Download Introduction PM in AOMi (2)

AOMi Project Management
Practitioner Overview
Mar 2015
© AOM International 2012, all rights reserved.
Contents
Guiding Principles
The Standard AOMi Project Lifecycle
Why is PM important? What is it, exactly?
Project Definition – What & Why
AOMi PM –Reporting & Collaboration
PM Activities – Daily, Weekly
Key Resources
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Guiding Principles
Key principles underpinning thinking about how
we manage projects
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Guiding Principles
Strong Basic Methodology
Not all projects are standard
Core Skills not PM
High Coach utilisation
70% home before we start, emphasis: capability/consistency
Closer management needed, focus: discovery/design
Simple PM Tools, not OTT, simple theory… enough is good
Not much time for PM, easy tools, minimal overhead
Finite Management Time
Need to manage by exception + standard processes, autonomy
Growing
More projects. Need consistent ways of reviewing. Dashboard.
Spreading
Diversifying
More activity offshore. Need to standardise methods
Associate resource, delivery partners: training / std. methods
THEMES: Integrated Tools, Standard processes, Standard Information, Low overheads
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*RM = Relationship Management
The AOMi Project Lifecycle
The ‘life cycle’ stages in a standard AOMi
delivery project.
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Stages of a Project
Standard Planning Tasks
Currently projects are viewed as having four overall stages:SALES
DELIVERY
RM
© AOM International 2012, all rights reserved.
*RM = Relationship Management
Stages of a Project
Standard Planning Tasks
SALES
DELIVERY
C/M Assessment
Capability / Maturity Assessment
Understanding the potential for AOM
Costing &
Proposal
Pricing, Top Down Costing
& Proposal preparation
Contracting
Negotiation & Contract
Preparation
Project
Initiation
Project Resourcing
& Activation
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RM
Stages of a Project
Standard Planning Tasks
SALES
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DELIVERY
RM
Project
Definition
Agreement, Plan, Scope ,
Governance & Objectives
Solution
Assessment
Technical assessment of AOM solution
Identification – non standard features
Project
Planning
Resource & Milestone Plan
Bottom Up
Costing
Detailed costing based on plan.
Stages of a Project
Standard Planning Tasks
SALES
DELIVERY
RM
Launch presentation, Contracting,
Roadmaps, Core Task Workshops
Mobilisation
Establishing data capture,
stabilising data, Baselining
Data Capture
Planning, Loading, Variance,
Daily Controls
Short Term
Planning
MTP Coaching & Processes.
Medium Term
Planning
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Stages of a Project
Standard Planning Tasks
SALES
DELIVERY
RM
Now addressed by
new customer
roadmap
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Stages of a Project
Customer & AOMi (‘Management’) Stage Gates
Projects Involve standard tasks and stages
Some tasks we do internally
Others we do with customers
For Internal Tasks, to monitor correct completion
We use a ‘Programme Management Checklist’
For Customer Tasks, to monitor correct completion
We use a ‘Customer Stage Gate Checklist’
This was a stand alone Excel file – now imbedded in
Excel format WSR
© AOM International 2012, all rights reserved.
Stages of a Project
The Key Customer & AOMi (‘Management’) Stage Gates
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*RM = Relationship Management
Importance of PM
Reasons why project management (PM) is important
to AOMi, and a simple high level view of what PM is.
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Importance of PM
Importance
KEY DIMENSIONS
GOOD PROJECT MANAGEMENT:
The Customer
Relationship
Helps build confidence & trust
Good PM methods are standard and expected
Risk & Quality
Helps AOMi reduce risk and maintain quality
Reputation
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Promotes a good industry reputation
Importance of PM
What is Good PM ? A Practical Working Definition
Defining the
destination
Defining the project objectives correctly and completely such
that if they are achieved, the customer will consider the
project fully successful.
Creating a Plan
Understanding where we are, and creating a plan that will
get us from where that is to the destination in a way that is
achievable, prudent, acceptable and efficient
Managing the
Journey
Negotiating / avoiding obstacles through awareness and
pro-activity. Maintaining a formal project record where
progress and joint commitment can be closely monitored.
Managing the
Relationship
To manage the multi-layered internal and external relationships
to ensure that all are strengthened through the project
experience.
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Project Definition – What & Why
The standard reporting & monitoring processes we follow.
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Project Definition
What & Why
Project
Definition
Scope, Who’s
involved
Objectives
Governance –
Meetings, Who
Assumptions,
Dependencies
Stakeholders
Timescale
Contact Details
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Why:
- Verification : cost/plan/contract
- Rapid mobilisation
- Communication
- Agreeing conditions of success
- Base-lining scope
- Conformance – expected PM conventions
- Vehicle for continuous improvement
- We are used to working with them
AOMi PM – Reporting & Collaboration
Scope of Project Definition.
