Anatomy of a methodology


Published on

Anatomy of a Methodology: To introduce structure into a structure. Please do let me know if you want a copy. I have a write up that is more detailed. You may write to me at saumya _ ganguly (at) gmail (dot) com

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Anatomy of a methodology

  1. 1. Anatomy of a Methodology: To introduce structure into a structure An approach paper to bring some spice, by way of disagreements & protests, into the otherwise unexciting subject of a structured approach to Life, the Universe and Everything Controlled copy Version 1.0b
  2. 2. Table of Contents <ul><li>Conceptual Foundation </li></ul><ul><ul><li>Need for the Methodology </li></ul></ul><ul><li>Methodology Content </li></ul><ul><ul><li>The Work Breakdown Structure </li></ul></ul><ul><ul><li>Guide to the WBS </li></ul></ul><ul><ul><li>Deliverable definitions </li></ul></ul><ul><li>Implementation Aids </li></ul><ul><ul><li>Roles and Responsibility </li></ul></ul><ul><ul><li>Technique papers </li></ul></ul><ul><ul><li>Templates and Accelerators </li></ul></ul><ul><li>Methodology Sustenance </li></ul><ul><ul><li>Tools embedding method </li></ul></ul><ul><ul><li>Training infrastructure & helpdesk </li></ul></ul>
  3. 3. Conceptual Foundation <ul><li>The rationale behind defining a new methodology needs to be examined </li></ul><ul><ul><li>e.g. Do Implementation, Reimplementation and Rollout need separate methodologies? </li></ul></ul><ul><li>There might be a need for a separate methodology or to integrate parts of an existing methodology. </li></ul><ul><ul><li>e.g. a stand-alone Change Management methodology may be incorporated into a Global Consolidation methodology. </li></ul></ul><ul><li>An offering needs to be positioned with a separate methodology even if it is also part of another consolidated offering </li></ul><ul><ul><li>ERP Benefit Realization would be part of an ERP implementation offering, but can also be positioned as a value-add / independent offering </li></ul></ul>
  4. 4. Work Breakdown Structure Process A Phase I Phase II Phase III Phase IV Process B Process C Process D Process E Process F Process G Process H Process I Process J Process K <ul><li>The engagement lifecycle is decomposed into Phase > Process > Activity > Task </li></ul><ul><li>Each Phase will have a checkpoint Process. </li></ul><ul><li>Deliverables would normally be collated in a Phase and work products at Activities (details in slide on Deliverables). </li></ul><ul><li>Cross lifecycle Phases may exist for evolving deliverables or repetitive Activities </li></ul><ul><li>The project plan would be derived from the engagement lifecycle hierarchy of Phase>Process>Activity>Task </li></ul><ul><li>The methodology will be adapted for the engagement during the proposal phase & at fine tuned during engagement start-up </li></ul>
  5. 5. Guide to the WBS <ul><li>A detailed guide will describe the Phase, Process, Activity & Task in the WBS. </li></ul><ul><li>The Phase network diagram will define the relationship and dependencies between the phases. </li></ul><ul><li>Phases will have a phase objective and phase introduction. </li></ul><ul><li>Process and Activities will have a “purpose statement” and a “overview description” </li></ul><ul><li>Tasks with have a “detailed description” </li></ul><ul><li>Process will have the expected deliverable inventory. </li></ul><ul><li>Process may cross-reference Technique papers and suggested or recommended Tools </li></ul><ul><li>Task X.1.1 </li></ul><ul><li>Task X.1.2 </li></ul><ul><li>Task X.1.3 </li></ul><ul><li>Task X.2.1 </li></ul><ul><li>Task X.2.2 </li></ul><ul><li>Task X.3.3 </li></ul><ul><li>Task X.4.1 </li></ul><ul><li>Task X.4.2 </li></ul><ul><li>Task X.4.3 </li></ul><ul><li>Task X.5.1 </li></ul><ul><li>Task X.5.2 </li></ul><ul><li>Task X.5.3 </li></ul>
  6. 6. Methodology Tracks Process A Phase I Phase II Phase III Phase IV Process B Process C Process D Process E Process F Process G Process H Process I Process J Process K <ul><li>There would be logical relation of methodology Process from Phase to Phase as the work products and deliverables contribute to the evolution of the engagement solution or realization of the project goal. </li></ul><ul><li>Logical deliverable chains or “themes” running throughout the lifecycle will be named Tracks. </li></ul><ul><li>Each Track will need a unique combination of skill, competency and objective. </li></ul><ul><li>Milestone driven project plans would be developed by tracks, whereas lifecycle driven project plans would be driven by project Phases. </li></ul>
