(eBook) Global Project Management Toolkit 2001

7/31/2019 (eBook) Global Project Management Toolkit 2001

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New York, 12 th April 2001

Global Project Management Toolkit 2001

A Comprehensive Guide to Establishing and Developing a Global Project Management Office and Embedding Learnings into the Wider Organisation


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2Author: Gemma Harman (London Office) 12-04-01

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Table of contents

Executive Summary

Overview of the Global Project Management Methodology

Step 1: Establishment of the Global Project Management Office

Step 2: Development of the Global Project Management Office

Step 3: Embedding Learnings and Best Practice and Developing them into Organisational Competencies


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Executive Summary


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As the number of truly global projects increase, rapidestablishment and effective ongoing project managementis critical. Regardless of key project success factors suchas pioneering thought leadership, new contentmethodology or strong client support of the project,

effective project management remains the cornerstone of ensuring project success in the consulting world.

The lack of a globally recognized and applied bestpractice A . T. Kearney approach has often led toduplication of effort in establishing and managingproject offices or even worse - many large-scale projects(and consultants) experiencing unnecessary organisationand mobilisation conflicts, hindering teams abilities tomeet client expectations and reducing the impact of value-added work and future relationships.

Rationale for Developing a Global Project Management Toolkit

Some of the most quoted reasons for project failure byclients and consultants alike revolve around the lack of aconcise and practical approach to projectmanagement:

- Objectives of the project are not clearlyunderstood and communicated to allstakeholders- Key stakeholder management strategy is not

developed- Workstreams are not fully identified or fullyresourced

- Targets for each workstream are not clearlydefined- Methodologies and processes are not in placeto efficiently track the progress(successes, failures, and keyissues) of each workstream

The purpose of this toolkit is threefold:

1. To ensure that as one of the leading global consultancycompanies, A. T. Kearney joins its competitors inhaving a definitive world class approach to projectmanagement

2. By disseminating best practice throughout the globalorganisation, we can ensure powerful contributions tothe client focus on solving client issues and notduplicating or resolving efforts

3. Providing know how and capability to global teams,regardless of the projects they are working on, aproven comprehensive project managementmethodology and toolkit, thus allowing them to hit the ground running

The toolkit focuses on providing project managers insight andtemplates to develop a wide range of fundamental materials,for example, how to develop a PMO terms of reference, anintranet strategy, a global savings methodology andcompetency centre, to name but a few.

In summary, our recent experience demonstrates that a well-established PMO offers more than an efficient management of a large-scale project.

A PMO with effective coordinating, tracking, and

communicating mechanisms is well positioned to identify newopportunities to harness, develop and embed internal bestpractices.

This ability may lead to strengthened client relationships andfurther work.

Therefore, it is essential that the PMO is not just developed asa central administrative body but one of the most visiblesymbols of effective working, a key enabler of results and theengine to drive tangible growth opportunities.


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Overview of the Global ProjectManagement Methodology



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Definitions of a Project Management Office (PMO)

The PMO

The Project & Programme

Wider Organisation Direction Setters

Spearheads the Initiative

Symbol of how well the Project is doing

The Generalsthe

people who can see the bigger picture and therefore see what needsto happen where

Responsible for tracking and measuringdeliverables

Key communicators of the Project

Regardless of the various ways the PMO function may be defined, one core element remains it isfundamentally a central organism that drives action and results impacting the wider organisation

Source of definitions: Quotes from clients, and consultants, April 2001

Represents A. T. Kearneys ability to make

things happen

Central administration

Policemen

Ambassadors for the Project

Coordinators for training and learning

Is the driving force to ensure the right actions are driven by the right peopleat the right time



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Three steps are required to effectively establish a Project Management Office and developsustainable competencies in the wider organisation to meet strategic objectives

Step 1

Establishment of the

Global ProjectManagementOffice

Step 2

Development of the

Global ProjectManagementOffice

Step 3

Embedding Learningsand Best Practiceand Developing

into OrganisationalCompetencies

Achievement of Strategic

Objectives



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Each step has a specific set of activities and deliverables

Key Activities: Estimate the number

and level of requiredresources

Develop and agree onthe RACI(Responsible,Accountable,Consulted, andInformed) Process

Develop jobdescriptions for eachwork stream

Identify resources andcomplete staffing

Map project objectives anddeliverables to PMO terms of reference:

Objectives Scope (workstreams) Resources Milestones

Develop key stakeholder map

Develop Governance structure:

Establish linkingmechanisms to therest of theorganization(champion sponsor,key stakeholders,business)

Initiate contact with keystakeholders

Determine communicationobjectives for eachstakeholder group

Develop value propositionper stakeholder and createtailored communicationprocesses

Review the existingcommunicationvehicles/media andbrainstorm on the potentialcommunication procedures

Develop, implement, andmonitor the communicationsplan/strategy

Set up War Roomwith 3 main sections:

a) Project Tracking (seedial templates)

b) TransformationProgress (accordingto otherstrategic/organisational objectives)

c) Project Reference(methodologies,terms of reference)

Developmeasurement andquality checkingsystems

Continuouslyperform qualityaudits

Steps Required to Establish a Project Management Office (PMO) and Transition Learnings into the Wider Organisation

Develop

Methodologies &

Processes

Determine Objectivesand PMO Functions

IdentifyRoles andResponsibilities

Build the PMO

Infrastructure

Identify projectinformationrequirements (in termsof processes andmethodologies)

Develop project warroom, Bible, eRoomand Workplan

Examine externalexamples of workingprocesses andmethodologies

Determine theprinciples for eachprocess

Develop requiredprocesses andmethodologies

Deliverables

Per Step:

Time:

PMO Terms of Reference

Governance Structure

Quality Process Plan

Roles & ResponsibilitiesOverview (RACI)

Stakeholder map

War Room Framework

Bible Document

eRoom Directory

Workplan

Set of methodologies & processes

Communication and Intranet Strategy and Plan

Pre-Project/Diagnostic s

Capture learningsand best practice

Develop andimplementCompetencies

Post Project Kickoff

Develop best practicelearning collection planthrough utilisation of existing vehicles:

Filter information and storein the War Room

Disseminate as appropriateto the teams throughdevelopment of packs andeducation tools (through theteams themselves to ensureownership)

Identify critical enablers forthe strategic objectives (nomore than 5)

Map out the infrastructurerequired to develop andsustain the Competencies(see template)

Map out the resources andworkstreams required tobuild the Competencies

Identify the approachrequired to develop theCompetency

Prioritise development andimplementation of theCompetencies

Develop monitoring andtracking system of Competency Development

Step 1 Step 2 Step 3

DevelopCommunicationand IntranetStrategy

Methodology to capture learnings

Process to develop learnings and best practice

Framework of a competency development centre

Training Plan to transition core competencies into thewider organisation


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Step 1: Establishment of theGlobal Project ManagementOffice


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Measurement and tracking philosophy

Set up/recommend mechanisms so people can control at the local level

Have the ability to receive and communicate an update at any time on all Operating Unitprojects

