Transcript
Delivering Complex Programs with Consistency and Success Program Management Área | March, 2017
Playbook Contents
• Chapter 1: Introduction to Program Management • Chapter 2: The PgM Journey ˗ Phase 1 – Imperative ˗ Phase 2 – Operationalize ˗ Phase 3 – Integrate ˗ Phase 4 – Execute ˗ Phase 5 – Sustain
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Delivering Complex Programs with Consistency and Success
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Expositors
Miguel Torres Manager Organizational Project Managemet Deloitte PMO/PPP Operations Services
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Rodrigo Holmberg Manager Organizational Project Managemet Deloitte PPP Consulting Services
Miguel Hidalgo Manager Operational Excellence Deloitte Master en Modelos de Gestión
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Many Forces Drive Organizations to Transform
There are many forces driving companies to change how they do business, which is frequently addressed through large, complex, multi-discipline Transformation Programs
Successful transformation is not just about responding to individual triggers, but about effective integration and execution across all triggers to deliver the full value of a program Deloitte
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What is complexity?
• There is no simple, widely accepted definition • Complexity theory has been developed across fields including: cybernetics, systems thinking, computer science, engineering, physics, mathematics, earth sciences, sociology and philosophy
Truly Complex Projects • Usually adaptive system of systems; • Have high uncertainty in scope definition; • Are distributed (organizationally, geographically, jurisdictionally); • Have ongoing environmental and internal turbulence; • Are most effectively implemented through wave planning; and
• Unable to be decomposed to elements with clearly defined boundaries.
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What is complexity?
A project’s complexity profile is a summary of inherent project risks and complexities measured across five standard categories and 29 factors; as such, it does not indicate how well a project is being managed. A project’s unique complexity profile drives the degree of focus, governance and control, that should be built into the overall plan. Complexity categories
Stakeholders
This category gives consideration to the number of stakeholders, how they are aligned, and stakeholder power. Stakeholders include co-venture partners, government organizations, and large subcontractors.
Social Factors
This section assesses the challenges for the project associated with people change management and interaction between different stakeholders. It considers breadth of change across project roles and the organization and the level of paradigm shift for major stakeholders. The level of multi-disciplinary involvement and cross discipline familiarity is also taken into account.
Ambiguity
This section assesses the challenges associated with key assumptions, uncertainty, and risk. It also assesses how risk is shared among key stakeholders, and the level of certainty around project costs.
Technical Design
This section assesses the challenges associated with system changes. Consideration is given to integration complexity, robustness, external technical interfaces, and overall system development complexity.
Project Structure & Management
This section assesses the challenges for the project associated with the planning, management and execution of project activities. It also assesses levels of accountability, project team experience, schedule complexity, contracting mechanisms, degree of flexibility, timeframes, and cost.
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Measurement scale <4
Business as usual type projects, normally not formalized by most organizations.
4–5
Generally well defined projects undertaken within a business unit.
5–6
Generally core business projects that may be undertaken across several business functions and often have executive-level attention.
6–7
Generally larger projects commonly undertaken across the organization. Normally have board-level attention.
7–8
Generally larger projects commonly undertaken across the organization and create a noticeable impact on the organization. Normally have board-level attention.
8–9
Larger projects that are ambiguous in nature, are seldom undertaken across the organization and create a significant impact within the industry. Has board-level attention.
9 – 10
Largest projects rarely undertaken by organizations that may involve and impact multiple organizations.
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The need for consistent Program Management
Why Programs Fail*
58% of client surveyed indicated that they don't have an assigned business transformation leader to lead their
business transformation efforts. It is critical to have a consistent, repeatable approach to transformation program management, as well as a consistent toolset, and qualified and experienced Program Managers. Deloitte
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Enterprise Transformation Management (ETM) is a framework that facilitates the successful execution of critical activities across all phases Strategy Management Description: Focuses on aligning long-term strategic objectives to transformation efforts that will collectively produce the desired enterprise end-state, with an emphasis on continually monitoring transformation activity based on priorities and impact
Communications & Change Management Description: Emphasizes meaningful engagement with key internal & external stakeholders to improve change readiness and ensure that impacts are embraced and sustained throughout the transformation
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Governance
Strategy Management
Communications & Change Management
Governance
Enterprise Transformation Management
Performance Management & Reporting
RiskManagement Management Risk
Risk Management Description: Stresses active identification and mitigation of potential barriers to transformation success, with particular attention paid to ownership, executive accountability, and cross-functional impact
Description: Emphasizes executive-level visibility to consistently align transformation efforts with strategic vision, and deliberate processes around leading indicators / controls to increase proactivity, accountability, and effectiveness
Performance Management & Reporting Description: Tracks progress to business benefits and provides a comprehensive view of transformation impact through real-time executive-level dashboards and regular performance analysis
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Key Steps of the Transformation Journey Align to the Five Program Management Dimensions By applying the five program management dimensions across the entire Transformation Journey, we can define, plan, monitor, and control the core dimensions of the program.
Imperative
Operationalize
Integrate
Execute
Sustain
Transformation Imperative, Objectives & Guiding Principles
Transformation Pipeline
Integrated Transformation Roadmap
Value Capture
Transition and Knowledge Transfer
Preliminary Set of Initiatives
Governance Framework
Implementation Plans
Delivery Assurance
Program Closure
Define Value Expectations
Decision Rights Framework
Decision-Risk Analysis
Executive Reporting
Continuous Improvement
Anchoring Decisions
Risk – Value Analysis
Interdependency Alignment
Program Health Checks
PgM Toolkit, Client Resources, and Supporting Knowledge
Key Strategy
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Governance
Performance
Decision Management
Risk
Enablers
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PgM for Waterfall vs. Agile Projects When should a project be Waterfall vs. Agile?
