FREE MANAGEMENT CONSULTING COURSE on www.oeconsulting.be Operational Excellence Consulting Project management A Project is a temporary attempt undertaken to create, adapt or stop a unique product or service. There is a clear definition of what needs to be delivered. It has a start and an end, it is temporary, and it is resulting in something unique and is outside of normal operations. A project life cycle is a collection of generally sequential and sometimes overlapping project phases. Feasibility study of the project Budget Range and estimations High level planning High level scope High level requirements Start of project management : Project management plan is the project baseline (budget baseline, scope baseline, schedule baseline). Progress will be measured against the baseline (are we on track ? time? budget?). Quality assurance on budget, scheduling/timing, governance, risks, reporting, communication, resources, documents, outsourcing, change If it is not a one-time project, then the procedure must be standardized. Performance indicators Lessons learned Steps for the project manager: Understanding the context. What is the strategy behind this project. What is the need or business problem/issue? What are the objectives and the success criteria of the project? When can we say that we have reached our goal ? What is the relation between the objectives and the means at your disposal (what is needed to do the project and what is the action plan to develop the missing skills or knowledge) ? What is the level of hostility of the environment? Setting up logs of the business problem/issue to measure the problem Defining the scope by gathering data via interviews or brainstorming Define a project plan with phases (1) analysis phase of current situation “as-is”, (2) proposed solutions phase for the “to-be” situation, (3) implementation phase, and with room for uncertainties (contingency) Setting up early warning systems (KPI) What are the risks ? What is the action plan against it? Risk is a feared event that is not predictable. Every risk has a level of probability and a level of impact. Carrying out the project : making the deliverables (e.g. coding, development, definition of parameters, interface, documentations, testing, prototype, end to end test), communication of it and provide feedback to client. Project closing: handover, presentation, training. Problem solving techniques : Understand the business situation and make a list of the issues with the current situation in well defined activities (organizational issues, cultural issues, personal issues)  “as is situation” Define the most feasible solution or the requirements for the solution  “to be situation” Requirements describe how to develop and specify pieces of work in enough detail to allow them to be successfully implemented by a project team (work breakdown structure)

1. Operational Excellence
Consulting
Business fundamentals &
Insights for better decision-making
The
Method

2. Project management
Resources
Vision
Mission
Strategy
Organization
Business
Products/Services
Portfolio
management
Strategy Management
ProjectsDetailed operations
=> generates value
Project
management
Operations
Function Role
E.g. innovation (new service/product/market)
Projects
Selection of projects is based on benefits of the
‘Business Case’ (quality, performance, status,. ..)
Project are launched from a current situation ‘AS-IS’
in order to obtain a desired future situation ‘TO-BE’
Strategic competitive advantage (SCA): patent,
install base, image/branding, disruptive/innovative
technology, …
Selection

3. Resources
Vision
Mission
Strategy
Portfolio
management
Strategy Management
Projects
Detailed operations
=> generates value
Operations
Function Role
E.g. innovation (new service/product/market)
Projects
Strategic competitive advantage (SCA): patent, install
base, image/branding, disruptive/innovative technology,
…
Organization
Business
Products/Services
Project are launched from a current situation ‘AS-IS’ in
order to obtain a desired future situation ‘TO-BE’
Project
management
Selection of projects is based on
benefits of the ‘Business Case’
(quality, performance, status,. ..)
Projects
Selection

4. – A Project is a temporary attempt undertaken to create, adapt or stop a unique product or
service. There is a clear definition of what needs to be delivered. It has a start and an end, it is
temporary, and it is resulting in something unique and is outside of normal operations.
– A project life cycle is a collection of generally sequential and sometimes overlapping project
phases.
Cost/effortlevel
Time
Pre-project Carrying out projectProject Plan Closing

5. – Feasibility study of the project
– Budget Range and estimations
– High level planning
– High level scope
– High level requirements
Start of project management :
– Project management plan is the project baseline (budget baseline, scope baseline, schedule
baseline). Progress will be measured against the baseline (are we on track ? time? budget?).
– Quality assurance on budget, scheduling/timing, governance, risks, reporting, communication,
resources, documents, outsourcing, change
– If it is not a one-time project, then the procedure must be standardized.
– Performance indicators
– Lessons learned
Pre-project
Carrying out project
Project Plan
Closing

6. Steps for the project manager:
1. Understanding the context. What is the strategy behind this project. What is the need or
business problem/issue? What are the objectives and the success criteria of the project?
When can we say that we have reached our goal ? What is the relation between the
objectives and the means at your disposal (what is needed to do the project and what is the
action plan to develop the missing skills or knowledge) ? What is the level of hostility of the
environment?
2. Setting up logs of the business problem/issue to measure the problem
3. Defining the scope by gathering data via interviews or brainstorming
4. Define a project plan with phases (1) analysis phase of current situation “as-is”, (2) proposed
solutions phase for the “to-be” situation, (3) implementation phase, and with room for
uncertainties (contingency)
5. Setting up early warning systems (KPI)
6. What are the risks ? What is the action plan against it? Risk is a feared event that is not
predictable. Every risk has a level of probability and a level of impact.
7. Carrying out the project : making the deliverables (e.g. coding, development, definition of
parameters, interface, documentations, testing, prototype, end to end test), communication
of it and provide feedback to client.
8. Project closing: handover, presentation, training.