All initial plans are collected and compiled in a master binder for on the spot updates/status

Focus tracking resources on the most critical projects

Balance of tracking efforts is done on and exception / issue basis


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The PMO has three key activities

Create Framework& Mechanisms

Define savings measurement system Determine data & IT support requirements Build for knowledge transfer mechanisms Ensure internal capabilities to sustain performance

Communication Internally to our people Externally to our business partners One voice

Coordinate Activities Single point of focus for overall programme (IC, training, risk) Activate the necessary change programme (aid change mgt) Develop interfaces between all Client X businesses (governance)


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2. Definition of RACI Methodology

RACI is a powerful charting technique for identifying function areas where there are ambiguities, bringingout differences into the open and resolving them through team effort

RACI means: Responsible, Accountable, Consulted and Informed see below:

Name Key Description

Responsible R The individual who actually completes the task

The doer and operator

Responsibility can be shared

The degree of responsibility is determined by the individual with the A

Accountable A The individual who is ultimately responsible

Includes yes or no authority and veto power

Only one A can be assigned to a function or workstream

Approves and signs off

Consulted C The individual to be consulted prior to a final decision or action

2-way communication

Support

Provider of input

Informed I The individual who needs to be informed after a decision is taken

1-way communication


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Overview of the 8-step RACI process

Step Description

1 Hold introductory meetings to agree and inform management of the RACI process

2 Develop decision and function lists

Collate into a master function list

3 Conduct workshop to finalise functions and assign RACI codes

The output is a RACI responsibility chart for the AS-IS organisation

4 Examine the AS-IS RACI to reveal areas for improvement

Hold second workshop to develop and agree changes per role

The output is a RACI responsibility chart for the TO-BE organisation

5 Document and distribute the TO-BE RACI organisation

Agree implementation date

6 Communicate to relevant stakeholders

7 Meet with stakeholders for follow-up

8 Meet with team to ensure relationships and RACI functions are being adhered to

Overview of the 8-step RACI process


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3. Stakeholder Management

For Change Against Change

Involvement Level

Stakeholder Group 2 (External)


Involvement Level

Stakeholder Group 1 (Internal)

xx

x

x

x

Group1

x

Group2

x

x x

x

Group3

x

x

x x

x

x

xx

x

x

x

Group4

xx

x

x

x

Key:

Identification and Mapping of Stakeholder Positions


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Value propositions must be built for each stakeholder group with tailoredmessages

Change andNew Policy Concept What s in it for me What s against my interest Message


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A. T. Kearney Stakeholder Schedule

Stakeholder Title Date Communication/Content DesiredOutcome

Responsible/Owner

X Chairman TBC X

X CIO TBC X

X Director TBC X

X Director TBC X

X Director,CorporateDevelopment

March X

X Director,Finance &Technology

TBC X

X Director,Personnel

TBC


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Template 2: PMO Quality Process

Examples of Quality Checks

General Formatting: Check and add the source Validate and add notes Lead titles in bold/shadow/Arial font 24 Check font consistency throughout Increase font size for presentations Check page layout when printing presentations Observe confidentiality guidelines Title graphs, tables and charts Check spelling Maintain version control Check date on the bottom right hand corner

Finance: Check when the latest update was state date of next update Check reporting quarter and year Check percentages Check difference between submitted/identified/actual/total savings Check latest movements on dial hands and if correctly represented If numbers change - ensure other documents are updated

IdentifyTask

Agreeowner,

scope anddeliverable

Seek/Obtainteam input(content) if

required

Hold QualityCheck

Book timefor QualityCheck

Make finaladjustments

Deliveron time

7-step PMO Quality Work Process

MondayProgressMeeting

FridayStopcheck

Meeting

Dials/Financials:Format/Spelling:Content/Final Check

To X Required for all work for key stakeholders

Discretionary for allother individual tasks

1 2 3 4 5 6 7


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Template 3: Roles & Responsibilities Overview

Name Responsibilities

XProject Mgt

Focus: Commercial

XProject mgt support Focus: Organisation/Stakeholder Mgt

and Communications

X(Project Tracking & Reporting/Analyst)

X(PMO/Analyst)

Responsible for ensuring the project strategy/objectives stays on track Owner and manager of overall project savings methodology and reporting

frameworks Communication liaison for X Accountable for project teams KPIs and benefits/milestone reporting

Owner and analyst of the global project tracking/reporting Owner and site manager of the intranet site Owner and manager of the project team database and tracking system War Room manager

Manager of PMO war room presentation Support for savings methodology, baselining and modelling Coordination of Intellectual Capital, Strategic Sourcing Training, E-room library

Managing project stakeholder management, organisation change andand overall communications

Accountable for ensuring project quality and effectiveness Support: risk management

Accountable to

X

X


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Template 5: Stakeholder Management Map


Involvement Level

Stakeholders

x

xx

x

x

x

x

Stakeholder Mapping and Methodology

Collect organisation charts

Brainstorm with client and team separately who the key stakeholders are

List stakeholders (example: governing body, sponsors, finance, internal

and external communities)

Define for change and against change

Define level of involvement

Map stakeholders

Brainstorm key objectives, action plans and value propositionsper stakeholder

Set up a future mapping session schedule to measure results

Methodology


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Step 2: Methodologies, Processes and Templates

1. Development of the PMO War Room2. Development of the PMO Bible3. Development of the PMO eRoom4. Development of the Work plan5. Develop Project Information Collection Process and Measurement Tools (see Word and Excel Attachment)6. Develop the PMO Risk, Phase and Prioritisation Methodologies7. Develop Communication Strategy8. Develop PMO Intranet Strategy9. Template 1: Saving Measurement Dials10. Template 2: PMO Progress Report11. Template 3: PMO War Room Visitor Log Book 12. Template 4: PMO War Room Project Timeline13. Template 5: PMO War Room Project Roadmap14. Template 6: Communication Strategy Scorecard15. Template 7: PMO A. T. Kearney Activity Tracker (for ATK only meetings)

Step 2

Develop Methodologies

& Processes Project Information Collection

Process

Measurement Methodology

Risk, Phase and Prioritisation Methodologies

PMO Progress Measurement

Build the PMO Infrastructure Develop War Room

Develop the Bible

Build the eRoom

Develop the Work plan

DevelopCommunication andIntranet Strategy


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1. Development of the PMO War Room

The War Room is a central room which is PMO s primary communication tool to display the status of all ongoinginitiatives

The objective of the War Room is to display the status of all ongoing activities and developments under thePurchasing Initiative

As such, the information displayed in the War Room should track the progress of the project by:

displaying performance against targets and milestones highlighting current issues, risks, and key success factors

maintaining information on global activities

providing information on PMOs plans for Way Forward

Moreover, the materials presented should be dynamic, up-to-date, and displayed in a logical sequence


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Th W R id ff i h d f bj i l i i j


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Risk ManagementProject Risk(s) Mitigation Plan Owner

- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----

A

------------------------------------------

Wall Four - Project Process

Wall Three - Risk Management

Wall Two - Metrics Development (1) Mainframe Metrics

Project Deliverable(s) Issue(s) Owner----- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- -----------

Wall One - Project ManagementMilestone/ Deliverable

S ta rt & En d D at e S ta tu s C om me nt s(Priority/Impact)

Action Required&ByWhom

Action DueBy

- - - - - - -- - - - - - -- - - - - - x x /x x/x x

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O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x

- - - - - - -- - - - - - -- - - - - - x x /x x/x x

xx/xx/xx

O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x

- - - - - - -- - - - - - -- - - - - - x x /x x/x x

xx/xx/xx

B eS - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x

- - - - - - -- - - - - - -- - - - - - x x /x x/x x

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O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x

- - - - - - -- - - - - - -- - - - - - x x /x x/x x

xx/xx/xx

B eS - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x

- - - - - - -- - - - - - -- - - - - - x x /x x/x x

xx/xx/xx

O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x

War Room Methodology Objective and current summary of relevant project information

for entire organization Central meeting and communication area Central decision-making point Present and future focus Modular and scalable Real-time Performance Measurement

Illustrative

The War Room provides an effective method of objectively communicating projectprogress, issues, risks, and processes within the organization

Note: (1) Refer to Project Progress Tracking templates enclosed in this IC pack

F t t t d B t P ti W R


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Four steps are necessary to setup and manage a Best-Practice War Room

Steps Required to Setup and Manage a War Room

Agree on theInformation Content

AssignResponsibilities forInformationCollection

Organize Displayof Information

AchieveContinuousImprovement

Key Principles: Information contentshould fully reflectvision and objectivesof the Project or theProgram, prior achievements,current status, and

plans for future

Information iscollected accordingto a process

previously agreedupon

Information displayis visuallyattractive

Information is presented in alogical sequence

Information iscontinuously updated

Internal and externalviews and practices areincorporated (viaregularly held War Room Improvementmeetings, visitor surveys and visits toother War Rooms)

2 Development of the PMO Bible


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2. Development of the PMO Bible

The PMO Bible is for the use of PMO team members and PMO stakeholders only

PMO Bible is a central document that contains all the critical information regarding

the vision and the objectives of the Project or Program

current Project status (e.g. progress of each workstream, ongoing PMO initiatives)

future plans

methodologies and procedures set by the PMO

A hardcopy will be kept in the War Room, an electronic copy will be maintained in the PMO eRoom and several copies will bedistributed to key stakeholders (e.g. Steering Team, A.T. Kearney Client and Project Officers)

Bible will be updated according to an agreed update procedure

PMO members and key stakeholders will be regularly informed of modifications to the PMO Bible by a weekly Bible updateemail 1 stating:

what has been updated/added

what has been taken off

Principles of the PMO Bible

PMO Bible is a dynamic centrally managed document containing the most up-to-date, concise andcomprehensive information on the Project and the PMO

Bible Update Protocol


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The master copies will be printed in color

The public version will be left on a specifiedbookshelf and the confidential version will belocked in the file cabinet

XContinuousMaintain the master copy (bothconfidential and public***) inthe War Room and PMO eRoomup-to-date

Section Owners*Every Thursday noonForward updated documents, if any, to X

Whenever a new version is uploaded onto theeRoom

an update notification email will be sentto PMO members

an update notification email as well asthe Bible attachment will be forwardedto stakeholders** who do not haveaccess to the PMO eRoom

XEvery FridayUpload the updated electroniccopy of the Bible onto PMOeRoom

COMMENTSBY WHOMWHENACTION

Note: * Please refer to the Appendix for Bible Section Owners

** includes PMO stakeholders such as the Steering Committee, ATK Client Officer, ATK Project Officer (list to be determined)

*** Public version is the one where all sensitive information is removed

Bible Update Protocol

Example

Bible Information


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Bible Section Contents Owner Date of Last Update

Project Overview Project Overview (objectives, vision, plan, and governance of PMO)

Project Objectives Detailed information on Project Objectives

PMO Initiatives Information on PMO Website

Workstream Progress Information Overview of PMO Intranet Site (objectives, vision, and way

forward)PMO Methodologies and Procedures Detailed information on Methodologies and Procedures

Communications Plan Communication Overview

PMO Stakeholder List PMO Directory (contact information for the PMO, OperatingUnit, Steering Committee, etc.)

. ..

. ..

. ..

. ..

Example

Bible Information

3 Development of the PMO eRoom


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3. Development of the PMO eRoom

Principles of the PMO eRoom

PMO eRoom aims to provide easy access to key documents and achieve efficient version control

The PMO eRoom is for the use of PMO team members only

Documents are named in accordance with Client X nomenclature

Only final versions of complete documents and up-to-date (latest) versions of working documents are kept

eRoom is updated every Date X

PMO members are regularly informed of modifications to the eRoom by a weekly eRoom update email 1 (on Date Y) stating:

what has been updated/added

what has been taken off

Structure of the PMO eRoom


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PMO eRoom Folders and Subfolders

Key Presentations (Final Version) Various Stakeholder Presentations Project Updates

Project Management Information (Up-to-date version of every document in progress and final versions of complete documents) PMO Bible Project Collection

Measurement s PMO Governance Roles and Responsibilities PMO Timeline and Roadmap

Training Materials Library (Final materials used in all A.T. Kearney Client X training Sessions) Non-sourcing Training Materials Sourcing related Training Materials

Client X News Weekly News Alerts

PMO Calendar

PMO Contact List PMO Roster PMO Stakeholder Roster

PMO Weekly Progress Updates

Structure of the PMO eRoom

PMO eRoom is a central location of reference storing important documents that PMO has accumulated andcreated during the implementation of the Programme. It should reflect the PMO Bible

Example

Client X ATK eRoom Information


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Internal Global ATK eRoom

Objective:

Inform A.T. Kearney consultants working on Client X projects on recent developments and achievements inClient X projects worldwide

Facilitate the share of best practices and tools across groups

Maintain global key A.T. Kearney documents produced (Intellectual Capital Documentation)

Directory:

PMO InformationCurrent StatusPublic version of the PMO BiblePMO Contact Information

Archives of the weekly Client X news update

Membership: A.T. Kearney consultants working on a Client X engagement only

Security:

A.T. Kearney s internal eRoom is password protected

Firewall prevents the access of non-Client X A.T. Kearney consultants into the global eRoom

Confidential materials and work-in progress are not posted

eRoom members are instructed not to share the displayed information with anyone

Client X ATK eRoom Information

Client X ATK eRoom is a central point of communication for ATK consultants working on Client X projects

4. Development of the Work plan


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4. Development of the Work plan

WORKSTREAM PLANNER

PMO Workstreams Year X 01-Jan 08-Jan 15-Jan 22-Jan 29-JanPhase 1 IntranetRisk managementIntellectual capitalCommunication to StakeholdersTeam quality control (ensure allactions are completed, project ison track)Savings methodologyProject KPIs, milestone reportingand tracking ATK Global expertise input

War Room DisplayWar Room PresentationsBibleTimelineWorkstream planning chartRoadmapLinking mechanisms betweenother ProjectsTracking Tool

OrganisationGlobal TrainingKnowledge Management

Non PMO Scope

Other

A Week by Week Workplan Across Workstreams Needs to be Developed

5. Development of Project Information Collection Process and Measurement


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p jTools

Establish the process for collecting all Operating Unit projects

Define key roles and responsibilities in the collection process for the PMO, Buying Teamsand Operating Units

Provide data collection milestones

Provide guidelines to complete Excel Project Collection Template

Objectives

What is a project?