Why we do them.
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Reporting & Collaboration
If not green
– why?
Weekly Report – How we used to do it
A bit
confusing
Repeated
– wasted
real estate
Not much
space. No
progress
statement
Time
consuming
to prepare
/ update
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Also - Can’t
pull data
off a PPT
report…
Reporting & Collaboration
Weekly Report – How we now do It
Format Excel (enables us to extract data from it)
Template Standard Template. Includes set up that lets you customise for
Standard milestones and non-standard tasks.
Notes
Cover Page
Fill out the date of
the report
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Reporting & Collaboration
Weekly Report (cont.)
Summary Page
Notes
Project
RAG
Enter summary of
progress in week
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If not Green why
Reporting & Collaboration
Weekly Report (cont.)
Notes
Describe
issue
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Issue Log
Flag to management
if needed (will
appear on
programme
dashboard)
Log is pretty
simplistic –
more useful for
small deliveries.
Enter chronology of
issue resolution.
Day dating entries
we can track
progress.
Reporting & Collaboration
Weekly Report (cont.)
Notes
Enter RAG
Status
‘Complete’ /
‘Incomplete’
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Date Goes red if
not met by due
date
Enter re-plan date
if we have
overrun
Stage Gate Pages
If we can’t complete
a targeted stage
gate on due date.
Say why.
Date the entry.
Reporting & Collaboration
Weekly Report (cont.)
Notes
Plan updated
automatically from
Milestone RAG
Shows status
date from
report date
on cover
sheet
Plan
Shows replanned dates
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Reporting & Collaboration
Integrated Toolset
Purpose Get Smarter at channelling data through
reporting / monitoring structures
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Reporting & Collaboration
Programme Dashboard
Purpose Management Summary of Programme Status
FOCUS
•
•
•
•
•
Progress / plan tracking
Cost / Budget Tracking
Target Margin
Projected margin
Management Issues
Fed by extracts from
• Cost Model
• Excel WSR
• OpenAir Timesheet
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PM Activities
What time should be set aside for PM activity and
what should you do with that time?
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PM Activities
Weekly
30 Mins
Beginning of Week
Question: What is my plan this week?
Sources
• Plan/Schedule – what do I need to do to keep things on track?
• Stage Gate Checklist – what holes do I need to plug if any?
• Last PWG Minutes – what actions/issues need covering off?
• AOMi Issues list / emails – any actions from here that I need to cover off?
• Relationship – anything I need to cover off here?
90 Mins
Project Working Group (weekly)
Inputs
• Last PMC Minutes
• Stage Gate Checklist – update with latest RAG position prior to meeting
• Project Status Report – to be discussed at meeting
Chair the Meeting
• Use standard agenda – see PID (minutes should provide structure)
• Keep discussion efficient. Note all actions.
• Hold to the time by keeping things efficient and focused.
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PM Activities
Weekly
60 Mins
Write up minutes , Issue
Structure of minutes should reflect agenda items:
1. Progress this Week
2. Review of Stage Gate Status & Plan
3. Review of Open Actions & Issues
4. New Issues / Topics
5. Plans Next Period
Key Features
• Attendance Noted
• Dated
• Clear & concise summary
• Actions identified for all issues
• Chronology of resolution shown for actions
• Date of meeting in name of file!
Reporting
Each week – Status Report, Meeting Minutes, Stage Gate Checklist
Note: In addition to the above, there may be a separate Steering Committee forum.
The same rules apply as per the weekly programme Management Committee, although the customer may wish to keep minutes and
chair the meeting. We fit in with the customer preferences but would want certain things reflected in the minutes such as discussion
of issues and status of actions, confirmation of stage signoffs, and acknowledgement of scope changes and plan revisions.
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Key Resources
Key resources needed for field project management
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Key Resources
Resource
Notes
Management Stage Gate Checklist
Used to monitor completion of internal processes connected
with the project lifecycle
Weekly Report Template
Used to monitor project progress on a weekly basis.
Minutes
Standard minutes of customer meetings. Actions in previous
minutes reviewed in each new project meeting
Top Down Costing
Deal costing prepared at Sales stage. Standard Cost Model
Bottom Up Costing
Detailed costing placed on weekly resource plan. Standard cost
model
PM Dashboard
A summary dashboard of key programme indicators
© AOM International 2012, all rights reserved.