Visual Management in
Procurement
Project Performance Hub
Guidance V3.0
Use for the duration of
Project
PaceSetter in HMRC
Content
4. Standard Template Guidance: Processes
1. Introduction
1.1
Background/Overview
1.2
Purpose, Objectives and Deliverables
1.3
Stakeholders/users
2. Project Performance Hub Set Up
(if using a “war room”)
2.1
A Standard Information Layout
2.2
A Standard Room Layout
3. Standard Template Guidance: People
4.1
Project Charter
4.2
Stakeholder Map
4.3
Comms Plan (internal)
4.4
Comms Plan (external)
4.5
3C
4.6
Risk Log
4.7
Success Register
4.8
Supplier Relationship Barometer
4.9
Project TIP
4.10
Daily Tasks
4.11
Weekly Planner
3.1
Team Charter
3.2
Team Barometer
3.3
Skills Matrix
5.1
Supplier Interest Tracker
3.4
Team Contacts
5.2
Supplier De-selection Register
3.5
Team Meeting Clocks
5.3
KPIs
3.6
Team Meeting Agendas – Daily and Weekly
5. Standard Template Guidance: Performance
UNCLASSIFIED
Project Performance Hub
1. Introduction
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1.1 Background/Overview
Visual Management
Visual Management is used in a Lean environment to make the status and performance of a work area
immediately obvious, both to those working in the process, and to those managing the process. The test of
good Visual Management is that a visitor to the work area should be able to pick up the progress and
issues in the work area, without having to ask.
This is the Visual Management pack for the Project Performance Hub to aid the team in managing the
project. It is intended to give you specific guidance and recommendations on how to set up a room or
display or a virtual hub and to provide a set of Visual Management templates that can be used to manage
the project. When using this pack you should apply your professional judgement to decide which templates
can usefully be deployed and/or customised to meet your needs.
UNCLASSIFIED
Project Performance Hub
1.1 Background/Overview
Project Performance Hub
A performance hub can take a number of forms ranging from:
• A dedicated “war room”
• A display board or boards
• A set of shared documents that are reviewed electronically by a team over split locations
The approach that you select is likely to depend on:
• The scale and nature of the project
• The size and location of the team
A project performance hub should be established during the mobilisation phase (ref SOP 2.2) and
maintained throughout the duration of the project. The hub will consist of a selection of the templates
outlined in this pack enabling the team to apply visual control to drive progress and to communicate to key
stakeholders what is happening and where in the process the project is.
Related Documents
Value stream map
Standard template library
SOP 2.2
UNCLASSIFIED
Project Performance Hub
1.2 Purpose, Objectives and Deliverables
Purpose
•
The sourcing team is set up for success and all associated stakeholders are clear about the requirements of the project.
Objectives
•
To effectively and visibly monitor and manage the procurement
•
To highlight potential risks, issues and concerns and aid in resolution of these
•
To monitor Project KPIs
•
To provide information to stakeholders
Deliverables
•
A range of documents that set out the` what `why` `when` and `how` of the project along with key performance
measures. These documents are live, displayed on the walls of a room, on display boards or in a shared electronic file
store and are used inform the content of team meetings and communication to key stakeholders.
Project Performance Hub
1.3 Users
Procurement
Team
Other
Stakeholders
Legal/Finance
Team
Project
Performance
Hub
Owner:
Project Lead
Business
End
User
Contract
Manager
Project
SRO
Project Performance Hub
2. Project Performance Hub
A standard room set up
If you are planning to use a dedicated room the following
is a guide as to how the room could be set up and how the
information could be structured. The document structure
may also apply to setting up display boards.