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What is a project ?

A Buying Savings Project is any initiative resulting in savings that contribute to the Purchasing Project savings targets

In due course, these will be augmented with Buying Infrastructure Projects which drive the development of keyenablers to build sustained Buying performance

The Project Management Office (PMO) is required to report on Operating Unit progress on buying projects to thePurchasing Project Steering Team

The PMO will create and maintain a database which includes all buying projects

For the purpose of risk and project management, it is recognised that the Purchasing Project Steering Team and BuyingTeams will focus on projects that meet any of the following criteria:

Projects which represent a significant proportion of Operating Units savings target Projects that involve two or more Operating Units Projects requiring global resources outside the Buying function Projects that support Purchasing Power Consolidation Projects that support e-Procurement


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Required Data Fields For All Projects

Unique Project Number (PMO assigned to OperatingUnit)

Project Name Project Description Operating Unit Purchase Segment Buying Team Purchase Group Category

Project Contact

Contacts phone number Project Phase

Idea Feasibility Capability Launch Complete Dropped

Baseline Spend Project Start Date

Project Risk Low Med High

Savings by quarter (Year A, Year B, Year C, Year C+)

Savings type Volume concentration Best price evaluation Global sourcing Product specification improvement Joint process improvement Relationship restructuring

Additional Data Fields (not required)

Key Issues, Assumptions and Suppliers Assumptions)


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Step 1 - Operating Units consolidate projects and complete project templates


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Action : PMO will provide each Operating Unit with an Excel based template. The template will ensure that minimumdata are captured and consistent responses are provided (e.g. purchase group nomenclature, buying team project names,etc.).

The Head of Buying for each Operating Unit will ensure the templates are completed for their Operating Unit.

Coordination: Operating Units return completed templates to PMO via email.

Requirements: Operating Units submit projects that deliver savings exclusively to their group. For cross-OperatingUnit projects, each Operating Unit will account for their portion of the project in accordance with the templateinstructions. Submission should be completed by Date X.

Step 2 - PMO consolidates project input and generates draft reports


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Action : PMO will upload the Excel spreadsheets into a database. The PMO will then generate draft reports. The draftreports will provide multiple views of the existing data and provide the Operating Unit, PMO and Buying Teams with aconsolidated and consistent view of the project inventory.

Coordination: PMO receives templates from Operating Units. The turn-around time for the generation of reports once

the complete set of templates is received is expected to be quick

Requirements: PMO consolidates project templates and generates draft reports

Step 3 - Operating Units validate reports and submit any changes to PMO


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Action : PMO provides each Operating Unit with a report listing their respective projects. Each Operating Unit BuyingHead validates the list and provides any corrections to the PMO

Coordination: Unless otherwise noted, the default point of contact for managing project lists and providing interface tothe PMO will be the Operating Unit Buying Heads.

Requirements: The Operating Unit Buying Heads must ensure that processes are in place to allow the appropriatevalidation of the projects they submit and validate under steps 1 through 3.

Step 4 - PMO generates revised Operating Unit project reports


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Action : PMO generates validated Operating Unit project reports from the Access database

Coordination: Reports are distributed to the Operating Units, and Buying Teams and validated for final review by thePMO

Requirements: PMO will have the capability to conduct queries of the project database and will provide support to theOperating Units and Buying Teams as required to validate the projects submitted in step 3.

Step 5 - PMO reviews project lists (may occur in parallel to Step 6)


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Action : PMO will review each Operating Unit project list for completeness, clarity and accuracy.

Coordination: PMO will coordinate any necessary clarification with the Buying Teams

Requirements: The PMO will perform a preliminary risk assessment of the initial project list to assess key areas whereadditional information/focus is needed, and will subsequently give feedback to the Buying Teams and Operating UnitBuying Heads as appropriate

Step 6 - Buying Teams and Buying Team Leaders review Operating Unit projectli t


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lists

Action : Buying Teams will receive reports on the projects from the PMO. The Buying Teams and Buying Team leaderswill assess the projects against their list of projects to ensure a complete list of projects exists.

Coordination: Buying Teams need to help ensure that the record of the projects is complete

Requirements: Buying Teams and Buying Team leaders will review and validate project list

Step 7, 7a, 7b - Is the project already part of a regional or global initiative?


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Action : Buying Teams and Buying Team leaders need to review each Operating Unit project list to ensure completenessof category sponsored projects. Additionally, the Buying Teams should scan the lists to identify opportunities toleverage resources and opportunities across Operating Units. Finally, the Buying Teams must ensure that regional andglobal projects are properly documented in the Operating Unit lists

Coordination: Buying Teams and Buying Team leaders decide if the project is cross-Operating Unit or global

If yes, the Buying Teams need to ensure the lead Operating Unit is identified and that each participatingOperating Unit is aware of their appropriate commitment to the project and the associated savings attributed tothem. Consistent nomenclature (i.e. an agreed project name) must be used to allow these projects to be rolledup at the global level for reconciliation with Buying Team and Buying Team project lists

If no , the Operating Unit is fully responsible for managing and reporting on the project

Requirements: The short-term tool does not effectively track regional and/or global projects. Therefore, it is importantthat Operating Units and Buying Teams identify projects which meet this criteria

Step 8 - PMO completes review and generates final reports


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Action : These reports represent a first-pass of the projects by Operating Unit which support the $ x target. This list hasbeen reviewed by the Operating Units, Buying Teams, Buying Team leaders and the PMO for completeness and savingsmethodology soundness.

Coordination: PMO serves as the single interface to the database and consolidates all feedback from Buying Teams

and Buying Heads

Requirements: The PMO will ensure that an overall risk assessment is available to the Purchasing Project SteeringTeam

PMO will generate final reports for review by Date Y

Step 9 - Purchasing Project Steering Team reviews project reports at Date Xmeeting


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meeting

Action : PMO reports to Steering Team to prepare feedback to Senior Management


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Instructions for CompletingExcel Project Template

Project Collection: Excel template


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Objective:

This document will provide the guidelines to enable any user to input projects into the Project Management

Office database. Projects will be submitted via an Excel spreadsheet template.

General Guidelines:

All currency information will be denominated in currency X

Users should ONLY input savings estimates that are applicable to their Operating Units (Operating Units).

