Project Management BPR Organization Change management Planning Reporting Project BPR

1. Project Management
October 2009
Attila Mate Kovacs

2. Agenda
A. Introduction & Action plan 3
B. Projects & status 5
C. Organization 11
D. Project management & development 14
E. Change management & knowledge sharing 19

3. Strategic BPR and management is only feasible after critical
issues are treated - This leads to a 4-step methodology
Diagnosis
1 Projects, statuses
2 Organization
5 Strategic BPR
Action
3 Project management & development
4 Change management & knowledge
sharing
“If you don’t know where you are going, any road will take you there”…Confucius

4. Project management & projects are deeply multi-dimensional…
How projects are managed and how they really work?

5. Agenda
A. Introduction & Action plan 3
B. Projects & status 5
C. Organization 11
D. Project management & development 14
E. Change management & knowledge sharing 19

6. The transparence of projects & business critical processes is
enabled by adequate planning & reporting

7. The transparence of projects & business critical processes is
enabled by adequate planning & reporting

8. Managing & planning in project cycles: Lifecycle & Planning
Project lifecycle Project planning cycle

9. Keys to success: minimising project documentation
Project Plan
This is the most important document that a project manager should create and maintain through the life of the project. It contains the
dates of all appointments, consultancy sessions, development work, etc. It should be used to allow the project manager to
understand when the project is on track and when there have been slippages. It should also plan for the delivery of products
necessary to the project.
Goal Log
A goal is not “Develop the new sales order processing system”. This may well be the deliverable of the project but it conveys no
information to the development team. A goal such as “Allow the automated processing of web orders” or better still “Allow the
automated processing of 20,000 orders per day” relays a message to the team. Visibility of these goals helps in design and
development decision making.
Risk Log
It is important that everyone is aware of the risks inherent in a project. These may be as simple as “The customer may not have
appropriate hardware” to “The project may slip and miss the deadline”. The risk log should be created as a single document with the
risk, the agreed actions and the impact if the problem occurs. Everyone should be aware of this document and it should be
maintained constantly. One line per risk should be suitable; a new document per risk is generally overkill.
Issue Log
Much like the risk log, an issue log should be maintained by the project manager. This is again a simple list of issues raised during
the project with their intended resolution. These issues should be visible to all and everyone should be given the opportunity to add
new items.
Action Log / Agreement Log
By creating a log of actions and agreements rather than separate sets of minutes, the project manager can have a single reference
point for these items. During project meetings, these can be reviewed and contradictions highlighted. An action log is also a great
place to identify who has completed their actions, what remains outstanding and how this creates risks to the project.

10. Keys to success: SMART goals
S - Specific, Significant
Each goal should be as specific as possible and should be clearly understood by anyone with a working knowledge of the project.
Rather than saying “Improve the sales process”, how about “Automate sales processing from order taken to manufacture of the
custom product”. A goal should also be significant. It is much better to have four or five large goals than hundreds of the irrelevant
ones, “Copy each order from the web site to the SOP system in less than three seconds”.
M - Measurable
If you define a goal but it is not possible to determine when the goal has been achieved, the goal is meaningless and should be re-
worded or dropped completely. Ideally, a goal is measurable to the extent that the progress towards the goal can be expressed at
any point in the project. “Make it easy to see the sales orders” is not measurable. “Present the sales orders in the dashboard
application” is better.
A - Agreed, Achievable
It is critical that everybody from the customer team and the development team agrees all of the goals. If the customer is in
disagreement, achieving a goal will not be relevant. Goals must be achievable for the reverse reason. Agreeing upon a goal that
cannot be achieved is simply inviting project failure.
R - Realistic
Every goal must be realistic. If the goal is not technically feasible or is not within the bounds of the project’s budget or deadlines, do
not agree it. Once the goal is on paper, the expectation is that it will be delivered. Unrealistic goals will not be delivered and will lead
to the project being deemed to be unsuccessful.
T - Time-Based
Tying the goals to a timescale sets a marker for the project team and the customer. A goal with a reasonable budget of time and a
sensible deadline allows the customer to track the progress of the project and understand where a goal generates a large cost. The
larger budgets may then be slimmed with a little pragmatism allowing redistribution of budget to other tasks. “Allow automation of the
production line using 25 days of budget and completing before December” beats “Allow automation of the production line” every time.

