(ebook) global project management toolkit 2001
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New York, 12 th April 2001
Global Project Management Toolkit 2001
A Comprehensive Guide to Establishing and Developing a Global Project Management Office and Embedding Learnings into the Wider Organisation
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Table of contents
Executive Summary
Overview of the Global Project Management Methodology
Step 1: Establishment of the Global Project Management Office
Step 2: Development of the Global Project Management Office
Step 3: Embedding Learnings and Best Practice and Developing them into Organisational Competencies
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Executive Summary
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As the number of truly global projects increase, rapidestablishment and effective ongoing project managementis critical. Regardless of key project success factors suchas pioneering thought leadership, new contentmethodology or strong client support of the project,
effective project management remains the cornerstone of ensuring project success in the consulting world.
The lack of a globally recognized and applied bestpractice A . T. Kearney approach has often led toduplication of effort in establishing and managingproject offices or even worse - many large-scale projects(and consultants) experiencing unnecessary organisationand mobilisation conflicts, hindering teams abilities tomeet client expectations and reducing the impact of value-added work and future relationships.
Rationale for Developing a Global Project Management Toolkit
Some of the most quoted reasons for project failure byclients and consultants alike revolve around the lack of aconcise and practical approach to projectmanagement:
- Objectives of the project are not clearlyunderstood and communicated to allstakeholders- Key stakeholder management strategy is not
developed- Workstreams are not fully identified or fullyresourced
- Targets for each workstream are not clearlydefined- Methodologies and processes are not in placeto efficiently track the progress(successes, failures, and keyissues) of each workstream
The purpose of this toolkit is threefold:
1. To ensure that as one of the leading global consultancycompanies, A. T. Kearney joins its competitors inhaving a definitive world class approach to projectmanagement
2. By disseminating best practice throughout the globalorganisation, we can ensure powerful contributions tothe client focus on solving client issues and notduplicating or resolving efforts
3. Providing know how and capability to global teams,regardless of the projects they are working on, aproven comprehensive project managementmethodology and toolkit, thus allowing them to hit the ground running
The toolkit focuses on providing project managers insight andtemplates to develop a wide range of fundamental materials,for example, how to develop a PMO terms of reference, anintranet strategy, a global savings methodology andcompetency centre, to name but a few.
In summary, our recent experience demonstrates that a well-established PMO offers more than an efficient management of a large-scale project.
A PMO with effective coordinating, tracking, and
communicating mechanisms is well positioned to identify newopportunities to harness, develop and embed internal bestpractices.
This ability may lead to strengthened client relationships andfurther work.
Therefore, it is essential that the PMO is not just developed asa central administrative body but one of the most visiblesymbols of effective working, a key enabler of results and theengine to drive tangible growth opportunities.
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Overview of the Global ProjectManagement Methodology
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Definitions of a Project Management Office (PMO)
The PMO
The Project & Programme
Wider Organisation Direction Setters
Spearheads the Initiative
Symbol of how well the Project is doing
The Generalsthe
people who can see the bigger picture and therefore see what needsto happen where
Responsible for tracking and measuringdeliverables
Key communicators of the Project
Regardless of the various ways the PMO function may be defined, one core element remains it isfundamentally a central organism that drives action and results impacting the wider organisation
Source of definitions: Quotes from clients, and consultants, April 2001
Represents A. T. Kearneys ability to make
things happen
Central administration
Policemen
Ambassadors for the Project
Coordinators for training and learning
Is the driving force to ensure the right actions are driven by the right peopleat the right time
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Three steps are required to effectively establish a Project Management Office and developsustainable competencies in the wider organisation to meet strategic objectives
Step 1
Establishment of the
Global ProjectManagementOffice
Step 2
Development of the
Global ProjectManagementOffice
Step 3
Embedding Learningsand Best Practiceand Developing
into OrganisationalCompetencies
Achievement of Strategic
Objectives
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Each step has a specific set of activities and deliverables
Key Activities: Estimate the number
and level of requiredresources
Develop and agree onthe RACI(Responsible,Accountable,Consulted, andInformed) Process
Develop jobdescriptions for eachwork stream
Identify resources andcomplete staffing
Map project objectives anddeliverables to PMO terms of reference:
Objectives Scope (workstreams) Resources Milestones
Develop key stakeholder map
Develop Governance structure:
Establish linkingmechanisms to therest of theorganization(champion sponsor,key stakeholders,business)
Initiate contact with keystakeholders
Determine communicationobjectives for eachstakeholder group
Develop value propositionper stakeholder and createtailored communicationprocesses
Review the existingcommunicationvehicles/media andbrainstorm on the potentialcommunication procedures
Develop, implement, andmonitor the communicationsplan/strategy
Set up War Roomwith 3 main sections:
a) Project Tracking (seedial templates)
b) TransformationProgress (accordingto otherstrategic/organisational objectives)
c) Project Reference(methodologies,terms of reference)
Developmeasurement andquality checkingsystems
Continuouslyperform qualityaudits
Steps Required to Establish a Project Management Office (PMO) and Transition Learnings into the Wider Organisation
Develop
Methodologies &
Processes
Determine Objectivesand PMO Functions
IdentifyRoles andResponsibilities
Build the PMO
Infrastructure
Identify projectinformationrequirements (in termsof processes andmethodologies)
Develop project warroom, Bible, eRoomand Workplan
Examine externalexamples of workingprocesses andmethodologies
Determine theprinciples for eachprocess
Develop requiredprocesses andmethodologies
Deliverables
Per Step:
Time:
PMO Terms of Reference
Governance Structure
Quality Process Plan
Roles & ResponsibilitiesOverview (RACI)
Stakeholder map
War Room Framework
Bible Document
eRoom Directory
Workplan
Set of methodologies & processes
Communication and Intranet Strategy and Plan
Pre-Project/Diagnostic s
Capture learningsand best practice
Develop andimplementCompetencies
Post Project Kickoff
Develop best practicelearning collection planthrough utilisation of existing vehicles:
Filter information and storein the War Room
Disseminate as appropriateto the teams throughdevelopment of packs andeducation tools (through theteams themselves to ensureownership)
Identify critical enablers forthe strategic objectives (nomore than 5)
Map out the infrastructurerequired to develop andsustain the Competencies(see template)
Map out the resources andworkstreams required tobuild the Competencies
Identify the approachrequired to develop theCompetency
Prioritise development andimplementation of theCompetencies
Develop monitoring andtracking system of Competency Development
Step 1 Step 2 Step 3
DevelopCommunicationand IntranetStrategy
Methodology to capture learnings
Process to develop learnings and best practice
Framework of a competency development centre
Training Plan to transition core competencies into thewider organisation
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Step 1: Establishment of theGlobal Project ManagementOffice
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Measurement and tracking philosophy
Set up/recommend mechanisms so people can control at the local level
Have the ability to receive and communicate an update at any time on all Operating Unitprojects
All initial plans are collected and compiled in a master binder for on the spot updates/status
