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Management Consulting - Project Management
- 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 ProjectsDetailedoperations => 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 Projectis 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 studyof 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 theproject 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 solvingtechniques : 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 standardtechnique 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 ProjectManager 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 dependson 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 Inductivelogic 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 tellthe 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 ProjectManager 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 ProjectManager 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 ofa 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 dashboardwith 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 ProjectManager 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 awarenessis 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 theend, 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 ……………….. ………………... …………………