Managing the Consulting Project © Saumya Ganguly, 2002

Contents Definitions The project management framework The context The processes The responsibilities Sources

Definitions

The project management framework

The context

The processes

The responsibilities

Sources

Some Definitions A project is a temporary endeavor undertaken to create a unique product or service. Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.

A project is a temporary endeavor undertaken to create a unique product or service.

Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations.

The Context – Consulting Lifecycle

Project Management Processes

The Framework Project Delivery Life Cycle Project Management Processes Project Management Responsibilities Initiate Plan Execute Control Closure

Project Management – the Relationship Project Management Knowledge and Practice Planning, organizing, staffing, executing, controlling operations of an ongoing enterprise . Project categories with significant elements not present in other categories. Technical elements (software, construction) Management elements (govt. contracting, product development) Industry elements (automotive, financial elements) General Management Knowledge and Practice Application Area Knowledge and Practice

Project Life Cycle - Examples ERP Implementation Activity Based Management

Consulting Methodologies http://www.sgi.com/ http://www.murrayconsulting.org/ Develop business case and strategy report Propose solution, proof of concept, and rapid pilot Quality and project planning, propose implementation Solution design, system test, and knowledge transfer User testing, tuning, feedback and training Operational support and maintenance New features, enhancements, and follow up

The Consulting Process

Stages in the Consulting Process Evaluation Commitment Engagement Closure Maintenan ce

Evaluation Activities High level lead qualification Client organization analysis Approach development Opportunity assessment Output An approach to the potential project : s takeholder identification; Scope & objectives; I nitial effort and cost estimates ; P roject plan outline; Skills required; Staffing approach ; Outline of the value proposition; Potential benefits; Critical risks; The contractual basis Objective: To ensure that all factors related to the opportunity are considered prior to committing resources to propose for the work. This stage determines whether the client is one that the delivery organization is willing to be associated with, and that the opportunity is one the delivery organization wishes to undertake.

Activities

High level lead qualification

Client organization analysis

Approach development

Opportunity assessment

Output

An approach to the potential project : s takeholder identification; Scope & objectives; I nitial effort and cost estimates ; P roject plan outline; Skills required; Staffing approach ;

Outline of the value proposition; Potential benefits; Critical risks; The contractual basis

Commitment Activities Potential change identification Scope definition Project approach development Proposal and contract development Contract negotiation and agreement Output An approach, scope and objectives to the potential project One of the following: A contract is signed The delivery organization decides not to propose The client rejects the delivery organization's final proposal Objective: To r each a mutually acceptable agreement on how to perform the project. If the opportunity is one that the delivery organization wishes to pursue then it builds commitment to the assignment.

Activities

Potential change identification

Scope definition

Project approach development

Proposal and contract development

Contract negotiation and agreement

Output

An approach, scope and objectives to the potential project

One of the following:

A contract is signed

The delivery organization decides not to propose

The client rejects the delivery organization's final proposal

Engagement Activities Mobilize team Analyze issues Envision solution Implement recommendation Manage the stage with project management processes Output Project charter Supporting project management documentation Sign offs on phase deliverables/ intermediate work products Final deliverable to meet the project objective Objective: To transition to the envisioned state within the agreed scope. This stage is the ‘‘main course,’’ as it represents the focal point of the consulting engagement. Building upon what has come before, the consultant progressively undertakes a particular course of action to deal with the client’s situation and address the organization’s needs.

Activities

Mobilize team

Analyze issues

Envision solution

Implement recommendation

Manage the stage with project management processes

Output

Project charter

Supporting project management documentation

Sign offs on phase deliverables/ intermediate work products

Final deliverable to meet the project objective

Closure Activities Review project Measure client satisfaction Harvest project knowledge Confirm project completion Demobilize team Finalize billing and collection Output Plan for continuous maintenance and improvement Formal evaluation documentation, including evaluation criteria & measurement, and summary reports Informal debriefings Objective: To close the project in an orderly manner. E valuation of project results determine the extent to which anticipated goals have been achieved. After closure the consultant may either move on to another project for the client or move on to another assignment elsewhere.

