Presentation made in 2010 on the need for making sure that roles are defined, separated and fully equiped based on processes developed in a Waterfall PM setting.

1. PROJECT MANAGEMENT:
Process Development, Management & Control
November 2, 2010
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 1

2. Questions to be Answered
• Why do we need Processes?
• What is our current state?
• How do we develop good Processes?
• What are the next steps?
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 2

3. WHY DO WE NEED PROCESSES?
Jack of all Trades System
Quarter Back
Football Player
Wide Receiver
Running Back
Stats Pass Efficiency Yds. / Yds./ Carry FG Len. Place Kicker
Recept’n
%/Avg. 58% 8.5 3.8 39
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 3

4. BPO – Business Process Optimization
Division of Labor
QB
Quarter Back
WR
Wide Receiver
RB
Kicker Running Back
Stats Pass Efficiency Yds. / Yds./ Carry FG Len. Place Kicker
Recept’n
%/Avg. 65% 10.7 5.6 45
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 4

5. Five Basic Reasons
• Resource Efficiency & Productivity
– Focus on resource’s strengths
– Allows for resource training and development
– Decreases chances of resource “Burn-Out”
• Optimization of New Resource integration
– Structure is set in place
– Decreases learning curve
– Less time is spent on training
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 5

6. Five Basic Reasons (Cont’d)
• Repeatability of successes
• Emphasizes Team work
– Knowledge is not “siloed” with one resource
– Importance of hand-offs
– Documentation
• Allows for Scalability and Flexibility
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 6

7. WHAT IS THE CURRENT STATE?
Jack of all Trades System
Quarter Back
Young Football Player
Wide Receiver
Running Back
Place Kicker
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 7

8. Current State Summary
• Resources as “Heroes”
• “Fire-Fighting” culture
• “Siloed” Information & Expertise
• Clients as burdens
• Successes cannot be repeated
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 8

9. Steps to Developing Optimal Processes
1. Scope: A map of Processes to be Developed.
2. Objective:
– Why is the Process being developed?
– What is the expected end result of using the process?
3. Description: The different modules of the Process that need to spelled
out.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 9

10. 1. Scope
Processes common across Organizations:
A. Communications Management
B. Change Management
C. Deliverables Management
D. Issues Management
E. Risk Management
F. Financial Management
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 10

11. 1A. Communications Management
Determining how information & ideas are communicated.
•Internally
– Meetings
• Frequency
• Setup
• Agenda
• Driver
• Documentation (Minutes)
– Communication Path
– Escalation Path
•Externally (Client Interface)
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 11

12. 1B. Change Management
Changes to anything within the scope of a contract
•Internal Projects
– Changes driven by internal resources
– Value-Add services within scope
•External Project
– Changes outside contract scope (even if driven by internal
resources)
– Changes driven by the client
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 12

13. 1C. Deliverables Management
Deliverables to the team or the client
•Internal Deliverables
– Status Reports
– Meeting Minutes
– QA Documentation
– Labor/Financial Tracking Document
•External Deliverables
– Project Status Report
– Invoices
– External PCAs
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 13

14. 1D. Issues Management
Issues both systemic and ad hoc that arises while the Project is being
executed
– Escalation Route
– Documentation
– Reporting (Who and when)
– Frequency of updates
– Issues tracking
– Closure
– Post hoc review
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 14

15. 1E. Risk Management
Risks associated with executing the Project
– Resource availability & bandwidth
– Infrastructure limitations
– Potential of future adversity (Data driven analysis usually
produced by BI group)
– Financial risk
PS: After risks are identified, an initiator/owner needs to be defined ahead
of time and an escalation/communication path established.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 15

16. 1F. Financial Management
Addresses and reviews both the Project and intra-departmental financials
– Forecasting
– Analysis
– Documentation
– Auditing/Review
PS: Usually the PM office only has jurisdiction over the documentation of
financials. In most organizations BI or Finance Department does the
Forecasting and Analysis, and the Finance Department does the
Auditing/Review.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 16

17. 2. Objective
A. Why is the Process being developed?
B. What is expected to be the end result of using the process?
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 17

18. 2A. Why?
•RigidBusiness Environment
•Chaotic Business Environment
•Hard working Employees not recognized or not adequately rewarded
•Project execution sloppy
•Successes cannot be or is not being duplicated
•Resources are not working as a team
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 18

19. 2B. End Result
•Create a flexible work environment
•Locate and reward exceptional resources
•Execute projects efficiently
•Duplicate successful projects
•Create camaraderie among team members
•Achieve maximum client satisfaction
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 19

20. 3. Description
Modules most common to Processes:
A. Control
B. Ownership
C. Storage
D. Input and Output
E. Key Contacts
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 20

21. 3A. Process Control
Person in charge of managing the Process and the Documentation.
•Process management –
– Making sure that the process remains dynamic.
– The manager of the process is not necessarily the person who
will update the process.
•Process documentation
– Making sure that the process is documented.
– Making sure that the document is kept up to date and relevant.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 21

22. 3A. Process Ownership
Person in charge of updating the Process and the Documentation.
•Process Change –
– Solicits and collects process change request from resources.
– Determines the relevance and need for changes.
– Makes changes to the process as appropriate.
– Could also be the Process Controller.
•Process Documentation
– Documents the process(es).
– Documents changes to the process(es).
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 22

23. 3C. Process Storage
Where the process documentation will be stored
•Hard Copy (May not be necessary anymore with Collaboration sites doing
version controls)
– Binders/Print outs.
– Useful for training new resources.
– Helps keep soft copy secure and limits access to it.
•Soft Copy
– Designate driver (preferably secure).
– Type of access i.e. Read Only or Write.
– Versioning for historical records.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 23

24. 3D. Process Input and Output
Raw materials needed for process to function and end product of the
process.
•Example of Inputs
– Resources.
– Approvals.
– Documentation.
•Example of Outputs
– Meeting minutes.
– Resource evaluation.
PS: This is usually documented in the form of a flow chart and details who
delivers the raw material and who receives the end product.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 24

25. 3D. Key Contacts
People of interest to the Process.
•Who needs to be contacted at different stages of the process?
•When do they need to be contacted?
•Who is to do the contacting?
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 25

26. Final Synopsis
•Tactical changes vs. Culture shift.
•Time factor.
•Infinite possibilities.
•Bureaucracy & Red-Tape.
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 26

27. QUESTIONS & ANSWERS
PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 27