Project Design and
Results Delivery Overview
Gemini Skills Workshop
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Learning Objectives
• To explain the transition from an A&D to an RD
• To describe Gemini’s method of ensuring successful project designs
• To define key project design deliverables
• To describe the major components of a typical RD
• To review roles that Gemini consultants take in an RD
• To give a “feel” of what working on an RD is like
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
–2–
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Agenda
• Alternative Models for Change
• What is Project Design?
• Project Design Components
– Project Logic
– Project Approach
– Project Structure
• Stream Design
– Charters and work plans
• Results Delivery Overview
• Project Start-Up
• “As-Is” Modeling
• “To-Be Design
• Implementation
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
–3–
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Our Results Delivery projects follow five major models that
vary according to client need
Old Gemini Value Chain
Market
Development
Results
Delivery
Analysis
and
Design
As Is
To Be
Implement
Account Management
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model A combines standard improvement ingredients
within an overall project management framework
“Variations on a theme” model
Issue
Identificatio
n
A&D
Results
Delivery
Strategy
Re-engineering Streams
As–Is
To–Be
Implement
Communications/Mobilisation
Client Re-skilling
Drivers:
•
•
•
Benefits Case
Resources Available
Readiness to Move
This model could represent Gemini’s strength in project
management.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model B focuses on project integration and engaging the
organisation through quick hits, pilots and labs
“Integration-led” model
As–Is
To–Be
Benefits Winning Streams
Analysis
& Design
Quick Hits, Labs,
Pilots
Pilots
Pilots
• Similar to the “variations”
model, but with greater
emphasis on integration.
• Applicable to more
complex environments
e.g. pan-European
scope?
Future Sustaining
Streams: Organisation,
Skills, Knowledge
Communications
Benefits Tracking
Project Governance
Engage Top Clients
Mobilise Delivery Teams
Mass Communication
This model could represent best practice in managing and integrating
complex initiatives.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
–6–
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model C has three phases
“Logical, problem-solving” model – Finding the right answer
Phase 1
Phase 2
Understanding the problem
issue in depth
Focus on the right things to
address the issue
Engage the organisation
• Can be anything
depending on the client
issue and their
understanding of it
• Address the issue
through designing a
solution
Phase 3
• Make it happen:
–
Implement answers (Pilot)
–
Align the organisation
• Accelerate this phase by
developing a strawmodel
answer, injecting content
• Various entry points:
–
VAP, A&D, Alignment
Workshops
This model is largely held by those with a strategy discipline
orientation.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
–7–
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model D is driven by vision and leadership alignment
Nothing will move in the
organisation until this happens and
is seen to happen
Develop high
level vision
of the future:
Get executive
commitment
to the vision
“We want to
be . . .”
• Do this in the A&D
• An option here is to
distinguish between
strategy dependent
and strategy-neutral
issues and identify
different routes (and
timeframes) for
addressing these
Align toplevel structure
around
delivering
the vision
Cascade
design of
organisation,
what it
means to
implement
the vision
Implement
• How long does this
• Do this as soon as
take? Opinion varies
possible
from 8 weeks to 6
months: how long
does it take to
develop robust
strategy?
This model balances a logical process (akin to the problem-solving
model) with the organisation reality of the client system. It seeks to
make change at a higher level more visible, sooner.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Model E delivers sustainable results through architecting the project as a structured
learning process for the entire organisation – workstreams provide learning ingredients
“Learning oriented” model
A&D
RD
• Aspiration
• Strategic Capability:
•
•
•
•
• Strategic
Awakening
• Mobilisation
Quick Hits To Gain
Credibility
• Challenging
Leadership
Leadership (individual and group)
Business Management Process
Corporate, Business, Market Strategy
Strategic Component of Core Processes
• Change/Catalyst Streams:
–
–
Ongoing Mobilisation & Learning
Culture Change Mechanisms
• Organisation Capability:
–
–
–
–
• The project is
engaging people at
strategic and
emotional level in a
carefully designed
sequence of
interventions to see
the rationale for
change for themselves
and the company and
to be part of building
and implementing it.
