Inside Cover or Main Title Page, with Logo

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 –


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


PD&RD Ovrvw v.1.pt

– 3 –


Our Results Delivery projects follow five major models that vary according to client need

Old Gemini Value Chain

Market

Development

Analysis and

Design

As Is

Account Management

Results

Delivery

To Be Implement


PD&RD Ovrvw v.1.pt

– 4 –


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

As –Is

Re-engineering Streams

To –Be

Communications/Mobilisation

Implement

Client Re-skilling

Drivers:

• Benefits Case

• Resources Available

• Readiness to Move

This model could represent Gemini’s strength in project management.


PD&RD Ovrvw v.1.pt

– 5 –


Model B focuses on project integration and engaging the organisation through quick hits, pilots and labs

“Integration-led” model

As –Is To –Be

• Similar to the “variations” model, but with greater emphasis on integration.

• Applicable to more complex environments e.g. pan-European scope?

Benefits Winning Streams

Pilots Pilots

Analysis

& Design Quick Hits, Labs,

Pilots

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.


PD&RD Ovrvw v.1.pt

– 6 –


Model C has three phases

“Logical, problem-solving” model – Finding the right answer

Phase 1

Understanding the problem issue in depth

Focus on the right things to address the issue

Engage the organisation

Phase 2

• Address the issue through designing a solution

Phase 3

• Make it happen:

– Implement answers (Pilot)

–

Align the organisation

• Can be anything depending on the client issue and their understanding of it

• Various entry points:

–

VAP, A&D, Alignment

Workshops

• Accelerate this phase by developing a strawmodel answer, injecting content

This model is largely held by those with a strategy discipline orientation.


PD&RD Ovrvw v.1.pt

– 7 –


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:

“We want to be . . .”

Get executive commitment to the vision

Align toplevel structure around delivering the vision

Cascade design of organisation, what it means to implement the vision

• 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

• How long does this take? Opinion varies from 8 weeks to 6 months: how long does it take to develop robust strategy?

• Do this as soon as possible

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.

Implement


PD&RD Ovrvw v.1.pt

– 8 –


Model E delivers sustainable results through architecting the project as a structured learning process for the entire organisation – workstreams provide learning ingredients

A&D

“Learning oriented” model

RD

• Aspiration

• Strategic

Awakening

• Challenging

Leadership

• Mobilisation

• Strategic Capability:

•

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

•

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 Capability:

– 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.


PD&RD Ovrvw v.1.pt

– 9 –


The models have differing underlying assumptions about what needs to be worked on

Model

A

B

C

D

E

Key Driver

•

Task oriented

•

Integrated solution

•

Finding the right answer

•

Vision and leadership alignment

• Organisation-wide learning

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”

• 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

• Alignment to new vision by leadership is critical to achieve movement

• Top-down cascade of design and implementation

• 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

In reality, we find all of these elements in our projects —the relative emphasis will vary.

Source: Focus Interviews, Summer 1997.


PD&RD Ovrvw v.1.pt

– 10 –


The value of the models lies in applying them in the right circumstances

A. Task oriented B. Integrated solutions C. Finding the answer

Stream A

Stream B

Stream C

Stream D

Stream E

Benefits winning stream

Future sustaining streams

Pilots

Define problem

Identify

Option

Select

Option

E. Organisation-wide learning

D. Vision and leadership alignment

Top-Team

Workshops


PD&RD Ovrvw v.1.pt

– 11 –


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

• Business case:

Tangible

Intangible

HOW

Project Processes

• Top-down and bottom-up mobilisation architecture:

Mobilisation imperatives, strategic populations, and types of intervention

• Client communications, forums and process

• Project control:

Team communications

Project/individual quality reviews

• Gemini profitability model:

RPS, pricing, margin

WHO

Project Structure

• Roles and responsibilities for

Gemini and client:

Program management structure

ESG composition and meeting schedules

Types of teams

• Resource plan for Gemini and client:

Numbers, skill, duration and type of involvement


PD&RD Ovrvw v.1.pt

– 12 –


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


PD&RD Ovrvw v.1.pt

– 13 –


The Project Design Starts During the A&D

First two-thirds of A&D

High-level Project Design

Possible Probable:

– Major workstreams

– Service offerings

– Team structure and skill needs

– Primary benefit buckets

– Sequencing and phasing

Final third of A&D

A&D Team

A&D Diagnostics input and refocus:

– Conclusions

– Opportunities

– Benefits

– Key workwith buy-in

Project Logic developed:

– Objectives

– Activities

– Deliverables

Project Approach developed:

– Interdependencies

– Sequencing

Project Workplan developed:

– Timings

– Milestones

Sample strawmodel charters/workplans if appropriate

Project

Design Workshop

RD Project

Manager

Project Design

Review


PD&RD Ovrvw v.1.pt

Proposal

Letter

– 14 –


Inputs to a World Class Design

Analysis and

Design

Findings

Business

Case

Client

Insights

World Class

Design


PD&RD Ovrvw v.1.pt

Gemini

Experience

Base

Balanced

Scorecard

Transformation

Mapping

Best Practice

Models

– 15 –


How to Design a Project? The Output . . .

The Project Logic

• Business objectives

• Streams

– Activities

–

Benefits

– KPI’s

– Deliverables

The Project

Approach

• Streams which can be done in parallel

• Streams which follow a natural precedence rule (input/output)

• The critical path

The Project/

Structure

• Project governance and hierarchy

• Work teams needed to accomplish goals

– Integration

– Communications

The Project/Stream

Schedules

• Activity duration

• Activity start/end date

• Activity breakdown/milestones/review points


PD&RD Ovrvw v.1.pt

– 16 –


The Project Logic

Objective:

Guidelines:

– Demonstrate the relationship between a project, project components, and the clients’ business

– Make sure that each step is logical & the “Results” check back against “Objective”


PD&RD Ovrvw v.1.pt

– 17 –


The Project Logic Methodology

Objectives

Critical

Success

Factors

Controllable

Variables

Analysis

Studies

Analysis

Findings

Key

Deliverables

Benefits Results

CHECK


PD&RD Ovrvw v.1.pt

– 18 –


A Results Delivery Project Logic Articulates the Close Ties

Between the Organization’S Mission and Deliverables . . .

Mission

Statement

1.

CSFs

1A.

Project

Objectives

1A(1)

Controllable

Variables

(Lead Indicators)

Key

Project

Activities Deliverables

Initiative

Objectives

What are the key levers we can effect to achieve the objectives

Tangible

Products

Should come directly from business

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.


PD&RD Ovrvw v.1.pt

– 19 –


. . . The Results Delivery Impact Logic Ties Deliverables

Back to Improved Business Performance . . .

Deliverables

Performance

Measure

(Lag Indicators)

Baseline

Improvement

Goal

Business

Impact

How effectiveness is to be measured

Change goal for performance measure from the baseline

“As Is” reading of performance

Expected outcomes can be qualitative as well as quantitative

… as defined by the Mission Statement on the Project Logic


PD&RD Ovrvw v.1.pt

– 20 –


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

Implement an integrated monitoring system to co-ordinate environment and production goals with the business mission

Create and implement an innovative and effective communication plan that is responsive to company and stakeholder needs

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

Roles and Responsibilities

Training

PIL coaching

Maintenance system development

Interface development

Organization alignment

Internal communication

External communications

Benefit measurement


PD&RD Ovrvw v.1.pt

– 21 –


The Project Approach

Objective:

Guidelines:

To build a picture of workstreams, major events and their interrelationships

• 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


PD&RD Ovrvw v.1.pt

– 22 –


Project Approach Example

Get Control

Executive Alignment

On Board Executive

Action Team

Meet Expectations

Executive Action Team Meetings

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

Pollution Abatement Excellence

Work Processes/Practices

Select Joint

Team Members

Joint Team

Training

Strawman

Charter

Sinter

Basic Systems and Procedures

Acid Plant

Impact Area

Mapping

ISF

Refinery

Effluent Process Control Excellence

Lead Emission Control Excellence

EIT

Selection

EIT *

Training

Strawman

Charter

Communications and

Roll Down Preparation

Roll Down

Delivery

Roles and Responsibilities Alignment

Training Excellence

Organization and Culture Alignment

Stakeholder

Feedback

Maintenance Efficiency Maintenance Effectiveness

Current Total Quality Effort

Direction and

Purpose

Outputs Results

Benefits

Objectives and

Milestones

Process

Evaluation

Data Gathering

Approach

Resources and

Sponsors

Quality of Data and Use

Doe Run Technology Training Doe Run Technology Application

TQ Initiative Integration

Program

Impact

Ongoing Communication

Stakeholder Partnering


PD&RD Ovrvw v.1.pt

Continuous

Improvement

Reinforcement and Control

Environmental

Benefits

Economic

Benefits

– 23 –


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


PD&RD Ovrvw v.1.pt

– 24 –


Project Structure: What Levels Do We Involve?