Spectrum of Agility
Waterfall Well defined Predictive Low Well understood Specialized
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Hybrid Agile Scope Planning Culture Need for Flexibility Technology Team Composition
Agile Ongoing prioritization Adaptive High Uncertain Cross-functional
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Agile and Program Management The potential Dilemma for Program Managers
PgM Challenge – Combining Agile, Waterfall & Hybrid Agile Projects in a Program
Project 1 - Agile
Agile is characterized by: • Estimated scope with fixed time and resources • Requirements elaborated during sprints • Flexibility – changes are easily accommodated • Cross-functional teams • Vertical slice of functionality completed each sprint • Potentially shippable product after each sprint
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Project 2 - Waterfall
Waterfall is characterized by: • Fixed scope with estimated time and resources • All requirements detailed at beginning of project • Costly to incorporate changes • Potential for team siloes • Sequential work through each phase • One release at end of project
Project 3 – Hybrid Agile
Hybrid Agile is characterized by: • Fixed scope with estimated time and resources • High level requirements at the beginning of the project with prioritization and modifications throughout • Cross-functional teams during sprints • Sprints organized by features or prioritized processes • Releases throughout or at end of project
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Phase One: Imperative
The following describes how to support a client’s transformation journey
Sustain
Execute
Integrate
Operationalize
Imperative
PgM Journey
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1.
Strategy and Transformation Imperative
2.
Objectives, Guiding Principles & Stakeholder Management
3.
Preliminary Set of Initiatives
Description • Understand strategy and the transformation imperative facing the client • Establish the transformation objectives and guiding principles for decision making, and manage Stakeholders • Surface a preliminary set of transformation initiatives for analysis and prioritization • Establish structures for governance and management of the transformation program
i.
Governance Framework
ii.
Decision Rights Framework
iii.
Transformation Pipeline
i.
Implementation Plans
• Develop detailed work plans and resource plans for the individual initiatives
ii.
Interdependency Alignment
• Identify and align the dependencies between the initiatives
iii.
Integrated Transformation Roadmap
• Develop an integrated implementation roadmap for the overall transformation program
i.
Delivery Assurance
• Monitor and control all aspects of the transformation program and implementation progress
ii.
Program Health Checks
• Regularly assess the program’s management processes to identify gaps and areas that require additional focus
iii.
Executive Reporting
• Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i.
Transition and Knowledge Transfer
• Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the program
ii.
Continuous Improvement
iii.
Program Closure
• Define approach for identifying, escalating, making, and communicating key decisions • Analyze and rationalize initiatives and establish a pipeline of prioritized transformation initiatives
• Develop approach and process for supporting and measuring continuous improvement • Resolve outstanding issues, archive program documents, and conduct client acceptance Delivering Complex Programs with Consistency and Success
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Imperative Phase Outputs
At the conclusion of the imperative phase, three principle outputs will have been developed that will be further utilized in the operationalize phase Outputs from Imperative Phase 1
Transformation Objectives
Imperative
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Operationalize
2
Guiding Principles and Anchoring Decisions
Integrate
3
Initiative Concept Notes
Execute
Sustain
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Phase Two: Operationalize
The The following describes how to support a client’s transformation journey
Sustain
Execute
Integrate
Operationalize
Imperative
PgM Journey
Deloitte
1.
Strategy and Transformation Imperative
2.
Objectives, Guiding Principles & Stakeholder Management
3.
Preliminary Set of Initiatives
Description • Understand strategy and the transformation imperative facing the client • Establish the transformation objectives and guiding principles for decision making, and manage Stakeholders • Surface a preliminary set of transformation initiatives for analysis and prioritization • Establish structures for governance and management of the transformation program
i.
Governance Framework
ii.
Decision Rights Framework
iii.
Transformation Pipeline
i.
Implementation Plans
• Develop detailed work plans and resource plans for the individual initiatives
ii.
Interdependency Alignment
• Identify and align the dependencies between the initiatives
iii.
Integrated Transformation Roadmap
• Develop an integrated implementation roadmap for the overall transformation program
i.
Delivery Assurance
• Monitor and control all aspects of the transformation program and implementation progress
ii.
Program Health Checks
• Regularly assess the program’s management processes to identify gaps and areas that require additional focus
iii.
Executive Reporting
• Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i.
Transition and Knowledge Transfer
• Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the program
ii.
Continuous Improvement
iii.
Program Closure
• Define approach for identifying, escalating, making, and communicating key decisions • Analyze and rationalize initiatives and establish a pipeline of prioritized transformation initiatives
• Develop approach and process for supporting and measuring continuous improvement • Resolve outstanding issues, archive program documents, and conduct client acceptance Delivering Complex Programs with Consistency and Success
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Transformation Program Governance and Management Structure
While governance structures for transformation programs may vary based on the needs of the organization, effective governance structures align key functions, leadership, and execution. Sample Transformation Governance Structure
Executive Steering Committee Functions:
Strategic direction and guidance Initiative prioritization and rationalization Alignment with business needs and functions Executive-level decision-making and issue resolution
Business Engagement Functions: Program Sponsor Executive Steering Committee
Transformation Management Office Program Director
Program Management
Business Engagement
Domain Authority
Stakeholder Management Organizational Change Management Training Communications Domain Authority Functions:
Program Operations
Program Control
Requirements Management Data Architecture Technical & Quality Standards Business Process Management Technical & Business Architecture Solution Planning
Program Control Functions:
Risk Management Integrated Release Management Change Control Benefits & Performance Management Quality & Standards
Program Operations Functions: Project
Project
Project
Project
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Program Level
Budget Management Schedule Management Program Reporting
Project Functions:
Legend Transformation Strategy Level
Project Level
Project Execution and Delivery Project Risk and Issue Management Project Reporting
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Understand the dependencies between Scope, Issues & Risks
Issues, Risks and Changes impact each other, and they will impact Program resources and therefore timeline, scope and budget.