For example, if a single regional project will deliver savings both for Operating Unit X and Operating UnitY, project leaders from each Operating Unit would input their own savings only

The symbol (*) denotes that the specific field is NOT required input to the database. All other fields aremandatory

Project Collection: Excel template


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General Guidelines (continued):

Input spreadsheet contains six tabs.

Instructions : overview of general instructions on how to use spreadsheet

Project input tabsRaw materials: projects involving one specific Raw Material purchase groupsPackaging: projects involving one specific Packaging Material purchase groupsIndirects: Indirects projectsSemi-Finished goods: Projects involving Semi-Finished goods (e.g. Co-Packing)

Dropdown menu maintenance : contains fields used in dropdown menu. No input necessary.

User will input projects according to their Purchase Group classification. E.g. A project deliveringsavings through volume concentration on dairy products will be input in the Raw Materials tab.

Template Field Descriptions


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Purchase Segment:

No input required. This field is the default that corresponds to the users selection among the differenttabs in the template

Currency:

The default currency for the template is Currency X. All local currencies should be converted undernormal reporting conventions (i.e. average prior year rates for non-hyperinflationary countries)

Operating Unit:

This field corresponds to the y number of Operating Units that make up Client X, plus CorporateCenter. User selects a group that is responsible for delivering project savings from the dropdownmenu options.

Date Spreadsheet started:

User enters the date that the template is submitted to the PMO

Client X PMO ID:

No input required. Database will automatically generate and assign project ID numbers

Project Name:

User will enter the project name. As each Operating Unit will claim their own respective savings,users are urged to coordinate with counterparts in other Operating Units to use the same name todescribe the cross-Operating Unit projects

1

2

3

4

5

6


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Project Phase:

This field will describe the status (or phase) of the project. The options from the dropdown menu are Idea,

Feasibility, Capability, Launch, Complete and Dropped.

Idea : when a project is identified as a potential savings source, although it has not been determined if projectwill/can be implemented. Nevertheless, project leader, savings type, Operating Unit, category and key assumptionsshould have been identified.

Feasibility : this phase determines that the project is possible and key metrics and assumptions by which to measureproject delivery are validated.

Capability : at this phase, project details are known to support implementation. All key data has been collected (e.g.volume forecast, planned launch date) and required investments and resources have been determined

Launch : Project is 'good to go', and the Project Start Date is certain. Further, in cross-Operating Unit projects,allocations have been finalized and project savings have been phased by quarter for Year A, Year B and Year C orYear C+

Complete : project is finalized and firm savings are known and delivered

Dropped : project will not be implemented and will not be considered as on going contribution to the PMO target

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Project Risk:

Description of the perceived risk level of the project. Dropdown menu includes Low/Med/High. Thisfield should refer to the likelihood of the projects implementation and its ability to deliver thecommitted savings. Among risks that may affect projects: Schedule (e.g. resources, timing, marketchanges, impact of Brand Focus initiative, etc) and Financial (e.g. volumes, barriers)

Project Start Date:

User will input the projected date that the project will be launched. It is possible that projects inidea/feasibility phases may not have firm launch dates but an estimated timeframe will still be requiredas input

Baseline Spend:

User will input the baseline spend amount to which the savings are applied. Input is in thousands

Savings:

Project savings should be estimated following the agreed methodology.

Calendar phasing: savings should be phased by quarter for Year A, Year B and Year C, except for YearC+ If project is still at a premature stage where phasing cannot be determined, user should inputprojected savings in Q4

13

14

15

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Savings Type:

User will choose description of main driver behind the project savings from the dropdown menu. The optionsin the menu refer to the six main approaches that lead to Buying

Cost Focused - Exploiting Buying Power

Volume Concentration: e.g. consolidate number of suppliers, pool volume across units

Best Price Evaluation: e.g. renegotiate prices

Global Sourcing: e.g. expand geographic supply base, develop new suppliers

Relationship Focused - Creating an Advantage

Product specification Improvement: e.g. substitute materials, optimize life cycle costsJoint Process Improvement: e.g. share productivity gains, integrate logistics

Relationship restructuring: e.g. develop key suppliers, make vs.. buy, strategic alliances

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Key Issues, Assumptions and Suppliers ( *):

This field may include some of the following factors:

Key issues: schedule (delays); financial (resource constraints); opportunity (e.g. supplier market changes,scope changes, etc.

Assumptions: e.g. market price movements; potential barriers, etc.

Key suppliers: main global or regional suppliers involved

Lead Category:

The primary Product Category that the project impacts

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6. PMO Risk, Phase and Prioritisation Methodologies

Vision for the Phase and Risk Tracking Procedure


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The Project Phase and Risk Tracking Procedure

Provides a formal definition forproject phase and risk categories

Includes risk tracking feature

Incorporates a project prioritizationmethodology

Definitions for project phase and riskcategories are detailed, clear, and

consistent Actions taken against risks are

regularly recorded and monitored

Risks are prioritized at project leveland attention in terms of verification of

accuracy of the submitted informationand risk management is only given tohigh priority projects

VISION GUIDING PRINCIPLES

Three main improvement areas have been identified that need to beaddressed by the new Project Phase and Risk Tracking Procedure

g

Various key risk drivers may impact the success of a sourcing project

Project Risk Definition


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y y p g p j

KEY RISK DRIVERS IN SOURCING PROJECTS

Decrease in savings due to negative Underlying VolumeGrowth (UVG)Volume Risks

Problems in obtaining data on spend or suppliers due to

inadequacy of Management Information SystemsPoor Data

Obstacles in achieving savings due to long-term contracts,restrictions on imports, or competitive market dynamicsSupply Market Constraints

Slow existing decision making process due to lack of executive buying authority or problems in regionalinnovation decision or category decision making structure

Unnatural Cooperation

Complications in transitioning from existing to newsuppliers or from old ways of working with existingsuppliers to new ways e.g. slow or inharmonious transition

Implementation Issues

Timescale dependencies on external factors e.g. timescaledependencies on other projects (complexity reduction)orexternal suppliers

External Dependencies

Lack of key expertise for a crucial part of a projectConstrained Resources

DESCRIPTIONRISK DRIVER

Source: A.T. Kearney Analysis

The project risk level is determined by two factors: Risk Driver Criticality and Complexity



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Risk DriverComplexity

Risk DriverCriticality

Highly Critical

Impact-level on

the project

RedLight

AmberLight

GreenLight

AmberLight

Medium Level Risk High Level Risk

Low Level Risk Medium Level Risk

Less than 75% of targetedsavings can be achieved Delay of achieving the

savings is more than 6months

Only 75-90% of savings canbe achieved

Delay of achieving thesavings is 3-6 months

More than 90% of targetedsavings can be achieved

Delay of achieving thesavings less than 3 months

Critical

Not Critical

Highly Complex Cost of workaround is higher

than projected savings or notpossible

Are therebarriers stopping the

elimination of risk?