  7. 7. Work Products & Deliverables Process A Phase I Phase II Phase III Phase IV Process B Process C Process D Process E Process F Process G Process H Process I Process J Process K <ul><li>A deliverable is an acceptable output marking a milestone achievement or successful completion of a Process or a group of Activities. </li></ul><ul><li>A work product is a document recording execution of a Task or an Activity. </li></ul><ul><li>Examples of work products are memos, minutes, issue log, key decisions; and are relevant for multiple deliverables. </li></ul><ul><li>A deliverable network diagram depicts the relationship of milestones and hence the milestone activities in a project plan. </li></ul><ul><li>A Deliverable definition document would contain details like purpose, rationale, development approach, acceptance, and estimating considerations </li></ul>
  8. 8. Technique Papers <ul><li>The WBS, WBS Guide and Deliverable definitions would describe “What to” be done. </li></ul><ul><li>Technique papers would be guides on “How to” do the same. </li></ul><ul><li>Examples of the same would be: </li></ul><ul><ul><li>“ Managing the stakeholder for project success”: Change Management track </li></ul></ul><ul><ul><li>“ Managing profitability in a fixed bid project”: Project Management track </li></ul></ul><ul><ul><li>“ Defining and Managing Scope by the Seven Levers of Scope”: Business Process Track </li></ul></ul><ul><ul><li>“ Managing Data Conversion to improve user experience in a post go-live environment&quot;: Data Management Track </li></ul></ul>
  9. 9. Templates & Accelerators <ul><li>Templates would provide a “boiler-plate” structure to the engagement team that would be supplement the deliverable definition and the technique paper documentation </li></ul><ul><li>The project manager would adapt and align templates to project imperatives </li></ul><ul><li>Accelerators would be templates with content that would be domain and/or product specific </li></ul><ul><li>e.g. The process performance measures for a health check offering may be pre-filled with content syndicated from APQC or the PwC/ Saratoga databases </li></ul>
  10. 10. Roles and Responsibilities <ul><li>There would be roles & responsibilities for the project </li></ul><ul><li>Each Track would need skills that would be relevant to the Track </li></ul><ul><li>The Tasks & Activities of the methodology for the offering would be best executed by specific roles. </li></ul><ul><li>Job description for each role would help in staffing the project. It would also help in training needs identification. </li></ul>Steering Committee Project Management Client Team Cognizant Consultant Business SME Deliverable Acceptance Team Business Analyst ERP Package SME
  11. 11. Project plan template <ul><li>This in effect, would be, a template and an accelerator combined together. </li></ul><ul><li>This would have WBS items, milestones, dependencies, representative or proportionate durations, roles performing the WBS items, information cross referencing the deliverables, templates, but not technique papers and accelerators. </li></ul>
  12. 12. Training & Helpdesk Infrastructure <ul><li>For the methodology be a working, repetitive project execution process methodology training material is needed. </li></ul><ul><li>Methodology champions would provide </li></ul><ul><ul><li>training to the practicing consultants </li></ul></ul><ul><ul><li>inputs to the business advancement team during the bid process & the project manager at the engagement initiation phase </li></ul></ul><ul><ul><li>ongoing clarifications, harvest engagement experiences & deliverables to keep the methodology components up to date </li></ul></ul>
  13. 13. Tools for Methods <ul><li>Objective: </li></ul><ul><ul><li>Logical, Replicable processes to produce Predictable, Defendable results </li></ul></ul><ul><ul><li>Individual independent Delivery Excellence </li></ul></ul><ul><li>Solution: Tools that embed methods, templates, roles and integrate templates, accelerators and technique papers </li></ul>
  14. 14. No Questions? Thank you!