Information Flow Risks May Create Scope or Change Requests Changes May Create Risks When a Risk Is Realized, It May Become an Issue
Risk Management
Issue Management
Risks May Be Created From Issue Resolutions or From Issues That Are Left Unresolved Issues May Require Updates to the Resource Plans and IWP and vice versa
Plan or Resource Changes May Create Risks Risks May Create Changes to Plans
Issue Resolution May Impact Scope Changes May Create Issues
Resource Management Integrated Workplanning
Change Control
Changes May Require Updates to the Resource Plans and IWP and vice versa
Managing these processes carefully and understanding the dependencies minimizes (unpleasant) surprises for you and your client! Leverage the capabilities of your PgM tool* related to tracking and escalation. *A detailed overview of Deloitte’s recommended PgM tool can be found in the PgM toolkit chapter of this deck. Deloitte
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Decision Rights Framework
• Decision Rights are a key component of success for transformation programs and are about making business decisions. They are a framework by which business issues requiring formal decision making can be managed • These decisions can be triggered by internal (e.g., request for funding) or external events (e.g., change in regulations) and require a consistent set of information / analysis to support decision making • Decision Rights can be defined as: ˗ What decisions need to be made
˗ How to organize (committees/individuals) to make decisions ˗ What are the supporting management processes and tools to support decision making Components of a Decision Rights Framework: 1. Decision Inventory
A list of the types of decisions that need to be made
2. Roles and Responsibilities
Determine groups/individuals involvement in each decision based on a RACI (Responsible, Accountable, Consulted, Informed) model
3. Decision-Making Processes
Documenting high level decision-making process to enable efficient execution of business processes across multiple functions
4. Decision Rights Model
A hierarchy of decision-making groups owning the defined decisions. It facilitates interaction among key stakeholders involved in the decision making process
An effective decision-making process can be managed by utilizing a Decision Rights Framework so that all participants understand and adhere to their roles, responsibilities, and authority.
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Develop Transformation Pipeline
Using high-level estimates from the initiative prioritization exercise, draft transformation pipeline of initiatives as a starting point for the development of the robust transformation roadmap. The pipeline indicates which set of initiatives should be executed in the short, medium, and long-terms. Ranked Queue 1. Initiative C
Higher
Wave II
Wave III
Wave I
3. Initiative E 4. Initiative B
Wave I
Wave II
5. .... Budget / Resource cap
Difficulty to Achieve
2. Initiative A
Transformation Pipeline
m.....
n. Initiative X o. Initiative Y p. Initiative Z ....
Time (0-30 months)
Lower
Wave III
Finance
Technology
Human Resources
Real Estate
Risk
Operations
Legal and Compliance
Comms and Branding
Cross Functional Note: Size of bubble represents relative size of opportunity for each Function
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Illustrative
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Operationalize Phase - Outputs
In the Integrate phase, these major outputs will be synthesized along with other tools into a robust Transformation Roadmap Outputs from Operationalize Phase 1
Governance Structure
Imperative
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Operationalize
2
Change Management Plan
Integrate
3
Execute
Initial Pipeline Plan
Sustain
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Phase Two: Operationalize
The The following describes how to support a client’s transformation journey
Sustain
Execute
Integrate
Operationalize
Imperative
PgM Journey
Deloitte
1.
Strategy and Transformation Imperative
2.
Objectives, Guiding Principles & Stakeholder Management
3.
Preliminary Set of Initiatives
Description • Understand strategy and the transformation imperative facing the client • Establish the transformation objectives and guiding principles for decision making, and manage Stakeholders • Surface a preliminary set of transformation initiatives for analysis and prioritization • Establish structures for governance and management of the transformation program
i.
Governance Framework
ii.
Decision Rights Framework
iii.
Transformation Pipeline
i.
Implementation Plans
• Develop detailed work plans and resource plans for the individual initiatives
ii.
Interdependency Alignment
• Identify and align the dependencies between the initiatives
iii.
Integrated Transformation Roadmap
• Develop an integrated implementation roadmap for the overall transformation program
i.
Delivery Assurance
• Monitor and control all aspects of the transformation program and implementation progress
ii.
Program Health Checks
• Regularly assess the program’s management processes to identify gaps and areas that require additional focus
iii.
Executive Reporting
• Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i.
Transition and Knowledge Transfer
• Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the program
ii.
Continuous Improvement
iii.