Organisation Design
People Processes
Process Re-engineering/Info. Systems
Knowledge Management
This model builds on the vision and leadership alignment model and
emphasises individual and organisational learning and growth.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
–9–
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The models have differing underlying assumptions about what needs to
be worked on
Model
A
Key Driver
•
Task oriented
Underlying Assumptions
•
•
•
•
Problem is solved by assembling the right combination of standard
improvement ingredients
Management of tasks and achieving deliverables achieves benefits/business
results: “getting stuff done”
C
•
Finding the right answer
•
•
•
Pilots, labs, quick hits will engage the organisation in the short-term; need to
be seen to be active early to get results and momentum
Complex and inter-dependent issues require holistic approach
Balance short-term improvement streams (benefits winning) and enabling
streams (future sustaining) streams
Organisation is in need of new information
Once information is available, change will result
Logical, problem solving method is required
D
•
Vision and leadership
alignment
•
•
Alignment to new vision by leadership is critical to achieve movement
Top-down cascade of design and implementation
E
•
Organisation-wide learning
•
Sequence used to bring new information and organisational tools to the
organisation will determine outcomes
Process of learning is critical to accelerating rate of change and deepening
levels of acceptance and commitment
Need to be seen to be active early to get results, learning and commitment
Understand people’s concerns (emotional and rational) and work with the
energy associated with these in order to improve the business system
De-coupling project tasks from organisation and individual change process
Build strategic and organisational capability
Strong leadership orientation
B
Integrated solution
•
•
•
•
•
•
•
•
In reality, we find all of these elements in our projects—the relative
emphasis will vary.
Source: Focus Interviews, Summer 1997.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The value of the models lies in applying them in the right
circumstances
A. Task oriented
Stream A
Stream B
B. Integrated solutions
Benefits winning stream
Future sustaining streams
C. Finding the answer
Define
problem
Identify
Option
Select
Option
Stream C
Stream D
Pilots
Stream E
D. Vision and
leadership
alignment
E. Organisation-wide
learning
Top-Team
Workshops
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Design Must Cover Content, Process and Structure
WHAT
Project Content
• Project logic:
- Business objectives, key
activities, and
deliverables/benefits
• Project approach:
- Box and wire diagram
• Project workplan:
- Top-level schedule
• Team charters and
workplans:
- Workstream activities,
schedules, timing,
milestones, and
deliverables
WHO
HOW
Project Processes
• Top-down and bottom-up
mobilisation architecture:
- Mobilisation imperatives,
strategic populations, and
types of intervention
Project Structure
• Roles and
responsibilities for
Gemini and client:
- Program management
structure
- ESG composition and
meeting schedules
- Types of teams
• Client communications,
forums and process
• Project control:
- Team communications
- Project/individual quality
reviews
• Resource plan for Gemini
and client:
• Gemini profitability
model:
- Numbers, skill, duration
and type of involvement
- RPS, pricing, margin
• Business case:
- Tangible
- Intangible
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Basic Principles of Project Design
• Consistency with business objectives, CSF’s and analysis conclusions
• Integrated objectives, activities and deliverables
• Clear linkage with benefits
• Achievable and measurable
• Benefits match costs . . . appropriate resources to ensure deliverables
• Involvement of the client
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Design Starts During the A&D
First two-thirds of A&D
Final third of A&D
High-level Project Design
Possible
Probable:
–
–
–
–
–
Major workstreams
Service offerings
Team structure and skill needs
Primary benefit buckets
Sequencing and phasing
A&D Team
Project Logic developed:
A&D Diagnostics input and
refocus:
–
–
–
–
Conclusions
Opportunities
Benefits
Key workwith buy-in
– Objectives
– Activities
– Deliverables
RD Project
Manager
Project Approach developed:
– Interdependencies
– Sequencing
Project Workplan developed:
– Timings
– Milestones
Sample strawmodel
charters/workplans if
appropriate
Project
Design Workshop
Project Design
Review
Proposal
Letter
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 14 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Inputs to a World Class Design
Gemini
Experience
Base
Analysis and
Design
Findings
Balanced
Scorecard
Business
Case
World Class
Design
Transformation
Mapping
Client
Insights
Best Practice
Models
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 15 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
How to Design a Project? The Output . . .