Focus tracking resources on the most critical projects
Balance of tracking efforts is done on and exception / issue basis
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The PMO has three key activities
Create Framework& Mechanisms
Define savings measurement system Determine data & IT support requirements Build for knowledge transfer mechanisms Ensure internal capabilities to sustain performance
Communication Internally to our people Externally to our business partners One voice
Coordinate Activities Single point of focus for overall programme (IC, training, risk) Activate the necessary change programme (aid change mgt) Develop interfaces between all Client X businesses (governance)
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2. Definition of RACI Methodology
RACI is a powerful charting technique for identifying function areas where there are ambiguities, bringingout differences into the open and resolving them through team effort
RACI means: Responsible, Accountable, Consulted and Informed see below:
Name Key Description
Responsible R The individual who actually completes the task
The doer and operator
Responsibility can be shared
The degree of responsibility is determined by the individual with the A
Accountable A The individual who is ultimately responsible
Includes yes or no authority and veto power
Only one A can be assigned to a function or workstream
Approves and signs off
Consulted C The individual to be consulted prior to a final decision or action
2-way communication
Support
Provider of input
Informed I The individual who needs to be informed after a decision is taken
1-way communication
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Overview of the 8-step RACI process
Step Description
1 Hold introductory meetings to agree and inform management of the RACI process
2 Develop decision and function lists
Collate into a master function list
3 Conduct workshop to finalise functions and assign RACI codes
The output is a RACI responsibility chart for the AS-IS organisation
4 Examine the AS-IS RACI to reveal areas for improvement
Hold second workshop to develop and agree changes per role
The output is a RACI responsibility chart for the TO-BE organisation
5 Document and distribute the TO-BE RACI organisation
Agree implementation date
6 Communicate to relevant stakeholders
7 Meet with stakeholders for follow-up
8 Meet with team to ensure relationships and RACI functions are being adhered to
Overview of the 8-step RACI process
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3. Stakeholder Management
For Change Against Change
Involvement Level
Stakeholder Group 2 (External)
For Change Against Change
Involvement Level
Stakeholder Group 1 (Internal)
xx
x
x
x
Group1
x
Group2
x
x x
x
Group3
x
x
x x
x
x
xx
x
x
x
Group4
xx
x
x
x
Key:
Identification and Mapping of Stakeholder Positions
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Value propositions must be built for each stakeholder group with tailoredmessages
Change andNew Policy Concept What s in it for me What s against my interest Message
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A. T. Kearney Stakeholder Schedule
Stakeholder Title Date Communication/Content DesiredOutcome
Responsible/Owner
X Chairman TBC X
X CIO TBC X
X Director TBC X
X Director TBC X
X Director,CorporateDevelopment
March X
X Director,Finance &Technology
TBC X
X Director,Personnel
TBC
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Template 2: PMO Quality Process
Examples of Quality Checks
General Formatting: Check and add the source Validate and add notes Lead titles in bold/shadow/Arial font 24 Check font consistency throughout Increase font size for presentations Check page layout when printing presentations Observe confidentiality guidelines Title graphs, tables and charts Check spelling Maintain version control Check date on the bottom right hand corner
Finance: Check when the latest update was state date of next update Check reporting quarter and year Check percentages Check difference between submitted/identified/actual/total savings Check latest movements on dial hands and if correctly represented If numbers change - ensure other documents are updated
IdentifyTask
Agreeowner,
scope anddeliverable
Seek/Obtainteam input(content) if
required
Hold QualityCheck
Book timefor QualityCheck
Make finaladjustments
Deliveron time
7-step PMO Quality Work Process
MondayProgressMeeting
FridayStopcheck
Meeting
Dials/Financials:Format/Spelling:Content/Final Check
To X Required for all work for key stakeholders
Discretionary for allother individual tasks
1 2 3 4 5 6 7
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Template 3: Roles & Responsibilities Overview
Name Responsibilities
XProject Mgt
Focus: Commercial
XProject mgt support Focus: Organisation/Stakeholder Mgt
and Communications
X(Project Tracking & Reporting/Analyst)
X(PMO/Analyst)
Responsible for ensuring the project strategy/objectives stays on track Owner and manager of overall project savings methodology and reporting
frameworks Communication liaison for X Accountable for project teams KPIs and benefits/milestone reporting
Owner and analyst of the global project tracking/reporting Owner and site manager of the intranet site Owner and manager of the project team database and tracking system War Room manager
Manager of PMO war room presentation Support for savings methodology, baselining and modelling Coordination of Intellectual Capital, Strategic Sourcing Training, E-room library
Managing project stakeholder management, organisation change andand overall communications
Accountable for ensuring project quality and effectiveness Support: risk management
Accountable to
X
X
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Template 5: Stakeholder Management Map
For Change Against Change
Involvement Level
Stakeholders
x
xx
x
x
x
x
Stakeholder Mapping and Methodology
Collect organisation charts
Brainstorm with client and team separately who the key stakeholders are
List stakeholders (example: governing body, sponsors, finance, internal
and external communities)
Define for change and against change
Define level of involvement
Map stakeholders
Brainstorm key objectives, action plans and value propositionsper stakeholder
Set up a future mapping session schedule to measure results
Methodology
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Step 2: Methodologies, Processes and Templates
1. Development of the PMO War Room2. Development of the PMO Bible3. Development of the PMO eRoom4. Development of the Work plan5. Develop Project Information Collection Process and Measurement Tools (see Word and Excel Attachment)6. Develop the PMO Risk, Phase and Prioritisation Methodologies7. Develop Communication Strategy8. Develop PMO Intranet Strategy9. Template 1: Saving Measurement Dials10. Template 2: PMO Progress Report11. Template 3: PMO War Room Visitor Log Book 12. Template 4: PMO War Room Project Timeline13. Template 5: PMO War Room Project Roadmap14. Template 6: Communication Strategy Scorecard15. Template 7: PMO A. T. Kearney Activity Tracker (for ATK only meetings)
Step 2
Develop Methodologies
& Processes Project Information Collection
Process
Measurement Methodology
Risk, Phase and Prioritisation Methodologies
PMO Progress Measurement
Build the PMO Infrastructure Develop War Room
Develop the Bible
Build the eRoom
Develop the Work plan
DevelopCommunication andIntranet Strategy
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1. Development of the PMO War Room
The War Room is a central room which is PMO s primary communication tool to display the status of all ongoinginitiatives
The objective of the War Room is to display the status of all ongoing activities and developments under thePurchasing Initiative
As such, the information displayed in the War Room should track the progress of the project by:
displaying performance against targets and milestones highlighting current issues, risks, and key success factors
maintaining information on global activities
providing information on PMOs plans for Way Forward
Moreover, the materials presented should be dynamic, up-to-date, and displayed in a logical sequence
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Th W R id ff i h d f bj i l i i j
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Risk ManagementProject Risk(s) Mitigation Plan Owner
- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----- ---------------- ---------------- ----
A
------------------------------------------
Wall Four - Project Process
Wall Three - Risk Management
Wall Two - Metrics Development (1) Mainframe Metrics
Project Deliverable(s) Issue(s) Owner----- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- ---------------- ---, ---, ----,--- ---------------- -----------
Wall One - Project ManagementMilestone/ Deliverable
