Yurii Chaika: Delivery Excellence in consulting model - importance, components, enablement and committing over (UA) Ukraine Online PMDay 2022 Autumn Website - https://pmday.org/online Youtube - https://www.youtube.com/startuplviv FB - https://www.facebook.com/pmdayconference

1. Ukraine Online PM Day 2022
Delivery Excellence in consulting model - importance,
components, enablement and committing over

2. Speaker Intro
Yurii Chaika
 Current position : PMO Head in Customertimes
 Additionally : founder of DigitalIce Solutions ( nowadays – high level
overseeing only )
Some themes about myself
• Half of my life being focused on n IT 
• mostly managerial & business – focused positions coverage ( PM, PO, AM,BA , PrM ~ )
• As per PMO – started on Aug 2021 with focusing on Delivery Excellence
• On May 2022 being promoted to PMO Head ( with wide coverage )
https://www.linkedin.com/in/yuriic/

3. 1. What means “consulting model” and what’s behind it?
1. Engagement models
2. Partner-to-partner relationships
2. Solution-oriented approach
3. Delivery Excellence enablement & control
4. Cadence-based audits
1. Excellence Measurement & growth ( levels )
2. Metrics & gamification
5. External audits & workshops on demand
6. Governance model & escalation flow
7. Communicate on excellence : ways to introduce , report & negotiate on it
1. Existing expertise
2. Business language
8. Summary
Our Agenda

4. Staff
Aug.
Business Outsource
Consulting
What means “consulting model” and what’s behind it?
Engagement Supply with Commit over
Staff Augmentation Capacity/people Individual performance
Outsource Deliverables Delivery results
Consulting Solution Expertise, business & delivery results

5. Partner – to – partner relationships
Vendor
 Being engaged in client’s business
demand
 Pursuits excellence ( not limited to
delivery )
 Acts proactive
Value provision
Client
 Increases profits as per receiving
business-valuable increment
 Feels secured & respected as per
quality of relationships built
Continuous business
 Scalability depends on profitability
 Probability that customer will
continuously work with the same
vendor depends on quality of
relationships established

6. S e r v i c e s o n d e m a n d
• Customer is responsible for scope,
timeline & quality managemesnt.
• Vendor is responsible for individual
performance of staffed people, along
with contracted services and
agreements o
• Contract, chatter, invoice – key
artifacts of success
Solution – oriented approach
S o l u t i o n s p r o v i s i o n
• Vendor is responsible for scope, timeline
& quality management.
• Vendor acts proactive , can propose some
approaches / concepts / deliverables
based on visible business needs
• Subject – matter expertise , along with
architecture / product / quality areas to be
covered by vendor
• Business-oriented metrics of success to be
measured

7. Confidential
Delivery Excellence Model
Measurable
Metrics
Scalable
Ecosystem
Architecture
Technologies
Best
Practices
Agile
Framework
Org
Structure
Flow
Efficiency
Managed
Value
DELIVERY
EXCELLENCE
MODEL
Delivery Excellence implementation
/ improvement
Management Culture
Org Culture
Engineering Culture

8. Confidential
Target - 70% < projects with
level 2 or more
Partnership and strong
collaboration between Vendor and
Customer is must-have to
make this happen
We can also run external audit
if its needed
Performs quarterly based
Evaluates 70 < processes / artifacts /
tech. documents
Follows best practices
LEVEL 0
critical situation on Delivery Excellence, resolution
steps are required to be taken asap by project team
LEVEL 1
some issues with Delivery Excellence, CT should
collaborate with the customer upon resolution &
reaching next level
LEVEL 2
All necessary Delivery Excellence standards
are being enabled & supplied
LEVEL 3
extra effort was done to reach best possible Delivery
Excellence & bring project values
Delivery Excellence Quarterly Audit approach ( internal )
4 levels of
Delivery Excellence
( for now  )

9. Confidential
Quarterly Audits gamification ways ( internal )
 Appreciation letter in global corp. channel
 Gift provision ( e.g. cort-styled “delivery medal” , etc )
 Launch a session , where managers with top results will share their
success cases
 Impact on yearly performance review
 Managerial bonuses consideration

