Your SlideShare is downloading. ×
Business process development
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Business process development

140
views

Published on

Presentation made in 2010 on the need for making sure that roles are defined, separated and fully equiped based on processes developed in a Waterfall PM setting.

Presentation made in 2010 on the need for making sure that roles are defined, separated and fully equiped based on processes developed in a Waterfall PM setting.


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
140
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. PROJECT MANAGEMENT:Process Development, Management & Control November 2, 2010 PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 1
  • 2. Questions to be Answered• Why do we need Processes?• What is our current state?• How do we develop good Processes?• What are the next steps? PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 2
  • 3. WHY DO WE NEED PROCESSES? Jack of all Trades System Quarter Back Football Player Wide Receiver Running BackStats Pass Efficiency Yds. / Yds./ Carry FG Len. Place Kicker Recept’n%/Avg. 58% 8.5 3.8 39 PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 3
  • 4. BPO – Business Process Optimization Division of Labor QB Quarter Back WR Wide Receiver RB Kicker Running BackStats Pass Efficiency Yds. / Yds./ Carry FG Len. Place Kicker Recept’n%/Avg. 65% 10.7 5.6 45 PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 4
  • 5. Five Basic Reasons• Resource Efficiency & Productivity – Focus on resource’s strengths – Allows for resource training and development – Decreases chances of resource “Burn-Out”• Optimization of New Resource integration – Structure is set in place – Decreases learning curve – Less time is spent on training PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 5
  • 6. Five Basic Reasons (Cont’d)• Repeatability of successes• Emphasizes Team work – Knowledge is not “siloed” with one resource – Importance of hand-offs – Documentation• Allows for Scalability and Flexibility PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 6
  • 7. WHAT IS THE CURRENT STATE? Jack of all Trades System Quarter BackYoung Football Player Wide Receiver Running Back Place Kicker PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 7
  • 8. Current State Summary• Resources as “Heroes”• “Fire-Fighting” culture• “Siloed” Information & Expertise• Clients as burdens• Successes cannot be repeated PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 8
  • 9. Steps to Developing Optimal Processes1. Scope: A map of Processes to be Developed.2. Objective: – Why is the Process being developed? – What is the expected end result of using the process?3. Description: The different modules of the Process that need to spelled out. PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 9
  • 10. 1. ScopeProcesses common across Organizations:A. Communications ManagementB. Change ManagementC. Deliverables ManagementD. Issues ManagementE. Risk ManagementF. Financial Management PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 10
  • 11. 1A. Communications ManagementDetermining how information & ideas are communicated.•Internally – Meetings • Frequency • Setup • Agenda • Driver • Documentation (Minutes) – Communication Path – Escalation Path•Externally (Client Interface) PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 11
  • 12. 1B. Change ManagementChanges to anything within the scope of a contract•Internal Projects – Changes driven by internal resources – Value-Add services within scope•External Project – Changes outside contract scope (even if driven by internal resources) – Changes driven by the client PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 12
  • 13. 1C. Deliverables ManagementDeliverables to the team or the client•Internal Deliverables – Status Reports – Meeting Minutes – QA Documentation – Labor/Financial Tracking Document•External Deliverables – Project Status Report – Invoices – External PCAs PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 13
  • 14. 1D. Issues ManagementIssues both systemic and ad hoc that arises while the Project is beingexecuted – Escalation Route – Documentation – Reporting (Who and when) – Frequency of updates – Issues tracking – Closure – Post hoc review PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 14
  • 15. 1E. Risk ManagementRisks associated with executing the Project – Resource availability & bandwidth – Infrastructure limitations – Potential of future adversity (Data driven analysis usually produced by BI group) – Financial riskPS: After risks are identified, an initiator/owner needs to be defined aheadof time and an escalation/communication path established. PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 15
  • 16. 1F. Financial ManagementAddresses and reviews both the Project and intra-departmental financials – Forecasting – Analysis – Documentation – Auditing/ReviewPS: Usually the PM office only has jurisdiction over the documentation offinancials. In most organizations BI or Finance Department does theForecasting and Analysis, and the Finance Department does theAuditing/Review. PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 16
  • 17. 2. ObjectiveA. Why is the Process being developed?B. What is expected to be the end result of using the process? PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 17
  • 18. 2A. Why?•RigidBusiness Environment•Chaotic Business Environment•Hard working Employees not recognized or not adequately rewarded•Project execution sloppy•Successes cannot be or is not being duplicated•Resources are not working as a team PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 18
  • 19. 2B. End Result•Create a flexible work environment•Locate and reward exceptional resources•Execute projects efficiently•Duplicate successful projects•Create camaraderie among team members•Achieve maximum client satisfaction PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 19
  • 20. 3. DescriptionModules most common to Processes:A. ControlB. OwnershipC. StorageD. Input and OutputE. Key Contacts PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 20
  • 21. 3A. Process ControlPerson in charge of managing the Process and the Documentation.•Process management – – Making sure that the process remains dynamic. – The manager of the process is not necessarily the person who will update the process.•Process documentation – Making sure that the process is documented. – Making sure that the document is kept up to date and relevant. PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 21
  • 22. 3A. Process OwnershipPerson in charge of updating the Process and the Documentation.•Process Change – – Solicits and collects process change request from resources. – Determines the relevance and need for changes. – Makes changes to the process as appropriate. – Could also be the Process Controller.•Process Documentation – Documents the process(es). – Documents changes to the process(es). PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 22
  • 23. 3C. Process StorageWhere the process documentation will be stored•Hard Copy (May not be necessary anymore with Collaboration sites doingversion controls) – Binders/Print outs. – Useful for training new resources. – Helps keep soft copy secure and limits access to it.•Soft Copy – Designate driver (preferably secure). – Type of access i.e. Read Only or Write. – Versioning for historical records. PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 23
  • 24. 3D. Process Input and OutputRaw materials needed for process to function and end product of theprocess.•Example of Inputs – Resources. – Approvals. – Documentation.•Example of Outputs – Meeting minutes. – Resource evaluation.PS: This is usually documented in the form of a flow chart and details whodelivers the raw material and who receives the end product. PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 24
  • 25. 3D. Key ContactsPeople of interest to the Process.•Who needs to be contacted at different stages of the process?•When do they need to be contacted?•Who is to do the contacting? PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 25
  • 26. Final Synopsis•Tactical changes vs. Culture shift.•Time factor.•Infinite possibilities.•Bureaucracy & Red-Tape. PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 26
  • 27. QUESTIONS & ANSWERSPROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 27