Program Closure
• Define approach for identifying, escalating, making, and communicating key decisions • Analyze and rationalize initiatives and establish a pipeline of prioritized transformation initiatives
• Develop approach and process for supporting and measuring continuous improvement • Resolve outstanding issues, archive program documents, and conduct client acceptance Delivering Complex Programs with Consistency and Success
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Detailed planning aligns stakeholders and ensures success
Effective planning maps out tasks of projects in the program, timing, roles, and responsibilities. Project schedules are a key tool to ensuring stakeholders understand their responsibilities and expectations and that the program has appropriate insight into activities and resources necessary to complete the project scope. Initial Pipeline Plan Begin developing project schedules using output from Phase 2’s “Initial Pipeline Plan”
Milestones
Standard Project Schedule Fields Name Name of team / project element
Milestone
% Complete Estimated % complete of project element Requirements
Duration Duration of project element Start Project element start date
R1 - Objectives Approved R2 - Requirements Elicited & Documented P1 - High Priority Process Artifacts Completed
Process
Finish Project element finish date Predecessor Dependency element # within work plan Planned project deliverable for each Deliverable element External Dependencies external to project work plan Dependency Estimate Key assumptions / rationale for element Assumptions durations Resource Names Resource ownership of project elements
P2 - Medium Priority Process Artifacts Completed P3 - Low Priority Process Artifacts Completed D1 - Design Complete B1 - Build Complete
Project Rollout
IR1 - Implementation Readiness Complete DP1 - Deployment Complete
C1 - Project Close
Project Schedule
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Programs typically use PMC and MS Project to build and manage project schedules
Schedules are then uploaded into HP PPM PgM for ongoing management at the Program Level Delivering Complex Programs with Consistency and Success
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Implementation Plans – Reporting
High-level program reporting across project milestones is imperative to successfully track and understand progress. Individual Project Schedules
Project A
Each project builds a detailed bottoms-up workplan
Individual Workstream-Level Reports Projects from the same workstream are consolidated into a standardized reporting template, which provides:
Quick, simple view of the overall workstream progress and schedule
Ability to track completed, early and late milestones in a program-wide forum on a weekly basis
ILLUSTRATIVE
Workstream A
2009
Workstream B SEPT IMO R2 – Requirements Elicited and Documented
Today’s Date Current date for status tracking reference
100%
OCT
2010
NOV 2009
SEPT (3 of 3) OCT
DEC
NOV
JAN DEC
FEB JAN
MAR FEB
APR MAR
MAY 2010 JUN APR
MAY
JUL JUN
AUG JUL
SEPT AUG
SEPT
IMO R2 – Requirements Elicited 100% (3 of 3) IMO R3 and – Business Requirement Documented 100% (3 of 3) Approvals Completed IMO R3 – Business Requirement IMO R4 Approvals – System Requirement Completed Approvals Completed
100%
0%
IMO R4 – System Requirement IMO P1-3 - ProcessCompleted Artifacts Approvals 100% Completed IMO P1-3 - Process Artifacts IMO D1 Completed - Design Complete
0%
(0 of 3)
(3 of 3)
100%
IMO D1 - Design Complete IMO B1 - Build Complete
Project B
(3 of 3) (0 of 3)
B1 - Build System Complete IMO T1 IMO - Independent Testing Complete IMO T1 - Independent System IMO IR1Testing - Implementation Complete Readiness Complete
(3 of 3)
0%
(0 of 3)
0%
(0 of 3)
(0 of 3)
0%
(0 of 3) (0 of 3)
0%
0% 0%
(0 of 3)
0%
IMO IR1 - Implementation Readiness Complete IMO DP1 - Deployment Complete
(0 of 3)
0%
(0 of 3)
0% (0 of 3)
IMO DP1 - Deployment Complete IMO TR1 - Training Complete
Milestone End Date IMO TR1 - Training Complete Planned final completion date across milestone category
NOT APPLICABLE Milestone Quantity Information NOT APPLICABLE Number of milestones complete out of the total across the workstream
0% (0 of 3)
Progress Bar % complete of the specific milestone category
Note: A Milestone is defined as a significant event or time period within the life cycle of the project. These typically are used for progress reporting or linking to external dependencies. Milestones are usually zero effort, zero duration tasks that have predecessor/successor links or constraints and no resource assignments
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Implementation Plans – Planning Project Resources
Allocating and managing against a resource plan ensures projects stay within budget and meet defined milestone dates Snapshot of Resource Planning Grid ILLUSTRATIVE Program Name Day 1 – Paper
Project Name XXX
External Resource Resource PM Start - Hourly Type Name Comments Date Rate
End Total Total Rate Date Hours Cost
XXX
9/30
XXX
John Smith
Secured availability
5/16
XXX
XXX
XXX
Column Descriptions Program Name Project Name Resource Type
Other External Rate Resource Name PM Comments Start Date End Date Total Hours
Date
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Resource Management Highlights
Project personnel needs with detailed resource estimates to ensure adequate staff levels
Forecast resource capacities and allow the Program Management team to proactively guide and assist project teams when needed
Enable Project Managers to track which roles have been filled and time periods which may be lacking resource coverage during execution
Descriptive Program Name where applicable Descriptive Project name Select descriptive title for the resource Resource type differs from identified list Rate used for external resources – contractors and consultants Resource’s name Comments from the project manager / lead
Start of resource duration End of resource duration Calculated value of weekly hours Count of resource’s hours for the week ending on that date ; 1 full-time employee (FTE) is equivalent to 40 hr
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Aligning Interdependencies
Identifying, managing, and aligning critical path project dependencies is key to minimizing the effect of slippages and mitigating the risk of overall delays. Key Steps
1
Identify program-level milestones and dependencies with “Walk the Walls” workshop
3
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2
Map identified interdependencies and points requiring coordination using Dependency Planner
Prioritize risk and plan mitigation strategies using Risk Management Framework
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"Walk the Walls" – Workshop Overview
“Walk the Walls” is a planning alignment exercise that enables the rapid identification of cross-team deliverables and dependencies throughout the program, and the building of an integrated milestone roadmap to govern the program going forward. Tools
Inputs
Transformation Pipeline
Key Activities
Workstreams develop “Milestone cards” by identifying their respective: − Program-wide deliverables − Critical path milestones − Cross-program interdependencies
Review and ensure alignment on program-wide path to achieve transformation (milestones, dates, dependencies) Develop mutual understanding of interdependencies across teams Identify additional gaps, risks and issues, open questions, and open interdependencies
Detailed Workplans
Objectives
“Walk the Walls” Workshop
Dependency Planner
Outputs Risk Management Framework
Document initiative interdependencies and establish points for coordination Perform decision risk analysis to identify planning risks, determine degree of risk, and develop risk mitigation plans
Note: Walk the Walls is often used in M&A engagements. For more information, refer to the M&A Square 1 site for supporting tools and methods. Deloitte
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"Walk the Walls" – Milestone Alignment Activity
During “Walk the Walls,” teams ensure that relevant milestones have been identified, milestone owners assigned, alignment on milestone timing obtained, and dependencies highlighted
Prep
Present
Discuss
Review
Each team pre-populates index cards identifying their project’s critical path milestones and interdependencies
Color-code dependencies based on type (e.g., dependency on IT, go-live date, etc.) and/or priority
Post milestone cards to the “Wall”
Teams do preliminary “Walk the Walls” to obtain an initial understanding of how the program’s deliverables relate
Present inbound / outbound dependencies and timing for each deliverable, spending more time on critical path deliverables
Identify risks or issues that might impact deliverables
Make note of any misaligned end dates, missing milestones / dependencies, project scope overlaps, additional resourcing needs etc.