Activities

Review project

Measure client satisfaction

Harvest project knowledge

Confirm project completion

Demobilize team

Finalize billing and collection

Output

Plan for continuous maintenance and improvement

Formal evaluation documentation, including evaluation criteria & measurement, and summary reports

Informal debriefings

Maintenance Activities Providing client management with information current / future events Receiving feedback on success by client management as a result of consulting assignment Output Better relationship between the client and the consultant A returning client for a subsequent assignment Objective: It isn’t over until it’s over. For the successful consultant it is never over. This is the period during which consultants develop a post-project strategy for maintaining client contact, protecting their investment, and migrating their involvement to other areas within the account.

Activities

Providing client management with information current / future events

Receiving feedback on success by client management as a result of consulting assignment

Output

Better relationship between the client and the consultant

A returning client for a subsequent assignment

The Project Management Processes

Project Management Processes Initiating Planning Executing Controlling Closing

Iteration of the Processes Maintain Close Evaluate Commit Engage

Process Overlaps Initiating Planning Executing Controlling Closing

Initiating Activities Identify all project stakeholders and their goals or interests Communicate with stakeholders to firm up their commitments Mobilize infrastructure for project Mobilize project staff for the phase Conduct project/phase kickoff meeting Conduct initial team orientation/ training Defining a project and organizing to start a project or a phase within a project. Definition and justification phase of a project is by definition started without a detailed plan. However, follow-on phases are initiated based on the plan developed as a deliverable of the previous phase.

Activities

Identify all project stakeholders and their goals or interests

Communicate with stakeholders to firm up their commitments

Mobilize infrastructure for project

Mobilize project staff for the phase

Conduct project/phase kickoff meeting

Conduct initial team orientation/ training

Planning Activities Scope planning Resource planning Activity planning Expense budgeting Infrastructure planning Training to project team Risk mitigation plan Communication strategy Project charter Developing / maintaining a workable plan to execute the project/phase activities. Planning defines what needs to be done, when, by whom, and all resource requirements. Planning is a continuous process that interacts with project initiation, execution, and control. Level of detail depends on where the project is in its life cycle and its intended use.

Activities

Scope planning

Resource planning

Activity planning

Expense budgeting

Infrastructure planning

Training to project team

Risk mitigation plan

Communication strategy

Project charter

Executing Activities Plan execution Team development Scope verification Communication management Project procurement administration Coordinating and authorizing people or other resources to carry out the plan. The project management activities in this phase are implementation of management mechanisms defined in the planning process.

Activities

Plan execution

Team development

Scope verification

Communication management

Project procurement administration

Coordinating and authorizing people or other resources to carry out the plan. The project management activities in this phase are implementation of management mechanisms defined in the planning process.

Controlling Activities Project plan tracking Incidence management – monitor the effectiveness of the issue resolution, scope change request procedures Project review meetings with stakeholders Monitor resource utilization Identify potential time, cost over-runs The purpose of the project management control process is to identify potential problems early and prevent them from happening, or if that is not possible, minimizing their impact. Preventing problems is far easier and less costly than solving them. Listed below are some potential problems that may arise.

Activities

Project plan tracking

Incidence management – monitor the effectiveness of the issue resolution, scope change request procedures

Project review meetings with stakeholders

Monitor resource utilization

Identify potential time, cost over-runs

Closing Activities Obtain formal confirmation of project lifecycle phase closure Measure client satisfaction Review of project plan, scope and budget Obtain formal authorization to proceed to next phase in the project lifecycle Plan for resources, infrastructure for the subsequent phases Formalizing the acceptance of the project or project phase and documenting lessons learned.

Activities

Obtain formal confirmation of project lifecycle phase closure

Measure client satisfaction

Review of project plan, scope and budget

Obtain formal authorization to proceed to next phase in the project lifecycle

Plan for resources, infrastructure for the subsequent phases

Project Management Responsibilities

Project Management Responsibilities Integration Scope Quality Time Cost Risk Communication Organization impact HR Management Procurement

Project Integration Management Activities Project plan development Project plan execution Overall change control Output Project plan Stakeholder analysis Project charter Agreed project management methodology Ensures that all the elements of the project such as infrastructure, resources, end client buy-in & other project management responsibilities are coordinated properly

Activities

Project plan development

Project plan execution

Overall change control

Output

Project plan

Stakeholder analysis

Project charter

Agreed project management methodology

Scope Management Activities Scope planning Scope definition Scope verification Scope change control Output Scope / requirements definition Work breakdown structure Product baseline control Project baseline control No charging at windmills if your statement of work does not require you to do so. Scope management includes the processes to ensure that the project includes all the work required, and only the work required, to complete the project successfully .

