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Proj desresdeliv gsw Proj desresdeliv gsw Presentation Transcript

  • Project Design andResults Delivery OverviewGemini Skills Workshop
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWLearning Objectives• To explain the transition from an A&D to an RD• To describe Gemini’s method of ensuring successful project designs• To define key project design deliverables• To describe the major components of a typical RD• To review roles that Gemini consultants take in an RD• To give a “feel” of what working on an RD is like ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –2–
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWAgenda• Alternative Models for Change• What is Project Design?• Project Design Components – Project Logic – Project Approach – Project Structure• Stream Design – Charters and work plans• Results Delivery Overview• Project Start-Up• “As-Is” Modeling• “To-Be Design• Implementation ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –3– View slide
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWOur Results Delivery projects follow five major models thatvary according to client need Old Gemini Value Chain Analysis Results Market Delivery and Development Design As Is To Be Implement Account Management ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –4– View slide
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWModel A combines standard improvement ingredientswithin an overall project management framework “Variations on a theme” model Issue A&D Results Identificatio Delivery n Strategy Re-engineering Streams As–Is To–Be Implement Communications/Mobilisation Client Re-skilling Drivers: • Benefits Case • Resources Available • Readiness to Move This model could represent Gemini’s strength in project management. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –5–
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWModel B focuses on project integration and engaging theorganisation through quick hits, pilots and labs “Integration-led” model • Similar to the “variations” As–Is To–Be model, but with greater emphasis on integration. • Applicable to more complex environments e.g. pan-European Pilots Pilots scope? Benefits Winning Streams Analysis & Design Quick Hits, Labs, Future Sustaining Pilots Streams: Organisation, Skills, Knowledge Communications Benefits Tracking Project Governance Engage Top Clients Mobilise Delivery Teams Mass Communication This model could represent best practice in managing and integrating complex initiatives. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –6–
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWModel C has three phases “Logical, problem-solving” model – Finding the right answer Phase 1 Phase 2 Phase 3 Understanding the problem • Address the issue • Make it happen: issue in depth through designing a – Implement answers (Pilot) Focus on the right things to solution – Align the organisation address the issue Engage the organisation • Can be anything • Accelerate this phase by depending on the client developing a strawmodel issue and their answer, injecting content understanding of it • Various entry points: – VAP, A&D, Alignment Workshops This model is largely held by those with a strategy discipline orientation. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –7–
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWModel D is driven by vision and leadership alignment Nothing will move in the organisation until this happens and is seen to happen Cascade Develop high Align top- design of level vision Get executive level structure organisation, of the future: commitment around what it Implement to the vision delivering means to “We want to the vision implement be . . .” the vision • Do this in the A&D • How long does this • Do this as soon as take? Opinion varies possible • An option here is to from 8 weeks to 6 distinguish between months: how long strategy dependent does it take to and strategy-neutral develop robust issues and identify strategy? different routes (and timeframes) for addressing these This model balances a logical process (akin to the problem-solving model) with the organisation reality of the client system. It seeks to make change at a higher level more visible, sooner. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –8–
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWModel E delivers sustainable results through architecting the project as a structuredlearning process for the entire organisation – workstreams provide learning ingredients “Learning oriented” model A&D RD • Aspiration • Strategic Capability: • Strategic • Leadership (individual and group) • The project is Awakening • Business Management Process engaging people at • Challenging • Corporate, Business, Market Strategy strategic and Leadership • Strategic Component of Core Processes emotional level in a carefully designed sequence of Quick Hits To Gain • Change/Catalyst Streams: interventions to see Credibility • Mobilisation – Ongoing Mobilisation & Learning the rationale for – Culture Change Mechanisms change for themselves and the company and to be part of building • Organisation Capability: and implementing it. – Organisation Design – People Processes – Process Re-engineering/Info. Systems – Knowledge Management This model builds on the vision and leadership alignment model and emphasises individual and organisational learning and growth. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt –9–
