Proj desresdeliv gsw

Project Design and
Results Delivery Overview

Gemini Skills Workshop

GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW

Learning Objectives

• To explain the transition from an A&D to an RD

• To describe Gemini’s method of ensuring successful project designs

• To define key project design deliverables

• To describe the major components of a typical RD

• To review roles that Gemini consultants take in an RD

• To give a “feel” of what working on an RD is like

©1998 by Gemini Consulting, Inc. All rights reserved. Proprietary and Confidential.
PD&RD Ovrvw v.1.pt
–2–


Agenda
• Alternative Models for Change

• What is Project Design?
• Project Design Components
– Project Logic
– Project Approach
– Project Structure

• Stream Design
– Charters and work plans

• Results Delivery Overview
• Project Start-Up
• “As-Is” Modeling
• “To-Be Design
• Implementation
PD&RD Ovrvw v.1.pt
–3–


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

Old Gemini Value Chain

Analysis Results
Market Delivery
and
Development
Design
As Is To Be Implement

Account Management

PD&RD Ovrvw v.1.pt
–4–


Model A combines standard improvement ingredients
within an overall project management framework
“Variations on a theme” model

Issue
A&D Results
Identificatio
Delivery
n

Strategy
Re-engineering Streams
As–Is To–Be Implement

Communications/Mobilisation

Client Re-skilling

Drivers:
• Benefits Case
• Resources Available
• Readiness to Move

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

PD&RD Ovrvw v.1.pt
–5–


Model B focuses on project integration and engaging the
organisation through quick hits, pilots and labs
“Integration-led” model
• Similar to the “variations”
As–Is To–Be model, but with greater
emphasis on integration.
• Applicable to more
complex environments
e.g. pan-European
Pilots Pilots scope?
Benefits Winning Streams
Analysis
& Design Quick Hits, Labs, Future Sustaining
Pilots Streams: Organisation,
Skills, Knowledge

Communications
Benefits Tracking
Project Governance
Engage Top Clients

Mobilise Delivery Teams

Mass Communication

This model could represent best practice in managing and
integrating complex initiatives.

PD&RD Ovrvw v.1.pt
–6–


Model C has three phases
“Logical, problem-solving” model – Finding the right answer

Phase 1 Phase 2 Phase 3
Understanding the problem • Address the issue • Make it happen:
issue in depth through designing a – Implement answers (Pilot)
Focus on the right things to solution
– Align the organisation
address the issue
Engage the organisation

• Can be anything • Accelerate this phase by
depending on the client developing a strawmodel
issue and their answer, injecting content
understanding of it
• Various entry points:
– VAP, A&D, Alignment
Workshops

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

PD&RD Ovrvw v.1.pt
–7–


Model D is driven by vision and leadership alignment
Nothing will move in the
organisation until this happens and
is seen to happen

Cascade
Develop high
Align top- design of
level vision
Get executive level structure organisation,
of the future:
commitment around what it Implement
to the vision delivering means to
“We want to
the vision implement
be . . .”
the vision

• Do this in the A&D • How long does this • Do this as soon as
take? Opinion varies possible
• An option here is to from 8 weeks to 6
distinguish between months: how long
strategy dependent does it take to
and strategy-neutral develop robust
issues and identify strategy?
different routes
(and timeframes) for
addressing these

This model balances a logical process (akin to the problem-solving
model) with the organisation reality of the client system. It seeks to
make change at a higher level more visible, sooner.

PD&RD Ovrvw v.1.pt
–8–


Model E delivers sustainable results through architecting the project as a structured
learning process for the entire organisation – workstreams provide learning ingredients
“Learning oriented” model
A&D RD
• Aspiration • Strategic Capability:
• Strategic • Leadership (individual and group) • The project is
Awakening • Business Management Process engaging people at
• Challenging • Corporate, Business, Market Strategy strategic and
Leadership • Strategic Component of Core Processes emotional level in a
carefully designed
sequence of
Quick Hits To Gain

• Change/Catalyst Streams: interventions to see
Credibility

• Mobilisation
– Ongoing Mobilisation & Learning the rationale for
– Culture Change Mechanisms change for themselves
and the company and
to be part of building
• Organisation Capability: and implementing it.
– Organisation Design
– People Processes
– Process Re-engineering/Info. Systems
– Knowledge Management

This model builds on the vision and leadership alignment model and
emphasises individual and organisational learning and growth.

