Bsc how to fill initiatives templates-14 june10

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Bsc how to fill initiatives templates-14 june10

  1. 1. How to fill Project/Initiative Templates 14 June 2010
  2. 2. Table of Contents <ul><li>Introduction </li></ul><ul><li>Project/initiative Objective </li></ul><ul><li>Project/initiative resources, budgets and dependencies </li></ul><ul><li>Project Organizational Structure </li></ul><ul><li>Project/initiative Risk Management </li></ul><ul><li>Benefits Realization </li></ul><ul><li>Communication Plan </li></ul><ul><li>Major Milestones </li></ul><ul><li>Periodic Review Plan </li></ul><ul><li>How to measure performance of Projects/Initiatives? </li></ul><ul><li>Filling up the Project/initiative Template </li></ul><ul><li>Blank Templates </li></ul>
  3. 3. <ul><li>Planning is half the work completed. Effective planning ensures that any activity taken up is managed effectively and delivers the desired results. </li></ul><ul><li>The following sheets prompt you to list down the key details that are essential for an effective project/initiative delivery. Once you fill up the required sheets, the same needs to be entered into the template which should serve as the one sheet reference point for anyone who needs to understand the project/initiative. </li></ul><ul><li>Remember, when in doubt or when the project/initiative is not moving as per plan, request your objective owner for support and guidance. </li></ul><ul><li>We have also included a guide on how to effectively measure project/initiative performance. Therefore, even for initiatives that are milestone based, delivery at the end of each milestone needs to be measured instead of pure timelines. This will make discussions more productive and will ensure any potential risks are discussed and mitigated before they become issues. </li></ul>Introduction
  4. 4. <ul><li>What will the project/initiative achieve? </li></ul>Project/Initiative Objective
  5. 5. <ul><li>Who is the project/initiative manager/owner? </li></ul><ul><li>Who are the members of the team? </li></ul>Project/Initiative Organizational Structure
  6. 6. Project/Initiative resources, budgets and dependencies <ul><li>Who are some key people who will be a part of the project team? </li></ul><ul><li>Who all will be required from time to time as required? </li></ul><ul><li>Are there any capital or operating expenses that need to be budgeted? (see sheet 15 for details) . </li></ul><ul><li>What are some key dependencies which can impact the project delivery or time? (e.g. timely availability of key resources, output of some other initiative that is in progress, sign-off/approvals etc) </li></ul>
  7. 7. <ul><li>What are the tangible benefits resulting from the project/ initiative? </li></ul><ul><li>How will we measure it? </li></ul><ul><li>What is the current performance level? </li></ul><ul><li>Where do we want to be? By when? (see sheet 12, 13, 14 for details) . </li></ul>Benefits Realization
  8. 8. <ul><li>What are the main check-points of the project/ initiative along with target dates? </li></ul>Project/Initiative Major Milestones
  9. 9. <ul><li>We should list potential project risks and take the support of the Objective Owner to mitigate them </li></ul>Illustration Project/initiative Risk Management RR PC Name of person responsible to mitigate Owner Risk Probability (L,M,H) Impact (L,M,H) Mitigation and/or Corrective action What are the possible risk to the project? Probability? Impact? What will be done to prevent it and/or to correct it when it happens (by whom)? Potential delays between 9-11am due to large number of orders H H <ul><li>Redeploy staff from mis-en-place </li></ul><ul><li>Night shift to keep more setups ready……. </li></ul>Elevator 5 is old and breaks down occasionally M H Discuss with Chief Engineer on how to manage elevator function and breakdown during morning rush.
  10. 10. Communication Plan <ul><li>How will information be passed between the team and other stakeholders on a regular & consistent basis? </li></ul><ul><li>Who will be responsible for ensuring this? </li></ul>Status Frequency By Who On Going Weekly Project Manager Project Team On Going Weekly Project Owner Steering Committee
  11. 11. Period Review Plan <ul><li>Period Review Plan ensures that progress is tracked, corrective actions and decisions are taken on time </li></ul>Status Frequency By Whom What
  12. 12. How to measure performance of Projects/Initiatives?