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe models have differing underlying assumptions about what needsto be worked on Model Key Driver Underlying Assumptions A • Task oriented • Problem is solved by assembling the right combination of standard improvement ingredients • Management of tasks and achieving deliverables achieves benefits/business results: “getting stuff done” B • Integrated solution • Pilots, labs, quick hits will engage the organisation in the short-term; need to be seen to be active early to get results and momentum • Complex and inter-dependent issues require holistic approach • Balance short-term improvement streams (benefits winning) and enabling streams (future sustaining) streams C • Finding the right answer • Organisation is in need of new information • Once information is available, change will result • Logical, problem solving method is required D • Vision and leadership • Alignment to new vision by leadership is critical to achieve movement alignment • Top-down cascade of design and implementation E • Organisation-wide learning • Sequence used to bring new information and organisational tools to the organisation will determine outcomes • Process of learning is critical to accelerating rate of change and deepening levels of acceptance and commitment • Need to be seen to be active early to get results, learning and commitment • Understand people’s concerns (emotional and rational) and work with the energy associated with these in order to improve the business system • De-coupling project tasks from organisation and individual change process • Build strategic and organisational capability • Strong leadership orientation In reality, we find all of these elements in our projects—the relative emphasis will vary. Source: Focus Interviews, Summer 1997. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 10 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe value of the models lies in applying them in the rightcircumstances A. Task oriented B. Integrated solutions C. Finding the answer Stream A Benefits winning stream Define Identify Select problem Option Option Stream B Future sustaining streams Stream C Pilots Stream D Stream E D. Vision and E. Organisation-wide leadership learning alignment Top-Team Workshops ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 11 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWProject Design Must Cover Content, Process and Structure WHAT HOW WHO Project Content Project Processes Project Structure • Project logic: • Top-down and bottom-up • Roles and - Business objectives, key mobilisation architecture: responsibilities for activities, and deliverables/ - Mobilisation imperatives, Gemini and client: benefits strategic populations, and - Program management • Project approach: types of intervention structure - Box and wire diagram • Client communications, - ESG composition and forums and process meeting schedules • Project workplan: - Types of teams - Top-level schedule • Project control: - Team communications • Resource plan for Gemini • Team charters and and client: - Project/individual quality workplans: reviews - Numbers, skill, duration - Workstream activities, and type of involvement schedules, timing, • Gemini profitability milestones, and model: deliverables - RPS, pricing, margin • Business case: - Tangible - Intangible ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 12 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWBasic Principles of Project Design• Consistency with business objectives, CSF’s and analysis conclusions• Integrated objectives, activities and deliverables• Clear linkage with benefits• Achievable and measurable• Benefits match costs . . . appropriate resources to ensure deliverables• Involvement of the client ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 13 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Project Design Starts During the A&D First two-thirds of A&D Final third of A&DHigh-level Project DesignPossible Probable: – Major workstreams – Service offerings – Team structure and skill needs – Primary benefit buckets – Sequencing and phasing A&D Team Project Logic developed: RD Project – Objectives Manager – ActivitiesA&D Diagnostics input and – Deliverablesrefocus: Project Approach developed: – Conclusions – Interdependencies – Opportunities – Sequencing – Benefits – Key workwith buy-in Project Workplan developed: – Timings – Milestones Sample strawmodel Project charters/workplans if Design Workshop appropriate Project Design Review Proposal Letter ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 14 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWInputs to a World Class Design Gemini Analysis and Experience Design Base Findings Balanced Scorecard Business Case World Class Design Transformation Mapping Client Best Practice Insights Models ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 15 