PD&RD Ovrvw v.1.pt
–9–


The models have differing underlying assumptions about what needs
to be worked on
Model Key Driver Underlying Assumptions
A • Task oriented • Problem is solved by assembling the right combination of standard
improvement ingredients
• Management of tasks and achieving deliverables achieves
benefits/business results: “getting stuff done”
B • Integrated solution • Pilots, labs, quick hits will engage the organisation in the short-term; need to
be seen to be active early to get results and momentum
• Complex and inter-dependent issues require holistic approach
• Balance short-term improvement streams (benefits winning) and enabling
streams (future sustaining) streams
C • Finding the right answer • Organisation is in need of new information
• Once information is available, change will result
• Logical, problem solving method is required

D • Vision and leadership • Alignment to new vision by leadership is critical to achieve movement
alignment • Top-down cascade of design and implementation

E • Organisation-wide learning • Sequence used to bring new information and organisational tools to the
organisation will determine outcomes
• Process of learning is critical to accelerating rate of change and deepening
levels of acceptance and commitment
• Need to be seen to be active early to get results, learning and commitment
• Understand people’s concerns (emotional and rational) and work with the
energy associated with these in order to improve the business system
• De-coupling project tasks from organisation and individual change process
• Build strategic and organisational capability
• Strong leadership orientation

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

Source: Focus Interviews, Summer 1997.
PD&RD Ovrvw v.1.pt
– 10 –


The value of the models lies in applying them in the right
circumstances
A. Task oriented B. Integrated solutions C. Finding the answer

Stream A Benefits winning stream
Define Identify Select
problem Option Option
Stream B Future sustaining streams
Stream C
Pilots
Stream D
Stream E

D. Vision and E. Organisation-wide
leadership learning
alignment

Top-Team
Workshops

PD&RD Ovrvw v.1.pt
– 11 –


Project Design Must Cover Content, Process and Structure
WHAT HOW WHO
Project Content Project Processes Project Structure
• Project logic: • Top-down and bottom-up • Roles and
- Business objectives, key mobilisation architecture: responsibilities for
activities, and deliverables/ - Mobilisation imperatives, Gemini and client:
benefits strategic populations, and - Program management
• Project approach: types of intervention structure
- Box and wire diagram • Client communications, - ESG composition and
forums and process meeting schedules
• Project workplan: - Types of teams
- Top-level schedule • Project control:
- Team communications
• Resource plan for Gemini
• Team charters and and client:
- Project/individual quality
workplans: reviews - Numbers, skill, duration
- Workstream activities, and type of involvement
schedules, timing, • Gemini profitability
milestones, and model:
deliverables - RPS, pricing, margin
• Business case:
- Tangible
- Intangible

PD&RD Ovrvw v.1.pt
– 12 –


Basic Principles of Project Design

• Consistency with business objectives, CSF’s and analysis conclusions

• Integrated objectives, activities and deliverables

• Clear linkage with benefits

• Achievable and measurable

• Benefits match costs . . . appropriate resources to ensure deliverables

• Involvement of the client

PD&RD Ovrvw v.1.pt
– 13 –


The Project Design Starts During the A&D
First two-thirds of A&D Final third of A&D

High-level Project Design
Possible Probable:
– Major workstreams
– Service offerings
– Team structure and skill needs
– Primary benefit buckets
– Sequencing and phasing A&D Team

Project Logic developed: RD Project
– Objectives Manager
– Activities
A&D Diagnostics input and – Deliverables
refocus: Project Approach developed:
– Conclusions – Interdependencies
– Opportunities – Sequencing
– Benefits
– Key workwith buy-in
Project Workplan developed:
– Timings
– Milestones

Sample strawmodel Project
charters/workplans if Design Workshop
appropriate
Project Design
Review