Detailed “Walk the Walls” with in-depth discussions if adjustments to milestones, dates, dependencies, resourcing, and/or scope are needed
Identify and define interdependencies; ensure that teams are aligned on dependency needs and timing
Raise any concerns that should be recorded in the “parking lot”
Format Function Name & #
Dependency
Milestone Description Begin Date
End Date
Example Finance P017
Day 1 Critica l
SWDNA
Decommission ASU Daily Feed May 25, 2012
Day 2
At the end of the session, the group will:
Review the revised wall to ensure that the new timeline is accurate
Work through any issues captured in the “parking lot”
Document all identified interdependencies
Note: Walk the Walls is often used in M&A engagements. For more information, refer to the M&A Square 1 site for supporting tools and methods. Deloitte
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High-Level Initiative Roadmap – Example
The high-level roadmap displays the major initiatives identified to transition the client’s future state: 2013
Jan
Q4 Key business milestones
Core systems capabilities
Q1
Insurance sales
Dec
Q2
Claims
2014
Jan
Q3
Q4
Claims (Harvest)
Q1
Insurance sales
AgriStability fee deadline
Q2
Claims
Farm loans sales
Dec
2015
Jan
Q3
Q4
Claims (Harvest)
Crop HPR deadlin e
AgriStability supplementary fee deadline
AgriStability fee deadline
Q1
Insurance sales
Farm loans sales Supp/tax info deadline
ILLUSTRATIVE Dec
Q2 Claims
2016 Q4
Q3 Claims (Harvest)
Farm loans sales Supp/tax info deadline
Crop HPR deadline
AgriStability fee deadline
Supp/tax info deadline
Crop HPR deadline
Systems operations and maintenance
Oracle DB & PB upgrade High availability data centre implementation with disaster recovery Core systems fit-gap analysis
Core systems transition strategy Competency classification solution
Finance updates Job descr. & classifications
Organization structure
Future state processes, policies, and procedures Future state processes defined
Organization transition
Program | product changes implemented Ongoing program | product updates Knowledge Employee portal Management (KM) upgrade KM strategy KM tools and defined processes in place
Program | product updates Culture def.
Legend Policies, procedures & systems | workflows updated
and strategy
Culture Future-state culture defined strategy defined
Organization training and transition Initiate corporate training plan
Performance management system upgrade
Dependencies
System initiative
Milestone Future initiative (to be defined)
Non-transformation (operational)
Support staff in new roles New org. structure in place
Client interaction model
Single view of the customer
Master data mgmt. (MDM) Data clean-up MDM standards Customer complete and system in segmentation place Customer Relationship Management (CRM) CRM discovery complete
Foundational initiative
Phase 1: Transition Ready
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Benefits delivered in Phase 2 (2013/14): • Defined org. structure, RACI, job descr. • Program | product changes implemented • Customer segmentation strategy complete • MDM implemented • Channel strategy complete
CRM implemented
Benefits delivered in Phase 3 Phase 2: (2014/15): Transformation • New policies and procedures defined Initiatives
• Staff trained and systems updated to support new org. structure • New org. structure fully transitioned • CRM implemented • Portal content migrated to new platform
Phase 3: Optimization Initiatives
Benefits delivered in Phase 4 (2015/16): • Portal enhancements (TBD)
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Business Transformation Methodology
The following is a generic methodology that contains most of the common activities found in business transformation projects Components of Business Transformation 1. Change Management
1. Project Administration
2. Leadership & Stakeholder Alignment
2. Project Organization
3. Communications
3. Risk, Issue, Decision Management
4. Learning & Capability Transfer
PMO
5. Org. Design & Workforce Transition
4. Project Reporting 5. Project Finance 6. Deployment Readiness
Business /
CompanyCustomer Vision
1. Strategy Design
Strategy
1. Architecture 2. Environment Management 3. Data Conversion 4. Management Information 5. Applications 6. Infrastructure
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Technology 1. Operating Model 2. Process Design 3. Facilities
4. Real Estate
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De la Gestión de Proyectos a la Gestión de Procesos Un Enfoque de Trabajo
Miguel E. Hidalgo G.
Senior Manager - Operational Excellence
[email protected]
Deloitte
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Se debe lograr una transición que genere el menor impacto y facilite la operación conforme a lo esperado
1 2 3 Deloitte
Diseñar el modelo operacional futuro, vinculando la estrategia con objetivos tácticos
Asegurar que los procesos futuros (To Be): • Se alineen con la transformación • Maximicen la eficiencia • Mejoren la calidad del servicio/producto
Asegurar el Soporte e Instalaciones para la nueva estructura estructura organizacional.
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Un enfoque integral
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Un enfoque metodológico que permite la optimización y mejora de procesos, logrando alinearlos a los atributos del cliente y estrategia de la organización Definir Oportunidades Objetivo: Identificar el problema, alcance del proyecto y establecer metas de mejora.