The Project Logic
• Business objectives
• Streams
–
–
–
–
Activities
Benefits
KPI’s
Deliverables
• Streams which can be done in parallel
• Streams which follow a natural
precedence rule (input/output)
• The critical path
The Project
Approach
• Project governance and hierarchy
• Work teams needed to accomplish goals
The Project/
Structure
– Integration
– Communications
The Project/Stream
Schedules
• Activity duration
• Activity start/end date
• Activity breakdown/milestones/review
points
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Logic
Objective:
– Demonstrate the relationship between a project,
project components, and the clients’ business
Guidelines:
– Make sure that each step is logical & the “Results”
check back against “Objective”
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Logic Methodology
Objectives
Critical
Success
Factors
Controllable
Variables
Analysis
Studies
Analysis
Findings
Key
Deliverables
Benefits
Results
CHECK
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
A Results Delivery Project Logic Articulates the Close Ties
Between the Organization’S Mission and Deliverables . . .
Mission
Statement
Project
Objectives
CSFs
Controllable
Variables
Key
Project
Activities
Deliverables
(Lead Indicators)
1.
1A.
1A(1)
Initiative
Objectives
Should come
directly from
business
What are the key
levers we can
effect to achieve
the objectives
Tangible
Products
1B.
1B(1)
1B(2A)
1B(2)
1B(2B)
1B(3)
2.
What need to
be in place for the
mission statement
to be accomplished
Specific things
to be done Can be mapped to
Project Approach
3.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
. . . The Results Delivery Impact Logic Ties Deliverables
Back to Improved Business Performance . . .
Deliverables
Performance
Measure
Baseline
Improvement
Goal
Business
Impact
(Lag Indicators)
Change goal
for performance
measure from
the baseline
How effectiveness
is to be
measured
“As Is”
reading of
performance
Expected outcomes
can be qualitative
as well as
quantitative
… as defined by the Mission Statement on the Project Logic
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Logic Example
Business Mission
To accelerate significantly the
improvement in our hygiene,
effluent and safety standards
toward consent and EPA value
through better management of
existing people, processes
and plant
Critical Success Factors
•
•
•
•
•
•
•
Cornerstone of consistent basic
safety, housekeeping and
working practice disciplines
Documented processes and
procedures that are integrated
and complimentary to
environmental and production
goals
Roles, responsibilities and a
decision process that are are
clearly defined, communicated
and understood
Managers, staff and hourly-paid
that are trained and competent
in the required processes
Key performance indicators
that are predictive, clearly
defined, understood and
provide a basis for timely
environmental and plant
process control
Clear and effective
communications involving all
levels and stakeholders
A culture that values and
rewards environmental
improvement and team building
across levels, functions and
shifts, and establishes
continuous improvement as a
way of life
Project Objectives
Ensure control by defining and
implementing “Best Practices” for
basic disciplines, housekeeping
and working practices
Develop and implement a
cause/effect plant control process
that is balanced, cost effective and
environmentally compliant
Define and clarify team oriented
roles, responsibilities and decision
processes that ensure consistent
performance, department to
department, shift to shift, level to
level
Key Project Activities
Executive support and direction
Quick hit identification and
implementation Process flow
Brown Paper
“As Is”
“To Be”
Process and procedures
development
Cause and effect analysis
Predictor profile development and
implementation
Decision tree development
Functional decomposition
Implement an integrated
monitoring system to co-ordinate
environment and production goals
with the business mission
Roles and Responsibilities
Create and implement an
innovative and effective
communication plan that is
responsive to company and
stakeholder needs
Maintenance system development
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
Training
PIL coaching
Interface development
Organization alignment
Internal communication
External communications
Benefit measurement
– 21 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Approach
Objective:
To build a picture of workstreams, major events and
their interrelationships
Guidelines:
• A ‘Wire Diagram’ of the project is built, showing
interdependencies, data flows, learning flows,