S ta rt & En d D at e S ta tu s C om me nt s(Priority/Impact)
Action Required&ByWhom
Action DueBy
- - - - - - -- - - - - - -- - - - - - x x /x x/x x
xx/xx/xx
O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x
- - - - - - -- - - - - - -- - - - - - x x /x x/x x
xx/xx/xx
O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x
- - - - - - -- - - - - - -- - - - - - x x /x x/x x
xx/xx/xx
B eS - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x
- - - - - - -- - - - - - -- - - - - - x x /x x/x x
xx/xx/xx
O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x
- - - - - - -- - - - - - -- - - - - - x x /x x/x x
xx/xx/xx
B eS - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x
- - - - - - -- - - - - - -- - - - - - x x /x x/x x
xx/xx/xx
O S - -- - -- -- - -- -- - -- -- -- - - -- -- -- - - x x/ xx /x x
War Room Methodology Objective and current summary of relevant project information
for entire organization Central meeting and communication area Central decision-making point Present and future focus Modular and scalable Real-time Performance Measurement
Illustrative
The War Room provides an effective method of objectively communicating projectprogress, issues, risks, and processes within the organization
Note: (1) Refer to Project Progress Tracking templates enclosed in this IC pack
F t t t d B t P ti W R
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Four steps are necessary to setup and manage a Best-Practice War Room
Steps Required to Setup and Manage a War Room
Agree on theInformation Content
AssignResponsibilities forInformationCollection
Organize Displayof Information
AchieveContinuousImprovement
Key Principles: Information contentshould fully reflectvision and objectivesof the Project or theProgram, prior achievements,current status, and
plans for future
Information iscollected accordingto a process
previously agreedupon
Information displayis visuallyattractive
Information is presented in alogical sequence
Information iscontinuously updated
Internal and externalviews and practices areincorporated (viaregularly held War Room Improvementmeetings, visitor surveys and visits toother War Rooms)
2 Development of the PMO Bible
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2. Development of the PMO Bible
The PMO Bible is for the use of PMO team members and PMO stakeholders only
PMO Bible is a central document that contains all the critical information regarding
the vision and the objectives of the Project or Program
current Project status (e.g. progress of each workstream, ongoing PMO initiatives)
future plans
methodologies and procedures set by the PMO
A hardcopy will be kept in the War Room, an electronic copy will be maintained in the PMO eRoom and several copies will bedistributed to key stakeholders (e.g. Steering Team, A.T. Kearney Client and Project Officers)
Bible will be updated according to an agreed update procedure
PMO members and key stakeholders will be regularly informed of modifications to the PMO Bible by a weekly Bible updateemail 1 stating:
what has been updated/added
what has been taken off
Principles of the PMO Bible
PMO Bible is a dynamic centrally managed document containing the most up-to-date, concise andcomprehensive information on the Project and the PMO
Bible Update Protocol
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The master copies will be printed in color
The public version will be left on a specifiedbookshelf and the confidential version will belocked in the file cabinet
XContinuousMaintain the master copy (bothconfidential and public***) inthe War Room and PMO eRoomup-to-date
Section Owners*Every Thursday noonForward updated documents, if any, to X
Whenever a new version is uploaded onto theeRoom
an update notification email will be sentto PMO members
an update notification email as well asthe Bible attachment will be forwardedto stakeholders** who do not haveaccess to the PMO eRoom
XEvery FridayUpload the updated electroniccopy of the Bible onto PMOeRoom
COMMENTSBY WHOMWHENACTION
Note: * Please refer to the Appendix for Bible Section Owners
** includes PMO stakeholders such as the Steering Committee, ATK Client Officer, ATK Project Officer (list to be determined)
*** Public version is the one where all sensitive information is removed
Bible Update Protocol
Example
Bible Information
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Bible Section Contents Owner Date of Last Update
Project Overview Project Overview (objectives, vision, plan, and governance of PMO)
Project Objectives Detailed information on Project Objectives
PMO Initiatives Information on PMO Website
Workstream Progress Information Overview of PMO Intranet Site (objectives, vision, and way
forward)PMO Methodologies and Procedures Detailed information on Methodologies and Procedures
Communications Plan Communication Overview
PMO Stakeholder List PMO Directory (contact information for the PMO, OperatingUnit, Steering Committee, etc.)
. ..
. ..
. ..
. ..
Example
Bible Information
3 Development of the PMO eRoom
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3. Development of the PMO eRoom
Principles of the PMO eRoom
PMO eRoom aims to provide easy access to key documents and achieve efficient version control
The PMO eRoom is for the use of PMO team members only
Documents are named in accordance with Client X nomenclature
Only final versions of complete documents and up-to-date (latest) versions of working documents are kept
eRoom is updated every Date X
PMO members are regularly informed of modifications to the eRoom by a weekly eRoom update email 1 (on Date Y) stating:
what has been updated/added
what has been taken off
Structure of the PMO eRoom
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PMO eRoom Folders and Subfolders
Key Presentations (Final Version) Various Stakeholder Presentations Project Updates
Project Management Information (Up-to-date version of every document in progress and final versions of complete documents) PMO Bible Project Collection
Measurement s PMO Governance Roles and Responsibilities PMO Timeline and Roadmap
Training Materials Library (Final materials used in all A.T. Kearney Client X training Sessions) Non-sourcing Training Materials Sourcing related Training Materials
Client X News Weekly News Alerts
PMO Calendar
PMO Contact List PMO Roster PMO Stakeholder Roster
PMO Weekly Progress Updates
Structure of the PMO eRoom
PMO eRoom is a central location of reference storing important documents that PMO has accumulated andcreated during the implementation of the Programme. It should reflect the PMO Bible
Example
Client X ATK eRoom Information
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Internal Global ATK eRoom
Objective:
Inform A.T. Kearney consultants working on Client X projects on recent developments and achievements inClient X projects worldwide
Facilitate the share of best practices and tools across groups
Maintain global key A.T. Kearney documents produced (Intellectual Capital Documentation)
Directory:
PMO InformationCurrent StatusPublic version of the PMO BiblePMO Contact Information
Archives of the weekly Client X news update
Membership: A.T. Kearney consultants working on a Client X engagement only
Security:
A.T. Kearney s internal eRoom is password protected
Firewall prevents the access of non-Client X A.T. Kearney consultants into the global eRoom
Confidential materials and work-in progress are not posted
eRoom members are instructed not to share the displayed information with anyone
Client X ATK eRoom Information
Client X ATK eRoom is a central point of communication for ATK consultants working on Client X projects
4. Development of the Work plan
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4. Development of the Work plan
WORKSTREAM PLANNER
PMO Workstreams Year X 01-Jan 08-Jan 15-Jan 22-Jan 29-JanPhase 1 IntranetRisk managementIntellectual capitalCommunication to StakeholdersTeam quality control (ensure allactions are completed, project ison track)Savings methodologyProject KPIs, milestone reportingand tracking ATK Global expertise input
War Room DisplayWar Room PresentationsBibleTimelineWorkstream planning chartRoadmapLinking mechanisms betweenother ProjectsTracking Tool
OrganisationGlobal TrainingKnowledge Management
Non PMO Scope
Other
A Week by Week Workplan Across Workstreams Needs to be Developed
5. Development of Project Information Collection Process and Measurement
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p jTools
Establish the process for collecting all Operating Unit projects
Define key roles and responsibilities in the collection process for the PMO, Buying Teamsand Operating Units
Provide data collection milestones
Provide guidelines to complete Excel Project Collection Template
Objectives
What is a project?