  13. 13. Projects/Initiatives drive improvement and require thorough planning to prepare and measure <ul><li>Good planning is half the work done. Many executions fail due to poor planning. To make planning of your initiatives and projects effective, we detail some critical elements that should be thought through and documented so that you are able to manage and measure your projects successfully. </li></ul><ul><li>Key elements include: </li></ul><ul><ul><li>Clear objective including what needs to be done; by when and the benefits; </li></ul></ul><ul><ul><li>Clear measures including targets to be achieved </li></ul></ul><ul><ul><li>Details like what's in scope, what are the resources required, budgets, dependencies etc. </li></ul></ul><ul><li>Other elements that need to be managed include: </li></ul><ul><ul><li>Project/Initiative risks and mitigation plan </li></ul></ul><ul><ul><li>Communication plan </li></ul></ul><ul><ul><li>Review plan </li></ul></ul><ul><li>The templates provided are self explanatory. In case you need further guidance, contact BSC Help Desk. </li></ul>Measure / Target Definitions
  14. 14. We must state the project/initiative statement as such to clarify the key objective <ul><li>Every business needs to measure it's objectives or initiatives and the best way to do that is to clarify your business goals into the following categories: </li></ul><ul><ul><li>Direction </li></ul></ul><ul><ul><li>KPI </li></ul></ul><ul><ul><li>Benchmark </li></ul></ul><ul><ul><li>Target </li></ul></ul><ul><ul><li>Timeline </li></ul></ul><ul><li>For example if my objective is to &quot;increase average revenue per customer from Rs 500 to Rs 600 by the end of 2010&quot; then it can be classified like this: </li></ul><ul><ul><li>Direction: increase </li></ul></ul><ul><ul><li>KPI: average revenue per customer </li></ul></ul><ul><ul><li>Benchmark: Rs 500 </li></ul></ul><ul><ul><li>Target: Rs 600 </li></ul></ul><ul><ul><li>Timeline: Now until the end of 2010 </li></ul></ul>Measure / Target Definitions
  15. 15. It is essential that result measures are undisputable – they must mean the same to all persons involved… <ul><li>Key characteristics of well-defined measures / targets: </li></ul><ul><ul><li>Time-based: It must be clear by when the results need to be achieved </li></ul></ul><ul><ul><li>Quantified: A target value is defined </li></ul></ul><ul><ul><li>Specific: The measure and metrics must be identified without leaving room for interpretation </li></ul></ul><ul><li>Examples for unclear measure definitions </li></ul><ul><ul><li>“ The room boy productivity will increase” </li></ul></ul><ul><ul><li>“ By doing this, we will improve customer satisfaction” </li></ul></ul><ul><li>The same measures described in an undisputable way </li></ul><ul><ul><li>“ By Year-end 2010 (time-based) , the average number of covers served for our experienced stewards will reach 150 customers/day (quantified) , based on the total number of customers served during 2010 divided by the number of stewards mandays reported (specific) ” </li></ul></ul><ul><ul><li>“ We expect an increase of 5 percentage points for Staff Attitude – based on Q4 09 results – (quantified ) as reported in the Mystery Shopper surveys (specific ) in each of the four quarters in 2010 ( time-based)” </li></ul></ul><ul><li>A note: Think of the measures and targets as if they were on your scorecard – in fact, some of them might end up there  </li></ul>Measure / Target Definitions
  16. 16. Resource Planning and budgeting should be planned to ensure no delays <ul><li>Identify key resources that are essential for the delivery of the initiative </li></ul><ul><ul><li>It is recommended that you discuss with the resource about his availability and formalize the duration and time dedicated by the resource to the initiative. </li></ul></ul><ul><li>Resources should make sure that they are not involved in too many initiatives and their business as usual should not be impacted </li></ul><ul><ul><li>Once a time is committed, please ensure that you are available so that the overall project is not delayed </li></ul></ul><ul><li>Detail the initiative requirements to identify costs involved. These can be outright like purchase of equipment, etc or hidden like training, consultants fees, travel etc. If the initiative will run for more than a month, break these into what will be used in the current year and what will spill over. </li></ul><ul><li>Some initiatives may result in release of manpower. In such cases, reassignment of the freed up resource management needs to be planned with HR </li></ul><ul><li>In cases where new resources may be added to manage the business as usual post launch of the initiative, HR should be engaged early to plan to identify the right candidate from within the organization or externally as required </li></ul><ul><ul><li>Cost of advertising for recruitment is also a cost that needs to be built in </li></ul></ul>How to plan for resources and budgets