PaceSetter in HMRC
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2.1 A Recommended Standard Information Layout
Inputs
Processes
Team Charter
A4
Standard
Template #28
Team
Barometer
A4
Standard
Template #27
Project Charter
A3
Standard
Template #15
Stakeholder
Map
A3
Standard
Template #21
Skills Matrix
A4
Standard
Template #20
Team Contacts
A4
Standard
Template #29
Comms Plan
(Internal)
A4
Standard
Template #6
Comms Plan
(External)
A4
Standard
Template #5
3C
A4
Standard
Template #1
Risk Log
A4
Standard
Template #19
Success
Register
A4
Standard
Template #22
Supplier
Relationship
Barometer
A4
Standard
Template #25
Team Meeting
Clocks
A4
Standard
Template #30
Team Meeting
Agendas
A4
Standard
Template #9 &
32
Outputs
Project TIP
A0
Standard Template #17
Supplier Deselection
Register
Standard
Template #23
Supplier
Interest Tracker
A4
Standard
Template #14
KPI Charts –
see KPI Pack &
Project Specific
Daily Tasks
Flip Chart
Standard Template #8
Weekly Planner
Flip Chart
Standard Template #31
Project Performance Hub
2.2 A Recommended Standard Room Layout
Wall Space
Wall Space
Wall Space
Telecon Facilities
Tables
Chairs
Note: You may also require WIFI, Videoconferencing and IT Functionality
Project Performance Hub
Standard Template Guidance
A set of standard templates has been developed to help
establish a performance hub. When using this pack you
should apply your professional judgement to decide which
templates can usefully be deployed and/or customised to
meet your needs. Where you have similar documents e.g.
corporate risk register, you can use these instead of the
templates in this pack.
This guidance has been designed to enable the user to
attain a good understanding of how to use, populate and
display the visual management templates, as well as their
benefits, how frequently they could be reviewed and updated
and who might be responsible for the data.
UNCLASSIFIED
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3. People related template guidance
PaceSetter in HMRC
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3.1 Team Charter
Benefits
Helps the team to “get off on the right foot.”
Creates an open and supportive environment.
Can be useful in the management of confrontation & conflict
should it arise.
1
2
How to use
•
•
Once populated secure on the wall or board or save in
shared file store.
Complete a brainstorming session with the team asking
them to identify the actions and behaviours that they will
and wont do.
Complete a round robin to attain that all are happy with
the actions and behaviours put forward by the team.
Once agreed populate the 4 sections of the charter.
1.
2.
What we will do
What we won’t do
•
•
3
4
3.
4.
How we will behave
How we won’t behave
Owner
Hub data manager
Users
Project lead
Project team
Frequency of review
As required
Audience
Project team
Project SRO
Key stakeholders
UNCLASSIFIED
Project Performance Hub
3.2 Team Barometer
Benefits
Provides a way of managing stressful situations.
Enables the team to be honest about any negative feelings in
a “safe” environment.
Prompts discussion on issues that need management.
1
2
3
How to use
•
•
Print copy and display or save in shared file store.
Team members to write their initials on 3 sets of post it
notes or to tag with their initials if using electronically.
1.
Calm: How do I feel about the position we are in as a
team?
Harmony: How do I feel about the dynamics within the
team
Control: Do I feel that as a team we are in control of
everything we should and need to be
2.
3.
•
Each member of the team selects the ranking that best
reflects how they are feeling (by sticking the initialled
post it notes) for each of the 3 categories
Owner
Hub data manager
Frequency of review
At a weekly team meeting
UNCLASSIFIED
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Project Performance Hub
3.3 Skills Matrix
Benefits
Enables the identification of gaps between current and
required levels of skills and capability of individuals within the
team and the tracking of capability uplift through the project.
2
How to use
1
•
Identify a member of the team that is best placed to
populate the generic fields (1&2) then circulate to the
whole team for individual completion of field 3.
1.
2.
Input team members names
Identify the skill requirements throughout the life of the
project
All team to plot their planned and actual level for each
skill
Description of skill level in numerical order
Cells automatically updated based on the planned and
actual results
Chart automatically updates to show % achievement of
the plan by level
3
3.
5
4.
5.
6.
6
4
•
Print copy and display or save in shared file store.
Owner
Project Lead
UNCLASSIFIED
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
Beginning, mid-point & end of
project
Project Performance Hub
3.4 Team Contacts
Benefits
Easy reference point for phone numbers, mobiles & email
addresses.
How to use
1
2
3
4
5
•
Populate each field for each member of the team:
1.
2.
3.
4.
5.
Input team members names
Input individual roles within the project
Input landline telephone number
Input mobile number
Input email address
•
Print copy and display or save in shared file store.