Medir Rendimiento
Valores Fundamentales
Controlar Rendimiento
Objetivo: Monitorear y mejora continua.
Personas Excepcionales
Mejoramiento de Negocio Objetivo Común
Ejecución de Excelencia
Alta Colaboración Implementar Objetivo: Desarrollar soluciones para enfrentar las causas.
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Objetivo: Medir el estado actual del rendimiento del proceso e identificar oportunidades.
Analizar Oportunidades Objetivo: Identificar las causas y evaluar potenciales soluciones.
Delivering Complex Programs with Consistency and Success
32
Integrando…
Diseñar el modelo operacional futuro, vinculando la estrategia con objetivos tácticos
Asegurar que los procesos futuros (To Be) se alineen con la transformación, maximicen la eficiencia, y mejoren la calidad del servicio/producto
Asegurar el Soporte e Instalaciones para la nueva estructura estructura organizacional.
Definir
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Medir
Analizar
Implementar
Controlar
Delivering Complex Programs with Consistency and Success
33
En la fase “Definir” se revisa el estado actual, objetivos y planificación del proyecto
Definir
Medir
Analizar
Implementar
Controlar
En la primera fase del proyecto se destina a evaluar el estado actual de la organización y planificar todas las actividades claves, plazos y productos. Actividades Claves • Establecer Modelo Operativo de Alto Nivel. • Identificar la capacidad de gestionar procesos (Madurez). • Determinar brechas y Plan de Implementación.
Herramientas
Deloitte
Delivering Complex Programs with Consistency and Success
34
En la etapa de “Medir” se analizan los atributos del cliente y se realiza un análisis de los procesos
Definir
Medir
Analizar
Implementar
Controlar
Realizar análisis del desempeño actual de los procesos, identificar productos/servicios estratégicos, y los atributos que valora el cliente. Actividades Claves • Definir alcance y Plan de Implementación. • Realizar análisis “Voice of the Customer” (VOC). • Levantar procesos As Is y su evaluación (desempeño, KPIs). • Identificar requisitos para el soporte e infraestructura. • Redefinir Modelo Operativo.
Herramientas D Develop New Products/Services
S Sell Products and Services
Cont'd.
S-010 Analyze the Sales Area
S-110 Build and Maintain Relationship with Customer and Intermediary
S-170 Initiate, Manage and Close Internet Sale
K-160 Develop Physical Distribution Channel Strategy
S-060 Develop Sales Plan
S-120 Identify Specific Sales Opportunities for Direct Sales
S-180 Provide Sales Support
K-170 Manage Product Obsolescence
S-070 Determine Customer Contact Team
S-130 Initiate, Manage and Close Direct Sale
S-190 Manage and Evaluate Performance
K-040 Define Categories
K-110 Design and Develop Pricing Strategy
K-180 Develop Sales Force Strategy
S-080 Determine Call Center Infrastructure
S-140 Initiate and Manage Proposal
S-200 Develop Operating Plan
K-050 Identify Customer or Market Segments
K-130 Design and Develop Promotion Strategy
K-190 Design and Develop Customer Service Strategy
S-090 Design and Develop Applications/ Infrastructure for Internet Sales
S-150 Initiate, Manage and Close Contracts
S-210 Close the Loop to Marketing, Planning, Manufacturing, and Logistics
K-060 Perform Internal Assessment
K-140 Design and Develop Advertising Strategy
K-200 Develop Product/ Service Forecast
S-100 Select/Manage Resellers, Sales Agents, Brokers, Distributors
S-160 Initiate, Manage and Close Telemarketing Sale
D-220 Implement Products/Services
K-010 Plan and Conduct Research
K-070 Identify Marketing Opportunities
K-150 Develop Public Relations Strategy
D-170 Define Marketing and Sales Plan (Customer Requirements)
D-230 Qualify Products/ Services
K-020 Conduct Market Analysis
K-090 Develop Product Life Cycle and Global Strategies
D-180 Conduct Research and Development
D-240 Manage Change Orders
K-030 Conduct Competitor Analysis
K-100 Develop Positioning for Products and Services
D-190 Develop and Design Products
D-250 Manage Alpha/ Beta Product Releases
D-200 Develop and Design Services
D-260 Launch Products/ Services
D-210 Develop and Design Processes
Deloitte
K Market Products and Services
D-160 Plan and Manage Product Business Plans
K-210 Implement/Control the Marketing Plan
Infrastructure Processes
Delivering Complex Programs with Consistency and Success
35
En la etapa de “Analizar” se recopila y analiza la información obtenida
Definir
Medir
Analizar
Implementar
Controlar
En esta etapa se analiza la información obtenida y se define un roadmap para la implementación óptima de cada uno de los procesos. Actividades Claves • Benchmarking del Modelo Operativo y/o comparación con el modelo actual. • Realizar Benchmark donde se identifiquen las mejores prácticas y KPI’s de la industria. • Realizar análisis causa-efecto. Simulaciones. Casos de Prueba. • Identificar oportunidades y definir roadmap de implementación. • Generar presupuestos para infraestructura y nuevos miembros del equipo.
Herramientas
Deloitte
Delivering Complex Programs with Consistency and Success
36
En la etapa de “Implementar” se incorporan las mejores prácticas de la industria y comienzan a rodar los nuevos procesos
Definir
Medir
Analizar
Implementar
Controlar
Una vez que se tienen las oportunidades de mejora identificadas y validadas, se comienza a trabajar en el “vamos”. Actividades Claves • Diseñar procesos To Be, con todos sus elementos. • Implementación de los nuevos procesos. • Implementar la nueva infraestructura e incorporación de nuevos miembros del equipo. • Generar las competencias del equipo.