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What is a project ?
A Buying Savings Project is any initiative resulting in savings that contribute to the Purchasing Project savings targets
In due course, these will be augmented with Buying Infrastructure Projects which drive the development of keyenablers to build sustained Buying performance
The Project Management Office (PMO) is required to report on Operating Unit progress on buying projects to thePurchasing Project Steering Team
The PMO will create and maintain a database which includes all buying projects
For the purpose of risk and project management, it is recognised that the Purchasing Project Steering Team and BuyingTeams will focus on projects that meet any of the following criteria:
Projects which represent a significant proportion of Operating Units savings target Projects that involve two or more Operating Units Projects requiring global resources outside the Buying function Projects that support Purchasing Power Consolidation Projects that support e-Procurement
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Required Data Fields For All Projects
Unique Project Number (PMO assigned to OperatingUnit)
Project Name Project Description Operating Unit Purchase Segment Buying Team Purchase Group Category
Project Contact
Contacts phone number Project Phase
Idea Feasibility Capability Launch Complete Dropped
Baseline Spend Project Start Date
Project Risk Low Med High
Savings by quarter (Year A, Year B, Year C, Year C+)
Savings type Volume concentration Best price evaluation Global sourcing Product specification improvement Joint process improvement Relationship restructuring
Additional Data Fields (not required)
Key Issues, Assumptions and Suppliers Assumptions)
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Step 1 - Operating Units consolidate projects and complete project templates
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Action : PMO will provide each Operating Unit with an Excel based template. The template will ensure that minimumdata are captured and consistent responses are provided (e.g. purchase group nomenclature, buying team project names,etc.).
The Head of Buying for each Operating Unit will ensure the templates are completed for their Operating Unit.
Coordination: Operating Units return completed templates to PMO via email.
Requirements: Operating Units submit projects that deliver savings exclusively to their group. For cross-OperatingUnit projects, each Operating Unit will account for their portion of the project in accordance with the templateinstructions. Submission should be completed by Date X.
Step 2 - PMO consolidates project input and generates draft reports
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Action : PMO will upload the Excel spreadsheets into a database. The PMO will then generate draft reports. The draftreports will provide multiple views of the existing data and provide the Operating Unit, PMO and Buying Teams with aconsolidated and consistent view of the project inventory.
Coordination: PMO receives templates from Operating Units. The turn-around time for the generation of reports once
the complete set of templates is received is expected to be quick
Requirements: PMO consolidates project templates and generates draft reports
Step 3 - Operating Units validate reports and submit any changes to PMO
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Action : PMO provides each Operating Unit with a report listing their respective projects. Each Operating Unit BuyingHead validates the list and provides any corrections to the PMO
Coordination: Unless otherwise noted, the default point of contact for managing project lists and providing interface tothe PMO will be the Operating Unit Buying Heads.
Requirements: The Operating Unit Buying Heads must ensure that processes are in place to allow the appropriatevalidation of the projects they submit and validate under steps 1 through 3.
Step 4 - PMO generates revised Operating Unit project reports
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Action : PMO generates validated Operating Unit project reports from the Access database
Coordination: Reports are distributed to the Operating Units, and Buying Teams and validated for final review by thePMO
Requirements: PMO will have the capability to conduct queries of the project database and will provide support to theOperating Units and Buying Teams as required to validate the projects submitted in step 3.
Step 5 - PMO reviews project lists (may occur in parallel to Step 6)
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Action : PMO will review each Operating Unit project list for completeness, clarity and accuracy.
Coordination: PMO will coordinate any necessary clarification with the Buying Teams
Requirements: The PMO will perform a preliminary risk assessment of the initial project list to assess key areas whereadditional information/focus is needed, and will subsequently give feedback to the Buying Teams and Operating UnitBuying Heads as appropriate
Step 6 - Buying Teams and Buying Team Leaders review Operating Unit projectli t
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lists
Action : Buying Teams will receive reports on the projects from the PMO. The Buying Teams and Buying Team leaderswill assess the projects against their list of projects to ensure a complete list of projects exists.
Coordination: Buying Teams need to help ensure that the record of the projects is complete
Requirements: Buying Teams and Buying Team leaders will review and validate project list
Step 7, 7a, 7b - Is the project already part of a regional or global initiative?
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Action : Buying Teams and Buying Team leaders need to review each Operating Unit project list to ensure completenessof category sponsored projects. Additionally, the Buying Teams should scan the lists to identify opportunities toleverage resources and opportunities across Operating Units. Finally, the Buying Teams must ensure that regional andglobal projects are properly documented in the Operating Unit lists
Coordination: Buying Teams and Buying Team leaders decide if the project is cross-Operating Unit or global
If yes, the Buying Teams need to ensure the lead Operating Unit is identified and that each participatingOperating Unit is aware of their appropriate commitment to the project and the associated savings attributed tothem. Consistent nomenclature (i.e. an agreed project name) must be used to allow these projects to be rolledup at the global level for reconciliation with Buying Team and Buying Team project lists
If no , the Operating Unit is fully responsible for managing and reporting on the project
Requirements: The short-term tool does not effectively track regional and/or global projects. Therefore, it is importantthat Operating Units and Buying Teams identify projects which meet this criteria
Step 8 - PMO completes review and generates final reports
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Action : These reports represent a first-pass of the projects by Operating Unit which support the $ x target. This list hasbeen reviewed by the Operating Units, Buying Teams, Buying Team leaders and the PMO for completeness and savingsmethodology soundness.
Coordination: PMO serves as the single interface to the database and consolidates all feedback from Buying Teams
and Buying Heads
Requirements: The PMO will ensure that an overall risk assessment is available to the Purchasing Project SteeringTeam
PMO will generate final reports for review by Date Y
Step 9 - Purchasing Project Steering Team reviews project reports at Date Xmeeting
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Action : PMO reports to Steering Team to prepare feedback to Senior Management
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Instructions for CompletingExcel Project Template
Project Collection: Excel template
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Objective:
This document will provide the guidelines to enable any user to input projects into the Project Management
Office database. Projects will be submitted via an Excel spreadsheet template.
General Guidelines:
All currency information will be denominated in currency X
Users should ONLY input savings estimates that are applicable to their Operating Units (Operating Units).
