1.
COMPANYNAME
Project Management Services
Achieving Success through
Delivery
Eugene Nizeyimana, Director/Principal, SSCG
April 2017

2.
SSCG global team of Portfolio
and Programme Management
(PPM) and PMO professionals
specialise in designing and
delivering complex six sigma
problem solving, engineering
projects, process transformation
and business growth
programmes.
We help clients develop
frameworks to assist them invest
in the right projects, execute and
manage effectively to mature
their delivery capability and
realise the intended business
benefits.
www.sscg-group.com

3.
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Copyright 2017. SSCG. All rights reserved.
The information contained in this report and materials represents the culmination of proprietary of SSCG . This material has been prepared for general informational purposes only and is not intended to be relied upon for professional advice. For advisory and management operation services, contact our
professional for consultation. This document contains confidential or proprietary information of SSCG, the disclosure of which would cause irreparable harm to SSCG; therefore, the recipient shall not disclose, use, or duplicate this document, in whole or in part. The information is provided on a confidential
basis solely for internal use.
Introduction to the Project Management Office (PMO)
Contents: Unlocking the Value of Investment
Introduction
What is project management?
Who, what, when, and why for projects
SQERT Model
Project Framework
Five Management Steps
SSCG Management Methodology (SMM)
SSCG Delivery Method
Monitoring and Control
Risk Management
Common Project Success Pitfalls
SSCG Global Business Services (GBS)
Project Management Consulting Services
How we can help?

4.
Unlocking the Value of
Investment
Companies are constantly seeking new and more
effective ways to increase success rates of their
transformational
programmes.
Companies continue to be challenged in executing
complex projects. Despite the many advances in project
management and development techniques, the overall
ratio between successful, challenged and outright
programmes failures has not changed.
Most large-scale transformation, problem solving and
business growth projects do not succeed, mainly driven
by inadequate governance and poor planning.
The challenge in unlocking the full potential of a
company’s capital investment has a direct impact on
market competitiveness.

5.
Portfolio
Management
Programmes Management
Project Management
A group of projects and/programmes managed in
a coordinated way to support business strategy
and to deliver benefits in line with strategic goals
Benefit realisation
Doing things right
Doing the right things
Company success requires expanding beyond doing things right to doing the right things
ProjectProgrammePortfolio
 Strategic fit
 Alignment
 Governance
 Agility
 Financial
investment
 Verification and
validation
 Prioritisation
 Resources.
 Scope
 Quality
 Cost
 Time
A set of interrelated projects,
managed in a coordinated way to
attain the selected business
objectives and benefits
A temporary endeavour to
create a unique product,
service or business results
Introduction
Project, Programme and Portfolio

6.
What is project?
A project is a temporary endeavour:
 Defined timeline
 Specific objectives
 Funding limits
 Consumer resources
 Deliver business benefits

7.
What is project management?
 Project Management (PM) is the application of knowledge, skills, tools, techniques and processes to help clients make
better decisions and to complete deliverables that meet a project’s requirements.”
 PM methodologies offer a way of doing business for all project team members
 Provide project managers easy-to-use checklists and templates that target the fundamental PM concepts
 Utilisation of PM tools increases the probability of project success
 PM provide all project team members and stakeholders with a road map of the project, defined roles and expectations
 PM processes and tools help the project manager and team to organize, document, track and report on project tasks and
progress.

8.
Effective Project/Programme
Management Address?
Quality Cost
Schedule
Problematic
alignment
Consequences of poor project/programme
management are:
 Lost revenue and profits
 Contract penalties
 Loss of clientele
 Higher costs
 Reputation damage
 Resource waste

9.
Who, what, when, and why
for projects
 A defined and agreed project scope
 A roadmap for deliverables
 Documented roles and responsibilities
 A common language for communication relative to
project phases, tracking and reporting
 Processes to enable communication, accomplish
the work, facilitate issue resolution and risk
mitigation
PM focuses on measurement-driven results,
repeatable processes and clear communication.

10.
SQERT Model
SQERT model helps us to look at typical project and management constraints when thinking about projects dimensions.
Projects
Scope
Time Quality
EffortRisk

11.
PM roadmap steps may overlap
and be iterative:
• Startup
• Define and Confirm
Scope/Requirements
• Develop Plan and Secure
Resources
• Track, Control, Report and
Review
• Completion and Assessment
Communication, Risk and Issue
Management, and Sponsor
Management are essential
throughout the project -- both
planned and spontaneous.
Five
Management
Steps

12.
Project Management Framework
Initiate Prepare Execute & Control Close
Start-up
Definition/
Scope /
Requirements
Planning &
Resource
Allocation
Track &
Control
Review
Reporting Completion
& Assessment
Management of:
1. Scope
2. Work plan
3. Resources: Time, Cost,
People)
4. Deliverables
5. Quality
6. Transition
7. Int/Ext vendors
Risk and issue management
Sponsor and stakeholders management
Communication management