Complex Workarounds are possible but

will not completely eliminaterisk

Not Complex Workarounds are possible and

will completely eliminate risk Source: A.T. Kearney Analysis

Risk Register filled out by Operating Units will allow accurate risk classification and efficient risk



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Risk Driver Description Potential Impact Action Status ActionOwnerRisk Level

InadequateResources

Chemical Engineer isneeded to advisechemical ingredientpurchases

Might delay the launch of the project by 2 months

Contacted HumanResources to hire achemical engineer

S.Jones Low

Phase-In PlanComplexities

Supplier needs 4

months to update itssystems to be readyfor joint-process


Continuous pressure on

the supplier topromptly update itssystems

H. Holt Medium

Highly VariableCommodityMarket

Price volatilityreached 10% permonth

Margin required tosmooth down volatility is5 %, thus projectedsavings can not beachieved

No Action High

Milestone Risk

The Project can not belaunched until ProjectX is completed andProject X is 6 monthsbehind the schedule


Contacted the owner of Project X S. Jacob High

g y p gtracking

Example:

Operating Units apply A.T. Kearney s Seven -Step Strategic Sourcing Methodology



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DevelopSourcing

Strategy forPurchasing

Group

GenerateSupplierPortfolio

SelectImplementation

Path

Negotiate / Select

CompetitiveSupplier(s)

OperationalIntegration

With Suppliers

Profile Of PurchasingGroup(PG)

ContinuousBenchmarking

Of SupplyMarket

Define purchasegroup (PG) basedon characteristicsof purchases andmarketunderstanding

Identify potentialsuppliers,establishevaluationcriteria &methodology,develop pre-qualifiedsupplier list

Determine PGpositioningaccording to supplymarket constraintsand businessimpact; identifysourcing strategyand tacticsaccording topositioning

Pursuecompetitivesupplierselection orsupplierdevelopmentdepending onstrategicpositioning

Develop anegotiationsstrategy basedon PGobjectives andmargins fornegotiation,conduct RFPprocess

Transition fromexisting to newsuppliers orfrom old waysof working withexistingsuppliers to newways

Monitor supplymarketconditions andpurchasinggroupevolutions;reevaluatewhen deemednecessary

Overview of A.T. Kearney s Seven -Step Strategic Sourcing Methodology

Key Activities

p g pp y y p g g gy

P j Ph Cl ifi i M h d b d A T K S i S i M h d l



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DevelopSourcing

Strategy forPurchasing

Group

GenerateSupplierPortfolio

SelectImplementation

Path

Negotiate / Select

CompetitiveSupplier(s)

OperationalIntegration

With Suppliers

Profile Of PurchasingGroup(PG)

ContinuousBenchmarking

Of SupplyMarket

Overview of the Seven-Step Strategic Sourcing Methodology

Project Phase Classification Method can be mapped to A.T. Kearney s Strategic Sourcing Methodology

Idea

Overview of Project Phase Classification Method

Feasibility Capability Launch Complete

Such a mapping will allow the identification of key activities under each Project Phase



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Idea CapabilityFeasibility Launch Complete

Overview of the Five-Step Project Phase Classification Method

Key Activities

Define Purchase Group based oncharacteristics of purchases andmarket understanding

Collect basic data e.g. volume,volume trends and forecasts, suppliers,pricing, etc - for the PG

Analyze the supply market (e.g.market segmentation) and determinePG positioning according to supply

market constraints and businessimpact

Identify sourcing strategy and tacticsaccording to positioning

Identify potential suppliers

Establishevaluation/screening criteria& measurementmethodologies

Develop pre-qualifiedsupplier list

Select implementation path(competitive supplierselection or supplierrelationship development)depending on strategicpositioning

Develop aSolicitation/ Negotiation strategy

Conduct Request forProposal (RFP)Process

Evaluate SupplierResponses analysisof price and non-

price elements Select competitive

suppliers

Develop a phase-inplan for newsuppliers/ sourcingmethods

Transition fromexisting to newsuppliers or from oldways of working withexisting suppliers tonew ways

Track accruedsavings since theproject start date

Complete transition

from existing to newsuppliers or from oldways of workingwith existingsuppliers to newways

Fully realizeestimated savings

As a guide, the following should be useful to determine the appropriate phase throughout the project life cycle

Project Phase Definition


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IDEA

FEASIBILITY

CAPABILITY

LAUNCH

COMPLETE

Has the supplier been selected/approved?

Is the project dependant upon significant inputs from other parts of theorganisation? Are these departments aware and committed to the goals? Have they provided the required resources?

Has the revised specification been approved by the category? Is capital available if required? Have tooling requirements been specified andcommissioned?

Has the estimated cost/benefit been established by Operating Unit? Has an approach been defined (e.g. regional data collection, negotiation,benchmarking, cost modelling)?Are local and non-local resources identified and available and allocated to theproject team (e.g. Buying, Development, Factory, central technical resources asappropriate)

Place-holder for cross-Operating Unit projects that do not have Operating Unit

based identified savings (e.g. large regional/global or indirect projects)Savings indications only (not counted for reporting purposes)

INFORMATION TO BE FILLED ON A TEMPLATE

FEASIBILITY

CAPABILITY

LAUNCH

COMPLETE

Are project related savings being generated and reported? Are supplier agreements in place?Is there a project plan/schedule and key milestones identified?

Is there a contingency plan?

Targeted savings are fully achieved and reported

Since there are more than x number of identified projects, a Project Prioritization Methodology needs to be

Project Prioritisation Methodology


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Project Phase and Risk templates to be filled by Operating Units will provide the PMO with accurateinformation on project status

However, there are already more than x number of identified projects

Such a detailed reporting of project phase and risk by Operating Units for each undertaken project willbe time-consuming

A project prioritization methodology that takes into account both the benefits and drawbacks associatedwith detailed project phase and risk reporting needs to be established

Under such a project prioritization methodology

Projects must be prioritized by using a globally consistent rule

Operating Units should provide detailed reporting for only those projects that are deemed criticalunder the project prioritization methodology

Operating Units should only record the project phase (idea, feasibility, capability, launch,

complete) and risk profile (low, medium, and high) for those projects that are not found critical

established

Alternative methods exists for project prioritization



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Project Complexity

Project VolumeProjected

Amount of Savings

How many dedicated FTEs will be workingon the project? Or

Complexity Ranking of Savings Type

Low

Illustrative

High

Low

High

Project A

Project B

Project F

Project E

Project C

Project D

Project Prioritization Project Size and Project Complexity

In this example, ProjectA and Project D are

both critical andcomplex, requiring a

detailed project phaseand risk reporting

Alternative methods exists for project prioritization (con t)



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Project B

Project A

In this example,Project C and

Project E are bothcritical and

complex, requiringa detailed project

phase and riskreporting

Project Prioritization Project Risk and Project Phase Illustrative

High

Low

Medium

Idea Feasibility Capability Launch Complete

ProjectE

ProjectC

Project F

Project D

Project Phase

P r o

j e c t

R i s k

p j p ( )

A plan must be developed to ensure the right communication processes are put in place to ensure the rightd li d h i h i h i h l

7. PMO Communication Strategy


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messages are delivered at the right time to the right people

NavigationActively managecommunicationto optimiseinvestment inchange

LeadershipGet the seniormanagement tochampion internalcommunication

EnablementUse appropriatechannels to buildcommitment tocommunication andtrain people how todo it effectively

OwnershipShift to involving

people in creatingcommunication

Supply Demand

Who are the communicators? are the audience?