7. – Problem solving techniques :
1. Understand the business situation and make a list of the issues with the current situation in
well defined activities (organizational issues, cultural issues, personal issues)  “as is
situation”
2. Define the most feasible solution or the requirements for the solution  “to be situation”
Requirements describe how to develop and specify pieces of work in enough detail to allow them
to be successfully implemented by a project team (work breakdown structure)
How?
Desk research, Interview, Job-shadowing, PowerPoint, ARIS, Excel, Word, Diagrams, …
Use “Business Process Modelling” or “Requirements analysis” or “Business Process Improvement”
to find errors and limitations, and fully understand the product or system.
Reverse Engineering : analyzing a product or system to understand underlying processes, data and
rules.

8. – Brainstorming technique : The 6 Thinking Hats
6 distinct directions are identified and assigned a color for each person. The 6 directions are:
1. Managing Blue – what is the subject? what are we thinking about? what is the goal? Can look
at the big picture.
2. Information White – considering purely what information is available, what are the facts?
3. Emotions Red – intuitive or instinctive gut reactions or statements of emotional feeling (but
not any justification).
4. Discernment Black – logic applied to identifying reasons to be cautious and conservative.
Practical, realistic.
5. Optimistic response Yellow – logic applied to identifying benefits, seeking harmony. Sees the
brighter, sunny side of situations.
6. Creativity Green – statements of provocation and investigation, seeing where a thought goes.
Thinks creatively, outside the box.

9. – Scheduling technique : sequential order of activities or tasks. Each activity or tasks has : Time,
Resource, Effort, Charge of resource
– Scoping technique :
Scope baseline
Deliverables
Specifications
Business Need
Requirements
Exclusions

10. – Quality standard technique for the project : completeness of the deliverable and associated
work (e.g. change management, document management)
– Quality of the deliverable itself (no defects, error-free):
Checklist of criteria = performance, smooth, responsive, no lags, no dead points, no crash,
compatible, flexible, features for intended use, reliability (no defect), conformity (standardized),
sustainability, user support, aesthetics, perception,…
How ?
1. Quality to prevent defects or errors  a process to go through or a procedure to follow
2. Quality to detect and correct errors  real-time “early warning system”

11. – A Project Manager manages the project and so the development of the product by aligning
available resources and managing issues and risks. Project Managers aim to maximize quality
and minimize risk. They must balance time, cost, and quality — for example, if the deadline is
shortened, they must either increase costs by adding people on the project or reduce the
scope with less work in order to maintain quality.
Other solution may be to drop a feature, postpone delivery date, increase resources, overlap
in planning, allow occasional overload.
– A Project Manager needs to manage stakeholders for managing expectations of the project for
decisions and roles/responsibilities  technique “power/interest grid” in order to prioritize
your stakeholders
Keep satisfied
Discuss approach
Manage
closely
No surprises
Monitor
Minimum effort
Keep informed
Avoid rumour
LowPowerinfluenceofthestakeholderHigh
Low Interest of the stakeholder High

12. – Communication depends on information nature and on the audience size:
“A picture says more than a thousand words”
Whiteboard
Sketches
Public Speech
PowerPoint for ideas
Discussions
Word document
Micro details
LowInformationnatureHigh
Low Audience size High

13. – PowerPoint technique : “Situation”  “Complication”  “Question”
Recommendation/Answer
Main assertion
Detailed assertion
Lowest level assertion
Situation
Complication
Question
Summary
Next steps
Appendices

14. Deductive logic Inductive logic
You must
change
Here’s what is
going wrong
Here’s what is
causing it
So here’s what you
should do
A1 B1 C1 A2 B2 C2 A3 B3 C3
Why?
How?
You must
change
A3 B3 C3
A1 A2 B1 B2 C1 C2
How?
Why?

