA) active equity open ended fund.

To gain early market launch it needed to develop this product in 4 months. The current practice was 15 to 18 months.

A project team estimated, planned and developed this product. It utilised network building and many perquisite setting facilitation workshop’s.

The project introduced the Project Flow based on the number of tasks and phased task definition. The phased task definition used in this flow schematic were Not Defined (N), Defined (D) and Complete ©.

This team at commencement advised the BT executive that with this type of project task number would typically double.

It was developed and approved by the regulator in 14 weeks in time for the annual sales launch.

ROBERT BOLTON has over 20 years of board, executive management and project management experience in the financial services, IT, construction, mining & resource, IT and consulting sectors. He holds a BE (Civil) from the University of Sydney and a MBA from Ashridge Management College –United Kingdom.

He is currently General Manager for Newport Consulting business in the Asia Pacific region.

After completing his Civil Engineering Degree, Robert commenced his career with Leighton Contractors. For seven years, he led a number of different building, civil & mining projects. The projects included the Hume Highway duplication, Parliament House development, CWA office centre, Darling Harbour Redevelopment, Sydney Harbour tunnel and the London Victoria goldmine.

In 1990 as part of his MBA program in the United Kingdom, he reviewed of the New Product Development Strategies within Land Rover and Rover. This review was commissioned by Land Rover to compare various Project Management techniques used by Honda, Rover and Land Rover. This resulted with the introduction of new metrics for determining program resources. During the Ashridge MBA he was exposed to Theory of Constraints (TOC) in its evolutionary form.

More recently he has led a number of business development teams in a start-up and rapid growth environments. This has been from the concept to building block to the implementation phases. These businesses include the Australian Derivatives Exchange (ADX), Dual Fuel Systems, Investor Relationship Management (IRM), Gulf Group, Metgasco, Fat Prophets Australian Fund Limited (ASX:FAT) and Atom Funds Management.

He is a leading Australian advocate of the Theory of Constraints (TOC) approach to management and complex systems operations. He has been actively involved in the development of the TOC project management solution. He is currently exploring the application TOC holistic solutions in a start-up, turn around, financial services (banks & fund managers) and complex mining environments. He has implemented the TOC Holistic approach at a number of complex mining and resource projects.

He is keen advocate of Theory of Constraints (TOC) He actively applies the TOC tools within any business analysis and excellence project that he undertakes.

Robert now lives in Singapore.

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