For example, if a single regional project will deliver savings both for Operating Unit X and Operating UnitY, project leaders from each Operating Unit would input their own savings only
The symbol (*) denotes that the specific field is NOT required input to the database. All other fields aremandatory
Project Collection: Excel template
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General Guidelines (continued):
Input spreadsheet contains six tabs.
Instructions : overview of general instructions on how to use spreadsheet
Project input tabsRaw materials: projects involving one specific Raw Material purchase groupsPackaging: projects involving one specific Packaging Material purchase groupsIndirects: Indirects projectsSemi-Finished goods: Projects involving Semi-Finished goods (e.g. Co-Packing)
Dropdown menu maintenance : contains fields used in dropdown menu. No input necessary.
User will input projects according to their Purchase Group classification. E.g. A project deliveringsavings through volume concentration on dairy products will be input in the Raw Materials tab.
Template Field Descriptions
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Purchase Segment:
No input required. This field is the default that corresponds to the users selection among the differenttabs in the template
Currency:
The default currency for the template is Currency X. All local currencies should be converted undernormal reporting conventions (i.e. average prior year rates for non-hyperinflationary countries)
Operating Unit:
This field corresponds to the y number of Operating Units that make up Client X, plus CorporateCenter. User selects a group that is responsible for delivering project savings from the dropdownmenu options.
Date Spreadsheet started:
User enters the date that the template is submitted to the PMO
Client X PMO ID:
No input required. Database will automatically generate and assign project ID numbers
Project Name:
User will enter the project name. As each Operating Unit will claim their own respective savings,users are urged to coordinate with counterparts in other Operating Units to use the same name todescribe the cross-Operating Unit projects
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Project Phase:
This field will describe the status (or phase) of the project. The options from the dropdown menu are Idea,
Feasibility, Capability, Launch, Complete and Dropped.
Idea : when a project is identified as a potential savings source, although it has not been determined if projectwill/can be implemented. Nevertheless, project leader, savings type, Operating Unit, category and key assumptionsshould have been identified.
Feasibility : this phase determines that the project is possible and key metrics and assumptions by which to measureproject delivery are validated.
Capability : at this phase, project details are known to support implementation. All key data has been collected (e.g.volume forecast, planned launch date) and required investments and resources have been determined
Launch : Project is 'good to go', and the Project Start Date is certain. Further, in cross-Operating Unit projects,allocations have been finalized and project savings have been phased by quarter for Year A, Year B and Year C orYear C+
Complete : project is finalized and firm savings are known and delivered
Dropped : project will not be implemented and will not be considered as on going contribution to the PMO target
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Project Risk:
Description of the perceived risk level of the project. Dropdown menu includes Low/Med/High. Thisfield should refer to the likelihood of the projects implementation and its ability to deliver thecommitted savings. Among risks that may affect projects: Schedule (e.g. resources, timing, marketchanges, impact of Brand Focus initiative, etc) and Financial (e.g. volumes, barriers)
Project Start Date:
User will input the projected date that the project will be launched. It is possible that projects inidea/feasibility phases may not have firm launch dates but an estimated timeframe will still be requiredas input
Baseline Spend:
User will input the baseline spend amount to which the savings are applied. Input is in thousands
Savings:
Project savings should be estimated following the agreed methodology.
Calendar phasing: savings should be phased by quarter for Year A, Year B and Year C, except for YearC+ If project is still at a premature stage where phasing cannot be determined, user should inputprojected savings in Q4
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Savings Type:
User will choose description of main driver behind the project savings from the dropdown menu. The optionsin the menu refer to the six main approaches that lead to Buying
Cost Focused - Exploiting Buying Power
Volume Concentration: e.g. consolidate number of suppliers, pool volume across units
Best Price Evaluation: e.g. renegotiate prices
Global Sourcing: e.g. expand geographic supply base, develop new suppliers
Relationship Focused - Creating an Advantage
Product specification Improvement: e.g. substitute materials, optimize life cycle costsJoint Process Improvement: e.g. share productivity gains, integrate logistics
Relationship restructuring: e.g. develop key suppliers, make vs.. buy, strategic alliances
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Key Issues, Assumptions and Suppliers ( *):
This field may include some of the following factors:
Key issues: schedule (delays); financial (resource constraints); opportunity (e.g. supplier market changes,scope changes, etc.
Assumptions: e.g. market price movements; potential barriers, etc.
Key suppliers: main global or regional suppliers involved
Lead Category:
The primary Product Category that the project impacts
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6. PMO Risk, Phase and Prioritisation Methodologies
Vision for the Phase and Risk Tracking Procedure
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The Project Phase and Risk Tracking Procedure
Provides a formal definition forproject phase and risk categories
Includes risk tracking feature
Incorporates a project prioritizationmethodology
Definitions for project phase and riskcategories are detailed, clear, and
consistent Actions taken against risks are
regularly recorded and monitored
Risks are prioritized at project leveland attention in terms of verification of
accuracy of the submitted informationand risk management is only given tohigh priority projects
VISION GUIDING PRINCIPLES
Three main improvement areas have been identified that need to beaddressed by the new Project Phase and Risk Tracking Procedure
g
Various key risk drivers may impact the success of a sourcing project
Project Risk Definition
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y y p g p j
KEY RISK DRIVERS IN SOURCING PROJECTS
Decrease in savings due to negative Underlying VolumeGrowth (UVG)Volume Risks
Problems in obtaining data on spend or suppliers due to
inadequacy of Management Information SystemsPoor Data
Obstacles in achieving savings due to long-term contracts,restrictions on imports, or competitive market dynamicsSupply Market Constraints
Slow existing decision making process due to lack of executive buying authority or problems in regionalinnovation decision or category decision making structure
Unnatural Cooperation
Complications in transitioning from existing to newsuppliers or from old ways of working with existingsuppliers to new ways e.g. slow or inharmonious transition
Implementation Issues
Timescale dependencies on external factors e.g. timescaledependencies on other projects (complexity reduction)orexternal suppliers
External Dependencies
Lack of key expertise for a crucial part of a projectConstrained Resources
DESCRIPTIONRISK DRIVER
Source: A.T. Kearney Analysis
The project risk level is determined by two factors: Risk Driver Criticality and Complexity
Project Risk Definition
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Risk DriverComplexity
Risk DriverCriticality
Highly Critical
Impact-level on
the project
RedLight
AmberLight
GreenLight
AmberLight
Medium Level Risk High Level Risk
Low Level Risk Medium Level Risk
Less than 75% of targetedsavings can be achieved Delay of achieving the
savings is more than 6months
Only 75-90% of savings canbe achieved
Delay of achieving thesavings is 3-6 months
More than 90% of targetedsavings can be achieved
Delay of achieving thesavings less than 3 months
Critical
Not Critical
Highly Complex Cost of workaround is higher
than projected savings or notpossible
Are therebarriers stopping the
elimination of risk?