which build a picture of project streams, project
complexity and project timing
• Use to identify scope, magnitude of effort, process
steps and timing:
- Only use complex wire diagrams internally
- A simplified version is shown to client
- Used as a basis to prepare project structure
and project schedule
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 22 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Approach Example
Get Control
Executive Alignment
Meet Expectations
Executive Action Team Meetings
On Board Executive
Action Team
Environment Monitoring and Control
Agree Expectations
and Propose
Executive
Alignment
Rapid Action
Action Program
Identify and Agree
Goals
Define Agree
Associated Goals
Basic Discipline and “Best” Working Practices
Hygiene and Safety Excellence
Continuous
Improvement
Pollution Abatement Excellence
Basic Systems and Procedures
Work Processes/Practices
Select Joint
Team Members
Joint Team
Training
Strawman
Charter
Impact Area
Mapping
Sinter
Acid Plant
Effluent Process Control Excellence
ISF
Refinery
EIT
Selection
EIT *
Training
Strawman
Charter
Roles and Responsibilities Alignment
Communications and
Roll Down Preparation
Roll Down
Delivery
Lead Emission Control Excellence
Reinforcement
and Control
Organization and Culture Alignment
Training Excellence
Environmental
Benefits
Stakeholder
Feedback
Maintenance Efficiency
Maintenance Effectiveness
Doe Run Technology Training
Doe Run Technology Application
Current Total Quality Effort
Direction and
Purpose
Outputs Results
Benefits
Process
Evaluation
Quality of Data
Program
Impact
Economic
Benefits
Objectives and
Milestones
TQ Initiative Integration
Data Gathering
Approach
Resources and
Sponsors
and Use
Ongoing Communication
Stakeholder Partnering
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Project Structure
Objective:
• To create a structure of people and teams required
to deliver the project
Guidelines:
• Articulate purpose and responsibilities of each role
• Define decision processes
• Specify level of involvement/time commitment
required
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project Structure: What Levels Do We Involve?
Steering Committee
Joint/Core Team
Natural Work Teams, Rapid Action Teams,
Business Analysis Teams
Rest of Organization
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Steering Committee
Joint/Core Team
Natural Work Teams, Rapid Action Teams,
Business Analysis Teams
What Does the Executive Steering Group Do?
Top Client
Steering Committee Charter
• Provide decision making/
leadership
Steering
Committee
Client
Rest of Organization
Gemini
• Provide timely/consistent project
communications
• Establish project direction/goals
Client
• Enable/empower organization
Issue # 1
Teams
Issue # 2
Issue #3
• Ensure organizational
involvement
Teams
Teams
• Evaluate progress and take
action
• Motivate/recognize contributors
• Role model new behaviors
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Steering Committee
Joint/Core Team
What Is a Joint Team?
Natural Work Teams, Rapid Action Teams,
Business Analysis Teams
Rest of Organization
The Project/Joint Team is:
• Composed of full-time Gemini consultants and clients
• The coordination mechanism for project activities
• “Champion” for embedding change
• The workers
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Steering Committee
Joint/Core Team
Natural Work Teams, Rapid Action Teams,
Business Analysis Teams
Who Are the Joint Team Members?
Rest of Organization
• People that the client “cannot afford to give up”
• Future leaders of the company
• From many levels and across all functions to be involved
• Experienced in working cross-functionally and within the “shadow
organization”
• Preferably interviewed by Gemini Project leadership
– At minimum, we agree to their participation
– Respected by rest of organization
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Objectives of Task-Based Teams:
NWTs, BATs, RATs
Steering Committee
Joint/Core Team
Natural Work Teams, Rapid Action Teams,
Business Analysis Teams
Rest of Organization
• Get the project work done well:
– Teams with the right people, right skills, right knowledge, and right access
• Get the work done quickly and efficiently
• Develop and effectively leverage client team members
• Obtain the full benefits of effective team work:
– Faster results
– Shared experience
– Leveraged management
• Obtain greater client mobilisation and buy-in
• Transfer skills and knowledge of Gemini consultants to clients
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Complex, Cross-Discipline Projects Need Creative Design
and a Combination of Delivery Approaches
