1. Customer initiatives
1.1. ANZ
1.1.1. Reporting
1.1.1.1. monthly
1.1.1.2. ad hoc
1.1.1.3. accuracy of existing
1.1.2. Monthly governance meeting
1.1.2.1. Security results
1.1.2.2. Remediation plan
1.1.2.3. Service management report
1.1.2.4. Schedule X
1.2. Domacom
1.3. Governement
1.3.1. DHS tender
1.3.1.1. Read
1.4. Stargate
1.5. Jim's group
1.5.1. Read SLA and pricing
1.6. Supercorp
1.6.1. COnfirm ROI and value proposition
2. HR
2.1. Cornerstone
2.1.1. Follow-up sessions
2.1.2. IT, Ops and Solutions sessions
2.2. KPIs
2.2.1. Update success factors
2.3. development plan
2.4. Stakeholder management
2.4.1. setup regular cadence meetings with Kris, Sonya, Sarah and Matt Carlson
2.4.2. RASCI
2.5. Recruitment
2.6. job descriptions, core competencies and KPIs
2.7. Team structure
2.7.1. VMS product owner
3. Product management
3.1. Hub action plan
3.1.1. Talk to Brendan about configurations
3.1.2. Talk to Ray about the reality of the Hub versus perception
3.2. VMS action plan
3.2.1. Documentation
3.2.2. Roadmap - first draft due next Friday for DV
3.2.3. First draft of VMS action plan to present to ANZ 1/7
3.3. ULF
3.3.1. Meet with Chris Clow, Darren and Brendan to discuss ULF
3.4. Partnerships
3.4.1. Tehani to speak to Anthony Ishac RE Veda for the Hub eg ID, Credit
3.5. legals
3.5.1. udpate terms and conditions in hub to incorporate cancellation fee
3.6. Sales enablement
3.6.1. Tehani and Brendan to document the configuration workshop and include as part of sales enablement
3.7. Roadmap
3.7.1. Tehani to talk to Mark Baggie for platforms strategy
3.7.2. needs to include NZ
3.8. Buy, build or partner
3.8.1. Jim's group
3.9. Collateral
3.9.1. Corporate website
3.9.1.1. Review
3.9.2. Intranet
3.9.2.1. Not urgent
3.10. Product portfolio
3.10.1. review platform and analytics structure?
3.11. Hub relaunch
3.11.1. Publish first draft of launch plan 18/8
3.11.2. Bridge to plan
3.12. Status dashboard
3.12.1. Finalise accurate revenue data for 2013 and 2014 for the Hub
3.12.2. Confirm KPIs
3.12.3. The way we measure profitability in PMO
3.12.4. how are we bridging to plan for 2014
3.13. Sales support
3.13.1. Accreditation
3.13.1.1. Develop accreditation program for PSP
3.14. Roadmapping
3.14.1. Strategy, forecasting, budget and roadmapping sessions across PSP
3.15. Budget
3.15.1. • Pricing analysis required across all 3 products to ensure we maximise the potential • Transaction volumes too low - • Commercial opportunity – this needs more market definition by product management • What are the big 4 doing? Need to get sales to present on this • Using analytics for forecasting – I already asked Stewart this and he said he had no capacity • Technical change in VMS for desktops – need to challenge the EVR assumption as it is NOT in our roadmap • Titles in ValEx and VMS - this needs more market definition by product management I think for next year we need better clarity in terms of the timelines for the budgeting process because that meeting turned out to be something more than it seemed intended
3.15.2. Review Hetal's numbers and present to Dawie and Nic
3.16. Website content
3.16.1. update content in Dec/Jan
4. Product development
4.1. Security
4.1.1. Veracode
4.1.2. Pen testing
4.1.3. Baseline, benchmark and bridge
4.2. Service management
4.2.1. notifications and handshakes around changes
4.2.2. Reporting dashboard
4.2.3. Finalise our benchmark
4.2.4. handshake
4.2.5. Change management framework
4.2.5.1. Configuration changes
4.2.5.2. Business rules changes
4.2.6. Service Manager
4.2.6.1. Write job description
4.2.6.2. Allocate to someone
4.2.6.3. Master list of system accesses across PSP
4.2.7. Production support
4.2.7.1. Allocate a resource to triage level 2
4.2.7.2. End of month report for Hub production support
4.2.8. Publish retail rate card for project work