Steering Committee

Joint/Core Team

Natural Work Teams, Rapid Action Teams,

Business Analysis Teams

Rest of Organization


PD&RD Ovrvw v.1.pt

– 25 –


What Does the Executive Steering Group Do?

Top Client

Client

Issue # 1

Teams

Steering

Committee

Client

Issue # 2

Teams

Gemini

Issue #3

Teams


Joint/Core Team




Steering Committee Charter

• Provide decision making/ leadership

• Provide timely/consistent project communications

• Establish project direction/goals

• Enable/empower organization

• Ensure organizational involvement

• Evaluate progress and take action

• Motivate/recognize contributors

• Role model new behaviors


PD&RD Ovrvw v.1.pt

– 26 –


What Is a Joint Team?

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


Joint/Core Team





PD&RD Ovrvw v.1.pt

– 27 –


Who Are the Joint Team Members?

• 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 crossfunctionally and within the “shadow organization”

• Preferably interviewed by Gemini Project leadership

– At minimum, we agree to their participation

– Respected by rest of organization


Joint/Core Team





PD&RD Ovrvw v.1.pt

– 28 –


The Objectives of Task-Based Teams:

NWTs, BATs, RATs

• 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


PD&RD Ovrvw v.1.pt


Joint/Core Team




– 29 –


Complex, Cross-Discipline Projects Need Creative Design and a Combination of Delivery Approaches

Business Analysis

Teams

• Strategic/analytical orientation

• Set direction and develop management control tools

• Top-down business perspective

Natural Work Teams

• 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.


PD&RD Ovrvw v.1.pt

– 30 –


Project Structure Also Provides the Means to Effectively

Govern Project Execution

Cost

Strategic

Benefit

Business Benefits

Natural Work

Team #1

Natural Work

Team #2

Executive Committee

Steering Team

Core

Team

Natural Work

Team #3

Schedule

NWT #1

NWT #2

NWT #3

Subteams or Workshops

Project Approach


PD&RD Ovrvw v.1.pt

Project Logic

Natural Work

Team #4

Execution

Team Charter

• Objectives

• Benefits

• Resources

• Key Activities

• Deliverables

• Time Frame

– 31 –


Team Charters Provide Focus and Direction

Charter Objectives:

• Communicates the overriding mission for the team

•

•

• Outlines team approach

Aids in selecting participants

• Identifies team members, clarifies roles and responsibilities

Lists specific deliverables, milestones, and timeframe

1. Team Name:

Identifies teams and conveys focus of project or work

2. Mission:

3. Scope:

4. Objectives:

Overall purpose or problem statement of team

Outlines parameters of the team

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

The charter is the teams’ blueprint for success.


PD&RD Ovrvw v.1.pt

– 32 –


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


PD&RD Ovrvw v.1.pt

– 33 –


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


PD&RD Ovrvw v.1.pt

– 34 –


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 I taly

Resource

Spain

Resource

N. A.

Resource

3

N.A.

Resource

2

N.A.

Resource

1

G emini 1 Praxair

Lead

Gemini 2 N.A.

Resource

4

Brazil

Resource

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 Member s for

Operations Planning

Select Team Member s for Energy

Pr ocurement

Decide on Core Diagnostics

Develop Analysis Charters

Develop Initial Pr emises

Establish Fr amework For F inal

Lear nings

Develop Site Specific Pr obes

Train Team Members

Develop Communications Plan

Select Locations

Identify Team Member s from

Locations

Contact Location Team Member s

R

R

R

R

R

I

R

R

R

R

R

R

R

R

R

I

R

R

R

R

R

I

R

R

R

R

R

R

R

R

R

R

R

A/R

A/R

A/R

A/R

A/R

R

A/R

R

R

R

A/R

R

R

R

R

R

A/R

R

A/R

A/R

A/R

R

R

R

R

R

R

C

C

R

R

R

R

R

R

R

R

R

R

I

I

I

I

I


PD&RD Ovrvw v.1.pt

– 35 –


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.