Business Analysis
Teams
Natural Work Teams
• Strategic/analytical
orientation
• Set direction and
develop management
control tools
• Top-down business
perspective
• Operational
improvement/process
orientation
• Mobilize the
organization behind
solutions /
implementation
• Bottom-up business
perspective
Rapid Action Teams
• Short-term focus on
tactical targets
• Implement simple
solutions arising from
A&D/As-Is analysis
• Lower management /
supervisory focus
Consultants across practices can work within any of the above frameworks.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 30 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
“Business
Case”
Project Structure Also Provides the Means to Effectively
Govern Project Execution
Executive Committee
Cost
Strategic
Benefit
Project Logic
Steering Team
Business Benefits
Core
Team
Natural Work
Team #1
Natural Work
Team #2
Natural Work
Team #4
Natural Work
Team #3
Schedule
NWT #1
Subteams or Workshops
NWT #2
Project Approach
NWT #3
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
Execution
Team Charter
• Objectives
• Benefits
• Resources
• Key Activities
• Deliverables
• Time Frame
– 31 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Team Charters Provide Focus and Direction
Charter Objectives:
• Communicates the overriding mission
for the team
• Outlines team approach
1. Team Name:
Identifies teams and conveys focus of project
or work
2. Mission:
Overall purpose or problem statement of team
3. Scope:
Outlines parameters of the team
4. Objectives:
Specifies objectives the team is charged to
accomplish, should be measurable when
possible
5. Approach:
Outlines the major steps the team will need to
take
6. Schedule:
Guideline for overall duration of the team and
estimates of individual time commitment
7. Deliverables:
Tangible products the team will deliver to
accomplish the objectives, should include
proposals and plans
8. Key client:
Owner of the problem, makes decisions,
assigns action plans
9. Resources:
Members of the organization who will be
needed to support the team
• Aids in selecting participants
• Identifies team members, clarifies roles
and responsibilities
• Lists specific deliverables, milestones,
and timeframe
The charter is the teams’ blueprint for success.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 32 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Process of Creating a Charter Starts With Gemini,
But Is a Joint Effort
• Typically, a good strawmodel is created during the A&D
(may or may not involve client)
• At beginning of an RD, client joint team member and Gemini
consultant review/refine/modify charter
• Charter reviewed/refined with NWT
• Charter should be reviewed periodically to keep the team focused
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
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GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Stream/Project Schedule
Objective:
Guidelines:
•
A high level plan which indicates project duration,
main activity phases, review points and main
deliverables
•
Keep to MAIN deliverables only
•
DETAIL the first one to two months of the project
NOT the back end
•
SCHEDULE all Steering Committee reviews
(approximately once a month)
•
INDICATE BENEFITS SCOREBOARD REVIEW every
2-3 months
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 34 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Stream Schedule or Work Plan Can Be Used to Define the
Stream in Terms of Key Activities, Time, and Who’s on Point
Activity
Italy
Spain
N.A.
N.A.
N.A.
Gemini 1 Praxair Gemini 2
N.A.
Brazil
Resource Resource Resource Resource Resource
Lead
Resource Resource
3
2
1
4
1
WORLD WIDE
BUSINESS
TEAM
JAN '94
FEB '94
MAR '94
3 1 0 17 24 31 7 14 21 2 8 7 1 4 2 1 2 8
Operations Planning/Energy
Procurement
Select Team Members for
Operations Planning
Select Team Members for Energy
Procurement
R
A/R
I
Decide on Core Diagnostics
R
R
R
R
A/R
R
R
R
Develop Analysis Charters
R
R
R
R
A/R
R
R
R
Develop Initial Premises
R
R
R
R
A/R
R
R
R
Establish Framework For F inal
Learnings
R
R
R
R
A/R
R
R
R
Develop Site Specific Probes
R
R
R
R
A/R
R
R
R
Train Team Members
I
I
I
R
R
A/R
R
R
I
Develop Communications Plan
R
R
A/R
R
R
I
Select Locations
R
I
I
R
R
R
A/R
Identify Team Members from
Locations
R
R
R
A/R
C
R
Contact Location Team Members
R
R
R
A/R
C
R
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 35 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
A Milestones Schedule Is Used to Articulate a Stream’s
(or Project’s) Critical Path and to Track Progress
Deliverable: Implement “To Be” Demand Forecasting process
Milestones
1.