Complex Workarounds are possible but
will not completely eliminaterisk
Not Complex Workarounds are possible and
will completely eliminate risk Source: A.T. Kearney Analysis
Risk Register filled out by Operating Units will allow accurate risk classification and efficient risk
Project Risk Definition
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Risk Driver Description Potential Impact Action Status ActionOwnerRisk Level
InadequateResources
Chemical Engineer isneeded to advisechemical ingredientpurchases
Might delay the launch of the project by 2 months
Contacted HumanResources to hire achemical engineer
S.Jones Low
Phase-In PlanComplexities
Supplier needs 4
months to update itssystems to be readyfor joint-process
Might delay the launch of the project by 4 months
Continuous pressure on
the supplier topromptly update itssystems
H. Holt Medium
Highly VariableCommodityMarket
Price volatilityreached 10% permonth
Margin required tosmooth down volatility is5 %, thus projectedsavings can not beachieved
No Action High
Milestone Risk
The Project can not belaunched until ProjectX is completed andProject X is 6 monthsbehind the schedule
Might delay the launch of the project by 6 months
Contacted the owner of Project X S. Jacob High
g y p gtracking
Example:
Operating Units apply A.T. Kearney s Seven -Step Strategic Sourcing Methodology
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DevelopSourcing
Strategy forPurchasing
Group
GenerateSupplierPortfolio
SelectImplementation
Path
Negotiate / Select
CompetitiveSupplier(s)
OperationalIntegration
With Suppliers
Profile Of PurchasingGroup(PG)
ContinuousBenchmarking
Of SupplyMarket
Define purchasegroup (PG) basedon characteristicsof purchases andmarketunderstanding
Identify potentialsuppliers,establishevaluationcriteria &methodology,develop pre-qualifiedsupplier list
Determine PGpositioningaccording to supplymarket constraintsand businessimpact; identifysourcing strategyand tacticsaccording topositioning
Pursuecompetitivesupplierselection orsupplierdevelopmentdepending onstrategicpositioning
Develop anegotiationsstrategy basedon PGobjectives andmargins fornegotiation,conduct RFPprocess
Transition fromexisting to newsuppliers orfrom old waysof working withexistingsuppliers to newways
Monitor supplymarketconditions andpurchasinggroupevolutions;reevaluatewhen deemednecessary
Overview of A.T. Kearney s Seven -Step Strategic Sourcing Methodology
Key Activities
p g pp y y p g g gy
P j Ph Cl ifi i M h d b d A T K S i S i M h d l
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DevelopSourcing
Strategy forPurchasing
Group
GenerateSupplierPortfolio
SelectImplementation
Path
Negotiate / Select
CompetitiveSupplier(s)
OperationalIntegration
With Suppliers
Profile Of PurchasingGroup(PG)
ContinuousBenchmarking
Of SupplyMarket
Overview of the Seven-Step Strategic Sourcing Methodology
Project Phase Classification Method can be mapped to A.T. Kearney s Strategic Sourcing Methodology
Idea
Overview of Project Phase Classification Method
Feasibility Capability Launch Complete
Such a mapping will allow the identification of key activities under each Project Phase
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Idea CapabilityFeasibility Launch Complete
Overview of the Five-Step Project Phase Classification Method
Key Activities
Define Purchase Group based oncharacteristics of purchases andmarket understanding
Collect basic data e.g. volume,volume trends and forecasts, suppliers,pricing, etc - for the PG
Analyze the supply market (e.g.market segmentation) and determinePG positioning according to supply
market constraints and businessimpact
Identify sourcing strategy and tacticsaccording to positioning
Identify potential suppliers
Establishevaluation/screening criteria& measurementmethodologies
Develop pre-qualifiedsupplier list
Select implementation path(competitive supplierselection or supplierrelationship development)depending on strategicpositioning
Develop aSolicitation/ Negotiation strategy
Conduct Request forProposal (RFP)Process
Evaluate SupplierResponses analysisof price and non-
price elements Select competitive
suppliers
Develop a phase-inplan for newsuppliers/ sourcingmethods
Transition fromexisting to newsuppliers or from oldways of working withexisting suppliers tonew ways
Track accruedsavings since theproject start date
Complete transition
from existing to newsuppliers or from oldways of workingwith existingsuppliers to newways
Fully realizeestimated savings
As a guide, the following should be useful to determine the appropriate phase throughout the project life cycle
Project Phase Definition
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IDEA
FEASIBILITY
CAPABILITY
LAUNCH
COMPLETE
Has the supplier been selected/approved?
Is the project dependant upon significant inputs from other parts of theorganisation? Are these departments aware and committed to the goals? Have they provided the required resources?
Has the revised specification been approved by the category? Is capital available if required? Have tooling requirements been specified andcommissioned?
Has the estimated cost/benefit been established by Operating Unit? Has an approach been defined (e.g. regional data collection, negotiation,benchmarking, cost modelling)?Are local and non-local resources identified and available and allocated to theproject team (e.g. Buying, Development, Factory, central technical resources asappropriate)
Place-holder for cross-Operating Unit projects that do not have Operating Unit
based identified savings (e.g. large regional/global or indirect projects)Savings indications only (not counted for reporting purposes)
INFORMATION TO BE FILLED ON A TEMPLATE
FEASIBILITY
CAPABILITY
LAUNCH
COMPLETE
Are project related savings being generated and reported? Are supplier agreements in place?Is there a project plan/schedule and key milestones identified?
Is there a contingency plan?
Targeted savings are fully achieved and reported
Since there are more than x number of identified projects, a Project Prioritization Methodology needs to be
Project Prioritisation Methodology
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Project Phase and Risk templates to be filled by Operating Units will provide the PMO with accurateinformation on project status
However, there are already more than x number of identified projects
Such a detailed reporting of project phase and risk by Operating Units for each undertaken project willbe time-consuming
A project prioritization methodology that takes into account both the benefits and drawbacks associatedwith detailed project phase and risk reporting needs to be established
Under such a project prioritization methodology
Projects must be prioritized by using a globally consistent rule
Operating Units should provide detailed reporting for only those projects that are deemed criticalunder the project prioritization methodology
Operating Units should only record the project phase (idea, feasibility, capability, launch,
complete) and risk profile (low, medium, and high) for those projects that are not found critical
established
Alternative methods exists for project prioritization
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Project Complexity
Project VolumeProjected
Amount of Savings
How many dedicated FTEs will be workingon the project? Or
Complexity Ranking of Savings Type
Low
Illustrative
High
Low
High
Project A
Project B
Project F
Project E
Project C
Project D
Project Prioritization Project Size and Project Complexity
In this example, ProjectA and Project D are
both critical andcomplex, requiring a
detailed project phaseand risk reporting
Alternative methods exists for project prioritization (con t)
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Project B
Project A
In this example,Project C and
Project E are bothcritical and
complex, requiringa detailed project
phase and riskreporting
Project Prioritization Project Risk and Project Phase Illustrative
High
Low
Medium
Idea Feasibility Capability Launch Complete
ProjectE
ProjectC
Project F
Project D
Project Phase
P r o
j e c t
R i s k
p j p ( )
A plan must be developed to ensure the right communication processes are put in place to ensure the rightd li d h i h i h i h l
7. PMO Communication Strategy
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messages are delivered at the right time to the right people
NavigationActively managecommunicationto optimiseinvestment inchange
LeadershipGet the seniormanagement tochampion internalcommunication
EnablementUse appropriatechannels to buildcommitment tocommunication andtrain people how todo it effectively
OwnershipShift to involving
people in creatingcommunication
Supply Demand
Who are the communicators? are the audience?