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWHow to Design a Project? The Output . . . • Business objectives • Streams The Project Logic – Activities – Benefits – KPI’s – Deliverables • Streams which can be done in parallel The Project • Streams which follow a natural Approach precedence rule (input/output) • The critical path • Project governance and hierarchy The Project/ • Work teams needed to accomplish goals Structure – Integration – Communications • Activity duration The Project/Stream • Activity start/end date Schedules • Activity breakdown/milestones/review points ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 16 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Project Logic Objective: – Demonstrate the relationship between a project, project components, and the clients’ business Guidelines: – Make sure that each step is logical & the “Results” check back against “Objective” ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 17 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Project Logic Methodology Critical Controllable Analysis Analysis Key Objectives Success Benefits Results Variables Studies Findings Deliverables Factors CHECK ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 18 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWA Results Delivery Project Logic Articulates the Close TiesBetween the Organization’S Mission and Deliverables . . . Key Mission Project Controllable Project Statement CSFs Objectives Variables Activities Deliverables (Lead Indicators) 1. 1A. 1A(1) What are the key Initiative levers we can Objectives effect to achieve the objectives Tangible Products Should come 1B. 1B(1) directly from business 1B(2A) 1B(2) 1B(2B) 1B(3) What need to be in place for the 2. mission statement to be accomplished Specific things to be done - Can be mapped to Project Approach 3. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 19 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW. . . The Results Delivery Impact Logic Ties DeliverablesBack to Improved Business Performance . . . Performance Improvement BusinessDeliverables Measure Baseline Goal Impact (Lag Indicators) How effectiveness Change goal is to be for performance measured measure from the baseline “As Is” Expected outcomes reading of can be qualitative performance as well as quantitative … as defined by the Mission Statement on the Project Logic ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 20 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWProject Logic Example Business Mission Critical Success Factors Project Objectives Key Project Activities To accelerate significantly the • Cornerstone of consistent Ensure control by defining and Executive support and direction improvement in our hygiene, basic safety, housekeeping implementing “Best Practices” for Quick hit identification and and working practice basic disciplines, housekeeping effluent and safety standards implementation Process flow disciplines toward consent and EPA value and working practices Brown Paper “As Is” • Documented processes and through better management of “To Be” procedures that are Develop and implement a existing people, processes integrated and cause/effect plant control process Process and procedures and plant complimentary to that is balanced, cost effective and development environmental and environmentally compliant production goals Cause and effect analysis • Roles, responsibilities and a Define and clarify team oriented decision process that are are roles, responsibilities and decision Predictor profile development and clearly defined, processes that ensure consistent implementation communicated and performance, department to Decision tree development understood department, shift to shift, level to • Managers, staff and hourly- level Functional decomposition paid that are trained and competent in the required Implement an integrated Roles and Responsibilities processes monitoring system to co-ordinate Training • Key performance indicators environment and production goals that are predictive, clearly with the business mission PIL coaching defined, understood and provide a basis for timely Create and implement an Maintenance system development environmental and plant innovative and effective Interface development process control communication plan that is • Clear and effective responsive to company and Organization alignment communications involving all stakeholder needs levels and stakeholders Internal communication • A culture that values and External communications rewards environmental improvement and team Benefit measurement building across levels, functions and shifts, and establishes continuous improvement as a way of life ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 21 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Project Approach Objective: To build a picture of workstreams, major events and their interrelationships Guidelines: • A ‘Wire Diagram’ of the project is built, showing interdependencies, data flows, learning flows, which build a picture of project streams, project complexity and project timing • Use to identify scope, magnitude of effort, process steps and timing: - Only use complex wire diagrams