Proposal
Letter

PD&RD Ovrvw v.1.pt
– 14 –


Inputs to a World Class Design
Gemini
Analysis and Experience
Design Base
Findings

Balanced
Scorecard

Business
Case World Class
Design
Transformation
Mapping

Client Best Practice
Insights Models

PD&RD Ovrvw v.1.pt
– 15 –


How to Design a Project? The Output . . .
• Business objectives
• Streams
The Project Logic – Activities
– Benefits
– KPI’s
– Deliverables

• Streams which can be done in parallel
The Project • Streams which follow a natural
Approach precedence rule (input/output)
• The critical path

• Project governance and hierarchy
The Project/ • Work teams needed to accomplish goals
Structure – Integration
– Communications

• Activity duration
The Project/Stream
• Activity start/end date
Schedules
• Activity breakdown/milestones/review
points
PD&RD Ovrvw v.1.pt
– 16 –


The Project Logic

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

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

PD&RD Ovrvw v.1.pt
– 17 –


The Project Logic Methodology
Critical
Controllable Analysis Analysis Key
Objectives Success Benefits Results
Variables Studies Findings Deliverables
Factors

CHECK

PD&RD Ovrvw v.1.pt
– 18 –


A Results Delivery Project Logic Articulates the Close Ties
Between the Organization’S Mission and Deliverables . . .
Key
Mission Project Controllable Project
Statement CSFs Objectives Variables Activities Deliverables
(Lead Indicators)
1. 1A. 1A(1)
What are the key
Initiative levers we can
Objectives effect to achieve
the objectives
Tangible
Products
Should come 1B. 1B(1)
directly from
business 1B(2A)
1B(2)
1B(2B)
1B(3)
What need to
be in place for the
2. mission statement
to be accomplished
Specific things
to be done -
Can be mapped to
Project Approach
3.

PD&RD Ovrvw v.1.pt
– 19 –


. . . The Results Delivery Impact Logic Ties Deliverables
Back to Improved Business Performance . . .

Performance Improvement Business
Deliverables Measure Baseline Goal Impact
(Lag Indicators)

How effectiveness Change goal
is to be for performance
measured measure from
the baseline

“As Is” Expected outcomes
reading of can be qualitative
performance as well as
quantitative

… as defined by the Mission Statement on the Project Logic

PD&RD Ovrvw v.1.pt
– 20 –


Project Logic Example

Business Mission Critical Success Factors Project Objectives Key Project Activities

To accelerate significantly the • Cornerstone of consistent Ensure control by defining and Executive support and direction
improvement in our hygiene, basic safety, housekeeping implementing “Best Practices” for Quick hit identification and
and working practice basic disciplines, housekeeping
effluent and safety standards implementation Process flow
disciplines
toward consent and EPA value and working practices Brown Paper “As Is”
• Documented processes and
through better management of “To Be”
procedures that are Develop and implement a
existing people, processes integrated and cause/effect plant control process Process and procedures
and plant complimentary to that is balanced, cost effective and development
environmental and environmentally compliant
production goals Cause and effect analysis
• Roles, responsibilities and a Define and clarify team oriented
decision process that are are roles, responsibilities and decision Predictor profile development and
clearly defined, processes that ensure consistent implementation
communicated and performance, department to Decision tree development
understood department, shift to shift, level to
• Managers, staff and hourly- level Functional decomposition
paid that are trained and
competent in the required Implement an integrated Roles and Responsibilities
processes monitoring system to co-ordinate Training
• Key performance indicators environment and production goals
that are predictive, clearly with the business mission PIL coaching
defined, understood and
provide a basis for timely Create and implement an Maintenance system development
environmental and plant innovative and effective
Interface development
process control communication plan that is
• Clear and effective responsive to company and Organization alignment
communications involving all stakeholder needs
levels and stakeholders Internal communication
• A culture that values and External communications
rewards environmental
improvement and team Benefit measurement
building across levels,
functions and shifts, and
establishes continuous
improvement as a way of life
PD&RD Ovrvw v.1.pt
– 21 –


