How do i cost a project
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This document provides advice on how to properly cost a project by focusing on goals and deliverables rather than daily rates. It recommends that clients first identify the goals and their value, then agree with a candidate on the estimated cost and timeline. The cost can be structured as a daily rate for a set timeframe, a weekly/monthly maximum, or however both parties agree. Notice periods are kept short so costs can be cut quickly if the project is not working as planned. The goal is for clients and consultants to have a mutually agreeable understanding of project costs focused on outcomes rather than hourly billing.
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This document provides guidance on managing portfolio projects. It discusses key dimensions of project delivery including product, organization, process, and client/business needs. It emphasizes setting project levers in equilibrium to reduce risk and increase certainty. Successful delivery requires good processes, people, technology, and great leadership. The four essential disciplines of portfolio management are planning, resource management, financial management, and change management. Status reporting must be consistent to effectively manage projects. Challenges include applying a flexible rather than "one size fits all" methodology. Tips for programme managers include allowing time for decisions, surrounding oneself with good project managers, and clearly understanding goals and authority.
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GETTING STARTEDOverview of the ProjectNothing is impossible fo.docx
GETTING STARTED
Overview of the Project
Nothing is impossible for the man who doesn’t have to do it himself.
—A. H. WEILER
INTRODUCTION
The job of a business executive requires coordination of the many activities necessary to create a successful business. Markets must be analyzed, potential customers identified, strategies for creating and delivering products and services must be developed, financial goals established and reported, legislative mandates followed, and many different stakeholders satisfied. To ensure that these objectives are met, businesses eventually develop a series of processes designed to produce the desired result. But the world is a dangerous place. Earthquakes, floods, tornadoes, pandemics, snowstorms, fire, and other natural disasters can strike at any time and interrupt these important processes. Terrorism, riots, arson, sabotage, and other human-created disasters can also damage your business. Accidents and equipment failures are guaranteed to happen. As an executive responsible for the well-being of your organization, it is critical that you have a plan in place to ensure that your business can continue its operations after such a disaster and to protect vital operations, facilities, and assets.
You do this just like you do any other important task; you analyze the situation and create a plan. A disaster recovery plan keeps you in business after a disaster by helping to minimize the damage and allowing your organization to recover as quickly as possible. While you can’t prevent every disaster, you can with proper planning mitigate the damage and get back to work quickly and efficiently. The key is having a well-thought-out and up-to-date disaster recovery plan. This chapter will lead you through the creation and implementation of a project plan for creating an effective disaster recovery plan.
Disaster recovery is to recover from a significant disaster, such as a roof collapse in the computer room or a fire in a significant portion of the offices. A disaster almost always requires rebuilding a portion of the business in a recovery area in a very short time. Business continuity, also known as business resilience, involves identifying and mitigating critical machines that may fail. For example, a failure of the database server may close down online customer orders, so a second server is clustered and the disk storage is mirrored to provide redundancy.
THE DISASTER RECOVERY PLAN PROJECT
Building a disaster recovery or business continuity plan is much like any other business project. A formal project management process is necessary to coordinate the various players and company disciplines required to successfully deliver the desired results of the project. This chapter will give you a high-level roadmap of what you should expect as you prepare to lead or manage a disaster recovery project. A sample project plan is included in the companion url accompanying this book. Adapt this chapter and the project plan to fit your bu.
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Agents are they expensive
Transformation-leaders is not an interim agent and does not charge percentage fees like agents do. They help clients formulate a clear project brief and then provide three top candidate options for the client to interview. After interviews, each shortlisted candidate provides a costed proposal so the client can compare. Transformation-leaders agrees to a success fee only payable upon final hiring, which is about half of what interim agents charge. There are also modest provisions for project overruns or permanent hires following successful projects.
Are senior-inds better
While senior independents have more experience in their fields, the relationship between a senior independent and client is one of equals, not employer and employee. Senior independents play an important role in telling clients objective truths that may be difficult to share in a boardroom setting. However, senior independents do not seek glory for themselves, but rather focus on helping their clients through transitions by empowering new ideas from within the client's own organization so those ideas are owned by those who came up with them. Generosity is a critical part of an independent transition leader's skills.
Right project brief
A senior independent briefer at a transformation leaders briefing session can help uncover where a client's key problems truly lie, as a project brief focuses on deliverables and timeframes rather than an employee job brief. Speaking with top candidates from a shortlist generated by an initial project brief can provide huge value to the client as the candidates will have done research to further develop the project goals.
The summit of freelance
This document discusses freelance work and independent contractors as a growing sector that provides value to clients. It also talks about senior independent contractors as a unique and cost-effective resource for organizations undergoing transition. The document references a 2010 speech by Sir Ken Robinson about changes in education.
Using top independents - a risk?
Hiring a senior independent to help with a transformation project can reduce risk of failure, as they operate with board authority outside of internal politics, providing objectivity and experience guided by strong ethics. The development of mutual trust between the client and senior independent is key to project success.
Is transformation-leaders’ hiring process fast?
While transformation-leaders can complete the hiring process in as little as five days from initial consultation to a candidate starting, hiring for top leadership roles requires careful consideration to avoid failures. The fastest hiring processes still involve face-to-face meetings, proposal reviews, interviews, and agreement on the best-fit candidate within a week. However, rushing the process to hire for key positions risks an improper fit that could damage the organization, so clients are advised to "hurry slowly" and thoroughly vet options.
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Accenture’s Digital Strategy & Enterprise Frameworks
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Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
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How do i cost a project
- 1. transformation-leaders How do I cost a project?
- 2. NOT by starting at ‘daily rates’
- 3. Daily and hourly rates are for piece rate workers, infillers, accountants and lawyers. Senior interims aim to deliver a ‘successful return on your investment’ in their transition leadership expertise, far greater than their cost.
- 4. Wise clients start by identifying the goals of a project and their worth to the organisation when successfully completed. After that it’s a question of agreeing with a chosen candidate as to their own estimated cost and how long it is likely to take to achieve the agreed deliverables.
- 5. You can then agree a daily rate in a timeframe, or a weekly/monthly maximum, or whatever is mutually agreeable. You can also agree a completion bonus on a successful achievement of goals if your board or organisation has an incentive culture.
- 6. Notice periods are always very short on both sides, for, if a project is not working, (and since 2000 we have only seen one that didn’t) the client is naturally interested in cutting off the cost quickly.
- 7. A top senior independent is also keen not to waste his or her time on a project that for a totally unforeseen reason, makes the originally planned outcomes not achievable.
- 8. END