What do they currently know? do we want them to think? are the specific messages?

How should we say it? can we ensure they hear it? will we know it works?

will feedback be used?

IdentifyKey stakeholders

Brainstorm Map Develop strategy andplan

Develop Communication Plan

The communication plan must align itself with the overall programme activity plan and focus on both broadd ifi g th i t l d t l iti

PMO Communication Strategy


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and specific messages across the internal and external communities

From Rudy Markham/ John Rothenburg

From Project teams/ Steering Committee to

specificbusiness areas

Top 100 ExecsBusinessGroupsBuying

Community

x

y

s

u

l

AudienceBreadth

AudienceDepth

Focused

General

Broad levels of understanding andawareness to a variety of wide audiencesorganised in waves

Specificcommunications toengage and align partsof the extendedorganisation behind aspecific milestonedriven objective

Example

ProgrammePlan

Fundamental principles on how best to communicate must be developed and agreed



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Process

Style

Approach

Ensure leverage and executive buying slant Communications & Education will focus on both push & pull tactics to gain buy-in Sell as the Future of X not just the project Identify new required performance metrics to achieve objectives and implement Develop straightforward and timely communications Retain a simplistic approach Involve to obtain buy-in and to avoid resistance Ensure cultural versatility: tailor for business area, language, culture, local challenges

Ensure communications are concise Ensure a quality look and feel to all materials Ensure there are not too many fancy tools or vehicles but down to earth Remember not to lecture but to keep interactive

Maintain a constant stream of information: little and often Communicate to all the Business Groups at once - not segmented Build in formal communication feedback channels that are USED and not forgotten

The internal communications plan must first identify key stakeholders and the nature of their role andimpact on the project



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impact on the project

Stakeholders Role Source of Influence

Individual SeniorManagementStakeholders

Other keystakeholders

Global Teams

Stakeholder Position

ExecutiveChampion

ChangeAgent

Level of Project Involvement Low High

Ability toenable

Change

Low

High

PupilSupporter/ Gatekeeper

Value propositions must be built for each stakeholder with tailored messages



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Example

Stakeholder & Role What s in itfor meWhat s against

my interest Key Message/Plan

X Business Groups/Change Agents Achievement of savings target Reinvestment of money saved Best sourcing deals

Hard targets to achieve Extra work to drive initiative Lose potential preferred suppliers

Demonstrate success stories Long-term benefits (leverage) Make their lives easier once done

X/Potential gate keeper or changeagent

Confidence in best deal Makes life easier to find supply

solution

Lose potential preferred suppliers Lose decision-making power


X Committee/Change Agent Confidence in best deal Makes life easier to find supply

solution

Lose potential preferred suppliers Lose decision-making power


E l

The plan must integrate with existing communication events to ensure a timely cascade and delivery



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Example

Communication December January FebruaryKey Event

X

PMO Intranet Vision

8. PMO Intranet Strategy


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To develop a phased and tailored stages of excellence intranet site to support the Buying Project and ultimately, the

implementation of the Buying Programme and transformation to a new world class supply management organisation

Phase 1: Pilot Data/Reference Focus/Buying Project only Provide up-to-date quality information for the Buying Project at the right time to the right people to support the achievement of the $ x

target Owned by the PMO

Phase 2: Learning Focus/New generic site for the new supply management organisation, Global Purchasing Program and Project (PMO site to be

integrated as a component of the main site) Provide a dynamic central point for global supply management information and knowledge exchange to ensure support for andcompletion of projects identified, implementation of the new supply management organisation and the related processes and infrastructure

Owned by the Competency Centre

Phase 3: Client X Best Practice Focus Development of the Client X global best practice supply management platform through the establishment of an e-supply management

university, building global competency and intellectual capital and the required knowledge management infrastructures Owned by Business As Usual

Phase 4: Strategic Best Practice Focus Integrated with core strategic suppliers to achieve a truly world-class dynamic information and supply management exchange Owned by Strategic Knowledge Management function

Not in scope

Three development phases are planned from Date X Date Y to reflect the changing needs of the project

PMO Intranet Strategy


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Phase 1

Data/ReferenceFocus

Phase 2

LearningFocus

Phase 3

Client XBest Practice

Focus

Intranet Phase Development Strategy

2 Months Continuous4 Months

Key Project Events Milestone: identify projectsavings that equate to $ x

Project tracking toolcomplete

Recast of targets approvedand communicated

Acceleration of sourcingprogress

Identification andmobilisation of cross-divisional big global projects

High level of supplier andmarket informationgenerated

Sharing experiences andlessons learned regardingvarious methodologies

Competency Centreestablished and up andrunning

Global collection anddissemination of keyexperiences andlessons learned

Iterated and improvedproject methodologies andsourcing techniques

Establishment of a globalsupplier database,compliance processes andbenchmarking practices

Example

Phase 4

StrategicBest Practice

Focus Not in scope

Each phase will focus on increasing the level of interaction and penetration into business as the globalbest practice supply management site



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Intranet Phase Target Audience, Usage and Interaction Levels

Level of InteractionLow High

Low

High

BusinessUsage

Steering Team Buying community Leaders Leadership Team

Global Supply ManagementOrganisation

Various Business StakeholderGroups

Phase 3: Client X Best PracticeOwned by the business

Phase 2: LearningDriven by theCompetency Centre

Phase 1: Data/ReferenceDriven by the PMO

Example Phase 4

In alignment with each phase, site objectives will change to reflect the new target audience and theirinformation requirements

Intranet Phase Target Audience and Information Requirements



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Site Phase Target Audience Objectives Site Content

Phase 1: Data &Reference

Focus

Senior Management

Buying Teams

Leadership Team

Increase awareness/understanding of Operating Unit activities

Provide quality and up-to-date easily accessible information on overall progress

Demonstrate that the PMO and project database physically exist

Provide transparency on resources and actual progress

Progress dials

Project information

Material Classification

Measurement methodologies

Buying Groups activity update

Phase 2:Learning Focus

As above

Various BuyingCommunity Groups

Improve/disseminate understanding of the Project

Provide key information to help teams mobilise

Educate teams on working methodologies (risk, knowledge management, strategic sourcing etc.)