The Project Approach

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

Guidelines: • A ‘Wire Diagram’ of the project is built, showing
interdependencies, data flows, learning flows,
which build a picture of project streams, project
complexity and project timing
• Use to identify scope, magnitude of effort, process
steps and timing:
- Only use complex wire diagrams internally
- A simplified version is shown to client
- Used as a basis to prepare project structure
and project schedule

PD&RD Ovrvw v.1.pt
– 22 –


Project Approach Example
Get Control Meet Expectations
Executive Alignment Executive Action Team Meetings

On Board Executive
Action Team Environment Monitoring and Control

Agree Expectations Executive
Rapid Action Action Program
and Propose Alignment

Identify and Agree Define Agree Basic Discipline and “Best” Working Practices Hygiene and Safety Excellence Continuous
Goals Associated Goals Improvement

Pollution Abatement Excellence

Work Processes/Practices Basic Systems and Procedures

Select Joint Joint Team Strawman Sinter Impact Area Effluent Process Control Excellence
Team Members Training Charter Acid Plant Mapping
ISF Reinforcement
Refinery and Control
Lead Emission Control Excellence
EIT EIT * Strawman
Selection Training Charter

Roles and Responsibilities Alignment Organization and Culture Alignment
Communications and Roll Down Training Excellence
Roll Down Preparation Delivery
Stakeholder Environmental
Feedback Benefits

Maintenance Efficiency Maintenance Effectiveness

Current Total Quality Effort
Direction and
Purpose Doe Run Technology Training Doe Run Technology Application Economic
Outputs Results Process Benefits
Benefits Evaluation
Objectives and
Milestones
TQ Initiative Integration
Data Gathering Quality of Data Program
Approach Impact
and Use

Resources and Ongoing Communication
Sponsors
Stakeholder Partnering

PD&RD Ovrvw v.1.pt
– 23 –


The Project Structure

Objective: • To create a structure of people and teams required
to deliver the project

Guidelines: • Articulate purpose and responsibilities of each role

• Define decision processes

• Specify level of involvement/time commitment
required

PD&RD Ovrvw v.1.pt
– 24 –


Project Structure: What Levels Do We Involve?

Steering Committee

Joint/Core Team

Natural Work Teams, Rapid Action Teams,
Business Analysis Teams

Rest of Organization

PD&RD Ovrvw v.1.pt
– 25 –

GEMINI SKILLS WORKSHOP — PROJECT DESIGN AND RESULTS DELIVERY OVERVIEW Steering Committee

Joint/Core Team


What Does the Executive Steering Group Do? Rest of Organization

Top Client
Steering Committee Charter
• Provide decision making/
Steering leadership
Committee
Client Gemini
• Provide timely/consistent project
communications
Client • Establish project direction/goals
• Enable/empower organization
Issue # 1 Issue # 2 Issue #3 • Ensure organizational
involvement

Teams Teams Teams
• Evaluate progress and take
action
• Motivate/recognize contributors
• Role model new behaviors

PD&RD Ovrvw v.1.pt
– 26 –


Joint/Core Team


What Is a Joint Team?

Rest of Organization

The Project/Joint Team is:

• Composed of full-time Gemini consultants and clients

• The coordination mechanism for project activities

• “Champion” for embedding change

• The workers

PD&RD Ovrvw v.1.pt
– 27 –


Joint/Core Team


Who Are the Joint Team Members? Rest of Organization

• People that the client “cannot afford to give up”

• Future leaders of the company

• From many levels and across all functions to be involved

• Experienced in working cross-functionally and within the “shadow
organization”

• Preferably interviewed by Gemini Project leadership
– At minimum, we agree to their participation
– Respected by rest of organization

PD&RD Ovrvw v.1.pt
– 28 –


The Objectives of Task-Based Teams: Joint/Core Team


NWTs, BATs, RATs Rest of Organization

• Get the project work done well:
– Teams with the right people, right skills, right knowledge, and right access

• Get the work done quickly and efficiently

• Develop and effectively leverage client team members

• Obtain the full benefits of effective team work:
– Faster results
– Shared experience
– Leveraged management

• Obtain greater client mobilisation and buy-in

• Transfer skills and knowledge of Gemini consultants to clients

PD&RD Ovrvw v.1.pt
– 29 –


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

Business Analysis Natural Work Teams Rapid Action Teams
Teams
• Strategic/analytical • Operational • Short-term focus on
orientation improvement/process tactical targets
orientation
• Set direction and • Implement simple
develop management • Mobilize the solutions arising from
control tools organization behind A&D/As-Is analysis
solutions /
• Top-down business • Lower management /
implementation
perspective supervisory focus
• Bottom-up business
perspective

Consultants across practices can work within any of the above frameworks.