Herramientas D Develop New Products/Services
K Market Products and Services
S-170 Initiate, Manage and Close Internet Sale
K-160 Develop Physical Distribution Channel Strategy
S-060 Develop Sales Plan
S-120 Identify Specific Sales Opportunities for Direct Sales
S-180 Provide Sales Support
K-170 Manage Product Obsolescence
S-070 Determine Customer Contact Team
S-130 Initiate, Manage and Close Direct Sale
S-190 Manage and Evaluate Performance
K-110 Design and Develop Pricing Strategy
K-180 Develop Sales Force Strategy
S-080 Determine Call Center Infrastructure
S-140 Initiate and Manage Proposal
S-200 Develop Operating Plan
K-050 Identify Customer or Market Segments
K-130 Design and Develop Promotion Strategy
K-190 Design and Develop Customer Service Strategy
S-090 Design and Develop Applications/ Infrastructure for Internet Sales
S-150 Initiate, Manage and Close Contracts
S-210 Close the Loop to Marketing, Planning, Manufacturing, and Logistics
K-060 Perform Internal Assessment
K-140 Design and Develop Advertising Strategy
K-200 Develop Product/ Service Forecast
S-100 Select/Manage Resellers, Sales Agents, Brokers, Distributors
S-160 Initiate, Manage and Close Telemarketing Sale
K-010 Plan and Conduct Research
K-070 Identify Marketing Opportunities
K-150 Develop Public Relations Strategy
D-170 Define Marketing and Sales Plan (Customer Requirements)
D-230 Qualify Products/ Services
K-020 Conduct Market Analysis
K-090 Develop Product Life Cycle and Global Strategies
D-180 Conduct Research and Development
D-240 Manage Change Orders
K-030 Conduct Competitor Analysis
K-100 Develop Positioning for Products and Services
D-190 Develop and Design Products
D-250 Manage Alpha/ Beta Product Releases
K-040 Define Categories
D-200 Develop and Design Services
D-260 Launch Products/ Services
Deloitte
Cont'd.
S-110 Build and Maintain Relationship with Customer and Intermediary
D-220 Implement Products/Services
D-210 Develop and Design Processes
S Sell Products and Services
S-010 Analyze the Sales Area
D-160 Plan and Manage Product Business Plans
K-210 Implement/Control the Marketing Plan
Infrastructure Processes
Delivering Complex Programs with Consistency and Success
37
En la etapa de “Controlar” se monitorean diseñan los tableros de control y se realizan revisiones a los procesos
Definir
Medir
Analizar
Implementar
Controlar
En esta etapa se monitorean los procesos y su desempeño, de acuerdo a lo planificado, retroalimentándolos. Actividades Claves • Diseñar el tablero de control de los KPIs. • Monitorear los KPIs y establecer la eficiencia de los procesos. • Levantar alertas en caso de ser necesario. • Realizar análisis causa-efecto para los procesos con bajo desempeño.
Herramientas
Deloitte
Delivering Complex Programs with Consistency and Success
38
Integrate Phase Outputs
At the conclusion of the integrate phase, three principle outputs will have been developed that will be further utilized in the Execute phase Outputs from Integrate Phase 1 Implementation Plans
Imperative
Deloitte
Operationalize
2
Interdependency Alignment
Integrate
3 Transformation Roadmap
Execute
Sustain
Delivering Complex Programs with Consistency and Success
39
Phase Four: Execute
The following describes how to support a client’s transformation journey
Sustain
Execute
Integrate
Operationalize
Imperative
PgM Journey
Deloitte
1.
Strategy and Transformation Imperative
2.
Objectives, Guiding Principles & Stakeholder Management
3.
Preliminary Set of Initiatives
Description • Understand strategy and the transformation imperative facing the client • Establish the transformation objectives and guiding principles for decision making, and manage Stakeholders • Surface a preliminary set of transformation initiatives for analysis and prioritization • Establish structures for governance and management of the transformation program
i.
Governance Framework
ii.
Decision Rights Framework
iii.
Transformation Pipeline
i.
Implementation Plans
• Develop detailed work plans and resource plans for the individual initiatives
ii.
Interdependency Alignment
• Identify and align the dependencies between the initiatives
iii.
Integrated Transformation Roadmap
• Develop an integrated implementation roadmap for the overall transformation program
i.
Delivery Assurance
• Monitor and control all aspects of the transformation program and implementation progress
ii.
Program Health Checks
• Regularly assess the program’s management processes to identify gaps and areas that require additional focus
iii.
Executive Reporting
• Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i.
Transition and Knowledge Transfer
• Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the program
ii.
Continuous Improvement
iii.
Program Closure
• Define approach for identifying, escalating, making, and communicating key decisions • Analyze and rationalize initiatives and establish a pipeline of prioritized transformation initiatives
• Develop approach and process for supporting and measuring continuous improvement • Resolve outstanding issues, archive program documents, and conduct client acceptance Delivering Complex Programs with Consistency and Success
40
Execute Phase Outputs
At the conclusion of the integrate phase, three principle outputs will have been developed that will be further utilized in the Execute phase Outputs from Execute Phase 1 Monthly Health Check Scorecard
Imperative
Deloitte
Operationalize
2 Integration Success Metrics
Integrate
Execute
3 Status Reports
Sustain
Delivering Complex Programs with Consistency and Success
41
Phase Four: Execute
The following describes how to support a client’s transformation journey
Sustain
Execute
Integrate
Operationalize
Imperative
PgM Journey
Deloitte
1.
Strategy and Transformation Imperative
2.
Objectives, Guiding Principles & Stakeholder Management
3.