Kick-off “To Be” implementation with Commercial
and Sales management
Completion
Actual
Outlook
Responsible
Target
ABC
4/24
4/24
4/24
XYZ
5/01
5/02
5/02
XYZ
5/06
5/07
5/06
ABC
Should include
Phase Review
Dates
ABC
5/11
5/15
ABC
5/18
5/18
ABC
5/20
5/20
XYZ
5/21
5/21
- Denotes a Key Milestone
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 36 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Often A Project Design Center/War Room Is Created
to Track Project Activities and Provide Focus
Goal Setting—Defined at Start
Master
Components
Goal Attainment—Dynamic
Interfaces
Logics
Logic
Value Chain
Approaches
Schedule
Schedule
Linkage
Approach
Benefits
Benefits
Migration
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 37 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There is Overlap Between Project Design and Results
Delivery
Project Design
Market
Development
Analysis
and
Design
Results
Delivery
Account Management
Results Delivery
More and more clents are requesting some “results delivery” during the
Analysis and Design.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 38 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Results Delivery Has Several Phases:
Project
Design
Project
Start-Up
“As Is”
Modeling
“To Be”
Solution
Development
Implementation
Planning
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
Implementation
Management
Client
Transfer
– 39 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project
Design
Project
Start-Up
“As Is”
Modeling
“To Be”
Solution
Development
Implementation
Planning
Implementation
Management
Client
Transfer
What a Typical Results Delivery Looks Like:
Week
1
•
•
2
3
4
5
6
Project Design
–
Review and validate project design
–
Develop project approach
–
Develop team charters
–
Develop work plans
Project Start-up
–
Determine joint team members and ESG
–
Kick-off work teams
–
Conduct joint team training
–
Review/validate charters and workplans
with team members
Ideally, most of the people selection has already occurred during the Analysis
and Design.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 40 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Why Is the Start-Up So Important?
Because it builds . . .
• Lasting trust:
- Accomplishments and professionalism increase credibility
- Collaboration with executives increases intimacy
- The right events, the right time, the right way, reduces risk
T=IxC
R
• A solid foundation:
- Communication rolldown builds work force support
- Team launch ensures right resources working the issues
- Facilitation and meeting effectiveness training improves problem solving
• Effective team dynamics:
- People aren’t frustrated by unclear or non-value added assignments
- Teammates get to know each other through early debriefs and team builds
- The team develops confidence in the account manager
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 41 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There Are A Few Critical Success Factors
for a Good Startup
• Strong client team members are selected and made available
• Each team develops ownership of charters and schedules
• Project goals and objectives are agreed to by client
• Client team members receive on-boarding training
–
–
–
–
A&D overview
Core process skills
Emotional cycle of change
Benefits tracking methodology
• Communications and mobilisation plans are initiated
• A strong Executive Steering Group is formed and takes an active,
supportive role in the project
• Time is made to get to know client team members, executives
and other Gemini consultants
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 42 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There are Several Reasons Most of Our Work Involves
Significant Client Involvement
• Transfer or ownership/client buy-in
– Probability of complete, successful implementation is much higher
• Clients can have good ideas
• Clients know what’s been tried before, what has worked
and what has not worked
– Understanding how to work the “underground” network is important
• Transfer of Gemini skills and knowledge
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 43 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What Are the Roles and Responsibilities
of Gemini Consultants?
Project Management
•
•
•
•
Develop a schedule of
team milestones and
completion times
Manage team sessions
and ensure the overall
process is maintained
and adhered to
Work with the teams
and Executive
Champions to ensure
the integrity of the
process
Manage client
expectations
People Development
Thought Leadership
•
Add content expertise
as appropriate
•
Challenge the team to
“think out of the box”
•
Act as an outside,
objective source of
questions and
comments
•
Conduct one-on-one
coaching and
counseling sessions
with Executive
Champions, Joint Team
members, etc.