PD&RD Ovrvw v.1.pt
– 30 –


Project Structure Also Provides the Means to Effectively
Govern Project Execution

Executive Committee
Cost Project Logic
“Business
Case”

Strategic
Benefit
Steering Team

Business Benefits

Core
Natural Work Team Natural Work
Team #1 Team #4
Natural Work Natural Work
Team #2 Team #3
Schedule
Execution
NWT #1
Subteams or Workshops Team Charter
• Objectives
NWT #2 • Benefits
• Resources
Project Approach
• Key Activities
NWT #3 • Deliverables
• Time Frame

PD&RD Ovrvw v.1.pt
– 31 –


Team Charters Provide Focus and Direction

Charter Objectives:

• Communicates the overriding mission
for the team 1. Team Name: Identifies teams and conveys focus of project
or work
2. Mission: Overall purpose or problem statement of team
• Outlines team approach 3. Scope: Outlines parameters of the team

4. Objectives: Specifies objectives the team is charged to
accomplish, should be measurable when
• Aids in selecting participants possible

5. Approach: Outlines the major steps the team will need to
take
• Identifies team members, clarifies roles
6. Schedule: Guideline for overall duration of the team and
and responsibilities estimates of individual time commitment

7. Tangible products the team will deliver to
Deliverables: accomplish the objectives, should include
• Lists specific deliverables, milestones, proposals and plans
and timeframe 8. Key client: Owner of the problem, makes decisions,
assigns action plans

9. Resources: Members of the organization who will be
needed to support the team

The charter is the teams’ blueprint for success.

PD&RD Ovrvw v.1.pt
– 32 –


The Process of Creating a Charter Starts With Gemini,
But Is a Joint Effort

• Typically, a good strawmodel is created during the A&D
(may or may not involve client)

• At beginning of an RD, client joint team member and Gemini
consultant review/refine/modify charter

• Charter reviewed/refined with NWT

• Charter should be reviewed periodically to keep the team focused

PD&RD Ovrvw v.1.pt
– 33 –


The Stream/Project Schedule

Objective: • A high level plan which indicates project duration,
main activity phases, review points and main
deliverables
Guidelines:
• Keep to MAIN deliverables only

• DETAIL the first one to two months of the project
NOT the back end

• SCHEDULE all Steering Committee reviews
(approximately once a month)

• INDICATE BENEFITS SCOREBOARD REVIEW every
2-3 months

PD&RD Ovrvw v.1.pt
– 34 –


The Stream Schedule or Work Plan Can Be Used to Define the
Stream in Terms of Key Activities, Time, and Who’s on Point

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3 2 1 4 1 TE A M
3 1 0 17 24 31 7 14 21 2 8 7 1 4 2 1 2 8

Ope ra tion s Pla nnin g/E ne rg y
Procure me nt

Select Team Member s for
Operations Planning

Select Team Member s for E nergy
Pr oc urement
R A/R I

Decide on Core Diagnos tic s R R R R A/R R R R

Develop A nalys is Charters R R R R A/R R R R
Develop Initial Pr em ises R R R R A/R R R R
Es tablish Fr amework For F inal
Lear nings
R R R R A/R R R R

Develop S ite S pecific Pr obes R R R R A/R R R R

Train Team M em bers I I I R R A/R R R I
Develop Com munic ations P lan R R A/R R R I
Select Locations
R R R A/R R I
Identify Team Member s from
Loc ations R R R A/R C R I