internally - A simplified version is shown to client - Used as a basis to prepare project structure and project schedule ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 22 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWProject Approach Example Get Control Meet Expectations Executive Alignment Executive Action Team Meetings On Board Executive Action Team Environment Monitoring and Control Agree Expectations Executive Rapid Action Action Program and Propose Alignment Identify and Agree Define Agree Basic Discipline and “Best” Working Practices Hygiene and Safety Excellence Continuous Goals Associated Goals Improvement Pollution Abatement Excellence Work Processes/Practices Basic Systems and Procedures Select Joint Joint Team Strawman Sinter Impact Area Effluent Process Control Excellence Team Members Training Charter Acid Plant Mapping ISF Reinforcement Refinery and Control Lead Emission Control Excellence EIT EIT * Strawman Selection Training Charter Roles and Responsibilities Alignment Organization and Culture Alignment Communications and Roll Down Training Excellence Roll Down Preparation Delivery Stakeholder Environmental Feedback Benefits Maintenance Efficiency Maintenance Effectiveness Current Total Quality Effort Direction and Purpose Doe Run Technology Training Doe Run Technology Application Economic Outputs Results Process Benefits Benefits Evaluation Objectives and Milestones TQ Initiative Integration Data Gathering Quality of Data Program Approach Impact and Use Resources and Ongoing Communication Sponsors Stakeholder Partnering ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 23 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Project Structure Objective: • To create a structure of people and teams required to deliver the project Guidelines: • Articulate purpose and responsibilities of each role • Define decision processes • Specify level of involvement/time commitment required ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 24 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWProject Structure: What Levels Do We Involve? Steering Committee Joint/Core Team Natural Work Teams, Rapid Action Teams, Business Analysis Teams Rest of Organization ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 25 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW Steering Committee Joint/Core Team Natural Work Teams, Rapid Action Teams, Business Analysis TeamsWhat Does the Executive Steering Group Do? Rest of Organization Top Client Steering Committee Charter • Provide decision making/ Steering leadership Committee Client Gemini • Provide timely/consistent project communications Client • Establish project direction/goals • Enable/empower organization Issue # 1 Issue # 2 Issue #3 • Ensure organizational involvement Teams Teams Teams • Evaluate progress and take action • Motivate/recognize contributors • Role model new behaviors ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 26 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW Steering Committee Joint/Core Team Natural Work Teams, Rapid Action Teams,What Is a Joint Team? Business Analysis Teams Rest of Organization The Project/Joint Team is: • Composed of full-time Gemini consultants and clients • The coordination mechanism for project activities • “Champion” for embedding change • The workers ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 27 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW Steering Committee Joint/Core Team Natural Work Teams, Rapid Action Teams, Business Analysis TeamsWho Are the Joint Team Members? Rest of Organization• People that the client “cannot afford to give up”• Future leaders of the company• From many levels and across all functions to be involved• Experienced in working cross-functionally and within the “shadow organization”• Preferably interviewed by Gemini Project leadership – At minimum, we agree to their participation – Respected by rest of organization ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 28 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW Steering CommitteeThe Objectives of Task-Based Teams: Joint/Core Team Natural Work Teams, Rapid Action Teams, Business Analysis TeamsNWTs, BATs, RATs Rest of Organization• Get the project work done well: – Teams with the right people, right skills, right knowledge, and right access• Get the work done quickly and efficiently• Develop and effectively leverage client team members• Obtain the full benefits of effective team work: – Faster results – Shared experience – Leveraged management• Obtain greater client mobilisation and buy-in• Transfer skills and knowledge of Gemini consultants to clients ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 29 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWComplex, Cross-Discipline Projects Need Creative Designand a Combination of Delivery Approaches Business Analysis Natural Work Teams Rapid Action Teams Teams • Strategic/analytical • Operational • Short-term focus on orientation improvement/process tactical targets orientation • Set direction and • Implement simple develop management • Mobilize the solutions arising from control tools organization behind A&D/As-Is analysis solutions / • Top-down business • Lower management / implementation perspective supervisory focus • Bottom-up business perspective Consultants across practices can work within any of the above frameworks. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 30 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWProject Structure Also Provides the Means to EffectivelyGovern Project Execution Executive Committee Cost Project Logic “Business Case” Strategic Benefit Steering Team Business Benefits Core Natural Work Team Natural Work Team #1 Team #4 Natural Work Natural Work Team #2 Team #3 Schedule Execution NWT #1 Subteams or Workshops Team Charter • Objectives NWT #2 • Benefits • Resources Project Approach • Key Activities NWT #3 • Deliverables • Time Frame ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 31 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWTeam Charters Provide Focus and DirectionCharter Objectives: • Communicates the overriding mission for the team 1. Team Name: Identifies teams and conveys focus of project or work 2. Mission: Overall purpose or problem statement of team • Outlines team approach 3. Scope: Outlines parameters of the team 4. Objectives: Specifies objectives the team is charged to accomplish, should be measurable when • Aids in selecting participants possible 5. Approach: Outlines the major steps the team will need to take • Identifies team members, clarifies roles 6. Schedule: Guideline for overall duration of the team and and responsibilities estimates of individual time commitment 7. Tangible products the team will deliver to Deliverables: accomplish the objectives, should include • Lists specific deliverables, milestones, proposals and plans and timeframe 8. Key client: Owner of the problem, makes decisions, assigns action plans 9. Resources: Members of the organization who will be needed to support the team The charter is the teams’ blueprint for success. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 32 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Process of Creating a Charter Starts With Gemini,But Is a Joint Effort• Typically, a good strawmodel is created during the A&D (may or may not involve client)• At beginning of an RD, client joint team member and Gemini consultant review/refine/modify charter• Charter reviewed/refined with NWT• Charter should be reviewed periodically to keep the team focused ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 33 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Stream/Project Schedule Objective: • A high level plan which indicates project duration, main activity phases, review points and main deliverables Guidelines: • Keep to MAIN deliverables only • DETAIL the first one to two months of the project NOT the back end • SCHEDULE all Steering Committee reviews (approximately once a month) • INDICATE BENEFITS SCOREBOARD REVIEW every 2-3 months ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 34 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Stream Schedule or Work Plan Can Be Used to Define theStream in Terms of Key Activities, Time, and Who’s on Point Activity I taly S pa in N. A. N.A. N .A. G em ini 1 P ra xair Gem ini 2 N.A. Brazil WO RLD WIDE JAN 94 FEB 9 4 MA R 9 4 Re sou rce Reso urce Re sou rce R esou rce R eso urce Le ad Reso urce Re sou rce B US INES S 3 2 1 4 1 TE A M 3 1 0 17 24 31 7 14 21 2 8 7 1 4 2 1 2 8 Ope ra tion s Pla nnin g/E ne rg y Procure me nt Select Team Member s for Operations Planning Select Team Member s for E nergy Pr oc urement R A/R I Decide on Core Diagnos tic s R R R R A/R R R R Develop A nalys is Charters R R R R A/R R R R Develop Initial Pr em ises R R R R A/R R R R Es tablish Fr amework For F inal Lear nings R R R R A/R R R R Develop S ite S pecific Pr obes R R R R A/R R R R Train Team M em bers I I I R R A/R R R I Develop Com munic ations P lan R R A/R R R I Select Locations R R R A/R R I Identify Team Member s from Loc ations R R R A/R C R I Contac t Loc ation Team Member s R R R A/R C R ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 35 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWA Milestones Schedule Is Used to Articulate a Stream’s(or Project’s) Critical Path and to Track Progress Deliverable: Implement “To Be” Demand Forecasting process Completion Milestones Responsible Target Outlook Actual 1. Kick-off “To Be” implementation with Commercial ABC 4/24 4/24 4/24 and Sales management XYZ 5/01 5/02 5/02 XYZ 5/06 5/07 5/06 ABC Should include 5/11 Phase Review Dates ABC 5/15 ABC 5/18 5/18 ABC 5/20 5/20 XYZ 5/21 5/21 - Denotes a Key Milestone ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 36 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWOften A Project Design Center/War Room Is Createdto Track Project Activities and Provide Focus Goal Setting—Defined at Start Goal Attainment—Dynamic Master Components Interfaces Logics Logic Value Chain Approaches Schedule Schedule Linkage Approach Benefits Benefits Migration ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 37 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThere is Overlap Between Project Design and ResultsDelivery Project Design Analysis Market Results and Development Delivery Design Account Management Results Delivery More and more clents are requesting some “results delivery” during the Analysis and Design. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 38 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWResults Delivery Has Several Phases: “To Be” Implemen- Project Project “As Is” Implementation Client Solution tation Design Start-Up Modeling Management Transfer Development Planning ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 39 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW “To Be” Implemen- Project Project “As Is” Implementation Client Solution tation Design Start-Up Modeling Management Transfer Development PlanningWhat a Typical Results Delivery Looks Like: Week 1 2 3 4 5 6• Project Design – Review and validate project design – Develop project approach – Develop team charters – Develop work plans T IVE T RA• Project Start-up US – Determine joint team members and ESG IL L – Kick-off work teams – Conduct joint team training – Review/validate charters and workplans with team members Ideally, most of the people selection has already occurred during the Analysis and Design. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 40 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWWhy Is the Start-Up So Important?Because it builds . . .• Lasting trust: - Accomplishments and professionalism increase credibility T=IxC - Collaboration with executives increases intimacy R - The right events, the right time, the right way, reduces risk• A solid foundation: - Communication rolldown builds work force support - Team launch ensures right resources working the issues - Facilitation and meeting effectiveness training improves problem solving• Effective team dynamics: - People aren’t frustrated by unclear or non-value added assignments - Teammates get to know each other through early debriefs and team builds - The team develops confidence in the account manager ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 41 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW There Are A Few Critical Success Factors for a Good Startup• Strong client team members are selected and made available• Each team develops ownership of charters and schedules• Project goals and objectives are agreed to by client• Client team members receive on-boarding training – A&D overview – Core process skills – Emotional cycle of change – Benefits tracking methodology• Communications and mobilisation plans are initiated• A strong Executive Steering Group is formed and takes an active, supportive role in the project• Time is made to get to know client team members, executives and other Gemini consultants ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 42 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThere are Several Reasons Most of Our Work InvolvesSignificant Client Involvement• Transfer or ownership/client buy-in – Probability of complete, successful implementation is much higher• Clients can have good ideas• Clients know what’s been tried before, what has worked and what has not worked – Understanding how to work the “underground” network is important• Transfer of Gemini skills and knowledge ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 43 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWWhat Are the Roles and Responsibilitiesof Gemini Consultants? Project Management Thought Leadership People Development • Develop a schedule of • Add content expertise • Conduct one-on-one team milestones and as appropriate coaching and completion times counseling sessions • Challenge the team to with Executive • Manage team sessions “think out of the box” Champions, Joint Team and ensure the overall members, etc. process is maintained • Act as an outside, • Assist the team in and adhered to objective source of making pre-presents questions and and presents to • Work with the teams comments Leadership Committee and Executive and Executive Champions to ensure Champions the integrity of the process • Role model the process • Manage client • Train the team in the expectations necessary tools and techniques • Help Gemini team members stretch and grow ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 44 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW “To Be” Implemen- Project Project “As Is” Implementation Client Solution tation Design Start-Up Modeling Management Transfer Development PlanningWhat a Typical RD Looks Like: Week • “As Is” Modeling 7 8 9 10 11 12 – Perform internal assessments • Process Mapping • Service level analysis • SI/CC • Initiatives review E TIV • ABM – Perform external assessments A • Benchmarking S TR • • Customer perspective Best practices I LLU • Technology assessment – Validate findings and benefits – Communicate/mobilize – Perform “early wins” ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 45 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW“As Is” Modeling Provides the Building Blocks of theFinal Results Early Win “To Be” Opportunities Characteristics Measures and Improvement Key Cost Baselines Initiatives Drivers Current Current Current Systems/ Current Processes Organization Technology Culture Structure ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 46 