Preliminary Set of Initiatives
Description • Understand strategy and the transformation imperative facing the client • Establish the transformation objectives and guiding principles for decision making, and manage Stakeholders • Surface a preliminary set of transformation initiatives for analysis and prioritization • Establish structures for governance and management of the transformation program
i.
Governance Framework
ii.
Decision Rights Framework
iii.
Transformation Pipeline
i.
Implementation Plans
• Develop detailed work plans and resource plans for the individual initiatives
ii.
Interdependency Alignment
• Identify and align the dependencies between the initiatives
iii.
Integrated Transformation Roadmap
• Develop an integrated implementation roadmap for the overall transformation program
i.
Delivery Assurance
• Monitor and control all aspects of the transformation program and implementation progress
ii.
Program Health Checks
• Regularly assess the program’s management processes to identify gaps and areas that require additional focus
iii.
Executive Reporting
• Provide timely, actionable, and metrics-driven assessments of progress to key stakeholders
i.
Transition and Knowledge Transfer
• Conduct transition and knowledge transfer to Business-As-Usual, and identify lessons learned for the program
ii.
Continuous Improvement
iii.
Program Closure
• Define approach for identifying, escalating, making, and communicating key decisions • Analyze and rationalize initiatives and establish a pipeline of prioritized transformation initiatives
• Develop approach and process for supporting and measuring continuous improvement • Resolve outstanding issues, archive program documents, and conduct client acceptance Delivering Complex Programs with Consistency and Success
42
Knowledge Transfer Framework
Separate from training for end-users, “Knowledge Transfer” is an integral part of the change process. It is the collaborative process of building explicit knowledge, skills, and abilities (along with the confidence to apply them) through activities, mentoring, and other project activities. Knowledge Transfer Framework
Change Readiness Assessment
Communications
Change Risk Wheel The Change Risk Diagnostic provides a structured approach which can be used to rapidly identify the critical project risks that need to be addressed in the Change Management Plan Competing Initiatives What other projects and initiatives will impact the transformation?
Vision Proposition How strong is the business case?
Organization/Infrastructure How will our culture and organizational infrastructure support the project?
Vision Focus How clear is the vision?
Migration Plan How clearly defined are the steps to achieving the future state?
Stakeholder Resistance How much resistance exists?
Technical/Training How skilled are individuals in the Technology and organization aspect of transformation? Area Ready for Change Executives
Sponsorship How much support truly exists?
Area of Potential Concern Management
Distribute communications to ensure that employees are well-informed about and involved in the change
Significant Obstacles to Change
Employees
Project Team AMTRAK_104_02
Revise opportunities and barriers identified that must be addressed for the project to be implemented successfully
Materials: Change Management Communication Strategy, Phase 1
Materials: Change Readiness Assessment, Phase 1
Knowledge Transfer
Stakeholder Analysis
Identify and involve stakeholders with authority, power, and influence to lead and visibly support the knowledge transfer Materials: Stakeholder Analysis, Phase 1
Deloitte
Training
Develop materials and conduct trainings to ensure employees are provided skills to use the new processes and systems to their work Delivering Complex Programs with Consistency and Success
43
Continuous Improvement – Overview
Continuous Improvement maximizes the organization’s ability to efficiently execute business processes in a way that is aligned with strategic goals, while ensuring improvements are institutionalized and engrained in the fabric of the organization. Components of Continuous Improvement WHAT
WHY
WHO
Disciplined approach to continually identify and evaluate opportunities for service optimization
Institutionalize an approach to track realization of benefits and maintain value realization after program close.
Business as usual, steering committee, governance body, and knowledge transfer teams involved.
Identify key metrics that the program will focus on to drive Continuous Improvements to the business Analyze causal hypotheses, identify root causes, validate hypothesis Improve by developing ideas to address root causes, test solutions, execute improvement solutions/measure results Control and maintain performance by establishing standard measures to enable continuous improvement, communicate results
Deloitte
Sustain transformation objectives by establishing a repeatable framework to identify, implement, and measure service improvement
Measure targeted KPIs, identify surface level opportunities or symptoms, baseline operational processes
Track, monitor, and sustain benefit / value realization resulting from transformation
Organizational Leadership sets strategic direction used to drive the Continuous Improvement program
Business stakeholders who focus on business value and business-facing improvements
Execution teams focused on ensuring successful transformation (i.e., Program, Continuous Improvement teams)
Delivering Complex Programs with Consistency and Success
44
Formal Program Closure
All projects and programs have a finite start and end. Closing projects involves gaining stakeholder and customer acceptance of the final products and services, and bringing the program to an orderly end.
Closing Process
Processes performed to conclude all activities across the program to formally complete the program, projects, or phase.
Close Program, Projects, or Phase
Close Procurement Process
Focus on final product, service or result transition, and updating of organizational process assets
Focus on formal closing of contract, procurement artifacts, and procurementrelated lessons learned.
•
•
Administrative Closure: Release project resources, return assets, pack up daily operations, etc. Handover: Conduct review meeting, train handover stakeholders − Capture and handover all project artifacts and formal documentation on completion/termination of project/phase
•
End of Project Learning: Update organization process assets, document lessons learned
•
After Action Review Evaluate •
Contract Closure: Formal closeout of all contracts, review of deliverables, conduct project deliverable acceptance
What did we set out to do?
•
What did we achieve?
− Verify project scope and review terms and conditions
•
What went really well?
•
What could have gone better?
•
What prevented us from doing more?
•
What can we learn from this?
− Update organizational activities − Receive formal written notice that contract is completed
It is important to formally close the program in order to reflect on what can be learned to improve future transformations. Deloitte
Delivering Complex Programs with Consistency and Success
45
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