15. Slides should tell the story clearly by walking through the titles. The flow of main assertions' slide
titles is your management summary. Keep the slide titles short (limited to two lines)
TITLE... ...TITLE... ...TITLE
Story line
Title slide 4
Title slide 3
Title slide 2
Title slide 1
Logic
flow

16. – A Project Manager needs to manage the risks of the project. Technique “Logging risks with
mitigation plan” :
Feared event
Describe risk
………………...
…………………
Probability
level
Estimate chances
…………………
Impact
level
Estimate impact
…………………
Cause
Describe the origin
………………...
…………………
Preventive
action
How to avoid the risk?
…………………
Corrective action
How to correct the event?
…………………
…………………
Assignee
Who will take care of?
………………...
…………………
Deadline
When the risk is under control?
………………...
…………………

17. – A Project Manager needs to communicate the overall status of the project and the current
status of different action points (to do).
Example of a status reporting of action points:
1. ………………..
2. ………………..
3. ………………..
4. ………………..
5. ………………..
• ………………..
• ………………..
• ………………..
• ………………..
• ………………..
Main achievements
done
Project Status
1. ………………..
2. ………………..
3. ………………..
4. ………………..
5. ………………..
• ………………..
• ………………..
• ………………..
• ………………..
• ………………..
Planned for next
week (to do)
Hot issues +
action plan

18. – Example of a overall project dashboard:
1. ………………..
2. ………………..
3. ………………..
4. ………………..
5. ………………..
• ………………..
• ………………..
• ………………..
• ………………..
• ………………..
Action Status
1. ………………..
2. ………………..
3. ………………..
4. ………………..
5. ………………..
• ………………..
• ………………..
• ………………..
• ………………..
• ………………..
Deadline
Hot issues +
action plan
Objectives
………………..
………………...
…………………
Project phases
………………..
………………...
…………………
Status
………………..
………………...
…………………
Risk
………………..
………………...
…………………

19. – Example dashboard with indicators:
Indicators can be about:
Planning (progress of the activities identified plan), resources (current and future resources
allocation compared to the plan), risk, critical incidents, bugs quality, budget, scope change
control, perception, user satisfaction, new problem management/change requests, business
continuity danger due to capacity usage.
“General Status” is an indicator which is a composite of all indicators for a given area.
No Red
AND
less than 50% of Orange
general indicators
No Red
AND
Equal or greater that 50%
of Orange general
indicators
At least 1 Red general
indicators

20. – A Project Manager needs to manage the change that will have an impact on the people or
systems when the project is fully implemented.
Change management comes down to dealing with technical aspect of change (skills, IT), human
aspect of change (resources, responsibilities), organizational aspect (procedure, process) of
change.
How?
Technique : ADKAR assessment for change management
ADKAR stands for awareness, desire, knowledge, ability, reinforcement.

21. Step 1 : map all 5 possible impacts that the project might have by scoring (low-medium-high) per
impacted team :
1. Awareness of the need of the project and need for change
2. Desire and motivation to make the change happen. Teams may be impacted positively or
negatively.
3. Knowledge and understanding about the project and the change
4. Ability to implement new skills and behaviours. Teams may need to immediately start the
change in practice
5. Reinforcement to retain the change once it has been made in practice.
Team A Team B Team C
3
Knowledge
1
Awareness
2
Desire
5
Reinforcement
4
Ability

22. – If awareness is needed: discuss and explore the reasons and benefits for this change. Discuss
the risks of not changing and why the change needs to happen now.
– If more desire is needed: to move this person forward you must understand and address their
inherent desire to change (which may stem from negative or positive consequences). These
motivating factors have to be great enough to overcome the individual’s personal threshold to
resisting the change.
– If more knowledge is needed: avoid dwelling on reasons for change and motivating factors, as
this is unnecessary and could be discouraging. Focus now on education and training for the
skills and behaviors necessary to move forward.
– If more ability is needed: first, time is needed to develop new abilities and behaviors, and this
person simply may need more time to develop new skills with proficiency. Second, ongoing
coaching and support could be required - consider outside intervention, continued support
and mentoring.
– If more reinforcement is needed: investigate if the necessary elements are present to keep the
person from reverting to old behaviors. Address the incentives or consequences for not
continuing to act in the new way and re-visit the knowledge and ability milestones. It may be
that more training and education is needed as processes develop and evolve.

23. Step 2 : complete the people impact assessment per project.
It helps you evaluate quickly the situation of each impacted team and what the change means for
them. Focus on the most impacted team
Example of people impact assessment :
Extend existing Build newLimited
Important
No
Some
Complexity (need for additional knowledge/skills)
Sensitivityofimpact
Most impact
Least impact

24. Step 3 : Make a Change plan : focus on the way in which your change initiatives need to “flow” or
“cascade” though the company. Include any milestone.
During project :
– Communication, emails, workshops
– Training & Documentation
After hand-over of the project :
– Sponsorship
– Coaching

25. – In the end, a Project Manager needs to close the project and make a list of lessons learned.
Lessons learned can be about the processes we go through, about the people we involve, about
the objectives that we pursue.
• ………………..
• ………………..
• ………………..
• ………………..
• ………………..
Difficulties
• ………………..
• ………………..
• ………………..
• ………………..
• ………………..
Success factors
• ………………..
• ………………..
• ………………..
• ………………..
• ………………..
Recommendation
Continue doing
………………..
…………………
…………………
Stop doing
………………..
………………...
…………………
Start doing
………………..
………………...
…………………