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW“As Is” Modeling is a Delicate Phase of the Project• The client is often impatient about doing the “As Is” – They think they’ve already done it in the A&D – They don’t want to focus on the “broken” processes – They are anxious to start seeing results• It is essential to get a solid “stake in the ground” – Detailed opportunities are identified – Performance baselines are established• It’s as much for the mobilisation as it is for the data – Opportunities develop to get people involved – People like to tell somebody what they think is wrong – We often get comments like “This is the first time anyone’s listened in years” ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 47 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWWhat Are “Early Wins”?Definition Identified, realistic, achievable opportunities implemented early during the project to realize immediate, quantifiable benefitsObjectives• To build client enthusiasm• To build credibility for Gemini Processes• To ensure easier migration through basic improvements• To help generate buy-in for the longer-term programme Early wins are a recognized Gemini strength! ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 48 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW “To Be” Implemen- Project Project “As Is” Implementation Client Solution tation Design Start-Up Modeling Management Transfer Development Planning What a Typical RD Looks Like: Week• 11 12 13 14 15 16 17 18 19 20 “To Be” Solution Development – Develop “To Be” characteristics T I VE TRA – Develop “To Be” picture US – Validate “To Be” with client IL L – Validate “To Be” against benefits – Determine key performance indicators – Develop roles and responsibilities – Communicate/mobilize ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 49 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWDraw on Numerous Sources for Developingthe “To-Be” Vision Innovation Workshops Personal Expertise Blue-Sky Idea Generation Gemini Expertise (Knowledge networks) “As Is” Opportunities Faculty Current Initiatives “To Be” Benchmarking Client Subject Matter Experts Vision Professional Organizations Internal Client Best Practices Technology Activity Costs Customer Needs Business Modeling Remember to challenge paradigms! ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 50 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThere are Typically Two Phases of Design andDevelopment Leading up to Implementation of the “To-Be” Implementation Implement Implementation Planning Validation & Gap Analysis Performance Measures Develop Roles & Responsibilities Best Practices Design Process Mapping ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 51 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe “To Be” Design Phase • The “Design” phase initiates the creative process leading to the development of the “To Be” • The “Design” phase answers questions such as: – What could it look like at this client? – How do “outside” ideas fit into our vision of this client’s “To Be” – What do we want to improve? – Where can we get good ideas? – Is our vision the best? What other components or improvements might we add? ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 52 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe “To Be” Develop Phase • The “Develop” phase answers questions such as: – Who is accountable for completing which process steps? – Does the “To Be” in progress address our needs? – Does the design work in actual practice and will the people use it? – What is the difference between the “As Is” and the “To Be” under development? ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 53 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW “To Be” Implemen- Project Project “As Is” Implementation Client Solution tation Design Start-Up Modeling Management Transfer Development Planning What a Typical RD Looks Like: WeekImplementation planning 17 18 19 20 21 22 23 24 25 26 27 28• Perform gap analysis of “As Is”/“To Be”• Develop performance tracking system I VE• Develop implementation plan• Develop training plan RAT• Develop training USTImplementation ILL• Pilot implementation• Incorporate learnings from pilot• Train employees• Implement tracking and performance systems• Develop post-implementation assessment and feedback planClient transfer• Implement continuous learning/feedback plan• Develop roll-out implementation plan• Begin roll-out implementation ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 54 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWWhat Implementation Looks Like . . . Execution framework: Conduct Develop Orientation and Ongoing Conduct Gap Develop Training of all Communication Analysis Implementation Team Members Plan Plans 1 - 3 Weeks 1 - 2 Weeks 1 - 3 Weeks 2 - 4 Weeks Schedule and Install Integrate Execute Verify Success Continuous Workplans with Implementation with Owner Improvement Owner Plans Model 1 - 3 Weeks 5 - 26 Weeks 1 - 2 Weeks 3 - 5 Weeks Implementation execution is designed to transfer ownership of the “Best Practice” Model with accountability for results and benefits to the owner. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 55 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWImplementation of Major Change Causes EmotionalReactions• Significant emotional shifts occur while creating major change• These shifts follow a predictable sequence, thus producing an emotional cycle of change ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 56 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWImplementation of Major Change Causes EmotionalReactions Which Typically Show up in Five Stages Start-Up Project Developing Recommendations: “As Is” and “To Be” Life Implementation Cycle Extension / Expansion or Completion SATISFACTION CERTAINTY CONFIDENCE OPTIMISM HOPE TIME DOUBT PESSIMISM ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 57 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThere are Several Key Take-Aways and SuggestionsFor Managing the Emotional Cycle of Change• Not everyone will move throught the cycle at the same pace• Typically, the project team will find themselves at uninformed optimism at the beginning of the project and “in the valley” during “To-Be” design• It can be very helpful to review the Emotional Cycle of Change at the very beginning of the project – Letting people know what they will be going through makes it easier to get through, and increase your credibility• It is also advisable to review the emotional cycle of change throughout the project’s lifecycle• Creating interventions is critical to moving the people through the cycle What types of interventions could you imagine using? ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 58 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWThe Final Phase of Results Delivery Is the Ownershipby the Client of Their New Culture “To Be” Implemen- Implementation Project Project “As Is” Client Solution tation Management Design Start-Up Modeling Transfer Development Planning • How does client know when it’s over? • How do we close out work teams? • How does client know what to do after we pull out of area? • How do we obtain a record of what we’ve done for the client? ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 59 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWA Typical Day in the Life of a Gemini Consultant ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 60 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWWays to Build Successful Client Relationships• Learn the client’s industry, issues, critical functions, and areas: – Develop a point of view on events that affect the client’s businesses (e.g., read Wall Street Journal, trade journals, etc.). – Leverage GMT experience/learnings.• Leverage your consulting expertise and life experience as much as possible: – Remember that most clients have not been a “consultant” before. – Utlize Gemini as well as other work/life experience.• Be prepared to challenge the CEO and other clients constructively: – Test thinking, reframe mindsets, prompt creativity, confront with data. – Only way to true partnering and added value.• Never compromise your integrity or violate ethics: – Know the boundaries of both your role and your clients. ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 61 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWWays to Build Successful Client Relationships (cont.)• Develop a clear vision and logical plan: – Always think through contingencies.• Coach client(s) in the most efficient and effective ways possible: – Always think: problem implications solutions. – Never hold a formal meeting with your client unless you have a desired outcome in mind.• Always assume total accountability for the programme results: – Problems or failures are ours, not theirs. – But clients must assume partial responsibility for delivering.• Overplan—overcommunicate—over-merchandise: – To help you think everything through, use techniques such as role-playing, meeting planning (outcomes, decisions, steps), problem solving.• Set-up time to meet with your client on a regular basis ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 62 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWSigns of a Successful Client Relationship• You are considered a peer and are regularly consulted as an advisor by your client: – The phone rings when your client has new problems.• You and your client partner regularly make time to meet. – You can also easily meet with your client on an as-needed basis• There is a sense of trust and confidence between you and your client partner.• You are accepted at every level of the organisation.• Your clients tell you: – “You sure learn fast.” – “I know you have it under control.” – “I need your opinion.” ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 63 –
  • GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEWSigns of a Problematic Client Relationship• Your clients hold “internal meetings” to discuss issues related to your project and you are not invited.• It is difficult to get quality time with senior executives.• You hear phrases such as “the consultants,” “you guys,” or “the Gemini project”.• Clients have not made our agenda their own at Steering Group and other key meetings.• The phone never rings ©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential. PD&RD Ovrvw v.1.pt – 64 –