•
Assist the team in
making pre-presents
and presents to
Leadership Committee
and Executive
Champions
•
Role model the process
•
Train the team in the
necessary tools and
techniques
•
Help Gemini team
members stretch and
grow
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 44 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project
Design
Project
Start-Up
“As Is”
Modeling
“To Be”
Solution
Development
Implementation
Planning
Implementation
Management
Client
Transfer
What a Typical RD Looks Like:
Week
•
“As Is” Modeling
–
–
7
8
9
10
11
12
Perform internal assessments
•
•
•
•
Process Mapping
Service level analysis
SI/CC
Initiatives review
•
ABM
Perform external assessments
•
•
•
•
Benchmarking
Customer perspective
Best practices
Technology assessment
–
Validate findings and benefits
–
Communicate/mobilize
–
Perform “early wins”
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 45 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
“As Is” Modeling Provides the Building Blocks of the
Final Results
Early Win
Opportunities
Measures and
Baselines
Current
Processes
“To Be”
Characteristics
Improvement
Initiatives
Current
Organization
Structure
Key Cost
Drivers
Current Systems/
Technology
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
Current
Culture
– 46 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
“As Is” Modeling is a Delicate Phase of the Project
• The client is often impatient about doing the “As Is”
– They think they’ve already done it in the A&D
– They don’t want to focus on the “broken” processes
– They are anxious to start seeing results
• It is essential to get a solid “stake in the ground”
– Detailed opportunities are identified
– Performance baselines are established
• It’s as much for the mobilisation as it is for the data
– Opportunities develop to get people involved
– People like to tell somebody what they think is wrong
– We often get comments like “This is the first time anyone’s listened in years”
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 47 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What Are “Early Wins”?
Definition
Identified, realistic, achievable opportunities implemented early
during the project to realize immediate, quantifiable benefits
Objectives
•
To build client enthusiasm
•
To build credibility for Gemini Processes
•
To ensure easier migration through basic improvements
•
To help generate buy-in for the longer-term programme
Early wins are a recognized Gemini strength!
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 48 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project
Design
Project
Start-Up
“As Is”
Modeling
“To Be”
Solution
Development
Implementation
Planning
Implementation
Management
Client
Transfer
What a Typical RD Looks Like:
Week
•
“To Be” Solution Development
–
Develop “To Be” characteristics
–
Develop “To Be” picture
–
Validate “To Be” with client
–
Validate “To Be” against benefits
–
Determine key performance indicators
–
Develop roles and responsibilities
–
Communicate/mobilize
11
12
13
14
15
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
16
17
18
19
20
– 49 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Draw on Numerous Sources for Developing
the “To-Be” Vision
Innovation Workshops
Personal Expertise
Blue-Sky Idea Generation
Gemini Expertise
(Knowledge networks)
“As Is” Opportunities
Current Initiatives
Client Subject Matter Experts
Internal Client Best Practices
“To Be”
Vision
Faculty
Benchmarking
Professional Organizations
Technology
Activity Costs
Customer Needs
Business Modeling
Remember to challenge paradigms!
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 50 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There are Typically Two Phases of Design and Development
Leading up to Implementation of the “To-Be”
Implementation
Implement
Implementation Planning
Validation & Gap Analysis
Performance Measures
Develop
Roles & Responsibilities
Best Practices
Design
Process Mapping
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 51 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The “To Be” Design Phase
• The “Design” phase initiates the creative process leading to the
development of the “To Be”
• The “Design” phase answers questions such as:
– What could it look like at this client?
– How do “outside” ideas fit into our vision of this client’s “To Be”
– What do we want to improve?
– Where can we get good ideas?
– Is our vision the best? What other components or improvements might we add?
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 52 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The “To Be” Develop Phase
•
The “Develop” phase answers questions such as:
–
Who is accountable for completing which process steps?
–
Does the “To Be” in progress address our needs?
–
Does the design work in actual practice and will the people use it?
–
What is the difference between the “As Is” and the “To Be” under development?
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 53 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Project
Design
Project
Start-Up
“As Is”
Modeling
“To Be”
Solution
Development
Implementation
Planning
Implementation
Management
Client
Transfer
What a Typical RD Looks Like:
Week
Implementation planning
•
Perform gap analysis of “As Is”/“To Be”
•
Develop performance tracking system
•
Develop implementation plan
•
Develop training plan
•
Develop training
17
18
19
20
21
22
23
24
25
26
27
28
Implementation
•
Pilot implementation
•
Incorporate learnings from pilot
•
Train employees
•
Implement tracking and performance
systems
•
Develop post-implementation
assessment and feedback plan
Client transfer
•
Implement continuous learning/feedback
plan
•
Develop roll-out implementation plan
•
Begin roll-out implementation
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 54 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
What Implementation Looks Like . . .