11. Agenda
A. Introduction & Action plan 3
B. Projects & status 5
C. Organization 11
D. Project management & development 14
E. Change management & knowledge sharing 19

12. Organizations have specific issues & challenges, some of them
rooted in culture or structure…

13. Managing projects & change require detailed analysis &
understanding of the organization
Structure
Strategy How is the company divided? What is the hierarchy?
What is our strategy? How do the various departments coordinate activities?
How do we intend to achieve our objectives? How do the employees organize and align themselves?
How do we deal with competitive pressure?
Is decision making and controlling centralized or decentralized?
How are changes in customer demands dealt with? Is this as it should be, given what we're doing?
How is strategy adjusted for environmental issues?
Where are the lines of communication? Explicit and implicit?
Systems
Skills
What are the main systems that run the organization?
What are the strongest skills represented within
(considering financial and HR systems as well as
the company?
communications and document storage)
Are there any skills gaps?
Where are the controls and how are they monitored
What is the company known for doing well? and evaluated?
Do the current employees have the ability to do What internal rules and processes does the
the job? organization use to keep on track?
How are skills monitored and assessed?
Style
How participative is the management/leadership
Shared Values style?
What are the core values? How effective is that leadership?
What is the corporate culture? Staff Do employees tend to be competitive or cooperative?
How strong are the values? What positions or specializations are Are there real teams functioning within the
What are the fundamental values that the represented within the organization? organization or are they just nominal groups?
company was built on? What positions need to be filled?
Are there gaps in required competencies?

14. Agenda
A. Introduction & Action plan 3
B. Projects & status 5
C. Organization 11
D. Project management & development 14
E. Change management & knowledge sharing 19

15. Project management example:
Saudi Airlines ERP and MRO Implementation Project

16. Project management example: American Airlines BPR
‘The fundamental rethinking of business operations, focusing on key processes that create & deliver
value to the customer, resulting in dramatic & sustainable improvements in business performance.’ *
High-level timeplan Whole-process vision & phasing of AA BPR project
Process alignment
- Clear process owners
- Horizontal process
Process alignment management
- Align processes to -Process strategies
corporate objecives -Process flexibility
-Distinguish core from -Significant process &
support business improvement
- End-custorner focus
-Whole-process /
Process awareness outcome measures
- Work as a process - Focus on value-added
- Language of activity
management - Horizontal focus but
- In-process measures vertical process
-Vertical process management
management - Recognize radical
-Finding some quick improvement
hits opportunities
Process
Process Ownership
Process
Alignment
Awareness
*SABRE Decision Technologies, "Business Process Design Introductory Workshop", American Airlines, USA, 1994

17. Project management & projects are deeply multi-dimensional…
How projects are managed and how they really work?

18. Success also requires balancing Cost, Time & Scope
• Causes of Project Trade-offs
– Shifts in the relative importance of criteria related to
cost, time, and performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope
• Managing the Priorities of Project Trade-offs
– Constrain: a parameter is a fixed requirement.
– Enhance: optimizing a parameter over others.
– Accept: reducing (or not meeting) a parameter
requirement.

19. Agenda
A. Introduction & Action plan 3
B. Projects & status 5
C. Organization 11
D. Project management & development 14
E. Change management & knowledge sharing 19

20. Change management & knowledge sharing
Further reading, sources & contact
Managing Change (Attila Mate Kovacs)
Managing Projects (Attila Mate Kovacs)
Accenture www.accenture.com
Association for Project Management www.apm.org.uk
Budapest Corvinus University www.uni-corvinus.hu
McKinsey & Co. www.mckinsey.com
Project Management Institute www.pmi.org
Roland Berger Strategy Consulting www.rolandberger.com
XSN Management www.xsn-management.hu
Dobák Miklós: Szervezeti formák & vezetés Akadémiai Kiadó, 2008
Kotter, John P.: A Sense of Urgency Harvard Business School Publishing, US; 2008
www.hbsp.harvard.edu
Mantel, Samuel: Project Management in Practice
John Wiley & Sons, US; 2007
Mintzberg, Henry: Managing BerrettKoehlerPublishers, US; 2009
www.bkconnection.com
Wind, Jerry Yoram - Main Jeremy: Driving Change Simon & Schuster, US; 1998
Contact:
Attila Máté Kovács Kovacs.Attila@malev.hu
attilamate.kovacs@gmail.com
attilamate.kovacs@xsn-management.hu