5_Guest Lecture_IBS Blr_PM_2009

PROJECT MANAGEMENT IN MANAGEMENT CONSULTING

@ IBS Bangalore – Sep 2009

* All views shared in this session are that of the speaker’s and does not represent the views of his organization.

Agenda/Contents

The Consulting ProcessProject Management Aspects in ConsultingSharing some experiences

Section one


August 2009Slide 4

Project Management in Mgmt Consulting

Management Consulting & the Industry

The Consulting Process

Management Consulting typically refers to consulting in the areas of strategy & operations - Wikipedia

Some thoughts about the Industry:- What do you know or think about Mgmt Consulting?

- What are the major companies in this industry?- The Big 4- The accounting Big 4- The Technology Biggies- The HR Biggies

- How is the industry evolving?- Trend of commoditization- Broadening of services- Consulting and other services getting more blurred

- How does Project Management fit in Consulting?

August 2009Slide 5


Characteristics of Management Consulting


Independent Advisory

Professional Knowledge and skills

Solve complex business problems

• Rarely have authority to execute• Some may be seconded to clients• Usual role is to persuadeor facilitate

• Impartiality is critical• This gives credibility torecommendations given

• Knowledge (firm & individual)• Expertise & skills• Experience (firm & individual)

• Usually a businessproblem exists• May or may not have been identified• Rarely non-specific• Complex problem

Strive for Long term Client Relationships…

August 2009Slide 6


Why are consultants engaged?


Knowledge & Skills

Intensive professional help

Independent view is required

External intervention is requiredfor change

Internal politics Imposed from above

Past experience of handling similar engagement

Empanelment of consultant

Wide acceptability of view

August 2009Slide 7


4 Phased Consulting Process


Qualify

Commit

Project

Close

Often in complex projects these phases tend to overlap…

August 2009Slide 8




Qualify

Commit

Project

Close

Goal:• Go / No go decision to participate / bid /

propose

Key Activities:• Marketing / Selling on• Investigation & assessment• Generating leads

Typical considerations:• How do we build reputation• How do we get invited to assist• How do we identify new opportunities• How do we decide if we want to do the work• How initial interactions happen• How do we manage all this profitably• How do we contain risk and manage client

expectations• Client satisfaction

• Independence check

August 2009Slide 9




Qualify

Commit

Project

Close

Goal:• A signed contract

Key Activities:• Fact finding• Client impression management• Internal assessments & proposal

Typical considerations:• How do we differentiate• How do we develop our approach• How do we decide on pricing• Proposal• Contract• How do we ensure we meet client needs

and at the same time be profitable• Are we sure we know enough about the

assignment, scope of work

• Risk Management Clearance

Section one


August 2009Slide 11


Project: Start-up

Project Management Aspects in Mgmt Consulting

Qualify

Commit

Project

Close

Goal:• Agreed plan for the engagement

Key Activities:• Estimating and task planning• Defining scope and deliverables in detail• Procedures for meetings, reporting,

resolving issues etc.• Buy-in of all relevant stakeholders

Typical considerations:• What are we actually going to do / deliver• Who will do it• Do we have the right team (C / SMEs)• What other resources are required• Who will monitor client satisfaction• How will we get paid• How will we manage scope (scope creep)

August 2009Slide 12


Project: Start-up


SignedContract

• Tasks (WBS)• Deliverables• Timelines

• Roles• Responsibility

• Rooms• Desks• Administration

• Procedures

Readinessto start work

Solid ClientRelationship

Team Formation

Work Planning

Infrastructure

Project Control

• Project resource planning & estimation• Project plan (phase, task, activities)• Planned start date and end dates• SME identification / Contract employees (if any)• RMP, Project Charter, Project Steering Committee• Objectives• Metrics & Budgeting

• Competency mapping• Engagement PartnerQuality Partner, ManagerSr. Consultants / ConsultantsSME, Risk Manager, M&I

• Project Office creation• Accomodation, On-site / Off-shore• Travel

• Billing milestones• Acceptance of deliverables• Issue resolution• Scope control & change management• Project progress tracking• QA

August 2009Slide 13


Project: Start-up


Some Key Factors to be kept in view:• Realistic targets & estimates (competition

perspective & how we bid practically)• Issue resolution procedures (we almost

always face difference of opinions)• Clear and mutual definition of scope,

outcomes, obligations• Think of everything

• Clear signed contract / agreement• Acceptance of procedures• Effective use of client resources• Client commitment buy-in (the us-them

syndrome)

• Client reviews and sign-offs within specified timeframe

• Procedures for progress reporting (traffic signals / S-curve), communication / information sharing

• Clear understanding of the team’s tasks, roles

• Planning of logistics & support• Agreement of plan within the team / internal

stakeholders

• Billing points clearly defined with tangible outcomes / deliverables

• Efficient use of resources

• Deliverables clearly defined (what / who / when)

• Tasks to show development of deliverables• Activities which are required for Project

management, reviews, QA, approvals to be planned clearly

August 2009Slide 14


Project: Start-up – Work Plans


Good Work Plan should contain:• All major tasks • Overall project timing• Key responsibilities• Major deliverables• Project management tasks / activities (they

also take up considerable time in a well managed project)