10. Confidential
01 02 03
External audit & process establishment – high level plan example
MILESTONES
• Team interviewing
• Defining streams, process storage , etc.
• Org chart, roles & responsibilities, communication plan
• Phases based on SDLC and related processes
• DoR / DoD
• Risk management
MILESTONES
• Consolidated project plan
• Requirements management
• Development process(es)
• Planning and estimation
• Stream-related process optimization
• Plan / build / validation track
MILESTONES
• Dev & test metrics
• Capacity / velocity - driven planning
• Cadence-based deliverables
• Workshops & KT if required
• Project reporting and correspond events
• Adoption / customization if required
• Methodology suggestion if required

11. Confidential
January 2022 February 2022
w1 w2 w3 w4 w5 w6 w7
Team interviewing
Process storage
Baseline processes
Expanded processes enablement
Workshops & KT sessions
Metrics enablement
Measurement & Adoption
Overseeing
• We also committed to provide suggested processes, templates and artifacts based on project needs
• Those needs to be aligned and accepted by Customer decision makers
Detailed Plan
Baseline Maintenance Measurement & Adoption
External audit & process establishment – detailed timeline example

12. Confidential
• Key objectives
• Sections which needs to be
reviewed
• Project execution
• Scope & Planning
• Release management
• Technical expertise
• Architecture ownership
• Team health
External audits – intro on areas high level audit
Findings
Optimization areas:
-Project planning ( Scope, Timeline )
-Change management
-Project RACI & Communications
-Project tech-leads board
-Project infrastructure ( processes, metrics)
-Delivery Excellence ( code review, back promotion, CI/CD,
regression/smoke testing,etc)
-Teams alignment
-Project governance
-Architecture board

13. Confidential
Issues found Recommendations
• 1
• 2
• 3
• 4
• 1
• 2
• 3
• 4
Expected Improvements & Benefits
• 1
• 2
• 3
• 4
External audits – area outputs template slide

14. Confidential
Metrics – approach overview
LEVEL MEASURE OWNER CADENCE EXAMPLE
STRATEGIC GOALS C-Board Yearly
New solution with
users acquisition
STREAM KPIs Department Yearly /
2% high-priority
or less
OPERATIONAL METRICS Team Quarterly Capacity
Strategic Goals
Goal / expectation from a particular
instance or value stream
KPI
Formed measurable expectation on
values provided by a particular project,
product or value stream
Metrics
Measurable metrics to track value in
comparing to KPI

15. Confidential
 DSAT/CSAT  NPS
Delivery
 Team Health
Team
 Velocity: Committed vs. Completed
 Lead and Cycle Time
 Value Delivered
Productivity
 Average Build Time
 Pipeline Success Rate
 Red Pipeline Time
CI/CD
 Unit Test Coverage
 Unit Test Success Rate
Unit Testing
 Scope Creep
 Created vs Resolved
Scope and Backlog
 Bug Growth
 Defect Leakage
 Invalid Defects
Quality
 Reopened Defects
 Top Priority Defects-Age Alert
 Requirements Coverage
 Duplicated Lines
 Technical Debt
 Code Smells
 Code Maintainability Rating
 Code Violations by Priorities
 Cyclomatic complexity
Code Quality
Typical metrics setup