Provide a dynamic central point to ask questions and receive just in time answers promote global information sharingand knowledge

Provide live example tutorials of project cases to help troubleshoot and guide progress

As above

Home of global project tracking database

Central point of reference for governancemeeting information (documentation, minutes,events)

e-Q&A roomsProject reference library

Phase 3: ClientX Best Practice

Global SupplyManagementorganisation

Communicate global supply management vision, guiding principles, new processes and strategy

Continue to use to update on the Buying Project

Use as a key communication tool for the Buying Programme and e-Initiatives

Utilise to create linking mechanisms between the global organisation i.e. g lobal job rotation opportunities

Develop an e-supply management university with competencies linked to HR development training courses andperformance objectives (divisional heads and mnagers as mentoring experts to encourage knowledge disseminationand sharing

Build supply management e-university course modules, materials and live e-debates

Stages of excellence of supply managementpractices

Global best practice tools, techniques andmethodologies

Global contact information

Global, interactive supply management e-university faculty

Global benchmarking tool and trackingprocess

Phase 4:Strategic BestPractice

Global SupplyManagementorganisation

Selected strategicsuppliers

As above

Integrate the world class best practice supply management site with key strategic supplier live up-to-the-minute data,contract information, preferred supplier services

As above

Live and dynamic supplier information

Links to global industry best practice sites

Not inscope

Different site infrastructures will need to be developed for each phase



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Structure/Content Functionality Information Mgt Ownership/Mgt

Vision/ObjectivesTarget AudienceInvestment

MeasurementPromotion

Business Integration

10 Intranet Site Infrastructure Building Blocks

Phase 1

Data/Reference

Focus

Phase 2

Learning

Focus

Phase 3

Client X

Best PracticeFocus

Phase 4

Strategic

Best PracticeFocus

Phase 1, as the Pilot, focuses on targeting a small number of stakeholders to identify futurerequirements and desired functionality whilst providing a fundamental level of information currentlyrequired



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D R A F

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qBuilding Block Definition/Specification

Vision/Objectives Vision: The PMO site will provide up-to-date quality information for the Buying Project at the right time to the right people to ensure the achievementof $ x

Objective:

1)Gain an understanding through the provision of an interactive and dynamic 2 -way feedback channel of user requirements in order to build a tailoredPhase 2 site

2)Provide a strategic overview of the Project

3) Share project data, tracking information and reference materials

4)Provide measurement methodologies to educate key stakeholders

Target Audience Project Collection contacts , Operating Unit Leaders, Buying Teams, Leadership Team, Senior Management

Structure/Content About The Project. The People, Contact Us, Buying Information (Project Savings, Actual Savings, Reference, Links, Site ma nagement)

Functionality Progress tracking barometer

Publishing tool

Links

News and Events Update (message board)

Feedback email capability

Ownership/Management FTE X

Promotion Email launch letter to target audience

Business Integration None in Phase 1

Investment $x for initial development plus $y for additional changes

Measurement May send a brief Feedback Review Questionnaire Email to Phase 1 Users

Information Management PMO input onto the site

Feedback and comments from users to be structure/discussed at the weekly progress meeting


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Number of Projects per Savings Range Total Value of Projects per Savings Range

TotalValue ($

000)

# of Projects

Savings 1

Division A


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T A

P ercentage Contribution per Individual Project

0%10%20%30%40%50%60%70%80%90%

100%

Number of Projects

P c t g e c o n t r i b u t i o n

Top 50 projects: $ x - representing: y % of target

80% of forecasted savings: x # of projects

Total

Range F

Range E

Range D

Range C

Range A )

Range B

Materials DCategory Y

Project Portfolio Breakdown by Category Project Portfolio Breakdown by Materials

Division A


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Key Projects Overview

Submitted byPhaseRisk Savings ($million)SegmentProject DescriptionProject Name

0

Materials A

Materials B

Materials C

Materials A

Materials B

Materials C

Materials A

Materials B

Materials C

Materials D

0

Category X

Category Y

Category Z

Category X

Category Y

Category Z

Category X

Category Y

Category Z

Category X

Category Y

Top 10 Groups: $ x All Other: $ y

Total: $ z


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Identified Project Savings

Dials Key Colour Coding

Example


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T A

Red: Q4 2000 savings less than 75% of 3-year target

Yellow: Q4 2000 savings between 75% - 100% of 3-year target Green: Q4 2000 savings greater than 100% of 3-year target


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Template 3: PMO War Room Visitor Log Book

InformationContent in

Not Useful SlightlyUseful

Useful Very Useful No Basis forRating

Reason for Rating


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Panel A

Panel B

Panel C

Panel D

Panel E

What information is missing? What improvements could be made (from your experience with other War Rooms)?

. Who do you think will benefit the most from visiting the War Room? Include any other comments or suggestions regarding the PMO War Room. Thank you very much for completing our survey,Project Management Office

Template 4: PMO War Room The Project Timeline

Oct-Dec Jan Feb March April May June July August Sept Oct Nov Dec

Year BYear A

Jan

Year C

Key: Launch Meeting

Key decision

Brief

Results


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KeyEnablers

Workstream E

Workstream B

Workstream D

Workstream C

Workstream A

Vision

Key: Change enginesEnabling activitiesStrategic Objectives

Template 5: PMO War Room Project Roadmap


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Establish Infrastructure

OBJECTIVE C

OBJECTIVE Y

OBJECTIVE A

OBJECTIVE B

Drive and Embed Change Move into Business As Usual

BEST PRACTICEE

BEST PRACTICED

BEST PRACTICEG

BEST PRACTICEC

BEST PRACTICE B

BEST PRACTICEA

Continuous Improvement

P e r f o r m a n c e

I m p a c

t

CriticalSuccessFactors

BEST PRACTICEF

OBJECTIVE Z

OBJECTIVE X

Broad Objectives for Communications to this Stakeholder Group Existing Communication Vehicles

Template 6: PMO Communication Strategy Scorecard for each StakeholderGroup


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Develop awareness of initiative Define how it fits with client Xs vision Focus away from cost reduction toward

growth Establish vision Clarify objective of initiative

Communicate urgency Need to take it seriously Need to contribute to its success

Communicate progress

Roadshows around world

Client X Today (monthly newsletter)

Regional/local publications

Courses

Email

Internal Websites (multiple global sites)

Client X Magazine (global, quarterly)Videotape

CD-Rom

Potential Communication Vehicles

Template 7: A. T. Kearney Client Activity Tracker

PMO X Office Officer X # of Consultants Duration


102/149


D R A F

T A Activity Area 1 Officer X # of Consultants Duration

Highlights:

X

Keymilestonesor nextsteps:

Activity Area 2 Officer X # of Consultants Duration

Highlights:

X Keymilestones

or nextsteps:

Highlights:

X Keymilestonesor nextsteps:

Step 3: Embedding Learnings


103/149


D R A F

T A

Step 3: Embedding Learningsand Best Practice and DevelopingOrganisational Competencies

Step 3 addresses the capture, development and transition of best practice learningsinto the wider organisation

Steps Required to Establish a Project Management Office (PMO) and Transition Learnings


104/149


D R A F

T A

DevelopMethodologiesand Processes

Determine Objectivesand PMO Functions

IdentifyRoles andResponsibilities

DevelopCommunicationand Intranet

Strategy

Develo

(eBook) Global Project Management Toolkit 2001

Documents

Transcript of (eBook) Global Project Management Toolkit 2001