Contac t Loc ation Team Member s R R R A/R C R

PD&RD Ovrvw v.1.pt
– 35 –


A Milestones Schedule Is Used to Articulate a Stream’s
(or Project’s) Critical Path and to Track Progress
Deliverable: Implement “To Be” Demand Forecasting process
Completion
Milestones Responsible Target Outlook Actual
1. Kick-off “To Be” implementation with Commercial ABC 4/24 4/24 4/24
and Sales management

XYZ 5/01 5/02 5/02

XYZ 5/06 5/07 5/06

ABC Should include 5/11
Phase Review
Dates
ABC 5/15

ABC 5/18 5/18

ABC 5/20 5/20

XYZ 5/21 5/21
- Denotes a Key Milestone
PD&RD Ovrvw v.1.pt
– 36 –


Often A Project Design Center/War Room Is Created
to Track Project Activities and Provide Focus
Goal Setting—Defined at Start Goal Attainment—Dynamic
Master Components Interfaces

Logics

Logic
Value Chain

Approaches

Schedule Schedule

Linkage

Approach
Benefits

Benefits Migration
PD&RD Ovrvw v.1.pt
– 37 –


There is Overlap Between Project Design and Results
Delivery

Project Design

Analysis
Market Results
and
Development Delivery
Design

Account Management

Results Delivery

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

PD&RD Ovrvw v.1.pt
– 38 –


Results Delivery Has Several Phases:

“To Be” Implemen-
Project Project “As Is” Implementation Client
Solution tation
Design Start-Up Modeling Management Transfer
Development Planning

PD&RD Ovrvw v.1.pt
– 39 –

Solution tation

What a Typical Results Delivery Looks Like:
Week
1 2 3 4 5 6
• Project Design
– Review and validate project design
– Develop project approach
– Develop team charters
– Develop work plans
T IVE
T RA
• Project Start-up US
– Determine joint team members and ESG IL L
– Kick-off work teams
– Conduct joint team training
– Review/validate charters and workplans
with team members

Ideally, most of the people selection has already occurred during the Analysis
and Design.

PD&RD Ovrvw v.1.pt
– 40 –


Why Is the Start-Up So Important?

Because it builds . . .

• Lasting trust:
- Accomplishments and professionalism increase credibility
T=IxC
- Collaboration with executives increases intimacy
R
- The right events, the right time, the right way, reduces risk

• A solid foundation:
- Communication rolldown builds work force support
- Team launch ensures right resources working the issues
- Facilitation and meeting effectiveness training improves problem solving

• Effective team dynamics:
- People aren’t frustrated by unclear or non-value added assignments
- Teammates get to know each other through early debriefs and team builds
- The team develops confidence in the account manager

PD&RD Ovrvw v.1.pt
– 41 –


There Are A Few Critical Success Factors
for a Good Startup

• Strong client team members are selected and made available

• Each team develops ownership of charters and schedules

• Project goals and objectives are agreed to by client

• Client team members receive on-boarding training
– A&D overview
– Core process skills
– Emotional cycle of change
– Benefits tracking methodology

• Communications and mobilisation plans are initiated

• A strong Executive Steering Group is formed and takes an active,
supportive role in the project

• Time is made to get to know client team members, executives
and other Gemini consultants
PD&RD Ovrvw v.1.pt
– 42 –


There are Several Reasons Most of Our Work Involves
Significant Client Involvement

• Transfer or ownership/client buy-in
– Probability of complete, successful implementation is much higher

• Clients can have good ideas

• Clients know what’s been tried before, what has worked
and what has not worked
– Understanding how to work the “underground” network is important

• Transfer of Gemini skills and knowledge

PD&RD Ovrvw v.1.pt
– 43 –


What Are the Roles and Responsibilities
of Gemini Consultants?
Project Management Thought Leadership People Development
• Develop a schedule of • Add content expertise • Conduct one-on-one
team milestones and as appropriate coaching and
completion times counseling sessions
• Challenge the team to with Executive
• Manage team sessions “think out of the box” Champions, Joint Team
and ensure the overall members, etc.
process is maintained • Act as an outside, • Assist the team in
and adhered to objective source of making pre-presents
questions and and presents to
• Work with the teams comments Leadership Committee
and Executive and Executive
Champions to ensure Champions
the integrity of the
process • Role model the process