Owner
Hub data manager
Users
Project SRO
Project lead
Project team
Key stakeholders
Frequency of review
Review if there are changes to
the team throughout the life of
the project
Audience
Key stakeholders
Contract manager
Reps from the
business
UNCLASSIFIED
Project Performance Hub
3.5 Team Meeting Clocks
Benefits
If using a dedicated room or display boards serves as a
visual reminder and can inform stakeholders when the team
is likely to be unavailable.
How to use
•
Print and display
1. Daily Meeting
2. Weekly Meeting
1.
2.
1
2
Set the time that the daily meeting is held
Set the time that the weekly team meeting is held and
include the day
Users
Owner
Project SRO
Hub data manager
Project team
Key stakeholders
Frequency of review
Reviewed if changes are
made to the meeting
time/day
UNCLASSIFIED
Audience
Key stakeholders
Contract Manager
Reps from the business
Project Performance Hub
3.6 Daily Team Meeting Agenda
Benefits
1
2
Serves as a reminder of what needs to be covered in daily
meetings/catch ups.
Enables others to join meetings easily and to understand the
format.
How to use
4
3
5
6
•
Print copy and display or save in shared file store.
1.
Input the location of the daily meetings i.e. Project
performance hub/telecon details
Input the timing of the meeting
Standard agenda items to be discussed
Who should attend the meeting
Identify who will be inputting to the meeting content
Meeting rules including the behaviours that everyone
should adhere to.
2.
3.
4.
5.
6.
•
Documents to be reviewed during the meetings:
1.
2.
Resources (via the tip)
Stakeholder meetings –
confirm and add where
applicable
Daily tasks by exception
3.
Users
Owner
To be agreed on a Project lead
Project team
weekly basis
UNCLASSIFIED
Frequency of
review
Daily
4.
5.
6.
3 Cs
Risks
Capture success
Audience
Project SRO
Key stakeholders
Project Performance Hub
3.6 Weekly Team Meeting Agenda
Benefits
1
Serves as a reminder of what needs to be covered in daily
meetings/catch ups.
Enables others to join meetings easily and to understand the
format.
2
How to use
4
3
5
•
Print copy and display or save in shared file store.
1.
Input the location of the weekly meetings i.e. Project
performance hub
Input the timing of the meeting
Standard agenda items to be discussed
Who should attend the meeting
Identify who will be inputting to the meeting content
Meeting rules including the behaviours that everyone
should adhere to.
2.
3.
4.
5.
6.
•
Documents be updated prior to the meeting for review:
1.
Team
Barometer
Skills Matrix
TIP
6
2.
3.
4.
5.
6.
Owner
To be agreed on a weekly
basis
Frequency of review
Weekly meetings
UNCLASSIFIED
Comms. plan
Supplier
Barometer
3 Cs
Users
Project lead
Project team
7.
8.
7.
Risks
Supplier
Interest tracker
KPIs
Audience
Project SRO
Key stakeholders
Project Performance Hub
4. Process
To ensure successful delivery of the project the objectives,
scope and deliverables have to be expressed succinctly. To
deliver these, frequent and regular reviews of progress and
potential barriers are required.
PaceSetter in HMRC
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4.1 Project Charter
Benefits
Helps define the purpose of the team, how it will work, and
what the expected outcomes are.
Helps to make sure that the team are clear about where they
are heading and provides a reference point when difficulties
arise.
1
2
3
How to use
4
5
6
•
Populate the following areas of the charter at the
beginning of the project to define the project governance:
1.
2.
Set out the objectives for the project
Set out the deliverables and milestones that the project
should achieve
Insert a copy of the project plan
Outline the scope of the project
Identify the benefits that you are looking to achieve and
how you will measure them
List all of the projects key stakeholders
Outline what is out of scope for the project
Identify what you will need to achieve the success of the
project
Identify who will be working on the project and whether
full time or part time
3.
4.
5.
6.
7.
8.
7
8
9
9.
•
•
Owner
Hub data manager
Users
Project SRO
Project Team
UNCLASSIFIED
Key stakeholders
Obtain approval from SRO and key stakeholders
Print approved charter and display or save in shared file
store.