Execution framework:
Conduct
Orientation and
Training of all
Team Members
Develop
Ongoing
Communication
Plan
Conduct Gap
Analysis
Develop
Implementation
Plans
1 - 3 Weeks
1 - 2 Weeks
1 - 3 Weeks
2 - 4 Weeks
Schedule and
Integrate
Workplans with
Owner
Execute
Implementation
Plans
Verify Success
with Owner
Install
Continuous
Improvement
Model
1 - 3 Weeks
5 - 26 Weeks
1 - 2 Weeks
3 - 5 Weeks
Implementation execution is designed to transfer ownership of the “Best
Practice” Model with accountability for results and benefits to the owner.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 55 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Implementation of Major Change Causes Emotional
Reactions
• Significant emotional shifts occur while creating major change
• These shifts follow a predictable sequence, thus producing an emotional
cycle of change
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 56 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Implementation of Major Change Causes Emotional
Reactions Which Typically Show up in Five Stages
Start-Up
Project
Life
Cycle
Developing Recommendations:
“As Is” and “To Be”
Implementation
Extension / Expansion or
Completion
SATISFACTION
CERTAINTY
CONFIDENCE
OPTIMISM
HOPE
TIME
DOUBT
PESSIMISM
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 57 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
There are Several Key Take-Aways and Suggestions
For Managing the Emotional Cycle of Change
• Not everyone will move throught the cycle at the same pace
• Typically, the project team will find themselves at uninformed optimism at the
beginning of the project and “in the valley” during “To-Be” design
• It can be very helpful to review the Emotional Cycle of Change at the very
beginning of the project
– Letting people know what they will be going through makes it easier to get through,
and increase your credibility
• It is also advisable to review the emotional cycle of change throughout the
project’s lifecycle
• Creating interventions is critical to moving the people through the cycle
What types of interventions could you imagine using?
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 58 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
The Final Phase of Results Delivery Is the Ownership
by the Client of Their New Culture
Project
Design
Project
Start-Up
“As Is”
Modeling
“To Be”
Solution
Development
Implementation
Planning
Implementation
Management
Client
Transfer
• How does client know when it’s over?
• How do we close out work teams?
• How does client know what to do after we
pull out of area?
• How do we obtain a record of what we’ve
done for the client?
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 59 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
A Typical Day in the Life of a Gemini Consultant
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 60 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Ways to Build Successful Client Relationships
• Learn the client’s industry, issues, critical functions, and areas:
– Develop a point of view on events that affect the client’s businesses
(e.g., read Wall Street Journal, trade journals, etc.).
– Leverage GMT experience/learnings.
• Leverage your consulting expertise and life experience
as much as possible:
– Remember that most clients have not been a “consultant” before.
– Utlize Gemini as well as other work/life experience.
• Be prepared to challenge the CEO and other clients constructively:
– Test thinking, reframe mindsets, prompt creativity, confront with data.
– Only way to true partnering and added value.
• Never compromise your integrity or violate ethics:
– Know the boundaries of both your role and your clients.
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 61 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Ways to Build Successful Client Relationships (cont.)
• Develop a clear vision and logical plan:
– Always think through contingencies.
• Coach client(s) in the most efficient and effective ways possible:
– Always think: problem
implications
solutions.
– Never hold a formal meeting with your client unless you have a desired outcome in mind.
• Always assume total accountability for the programme results:
– Problems or failures are ours, not theirs.
– But clients must assume partial responsibility for delivering.
• Overplan—overcommunicate—over-merchandise:
– To help you think everything through, use techniques such as role-playing, meeting planning
(outcomes, decisions, steps), problem solving.
• Set-up time to meet with your client on a regular basis
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 62 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Signs of a Successful Client Relationship
• You are considered a peer and are regularly consulted as an advisor
by your client:
– The phone rings when your client has new problems.
• You and your client partner regularly make time to meet.
– You can also easily meet with your client on an as-needed basis
• There is a sense of trust and confidence between you and your client
partner.
• You are accepted at every level of the organisation.
• Your clients tell you:
– “You sure learn fast.”
– “I know you have it under control.”
– “I need your opinion.”
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 63 –
GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW
Signs of a Problematic Client Relationship
• Your clients hold “internal meetings” to discuss issues related
to your project and you are not invited.
• It is difficult to get quality time with senior executives.
• You hear phrases such as “the consultants,” “you guys,”
or “the Gemini project”.
• Clients have not made our agenda their own at Steering Group
and other key meetings.
• The phone never rings
©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
– 64 –