Kickoff “To Be” implementation with Commercial and Sales management

Responsible Target

ABC 4/24

Completion

Outlook Actual

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

- Denotes a Key Milestone


PD&RD Ovrvw v.1.pt

5/21 5/21

– 36 –


Often A Project Design Center/War Room Is Created to Track Project Activities and Provide Focus

Goal Setting —Defined at Start

Master Components Interfaces

Goal Attainment —Dynamic

Logics

Logic

Value Chain

Approaches

Schedule Schedule

Linkage

Approach

Benefits

Benefits Migration


PD&RD Ovrvw v.1.pt

– 37 –


There is Overlap Between Project Design and Results

Delivery

Project Design

Market

Development

Analysis and

Design

Account Management

Results

Delivery

Results Delivery

More and more clents are requesting some “results delivery” during the

Analysis and Design.


PD&RD Ovrvw v.1.pt

– 38 –


Results Delivery Has Several Phases:

Project

Design

Project

Start-Up

“As Is”

Modeling

“To Be”

Solution

Development

Implementation

Planning

Implementation

Management

Client

Transfer


PD&RD Ovrvw v.1.pt

– 39 –


Project

Design

What a Typical Results Delivery Looks Like:

Project

Start-Up

“As Is”

Modeling

“To Be”

Solution

Development

Implementation

Planning

Implementation

Management

Client

Transfer

1 2 3

Week

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.


PD&RD Ovrvw v.1.pt

– 40 –


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

• 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

T = I x C

R


PD&RD Ovrvw v.1.pt

– 41 –


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


PD&RD Ovrvw v.1.pt

– 42 –


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


PD&RD Ovrvw v.1.pt

– 43 –


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

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

People Development

• 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


PD&RD Ovrvw v.1.pt

– 44 –


What a Typical RD Looks Like:

7 8 9

Week

10 11 12

• “As Is” Modeling

– 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”

Project

Design

Project

Start-Up

“As Is”

Modeling

“To Be”

Solution

Development

Implementation

Planning

Implementation

Management

Client

Transfer


PD&RD Ovrvw v.1.pt

– 45 –


“As Is” Modeling Provides the Building Blocks of the

Final Results

Early Win

Opportunities

“To Be”

Characteristics

Measures and

Current

Baselines

Processes

Improvement

Initiatives

Current

Organization

Structure

Key Cost

Drivers

Current Systems/

Technology

Current

Culture


PD&RD Ovrvw v.1.pt

– 46 –


“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”


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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!


PD&RD Ovrvw v.1.pt

– 48 –



Project

Design

Project

Start-Up

“As Is”

Modeling

“To Be”

Solution

Development

Implementation

Planning

Implementation

Management

Client

Transfer

• “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

Week

11 12 13 14 15 16 17 18 19 20


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– 49 –


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

Technology

Activity Costs

Customer Needs

Business Modeling

Remember to challenge paradigms!


PD&RD Ovrvw v.1.pt

Faculty

Benchmarking

Professional Organizations

– 50 –


There are Typically Two Phases of Design and

Development Leading up to Implementation of the “To-Be”

Implementation

Implementation Planning

Validation & Gap Analysis

Performance Measures

Roles & Responsibilities

Best Practices

Process Mapping

Design

Develop

Implement


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– 51 –


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?


PD&RD Ovrvw v.1.pt

– 52 –


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?


PD&RD Ovrvw v.1.pt

– 53 –


Project

Design

Project

Start-Up

“As Is”

Modeling

“To Be”

Solution

Development

Implementation

Planning

Implementation

Management

Client

Transfer


Week

17 18 19 20 21 22 23

Implementation planning

• Perform gap analysis of “As Is”/“To Be”

• Develop performance tracking system

• Develop implementation plan

• Develop training plan

• Develop training

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


PD&RD Ovrvw v.1.pt

24 25 26 27 28

– 54 –


What Implementation Looks Like . . .