Frequency of review
Audience
If there is a change in scope
Key stakeholders
Project Performance Hub
4.2 Stakeholder Map
Benefits
Helps to capture the interests of all stakeholders, who may
affect or be affected by the project
Can identify potential issues that could disrupt the project
Enables identification of groups that should be encouraged
to participate in different stages of the project
Aids communication planning & stakeholder management
Helps identify ways to reduce potential negative impacts &
manage negative stakeholders
Owner
Hub data manager
2
Stakeholder Area 3
Stakeholder Area 1
Stakeholder Area 2
How to use
Create the stakeholder map at the start of the project, with
the project team members.
1.
Using post-it notes brainstorm the stakeholders that
are likely to be effected by/ interested in the project.
3
4
2. Group those stakeholders into the area of the
business they represent.
3. On a flip chart, place those stakeholders, in terms of
seniority or influence over project (whichever is most
relevant) with the most senior/ influential towards the
centre
4. Mark on the Post it, whether they should be consulted
Stakeholder Area 4
before changes are made, or whether they need to be
informed of changes – this will inform the comms plan.
5. Use the map as a starting point for documenting the
Users
Audience
necessary communications, on the comms plan.
Project Team Project SRO
6. Review the map as required, during project
Comms team
progression, in case changing circumstances require
Frequency of review
UNCLASSIFIED other stakeholders to be considered.
Project Performance Hub
At project initiation, then as required.
4.3 Communications Plan - Internal
Benefits
Helps the team to set priorities & ensure all stakeholders
receive key messages.
How to use
Create the communications plan for those people within the
project structure. These people are likely to be project team
members/ those reviewing project progress.
2
3
4
1
5
6
7
1.
2.
3.
4.
5.
6.
7.
Owner
Hub data manager
Users
Project Team
From the stakeholder map, identify the people who
you wish to communicate to/ with, through the process
of the project. You may be able to group stakeholders
or create generic names, where they are a group of
people e.g. Project team.
Complete the What, describing the nature of the
content e.g. Status of project against plan.
Describe the reason for the communication
Describe who is going to be responsible for the
communication
Describe the method of communication e.g. Face to
Face/ Teleconference
Where the communication is face to face, describe the
location.
In the when column, input both the timing of the
communication, and the frequency.
Frequency of review
Audience
At project initiation, then as required.
Project SRO
Comms team
UNCLASSIFIED
Project Performance Hub
4.4 Communications Plan - External
Benefits
Helps the team to set priorities & ensure all stakeholders
receive key messages.
How to use
Create the communications plan for those people, outside
of the project structure, you wish to inform of progress, and
those you need to consult at key stages.
2
3
4
1
5
6
7
1.
2.
3.
4.
5.
6.
7.
From the stakeholder map, identify the people who
you wish to communicate to/ with, through the process
of the project. You may be able to group stakeholders
who will require similar levels of communication.
Complete the What, describing the nature of the
content e.g. Status of project against plan.
Describe the reason for the communication
Describe who is going to be responsible for the
communication
Describe the method of communication e.g. Face to
Face/ Teleconference
Where the communication is face to face, describe the
location.
In the when column, input both the timing of the
communication, and the frequency.
Owner
Hub data manager
UNCLASSIFIED
Audience
Project SRO
Comms team
Frequency of review
At project initiation, then as
Project Performance Hub
required
Users
Project Team
4.5 3Cs
7
1
2
3
4
5
6
7
Benefits
Enables the monitoring and control of project issues.
How to use
•
Print copy and display or save in shared file store.
1.
2.
3.
4.
Insert the date that the concern was raised
Highlight the concern
Include the cause for the concern
Highlight the countermeasure for the concern
Owner
Hub data manager
Users
Project team
5.
6.
7.
Who is responsible
Date for review
Status of the concern
Audience
Project lead & Project SRO
UNCLASSIFIED
Frequency of review
Daily at meeting
Project Performance Hub
4.6 Risk Log
Benefits
Enables the monitoring and control of project issues.
How to use
•
1
3
2
5
4
6
1.