Activities

Scope planning

Scope definition

Scope verification

Scope change control

Output

Scope / requirements definition

Work breakdown structure

Product baseline control

Project baseline control

Quality Management Activities Quality planning Quality assurance Quality control Output Quality management plan Operational definitions and checklist Rework and process adjustments Ensures that the project will satisfy the agreed-upon requirements. It includes quality planning, quality assurance and quality control.

Activities

Quality planning

Quality assurance

Quality control

Output

Quality management plan

Operational definitions and checklist

Rework and process adjustments

Cost Management Activities Resource planning Cost estimating Cost budgeting Cost control Output Resource requirements Cost estimates Cost management plan Budget updates / corrective action Ensures that the project is completed within the approved budget. It consists of resource estimating, cost estimating, and cost monitoring and control.

Activities

Resource planning

Cost estimating

Cost budgeting

Cost control

Output

Resource requirements

Cost estimates

Cost management plan

Budget updates / corrective action

Time Management Activities Activity definition Activity sequencing Schedule development Schedule control Output Activity list Project network diagram (Gantt chart, PERT chart) Project schedule Schedule updates Ensures timely completion of the project. It consists of task or activity definition, activity sequencing, resource planning, activity duration estimating, and project schedule development and control.

Activities

Activity definition

Activity sequencing

Schedule development

Schedule control

Output

Activity list

Project network diagram (Gantt chart, PERT chart)

Project schedule

Schedule updates

Risk Management Activities Risk identification Risk quantification Risk response development Risk response control Output Risk event statement Opportunities to pursue/ignore, threats to accept/ respond to Risk management plan Corrective action Identifying, assessing, and mitigating project risks associated with factors such as new technology, very tight schedule constraints, lack of availability of skilled resources, and readiness of the user organization to accept the change.

Activities

Risk identification

Risk quantification

Risk response development

Risk response control

Output

Risk event statement

Opportunities to pursue/ignore, threats to accept/ respond to

Risk management plan

Corrective action

Communication Management Activities Communication planning Information distribution Performance reporting Administrative closure Output Communication management plan Project records and archives Change requests Formal acceptance Lessons learned Provides timely and appropriate generation and dissemination of project information to management and other stakeholders to ensure that their expectations are consistent with the realities of the project.

Activities

Communication planning

Information distribution

Performance reporting

Administrative closure

Output

Communication management plan

Project records and archives

Change requests

Formal acceptance

Lessons learned

Organizational Impact Management Activities Organizational readiness assessment Stakeholder management Output Organizational change plan Training / knowledge transfer Identifies organizational changes that must occur and develops appropriate communication and training programs for impacted departments and staff to support the new system.

Activities

Organizational readiness assessment

Stakeholder management

Output

Organizational change plan

Training / knowledge transfer

Human Resource Management Activities Project organization planning Staff acquisition Team development Output Role & responsibility definitions Project organization plan Team directory Input to performance appraisals Provides effective leadership and management of the project team. Personal development and growth are key motivators for the project staff. Therefore, fostering development and growth are important parts of project Human Resource Management.

Activities

Project organization planning

Staff acquisition

Team development

Output

Role & responsibility definitions

Project organization plan

Team directory

Input to performance appraisals

Procurement Management Activities Procurement planning RFP preparation Source selection Contract negotiation and administration Output Procurement management plan Contracts Procurement documents Payment requests Formal acceptance and closure Includes all the processes required to acquire goods and services from outside the performing organization. Understanding the procurement process of the client organization and obtaining expert support on purchasing critical items for the project to minimize significant project delays.

Activities

Procurement planning

RFP preparation

Source selection

Contract negotiation and administration

Output

Procurement management plan

Contracts

Procurement documents

Payment requests

Formal acceptance and closure

Sources Project Management Methodology, City of Los Angeles A Guide to Project Management Body of Knowledge, PMI Program and Project Management Methodology, PWCC Resources from JRC Training Solutions

Project Management Methodology, City of Los Angeles

A Guide to Project Management Body of Knowledge, PMI

Program and Project Management Methodology, PWCC

Resources from JRC Training Solutions

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