What do they currently know? do we want them to think? are the specific messages?
How should we say it? can we ensure they hear it? will we know it works?
will feedback be used?
IdentifyKey stakeholders
Brainstorm Map Develop strategy andplan
Develop Communication Plan
The communication plan must align itself with the overall programme activity plan and focus on both broadd ifi g th i t l d t l iti
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and specific messages across the internal and external communities
From Rudy Markham/ John Rothenburg
From Project teams/ Steering Committee to
specificbusiness areas
Top 100 ExecsBusinessGroupsBuying
Community
x
y
s
u
l
AudienceBreadth
AudienceDepth
Focused
General
Broad levels of understanding andawareness to a variety of wide audiencesorganised in waves
Specificcommunications toengage and align partsof the extendedorganisation behind aspecific milestonedriven objective
Example
ProgrammePlan
Fundamental principles on how best to communicate must be developed and agreed
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Process
Style
Approach
Ensure leverage and executive buying slant Communications & Education will focus on both push & pull tactics to gain buy-in Sell as the Future of X not just the project Identify new required performance metrics to achieve objectives and implement Develop straightforward and timely communications Retain a simplistic approach Involve to obtain buy-in and to avoid resistance Ensure cultural versatility: tailor for business area, language, culture, local challenges
Ensure communications are concise Ensure a quality look and feel to all materials Ensure there are not too many fancy tools or vehicles but down to earth Remember not to lecture but to keep interactive
Maintain a constant stream of information: little and often Communicate to all the Business Groups at once - not segmented Build in formal communication feedback channels that are USED and not forgotten
The internal communications plan must first identify key stakeholders and the nature of their role andimpact on the project
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impact on the project
Stakeholders Role Source of Influence
Individual SeniorManagementStakeholders
Other keystakeholders
Global Teams
Stakeholder Position
ExecutiveChampion
ChangeAgent
Level of Project Involvement Low High
Ability toenable
Change
Low
High
PupilSupporter/ Gatekeeper
Value propositions must be built for each stakeholder with tailored messages
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Example
Stakeholder & Role What s in itfor meWhat s against
my interest Key Message/Plan
X Business Groups/Change Agents Achievement of savings target Reinvestment of money saved Best sourcing deals
Hard targets to achieve Extra work to drive initiative Lose potential preferred suppliers
Demonstrate success stories Long-term benefits (leverage) Make their lives easier once done
X/Potential gate keeper or changeagent
Confidence in best deal Makes life easier to find supply
solution
Lose potential preferred suppliers Lose decision-making power
Demonstrate success stories Long-term benefits (leverage) Make their lives easier once done
X Committee/Change Agent Confidence in best deal Makes life easier to find supply
solution
Lose potential preferred suppliers Lose decision-making power
Demonstrate success stories Long-term benefits (leverage) Make their lives easier once done
E l
The plan must integrate with existing communication events to ensure a timely cascade and delivery
PMO Communication Strategy
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D R
A F
T
A
Example
Communication December January FebruaryKey Event
X
PMO Intranet Vision
8. PMO Intranet Strategy
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To develop a phased and tailored stages of excellence intranet site to support the Buying Project and ultimately, the
implementation of the Buying Programme and transformation to a new world class supply management organisation
Phase 1: Pilot Data/Reference Focus/Buying Project only Provide up-to-date quality information for the Buying Project at the right time to the right people to support the achievement of the $ x
target Owned by the PMO
Phase 2: Learning Focus/New generic site for the new supply management organisation, Global Purchasing Program and Project (PMO site to be
integrated as a component of the main site) Provide a dynamic central point for global supply management information and knowledge exchange to ensure support for andcompletion of projects identified, implementation of the new supply management organisation and the related processes and infrastructure
Owned by the Competency Centre
Phase 3: Client X Best Practice Focus Development of the Client X global best practice supply management platform through the establishment of an e-supply management
university, building global competency and intellectual capital and the required knowledge management infrastructures Owned by Business As Usual
Phase 4: Strategic Best Practice Focus Integrated with core strategic suppliers to achieve a truly world-class dynamic information and supply management exchange Owned by Strategic Knowledge Management function
Not in scope
Three development phases are planned from Date X Date Y to reflect the changing needs of the project
PMO Intranet Strategy
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T A
Phase 1
Data/ReferenceFocus
Phase 2
LearningFocus
Phase 3
Client XBest Practice
Focus
Intranet Phase Development Strategy
2 Months Continuous4 Months
Key Project Events Milestone: identify projectsavings that equate to $ x
Project tracking toolcomplete
Recast of targets approvedand communicated
Acceleration of sourcingprogress
Identification andmobilisation of cross-divisional big global projects
High level of supplier andmarket informationgenerated
Sharing experiences andlessons learned regardingvarious methodologies
Competency Centreestablished and up andrunning
Global collection anddissemination of keyexperiences andlessons learned
Iterated and improvedproject methodologies andsourcing techniques
Establishment of a globalsupplier database,compliance processes andbenchmarking practices
Example
Phase 4
StrategicBest Practice
Focus Not in scope
Each phase will focus on increasing the level of interaction and penetration into business as the globalbest practice supply management site
PMO Intranet Strategy
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T A
Intranet Phase Target Audience, Usage and Interaction Levels
Level of InteractionLow High
Low
High
BusinessUsage
Steering Team Buying community Leaders Leadership Team
Global Supply ManagementOrganisation
Various Business StakeholderGroups
Phase 3: Client X Best PracticeOwned by the business
Phase 2: LearningDriven by theCompetency Centre
Phase 1: Data/ReferenceDriven by the PMO
Example Phase 4
In alignment with each phase, site objectives will change to reflect the new target audience and theirinformation requirements
Intranet Phase Target Audience and Information Requirements
PMO Intranet Strategy
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T A
Site Phase Target Audience Objectives Site Content
Phase 1: Data &Reference
Focus
Senior Management
Buying Teams
Leadership Team
Increase awareness/understanding of Operating Unit activities
Provide quality and up-to-date easily accessible information on overall progress
Demonstrate that the PMO and project database physically exist
Provide transparency on resources and actual progress
Progress dials
Project information
Material Classification
Measurement methodologies
Buying Groups activity update
Phase 2:Learning Focus
As above
Various BuyingCommunity Groups
Improve/disseminate understanding of the Project
Provide key information to help teams mobilise
Educate teams on working methodologies (risk, knowledge management, strategic sourcing etc.)