2.
3.
4.
5.
Record risks in numerical order
Record who raised the risk
Record the date the risk was raised
Record succinct description of the risk
Record the score of the risk by using the matrix (see
appendix)
6. Record a succinct description of the impact of the risk
7. Record the action required to prevent the risk from
becoming an issue
8. Identify who is responsible for owning the risk
9. Record when the risk needs to be reviewed
10. Record the status of the risk i.e. Open or closed
9
7
8
Print copy and display or save in shared file store.
10
Owner
Hub data manager
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
At the daily team meeting
UNCLASSIFIED
Project Performance Hub
4.7 Success Register
1
2
4
3
Benefits
Documents positive feedback & can help to capture best practice and learning.
Can be used to record success for team motivation, upwards reporting and communication to stakeholders.
How to use
During the daily and weekly meeting, record any success that have been achieved, including quotes from stakeholders.
1.
2.
Record the date that the
success was registered
Describe the nature of
the success
Owner
Hub data manager
3.
Users
Project lead
Project team
The nature of the success may lend itself to
best practice, that people, outside of the
immediate team may benefit from. If this is
the case, record the action required to share
this.
4.
Where step 3 is applicable, record as
open, until the best practice has been
shared, then mark as closed. Where
3 is not applicable, marked as closed,
when the success is registered
Frequency of review
Audience
As and when successes arise, also
Key stakeholders
UNCLASSIFIED
during daily/ weekly meetings Project Performance Hub
Project SRO
4.8 Supplier Relationship Barometer
Benefits
Where involved in dialogue with suppliers/bidders this helps to
stimulate discussion on the progress of the dialogue sessions.
How to use
1
2
3
•
•
•
•
•
1.
2.
3.
This template is a display template rather than an electronic
template.
Print and display for each supplier attending the Dialogue Boot
Camp
Display each one in the Project Performance Hub after
Dialogue boot camp
Print 3 sets of starbursts with the suppliers name for each of
the suppliers participating in dialogue
After each dialogue session has been completed a member of
the project team (involved in the dialogue) selects the ranking
that best reflects the supplier throughout the session (by
placing the starburst)for each of the 3 categories:
Openness: Shows trust in sharing information which could be
deemed as sensitive. Willing to build on alternative
approach/suggestions. Open in their logic about the approach
Responsiveness: Quick and effectively responds to requests
Quality of Dialogue: Having an even balance of creating ideas
and suggestions, building upon the suggestions, exploring
pitfalls of suggestions and facilitation of the conversation
Owner
Hub data manager
Users
Project lead
Project team
UNCLASSIFIED Frequency of review
On a weekly basis
Audience
Project SRO
Key stakeholders
Project Performance Hub
4.9 Team Implementation Plan - TIP
Benefits
Enables easy identification on what is on track or off track
enabling the team to identify a recovery plan.
1
2
How to use
•
Populate the following areas of the TIP at the beginning
of the project, print copy and secure to the wall or save
in shared file store.
1.
2.
Add names of the team that will be using the TIP
Identify dates when the team are not available by
marking the relevant box red
Identify each activity required to complete the project
Include the actions/tasks required for each activity
shading in the timeline grid
Assign who will lead the action, who will be supporting
the lead and when it will be reviewed
Identify the status of the action
3
4
4
5
6
3.
4.
5.
6.
•
•
6
UNCLASSIFIED
Review progress against actions using a red timeline
and identify whether you are on track (vertical line)
behind schedule (back spike) ahead of schedule
(forward spike)
Discuss reason for back spike, capture countermeasure
and assign owner
Audience
Owner
Users
Hub data manager Project SRO
Project lead
Key stakeholders
Project team
Frequency of review
Weekly at the team meeting
Project Performance Hub
4.10 Daily tasks
Benefits
Helps the team to drive the project forward on a daily basis.
How to use
4
1
2
3
•
Template to be drawn on flip chart paper at the
beginning of every week or created electronically at the
beginning of the project and saved in the shared file
store.
1.
2.