  17. 17. We request the project/initiative owners to supply the measures for each 2010 initiative by end of June <ul><li>Review each initiative individually, and identify the key results that should be achieved by successfully completing the initiative – “What will change” – Deliverables </li></ul><ul><ul><li>In preference, use measures with a direct link between the initiative and the result (e.g., additional training for stewards leads to decreasing number of service errors) </li></ul></ul><ul><ul><li>Where not possible, specify indirect measures (e.g., improvement in customer satisfaction rating) </li></ul></ul><ul><li>Some initiatives may have a number of possible results – be specific about what sort of outcome you expect to deliver </li></ul><ul><ul><li>Example: An initiative to improve productivity may be measured through a higher number of rooms made per housekeeping assistant (direct impact – easier to implement), or by a reduction of housekeeping FTEs (indirect impact – requires additional steps/decisions), or by both </li></ul></ul><ul><li>Identify and describe the measure you want to use to assess the results </li></ul><ul><ul><li>Ensure measures are specific, reliable and measurable </li></ul></ul><ul><li>Determine the size of the expected result – “By how much will it change” </li></ul><ul><ul><li>Ensure there is a base value in place against which to measure the result </li></ul></ul><ul><li>Describe the measure and target precisely </li></ul><ul><ul><li>Each person involved must interpret the measure, target and result at the end of the year in the same way </li></ul></ul>Proposed approach how to identify the measures
  18. 18. Department Name Project/ Initiative Name Project/Initiative Managers’ Name Date: 11 June 2010
  19. 19. Strategic Objective Linkage: Project / Initiative Owner : Objectives : Project / Initiative Title Start Date : Full Completion Date : Primary Dependencies : Benefits : Project / Initiative Team Members : List the requirements e.g., capex, opex, manpower required. List the deliverables/major milestones of the project with the date of delivery of each. E.g. Menu items that can be served in 10mins- 15 sep 10, std tray setup for zero defect-24 July 10; etc……… List dependencies that can impact the project. Availability of key staff, budgets, other project deliveries etc are some examples…… What is the reason to do this initiative? If more than one, choose the most relevant What are the expected benefits of doing this initiative. E.g. Zero defect delivery of breakfast; Delivery of breakfast within 10 mins of order etc…… What are the objectives of the initiative. E.g. Increase the customer in room dining experience; deliver bf within 10 mins …… List the result, its measure identified, baseline measurement, expected result and date. e,.g. GSTS in room dining delivery score. Baseline 45% ; Target 55% by 30 Sept 2010…… Provide a suitable name for the initiative Owner of the initiative Timeline for the project deliverable New Staff Manpower Operation Expenses Capital Expenses Rs Lacs Budget & Resources Date of Delivery Comments Owner Status Deliverables / Key Steps/ Major Milestones Where are we today? Achieved By Date Specific Measure Where we want to be? Project Specific Impact / Results/ Benefits Realization
  20. 20. Strategic Objective Linkage: Project / Initiative Owner : Primary Dependencies : Benefits : Objectives: : Project / Initiative Title Start Date : Full Completion Date : Project / Initiative Team Members : New Staff Manpower Operation Expenses Capital Expenses Rs Lacs Budget & Resources Date of Delivery Comments Owner Status Deliverables / Key Steps/ Major Milestones Where are we today? Achieved By Date Specific Measure Where we want to be? Project Specific Impact / Results/ Benefits Realization
  21. 21. Project/Initiative Risk Management Project / Initiative Title Owner Risk Probability (L,M,H) Impact (L,M,H) Mitigation and/or Corrective action
  22. 22. Project/Initiative Communication Plan Project / Initiative Title Status Frequency By Who
  23. 23. Project/Initiative Period Review Plan Project / Initiative Title Status Frequency By Whom What

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