13.
SSCG Management Methodology (SMM)
Our management approach focuses on measurement-driven results,
repeatable processes and clear communication. Provides tools to help manage
projects effectively on schedule and budget
Methodology
Scope
• Plan
• Milestones
• Deliverables
• WBS
• Tracking
• Reporting
Schedule
• Timing
• Gateways
Quality
• Standards
• Assurance
• Management
system
Cost
• Budget
Issue
• Identification
• Log
• Resolution
Risk
• Assessment
• Log
• Control
• Resolution
Control
• Progress
• Status
• Risks
• Budget
• Resources
• Change
• Bottlenecks
Communication
• Metrics
• Configuration
• Stakeholders
• Technology
• Infrastructure
Suppliers
• Contract
management
• Contractors
• Performance
• Integration
People Process Technology

14.
SSCG Delivery Method
Analysis Architecture DeploymentPlanning
Business Case Management
Project Monitoring and Control
Resource Management
Project Status Communication
Evaluation Complete
Refine Business Case and Metrics
Adapt processes
Establish project
WBS
Schedule
Resource
requirement
Financial
investment
Resource
allocation
Define delivery
strategy
Scope
Define iteration
strategy
Continuous evaluation, validation and alignment

15.
Monitoring and Control
Necessary to initiate measures at the right time of the project lifecycle.
Monitoring and controlling project’s proceeding along as is vs to be involves
following activities and deliverables
Monitoring
• Progress
• Status
• Risks
• Issue
• Budget
• Business environment
• Economic status
• Quality
• Milestones
Control
• Plan
• Risks
• Budget
• Schedule
• Data
• Communication
• Change
• Quality
• Standards
Project
Deliverables

16.
Risk Management
Project risk management is a continuous process of
identifying, analysing, prioritising and mitigating risks that
threaten a projects likelihood of success in terms of cost,
schedule, quality, safety and technical performance.
A comprehensive project risk management approach
should have the following components, which should be
scalable to the specific project’s size and type:
1. Strategy and planning
2. Risk identification
3. Analysis (quantitative and qualitative)
4. Response planning and
5. Monitoring and control

17.
Common Project Success Pitfalls
Typical issues faced by companies who struggle with keeping their portfolio under
control include:
 Too many projects running at the same time that ultimately do not deliver benefits,
results because of a lack of focus or select resources and underperformance
 Strategic objectives are not supported by investment project or programmes
 Unclear scope and business needs
 Uncommitted sponsor
 Uncommitted resources
 Project mission and tasks are poorly defined
 Lack of a clear process for escalating risks to senior management
 Insufficient reporting to support top-management decisions
 Ineffective enforcement of project controls and policies
 Conflict between line, project managers
 Projects do not meet deadlines / milestones
 Lack of standardized reports and reporting frameworks for all projects - Fragmented
project plans
Large projects are
complex and
complexity
exponentially
increases risk.

18.
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Copyright 2017. SSCG. All rights reserved.
The information contained in this report and materials represents the culmination of proprietary of SSCG . This material has been prepared for general informational purposes only and is not intended to be relied upon for professional advice. For advisory and management operation services, contact our
professional for consultation. This document contains confidential or proprietary information of SSCG, the disclosure of which would cause irreparable harm to SSCG; therefore, the recipient shall not disclose, use, or duplicate this document, in whole or in part. The information is provided on a confidential
basis solely for internal use.
Introduction to the Project Management Office (PMO)
Our End-to End Project Management
Consulting Services

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SSCG Global Business Services (GBS)
Global Business Services (GBS)
Management Consulting
Strategy Process Projects Quality Business Engineering
Corporate Strategy Business Process
Management (BPM)
Project Portfolio
Management (PPM)
EFQM Business Management
Excellence (BME)
Product Lifecycle
Management
Strategic Management Lean Six Sigma (LSS) Programme Management Quality Management
System (QMS)
Business Creation and
Delivery
Engineering Projects
Management
Strategy and Growth Operation Transformation
and Excellence (OTE)
PMO Management Quality Engineering
Management
Product Lifecycle
Management
Transport and Mobility
Market and Economic Capital Projects
Management
Business Performance
Improvement
Manufacturing and
Assembly
Target Operation Model
(TOM) design
Agile Project Management Enterprise Growth Vehicle Programme
Management
Business Model Innovation
(BMI)
Business Integration System Engineering
African Market Services
(AMS)
Industrial Manufacturing
Electrification and
Hybridisation
Automotive Manufacturing Business Services Financial Services Oil and Gas