Write succinct description of the task required
Use initials to identify the team member that will
complete the task
Identify what day the task will be carried out/completed
(see 4 for details)
Use the following symbols to identify when a task
should be completed and the progress being made:
Blank circle: Task is due
Green circle: Task is completed on time
Red circle: Task not completed
3.
4.
When a task has not been completed on time review with the
owner and add a blank circle on the day(s) that it will be
completed using an arrow to show that the task will be
completed later in the week.
Owner
Daily meeting chair
Frequency of review
Daily meeting
UNCLASSIFIED
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Project Performance Hub
4.11 Weekly Planner
Benefits
Helps the team to see which stakeholder meetings are taking
place and where.
1
A-nother
Building x
Team reps
11:00 2
A-nother
Building x
Team
reps 2
11:00
A-nother
Building x
Team
reps
2
11:00
How to use
A-nother
Building x
Team reps
11:00
•
Template to be drawn on flip chart paper and fixed to the
wall or created electronically at the beginning of the
project and saved in the shared file store.
1.
2.
As a team, identify on a weekly basis all planned
meetings
Either fill out electronically or using a post it note for
each visit/meeting record the follow details and affix the
post it note to the relevant day:
•
•
•
•
Who
Where
Team reps
Time
2
Owner
Daily meeting chair
Users
Project lead
Project team
Audience
Project SRO
Key stakeholders
Frequency of review
Daily meeting
UNCLASSIFIED
Project Performance Hub
5. Performance
To achieve the required business impact it is
important that we understand our measures of
success, know how we are performing against these
and can understand the reasons for any variation in
performance.
PaceSetter in HMRC
UNCLASSIFIED
5.1 Overall Supplier Interest Tracker
Benefits
1
2
3
4
5
6
7
3
9
8
1
10
11
Provides an easy way of tracking the number of suppliers
in the process.
How to use
•
1.
2.
3.
Input details as follows:
No of Suppliers in Process at Industry Boot Camp
No of Suppliers that respond to OJEU Notice
No of Suppliers that are invited to participate in
Dialogue or to tender
4. No of Suppliers in Dialogue Boot Camp Week 1
(Competitive Dialogue (CD))
5. No of Suppliers in Dialogue Boot Camp Week 2 (CD)
6. No of Suppliers in Dialogue Boot Camp Week 3 (CD)
7. No of Suppliers in Dialogue Boot Camp Week 4 (CD)
8. No of Suppliers in Dialogue Boot Camp Week 5 (CD)
9. No of Suppliers in Dialogue Boot Camp Week 6 (CD)
10. No of Suppliers that submit BAFO (CD)
11. Successful Supplier(s) chosen
•
Either save electronically or print at each update and
display on hub to track the reduction in number of
suppliers in the process.
•
The bar chart will automatically be populated from the
data input into the template.
Owner
Audience
Users
Performance manager Project team
Key stakeholders
Procurement manager
Frequency of review
At end of each de-selection phase
UNCLASSIFIED
Project Performance Hub
5.2 Supplier De-Selection Register
2
1
3
4
5
6
3
Benefits
An easy reference point for Project SRO and other selected stakeholders.
Note: Commercially confidential information
How to use
•
•
Owner
Nominated team member
Users
Project team
Frequency of review
As and when required
Audience
Project SRO
Key stakeholders
Print a blank version and display the template in the project room or create
electronically & save in the shared file store.
Areas should be populated as follows:
4
5. Note any follow up action required by the
1. Supplier name
Procurement Team
2. Date supplier deselected
3. Note whether the supplier self deselected 6. Note whether this follow up action is ongoing
(open) or completed (closed).
or were deselected by the evaluation team
4. Note the reason the supplier was
UNCLASSIFIED
Project Performance Hub
deselected
5.3 Key Performance Indicators
Benefits
A visible way of tracking performance against key indicators
identified at the outset of the project.
How to use
•
•
Refer to the Lean Procurement Project Key Performance
Indicators pack and the KPI calculator.
Use your own KPIs for display if using a dedicated room
or display boards.
3
Owner
Performance manager
Users
Project team
Audience
Key stakeholders
Contract Manager
Frequency of review
At end of stage of the sourcing
process or when a quality
assurance review takes place
UNCLASSIFIED
Project Performance Hub