• Manage client • Train the team in the
expectations necessary tools and
techniques

• Help Gemini team
members stretch and
grow

PD&RD Ovrvw v.1.pt
– 44 –

Solution tation

What a Typical RD Looks Like:

Week
• “As Is” Modeling 7 8 9 10 11 12
– Perform internal assessments
• Process Mapping
• Service level analysis
• SI/CC
• Initiatives review
E
TIV
• ABM
– Perform external assessments A
• Benchmarking
S TR
•
•
Customer perspective
Best practices
I LLU
• Technology assessment

– Validate findings and benefits
– Communicate/mobilize
– Perform “early wins”

PD&RD Ovrvw v.1.pt
– 45 –


“As Is” Modeling Provides the Building Blocks of the
Final Results

Early Win “To Be”
Opportunities Characteristics

Measures and Improvement Key Cost
Baselines Initiatives Drivers

Current Current Current Systems/ Current
Processes Organization Technology Culture
Structure

PD&RD Ovrvw v.1.pt
– 46 –


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

• The client is often impatient about doing the “As Is”
– They think they’ve already done it in the A&D
– They don’t want to focus on the “broken” processes
– They are anxious to start seeing results

• It is essential to get a solid “stake in the ground”
– Detailed opportunities are identified
– Performance baselines are established

• It’s as much for the mobilisation as it is for the data
– Opportunities develop to get people involved
– People like to tell somebody what they think is wrong
– We often get comments like “This is the first time anyone’s listened in years”

PD&RD Ovrvw v.1.pt
– 47 –


What Are “Early Wins”?

Definition

Identified, realistic, achievable opportunities implemented early
during the project to realize immediate, quantifiable benefits

Objectives

• To build client enthusiasm

• To build credibility for Gemini Processes

• To ensure easier migration through basic improvements

• To help generate buy-in for the longer-term programme

Early wins are a recognized Gemini strength!

PD&RD Ovrvw v.1.pt
– 48 –

Solution tation

What a Typical RD Looks Like:

Week
• 11 12 13 14 15 16 17 18 19 20
“To Be” Solution Development
– Develop “To Be” characteristics
T I VE
TRA
– Develop “To Be” picture
US
– Validate “To Be” with client
IL L
– Validate “To Be” against benefits

– Determine key performance indicators

– Develop roles and responsibilities

– Communicate/mobilize

PD&RD Ovrvw v.1.pt
– 49 –


Draw on Numerous Sources for Developing
the “To-Be” Vision
Innovation Workshops
Personal Expertise
Blue-Sky Idea Generation
Gemini Expertise
(Knowledge networks)

“As Is” Opportunities Faculty
Current Initiatives “To Be” Benchmarking
Client Subject Matter Experts Vision Professional Organizations
Internal Client Best Practices

Technology
Activity Costs
Customer Needs
Business Modeling
Remember to challenge paradigms!

PD&RD Ovrvw v.1.pt
– 50 –


There are Typically Two Phases of Design and
Development Leading up to Implementation of the “To-Be”

Implementation
Implement
Implementation Planning

Validation & Gap Analysis
Performance Measures Develop
Roles & Responsibilities

Best Practices
Design
Process Mapping

PD&RD Ovrvw v.1.pt
– 51 –


The “To Be” Design Phase

• The “Design” phase initiates the creative process leading to the
development of the “To Be”

• The “Design” phase answers questions such as:
– What could it look like at this client?

– How do “outside” ideas fit into our vision of this client’s “To Be”

– What do we want to improve?

– Where can we get good ideas?

– Is our vision the best? What other components or improvements might we add?

PD&RD Ovrvw v.1.pt
– 52 –


The “To Be” Develop Phase

• The “Develop” phase answers questions such as:

– Who is accountable for completing which process steps?

– Does the “To Be” in progress address our needs?

– Does the design work in actual practice and will the people use it?

– What is the difference between the “As Is” and the “To Be” under development?

PD&RD Ovrvw v.1.pt
– 53 –

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