Execution framework:

Conduct

Orientation and

Training of all

Team Members

1 - 3 Weeks

Develop

Ongoing

Communication

Plan

1 - 2 Weeks

Conduct Gap

Analysis

1 - 3 Weeks

Develop

Implementation

Plans

2 - 4 Weeks

Schedule and

Integrate

Workplans with

Owner

1 - 3 Weeks

Execute

Implementation

Plans

5 - 26 Weeks

Verify Success with Owner

1 - 2 Weeks

Install

Continuous

Improvement

Model

3 - 5 Weeks

Implementation execution is designed to transfer ownership of the “Best

Practice” Model with accountability for results and benefits to the owner.


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– 55 –


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


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– 56 –


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

OPTIMISM

CERTAINTY

CONFIDENCE

SATISFACTION

HOPE

TIME

DOUBT

PESSIMISM


PD&RD Ovrvw v.1.pt

– 57 –


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?


PD&RD Ovrvw v.1.pt

– 58 –


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?


PD&RD Ovrvw v.1.pt

– 59 –


A Typical Day in the Life of a Gemini Consultant


PD&RD Ovrvw v.1.pt

– 60 –


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.


PD&RD Ovrvw v.1.pt

– 61 –


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


PD&RD Ovrvw v.1.pt

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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.”


PD&RD Ovrvw v.1.pt

– 63 –


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


PD&RD Ovrvw v.1.pt

– 64 –

Inside Cover or Main Title Page, with Logo

Project Design and

Results Delivery Overview

Learning Objectives

Agenda

Our Results Delivery projects follow five major models that vary according to client need

Model A combines standard improvement ingredients within an overall project management framework

Model B focuses on project integration and engaging the organisation through quick hits, pilots and labs

Model C has three phases

Model D is driven by vision and leadership alignment

The value of the models lies in applying them in the right circumstances

Project Design Must Cover Content, Process and Structure

Basic Principles of Project Design

The Project Design Starts During the A&D

Inputs to a World Class Design

How to Design a Project? The Output . . .

The Project Logic

The Project Logic Methodology

A Results Delivery Project Logic Articulates the Close Ties

Between the Organization’S Mission and Deliverables . . .

. . . The Results Delivery Impact Logic Ties Deliverables

Back to Improved Business Performance . . .

Project Logic Example

The Project Approach

Project Approach Example

The Project Structure

Project Structure: What Levels Do We Involve?

What Does the Executive Steering Group Do?

What Is a Joint Team?

Who Are the Joint Team Members?

The Objectives of Task-Based Teams:

NWTs, BATs, RATs

Complex, Cross-Discipline Projects Need Creative Design and a Combination of Delivery Approaches

Project Structure Also Provides the Means to Effectively

Govern Project Execution

Team Charters Provide Focus and Direction

The Process of Creating a Charter Starts With Gemini,

But Is a Joint Effort

The Stream/Project Schedule

A Milestones Schedule Is Used to Articulate a Stream’s

(or Project’s) Critical Path and to Track Progress

Often A Project Design Center/War Room Is Created to Track Project Activities and Provide Focus

There is Overlap Between Project Design and Results

Delivery

Results Delivery Has Several Phases:

What a Typical Results Delivery Looks Like:

Why Is the Start-Up So Important?

There Are A Few Critical Success Factors for a Good Startup

There are Several Reasons Most of Our Work Involves

Significant Client Involvement

What Are the Roles and Responsibilities of Gemini Consultants?

What a Typical RD Looks Like:

“As Is” Modeling Provides the Building Blocks of the

Final Results

“As Is” Modeling is a Delicate Phase of the Project

What Are “Early Wins”?

What a Typical RD Looks Like:

Draw on Numerous Sources for Developing the “To-Be” Vision

There are Typically Two Phases of Design and

Development Leading up to Implementation of the “To-Be”

Design

Develop

Implement

The “To Be” Design Phase

The “To Be” Develop Phase

What a Typical RD Looks Like:

What Implementation Looks Like . . .

Implementation of Major Change Causes Emotional

Reactions

Implementation of Major Change Causes Emotional

Reactions Which Typically Show up in Five Stages

There are Several Key Take-Aways and Suggestions

For Managing the Emotional Cycle of Change

The Final Phase of Results Delivery Is the Ownership by the Client of Their New Culture

A Typical Day in the Life of a Gemini Consultant

Ways to Build Successful Client Relationships

Ways to Build Successful Client Relationships (cont.)

Signs of a Successful Client Relationship

Signs of a Problematic Client Relationship

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