Provide a dynamic central point to ask questions and receive just in time answers promote global information sharingand knowledge
Provide live example tutorials of project cases to help troubleshoot and guide progress
As above
Home of global project tracking database
Central point of reference for governancemeeting information (documentation, minutes,events)
e-Q&A roomsProject reference library
Phase 3: ClientX Best Practice
Global SupplyManagementorganisation
Communicate global supply management vision, guiding principles, new processes and strategy
Continue to use to update on the Buying Project
Use as a key communication tool for the Buying Programme and e-Initiatives
Utilise to create linking mechanisms between the global organisation i.e. g lobal job rotation opportunities
Develop an e-supply management university with competencies linked to HR development training courses andperformance objectives (divisional heads and mnagers as mentoring experts to encourage knowledge disseminationand sharing
Build supply management e-university course modules, materials and live e-debates
Stages of excellence of supply managementpractices
Global best practice tools, techniques andmethodologies
Global contact information
Global, interactive supply management e-university faculty
Global benchmarking tool and trackingprocess
Phase 4:Strategic BestPractice
Global SupplyManagementorganisation
Selected strategicsuppliers
As above
Integrate the world class best practice supply management site with key strategic supplier live up-to-the-minute data,contract information, preferred supplier services
As above
Live and dynamic supplier information
Links to global industry best practice sites
Not inscope
Different site infrastructures will need to be developed for each phase
PMO Intranet Strategy
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T A
Structure/Content Functionality Information Mgt Ownership/Mgt
Vision/ObjectivesTarget AudienceInvestment
MeasurementPromotion
Business Integration
10 Intranet Site Infrastructure Building Blocks
Phase 1
Data/Reference
Focus
Phase 2
Learning
Focus
Phase 3
Client X
Best PracticeFocus
Phase 4
Strategic
Best PracticeFocus
Phase 1, as the Pilot, focuses on targeting a small number of stakeholders to identify futurerequirements and desired functionality whilst providing a fundamental level of information currentlyrequired
PMO Intranet Strategy
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qBuilding Block Definition/Specification
Vision/Objectives Vision: The PMO site will provide up-to-date quality information for the Buying Project at the right time to the right people to ensure the achievementof $ x
Objective:
1)Gain an understanding through the provision of an interactive and dynamic 2 -way feedback channel of user requirements in order to build a tailoredPhase 2 site
2)Provide a strategic overview of the Project
3) Share project data, tracking information and reference materials
4)Provide measurement methodologies to educate key stakeholders
Target Audience Project Collection contacts , Operating Unit Leaders, Buying Teams, Leadership Team, Senior Management
Structure/Content About The Project. The People, Contact Us, Buying Information (Project Savings, Actual Savings, Reference, Links, Site ma nagement)
Functionality Progress tracking barometer
Publishing tool
Links
News and Events Update (message board)
Feedback email capability
Ownership/Management FTE X
Promotion Email launch letter to target audience
Business Integration None in Phase 1
Investment $x for initial development plus $y for additional changes
Measurement May send a brief Feedback Review Questionnaire Email to Phase 1 Users
Information Management PMO input onto the site
Feedback and comments from users to be structure/discussed at the weekly progress meeting
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Number of Projects per Savings Range Total Value of Projects per Savings Range
TotalValue ($
000)
# of Projects
Savings 1
Division A
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P ercentage Contribution per Individual Project
0%10%20%30%40%50%60%70%80%90%
100%
Number of Projects
P c t g e c o n t r i b u t i o n
Top 50 projects: $ x - representing: y % of target
80% of forecasted savings: x # of projects
Total
Range F
Range E
Range D
Range C
Range A )
Range B
Materials DCategory Y
Project Portfolio Breakdown by Category Project Portfolio Breakdown by Materials
Division A
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Key Projects Overview
Submitted byPhaseRisk Savings ($million)SegmentProject DescriptionProject Name
0
Materials A
Materials B
Materials C
Materials A
Materials B
Materials C
Materials A
Materials B
Materials C
Materials D
0
Category X
Category Y
Category Z
Category X
Category Y
Category Z
Category X
Category Y
Category Z
Category X
Category Y
Top 10 Groups: $ x All Other: $ y
Total: $ z
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Identified Project Savings
Dials Key Colour Coding
Example
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Red: Q4 2000 savings less than 75% of 3-year target
Yellow: Q4 2000 savings between 75% - 100% of 3-year target Green: Q4 2000 savings greater than 100% of 3-year target
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Template 3: PMO War Room Visitor Log Book
InformationContent in
Not Useful SlightlyUseful
Useful Very Useful No Basis forRating
Reason for Rating
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Panel A
Panel B
Panel C
Panel D
Panel E
What information is missing? What improvements could be made (from your experience with other War Rooms)?
. Who do you think will benefit the most from visiting the War Room? Include any other comments or suggestions regarding the PMO War Room. Thank you very much for completing our survey,Project Management Office
Template 4: PMO War Room The Project Timeline
Oct-Dec Jan Feb March April May June July August Sept Oct Nov Dec
Year BYear A
Jan
Year C
Key: Launch Meeting
Key decision
Brief
Results
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KeyEnablers
Workstream E
Workstream B
Workstream D
Workstream C
Workstream A
Vision
Key: Change enginesEnabling activitiesStrategic Objectives
Template 5: PMO War Room Project Roadmap
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Establish Infrastructure
OBJECTIVE C
OBJECTIVE Y
OBJECTIVE A
OBJECTIVE B
Drive and Embed Change Move into Business As Usual
BEST PRACTICEE
BEST PRACTICED
BEST PRACTICEG
BEST PRACTICEC
BEST PRACTICE B
BEST PRACTICEA
Continuous Improvement
P e r f o r m a n c e
I m p a c
t
CriticalSuccessFactors
BEST PRACTICEF
OBJECTIVE Z
OBJECTIVE X
Broad Objectives for Communications to this Stakeholder Group Existing Communication Vehicles
Template 6: PMO Communication Strategy Scorecard for each StakeholderGroup
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T A
Develop awareness of initiative Define how it fits with client Xs vision Focus away from cost reduction toward
growth Establish vision Clarify objective of initiative
Communicate urgency Need to take it seriously Need to contribute to its success
Communicate progress
Roadshows around world
Client X Today (monthly newsletter)
Regional/local publications
Courses
Email
Internal Websites (multiple global sites)
Client X Magazine (global, quarterly)Videotape
CD-Rom
Potential Communication Vehicles
Template 7: A. T. Kearney Client Activity Tracker
PMO X Office Officer X # of Consultants Duration
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T A Activity Area 1 Officer X # of Consultants Duration
Highlights:
X
Keymilestonesor nextsteps:
Activity Area 2 Officer X # of Consultants Duration
Highlights:
X Keymilestones
or nextsteps:
Highlights:
X Keymilestonesor nextsteps:
Step 3: Embedding Learnings
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Step 3: Embedding Learningsand Best Practice and DevelopingOrganisational Competencies
Step 3 addresses the capture, development and transition of best practice learningsinto the wider organisation
Steps Required to Establish a Project Management Office (PMO) and Transition Learnings
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T A
DevelopMethodologiesand Processes
Determine Objectivesand PMO Functions
IdentifyRoles andResponsibilities
DevelopCommunicationand Intranet
Strategy
Develo