20.
SSCG’s Project Advisory services are objective, professional
approaches to managing the many risks associated with
major change: risks that involve complexity, technology,
governance, selection and management of vendors and
partners, implementation of solutions and acceptance of
change throughout the organisation.
SSCG applies leading concepts and practices, supported by:
• Experienced practitioners
• Recognised best practices
• Effective tools and templates
• International standards
• Built-in knowledge transfer
Our Project Advisory Services can assist your company to
generate significant cost savings by minimising poor selection
decisions, costly overruns, delivery and misalignment with
business needs, poor quality deliverables and failed projects.
Project Management
Consulting Services

21.
Portfolio, Programme and Project
Management (PPM) Practices
SSCG’s Portfolio, Programme and Project Management (PPM) Advisory and Assistance
services help clients to develop appropriate processes and capabilities to achieve goals. We
provide practical guidance for conducting capability development, maturity assessments and
performance reviews. Our methodology provides a flexible, comprehensive approach that
can help our clients achieve their goals.
PPM provides services for the purpose of designing or evaluating portfolio, programme, or
project management practices. The objective is to assist in implementing or improving PPM
practices to reduce project costs, increase project success and create an support
environment which is valued by internal and external stakeholders alike.
Effective PPM helps clients make sound decisions by prioritising the deployment of scarce
resources to change initiatives and maximising their value to help achieve the company’s
strategy. Company operate in increasingly dynamic environments, which often make it a
struggle to satisfy fluid business requirements
1

22.
Programme
Management Office
(PMO)
Our PMO Assistance is intended to help our clients develop
the processes to support a Programme Management
Office. We assist with the development of a client’s
programme office processes and facilitate communication
across client leadership to help make sure that enterprise
programme initiatives are aligned with the organisation’s
business strategies. The focus of our PMO practices is to
increase project visibility across client leadership in order to
help achieve strategic programme performance.
2

23.
Benefits Realisation
Assessment and Management
SSCG professionals help you identify the measurable business
changes that you will to see at the successful completion of
your project and to tie these into an effective Benefits
Management and Realisation strategy which can be referenced
in your Business Case.
Even for projects where outcomes are “enabling” or “intangible”,
our Project Advisory team will be able to assist with the
identification of proxy indicators and benefit relationships to
support the approval of your Business Case and its successful
delivery.
3

24.
Measuring Project Risk State
The ability to have a forward-looking view of risks and being
able to predict the impact of those risks allows the our clients
to proactively manage projects.
The early identification of necessary corrective actions and
predictive risks leads to greater control of program
performance and accelerated benefits achievement, resulting
in:
• Reduced cost
• Reduced time
• Increased benefit realization
• Improved time to benefits
• Improved return on capital investments
• Increased competitive posture
4

25.
Successfully execution and
management of projects
drive competitive advantage
and growth.

26.
How we can help?
We help our clients solve big, complex industry issues and
capitalize on opportunities to help deliver outcomes that grow,
optimize and protect our clients’ businesses.
Our project portfolio management approach takes a holistic
view of your company’s overall strategy, helps gain control of
investments and helps to deliver meaningful value to the
business. It focuses on the entire life cycle of the project
portfolio from planning to monitoring and on to delivery. This
includes three major processes — portfolio strategy, planning
and portfolio operations: all three processes centre around both
value alignment and identification within the business, as well
as value realization within your IT and operations functions.
Our holistic approach will enhance your organization’s chance
of success in its transformation efforts because it will help
the organization to focus on the risks that matter. In addition,
this approach will help enable a common risk language within
programs and projects, thereby strengthening your company’s
risk culture.

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Eugene Nizeyimana
Director/Principal for Projects , Strategy and Process Transformation
Phone: +44 7879150562/+44 1902 752758
Email: Eugene.Nizeyimana@sscg-group.com
For more information…
Contact Us

28.
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Copyright 2017. SSCG. All rights reserved.
The information contained in this report and materials represents the culmination of proprietary of SSCG . This material has been prepared for general informational purposes only and is not intended to be relied upon for professional advice. For advisory and management operation services, contact our
professional for consultation. This document contains confidential or proprietary information of SSCG, the disclosure of which would cause irreparable harm to SSCG; therefore, the recipient shall not disclose, use, or duplicate this document, in whole or in part. The information is provided on a confidential
basis solely for communication use.
Driving Transformation and Growth
Advisory | Consulting | Operation
SSCG is global management consulting and professional firm. We
provide management advisory and operation support across business
services, automotive, industrial manufacturing and emerging markets
sectors. SSCG provide transformation, scalable and customised
services.
SSCG Automotive Sector Practice and management consulting firms
are leading presence in the industry. Our professionals can help you
navigate the complex issues and challenges impacting your business
and industry. We leverages our extensive experience in the industry
and work side by side with our clients to help them solve complex
challenges with efficiency, reduce risks and cost while driving quality.
We blends deep business understanding with industry wide
experience and methodologies to help our clients unlock and seize
emerging opportunities.
www.sscg-group.com
info@sscg-group.com