How ANZ created enterprise visibility across a $2B project portfolio.
Connecting project, financial and resource information across 14,000+ users, 32 countries and around 500 projects a year to support stronger portfolio and investment decisions.
Project portfolio
PPM users
Countries
Projects each year
Multiple systems. Manual consolidation. No single enterprise view.
At the scale ANZ was operating, fragmented systems and information created more than a reporting problem. They made it harder to see the portfolio as a whole, understand resource and financial implications, and make timely investment decisions.
Fragmented portfolio environments
Different business areas were operating across separate PPM environments, creating different views of projects, investments and portfolio performance.
Reporting depended on consolidation
Excel and disconnected data sources increased the effort required to forecast, report and produce an enterprise-wide picture.
Decisions lacked connected information
Financial, resource and delivery information could not easily be viewed together, making prioritisation and investment decisions harder.
From fragmented systems to one connected portfolio environment.
The transformation was not simply about consolidating technology. It created a more consistent way to connect portfolio, financial, resource and delivery information across the enterprise.
Multiple PPM environments
Different business areas operated with separate views of projects and portfolio performance.
Excel-dependent reporting
Forecasting and consolidated reporting required significant manual effort.
Disconnected information
Project, resource and financial information could not easily be considered together.
Limited enterprise visibility
Portfolio-wide prioritisation and investment decisions were harder to support with consistent information.
One enterprise approach
A more consistent environment for managing projects, portfolios and investment information.
Connected portfolio information
Project, financial and resource information could be brought together into a clearer enterprise view.
Resource-informed planning
Portfolio sequencing could consider resource availability and capacity before constraints affected delivery.
Better decision support
Scenario planning and more reliable information strengthened prioritisation and investment decisions.
Less effort spent assembling the portfolio picture. More time using that information to make decisions.
Visibility changed the quality of decision-making.
Once information was captured more consistently, ANZ could move beyond assembling portfolio data and use it to identify constraints, model scenarios and intervene earlier.
Total visibility has been our key benefit in the PPM introduction.
Investment Management & Delivery Office
ANZ Bank
More consistent information available across the portfolio.
Bottlenecks and constraints could be identified sooner.
Scenario planning supported faster, better-informed decisions.