16. Confidential
Programm governance example
Name_Surname
Business Product
Manager
Name_Surname
Tec Product
Manager
Name_Surname
Product Owner
Integration
Name_Surname
Product Owner
Data
Analysis, Design & Build
Module_1 Module_2
Name_Surname
Soln Architect
Name_Surname
Commercial Lead
Operations
Module_3
Functionality
Name_Surname
Data Manager
Name_Surname
INT Manager
Name_Surname
Change Manager
TBC
Business Analyst
TBC
CT DevOps
Implementation
Name_Surname
UI/UX Lead
Name_Surname
CT Delivery Lead
Name_Surname
ACN Delivery Lead
Name_Surname
Delivery Lead/
Program Manager
Customer
Amother Vendor
We ( main vendor )
InfoSys
Name_Surname
Test Manager
Integration
Name_Surname
Scrum Master
TBC
ACN FE Architect
Name_Surname
Scrum Master
InfoSys
Developers
Name_Surname
Product Owner
Name_Surname
Operations
Manager
Product Team
Name_Surname
Platform Owner
Name_Surname
Solution Architect
TBC
SF Consultant
TBC (100%)
FE Tech Architect
TBC
Release Manager
Name_Surname
Business Lead
Name_Surname
FR Rollout PM
TBC
UK Rollout PM
Name_Surname
Business Analyst
Name_Surname
Project Manager
TBC
Business Analyst
Name_Surname
CT Account
Management
Name_Surname
ACN Account
Management
Name_Surname
InfoSys Account
Management
Name_Surname
InfoSys Delivery
Lead
TBC
INT Consultant
TBC
Data Analyst
Name_Surname
Data Analyst
Name_Surname
MDG Dev
TBC
CT Developers
Name_Surname
ACN SF Architect
TBC
CT Architects
TBC
ACN Dev Team
Name_Surname
Devices
TBC
CT Data Migration
TBC
CT Scrum Master
TBC
ACN Scrum Lead
Name_Surname
Platform Architect
TBC
CT Test Team
TBC
ACN Test Team
Name_Surname
Wirestone UI/UX
Data Distillery Salesforce
Digital Factory
Digital Factory
Digital Factory
Customer Contractor
Digital Factory
Integration
Integration
Digital Factory
TBC
CT Project
Manager
TBC
CT Functional Lead
TBC
CT SF Consultant
“Project” Platforms
X Name_Surname
Y Name_Surname
Salesforce Name_Surname
Integration Name_Surname
A Name_Surname
Name_Surname
SF Account
Management
Salesforce
Name_Surname
Prog Architect
Name_Surname
INT Builder
Integration
TBC
Support Lead
TBC
Security Manager
Name_Surname
Operations GCS
TBC
Solution Manager
Name_Surname
Backoffice GCS
Name_Surname
Product Owner
TBC
Backoffice SFDC
Expert
Salesforce
Salesforce
Digital Factory
Name_Surname
Front End Architect
Digital Factory

17. Event Cadence Audience Focus Severity of
escalations
Steering committee Quarterly Client – sponsors, top mgmg,
vendor – portfolio , account
representatives
Business, long-term plans &
budgets , metrics of success
review ( high level )
Critical
Program staus Monthly Client – delivery mgmt.
representative, vendor – delivery,
project / program manage
Delivery-related processes,
scope, timeline , metrics
High
Delivery Excellence
sync
Quarterly Client – it depends, it should be
main representative oh collab
with us as vendor
Vendor – PMO , as optional –
delivery head
Delivery Excellence Medium / high
Sprint review / or
weekly sync in non-
Scrum setups
Biweeky / weekly Client – PM , delivery head,
related competence leads (
architect , QA lead , etc )
Vendor – PM, scrum master ,
optional – delivery head
Delivery results ( nearest ) ,
risks, issues
Medium / high
Typical sync events for escalations ( both provision & avoidance  )

18. Communications on Excellce
To team
• Explain also , why Delivery
Excellence so important
• As for enablement - follow smooth
approach , consider gamification
usage or benefits provision
 Convert delivery metrics
to money
 Provide high-level
numbers & short theses
 Compare scenarios “if 1
then , else ..”
 Be ready to share details
if requested
To client competence
leads ( e.g. QA Lead )
 Provide “tips & tricks “ , don’t push for
usage
 Coach how to use templates /
processes & how to communicate
results to top management
 Be ready to take ownership
To business

19. Summary
 Consulting model – means carrying about client’s business results & building partner – to –
partner value – driven relationships
 Main focus is to provide best possible solutions ( with or without implementation ) as per
client’s existing case / demand
 Delivery Excellence – great instrument for building a trust with the client , for avoiding risks /
issues , for decreasing efforts & wastes upon supplement, in case if enabled appropriatel
 If there is no appointment on Delivery Excellence as per particular engagement – its not
consulting for sure
 Any successful collaboration is mainly built on qualified communications – that’s applicable
for both partner-partner collab & for delivery excellence establishment teamwork