• Break-ups of all major tasks into detailed steps• Specific time frames (no time ranges allowed)

August 2009Slide 15


Project: Ongoing


Qualify

Commit

Project

Close

Goal:• Project completion to client’s satisfaction, to

cost and on time, appropriate quality

Key Activities:• Fact finding, Interviews, Workshops, Field

study• Documentation • Prototyping / Pilot• Buy-in of all relevant stakeholders• Programme Management

Typical considerations:• How will we support our recommendations• How will we document• How will we gain client acceptance• How will we communicate – frequency,

mode • Are we still doing what was agreed to be

done• How will we validate our conclusions• Project escalations / change management

process

August 2009Slide 16


Project: Ongoing


Successful Completion

Recording keyEvents:• Progress• Financials

• Joint teamWork• Benefits approach

• Doing the job• Validate quality•Scope

• Status vs. Plan• Corrective actions

Client Relationships

Project Management

Service Delivery

Work Management

• Build and maintain goodgood client relationships• Independent assessment by QA / M&I groups

• What is given is what was asked for• Have we given over and above whatwas asked for• Consistency• Ease and simplicity in understanding

Readinessto start work

GoodClientRelationship

• Tracking actual vs. plan• Project realization and other financial metrics

• Resource utilization• Timesheets

August 2009Slide 17


Project: Ongoing


Some Key Factors to be kept in view:• Scope control• Monitor progress vs. plan (S-curve),

variance analysis• Manage deliverables (quality, cost, time)

• Regular invoicing• Regular cost tracking and forecasting• Analysis of variance• Reporting to authorities

• Managing team expectations• Career and aspiration management• Work life balance• Keeping the morale high• Tracking learning opportunities and

highlighting the same

• Regularly re-assess risks• Associated plans and actions for monitoring

and mitigation

• Conduct QA reviews• Conduct partner reviews• Steering committee / task force meetings• Interim project progress reports

Client satisfaction

Time cost exposure

“Small Favors”

Client Satisfaction = Delivery – Expectations…

August 2009Slide 18


Project: Ongoing - tracking


Good project tracking involves:• Regular analysis of plan vs. actual • Not considering progress as a linear function• Highlighting clearly the ADCs to all

stakeholders• Analyzing commercials implications of delay• Being proactive in communicating• Missionary buy-in of team and client

• Project Progress Reports• Steering Committee / taskforce meetings

• Lets discuss ways to bring a project back on track which is delayed….

August 2009Slide 19


Close


Qualify

Commit

Project

Close

Goal:• Formal closure of the engagement• Assessment of client satisfaction

Key Activities:• Client sign-offs• Final billing • Discuss next steps• Knowledge management

Typical considerations:• Is the client satisfied• Have we been paid• What we do differently next time in a similar

engagement• Are our deliverables re-usable• What development / training needs are

there for the team• Can we sell-on

August 2009Slide 20


Close


SuccessfulCompletion

AdministrativeClosure

Staff Evaluation

Knowledge Harvesting

ContributionTo KM

• All deliverables signed-off and accepted• All invoices raised & payments received• Objectives of the project realized• Resources released• Project accounting done• Work Completion Certificate obtained

• Performance of staff assessed• May be postponed for annual review

• Project learnings documentation• Re-usability

• Client satisfaction survey• Opportunities for more work (sell-on)• Leave them smiling !

August 2009Slide 21


Summarizing Project Management CSFs


• Managing and meeting client expectations• Controlling the work plan, scope, finances• Resolving issues and achieving acceptance• Tangible outcomes

Client

• Recognize risks – identify, track, measure, mitigate• Alternate plans / Backups Risk

• Defining deliverables and review mechanism• Quality and completeness • Gaining client acceptance• Ensuring relevance in client context

Delivery

• Monitoring profitability • Monitoring utilization Financial

• Designing the team (skill mix, competency mapping)• Managing team (dynamics, politics, coaching) Teams

• Maintaining appropriate consistent quality (not people specific)• Improving quality from project to projectQuality

August 2009Slide 22


Project Management Tools


• Workflow systems

• Shared databases

• Project management / tracking tools like MS Projects, EPM etc.

• Various trackers / checklists / templates

More on EPM: not only project management but portfolio management

• Online collaborative project management (including project site offices)

• Enterprise-wide visibility of project

• Customizable MIS

• Real time information

• Project portfolio management – mapping with strategic imperatives

August 2009Slide 23

Project Management Tools - EPM


Section one


August 2009Slide 25


Sharing some experiences

Some consulting experiences

BPR & System Implementation experienceBirds eye view project management styleResult orientedDeadlines were never missed

Independent Programme ManagementDetailed & granular project management styleChallenges of managing 2 partiesNeutrality and being un-biased

IT Services Project ManagementProcessSEI-CMMi compliance

Thank You

Questions??

[email protected]

* All views shared in this session are that of the speaker’s and does not represent the views of his organization.

mailto:[email protected]

5_Guest Lecture_IBS Blr_PM_2009

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Transcript of 5_Guest Lecture_IBS Blr_PM_2009