proj desresdeliv gsw

Gemini Skills Workshop

Project Design andResults Delivery Overview

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

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



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



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

MarketMarketDevelopmentDevelopment


AnalysisAnalysisand and

DesignDesign


DesignDesign

ResultsResultsDeliveryDelivery

Account ManagementAccount ManagementAccount ManagementAccount Management

Old Gemini Value Chain

As IsAs Is To BeTo Be ImplementImplement



Model A combines standard improvement ingredients within an overall project management framework

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

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

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

Issue Identificatio

n

A&D Results Delivery

Strategy

Re-engineering Streams

As–Is To–Be Implement

Communications/Mobilisation

Client Re-skilling

“Variations on a theme” model



Model B focuses on project integration and engaging the organisation through quick hits, pilots and labs

As–IsAs–IsAs–IsAs–Is To–BeTo–BeTo–BeTo–Be

Engage Top ClientsEngage Top Clients

Mobilise Delivery TeamsMobilise Delivery Teams

Mass CommunicationMass Communication

“Integration-led” model• Similar to the “variations”

model, but with greater emphasis on integration.

• Applicable to more complex environments e.g. pan-European scope?

CommunicationsBenefits TrackingProject Governance

Analysis& DesignAnalysis& Design

Benefits Winning StreamsBenefits Winning Streams

Quick Hits, Labs,Pilots

Quick Hits, Labs,Pilots

Future Sustaining Streams: Organisation,

Skills, Knowledge

PilotsPilots PilotsPilots

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

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



Phase 1Phase 1 Phase 2 Phase 2 Phase 3 Phase 3

Model C has three phases

Understanding the problem issue in depth

Focus on the right things to address the issue

Engage the organisation

• Address the issue through designing a solution

• Make it happen:

– Implement answers (Pilot)

– Align the organisation

• Can be anything depending on the client issue and their understanding of it

• Various entry points:– VAP, A&D, Alignment

Workshops

• Accelerate this phase by developing a strawmodel answer, injecting content

“Logical, problem-solving” model – Finding the right answer

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

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



Model D is driven by vision and leadership alignment

• Do this in the A&D

• An option here is to distinguish between strategy dependent and strategy-neutral issues and identify different routes (and timeframes) for addressing these

• How long does this take? Opinion varies from 8 weeks to 6 months: how long does it take to develop robust strategy?

• Do this as soon as possible

Get executivecommitmentto the vision

Get executivecommitmentto the vision

Develop high level vision of the future:

“We want tobe . . .”

Develop high level vision of the future:

“We want tobe . . .”

Align top-level structure

arounddeliveringthe vision

Align top-level structure

arounddeliveringthe vision

Cascadedesign of

organisation,what it

means toimplementthe vision

Cascadedesign of

organisation,what it

means toimplementthe vision

ImplementImplement

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.

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.

Nothing will move in the organisation until this happens and

is seen to happen



• Aspiration

• Strategic Awakening

• Challenging Leadership

• Mobilisation

• Aspiration

• Strategic Awakening

• Challenging Leadership

• Mobilisation

A&D

Model E delivers sustainable results through architecting the project as a structured learning process for the entire organisation – workstreams provide learning ingredients

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

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

• Strategic Capability:• Leadership (individual and group)• Business Management Process• Corporate, Business, Market Strategy• Strategic Component of Core Processes

• Change/Catalyst Streams:Change/Catalyst Streams:– Ongoing Mobilisation & LearningOngoing Mobilisation & Learning– Culture Change MechanismsCulture Change Mechanisms

• The project is engaging people at strategic and emotional level in a carefully designed sequence of interventions to see the rationale for change for themselves and the company and to be part of building and implementing it.

“Learning oriented” modelRD

Qu

ick

Hit

s T

o G

ain

C

red

ibili

ty

• Organisation Capability:– Organisation Design– People Processes– Process Re-engineering/Info. Systems– Knowledge Management



The models have differing underlying assumptions about what needs to be worked on

Source: Focus Interviews, Summer 1997.

ModelModel Key DriverKey Driver Underlying AssumptionsUnderlying Assumptions

AA • Task oriented• 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”

• 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”

BB • Integrated solution• 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

• 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

CC • Finding the right answer• Finding the right answer • Organisation is in need of new information• Once information is available, change will result• Logical, problem solving method is required

• Organisation is in need of new information• Once information is available, change will result• Logical, problem solving method is required

DD • Vision and leadership alignment

• Vision and leadership alignment

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

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

EE • Organisation-wide learning• 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

• 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.

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



The value of the models lies in applying them in the right circumstances

A. Task oriented B. Integrated solutions

D. Vision and leadership alignment

C. Finding the answer

Top-TeamWorkshopsTop-Team

Workshops

Stream A

Stream B

Stream C

Stream D

Stream E

Benefits winning stream

Future sustaining streamsDefineproblem

IdentifyOption

SelectOption

E. Organisation-wide learning

Pilots



Project Design Must Cover Content, Process and Structure

• Project logic:- Business objectives, key

activities, and deliverables/benefits

• Project approach:- Box and wire diagram

• Project workplan:- Top-level schedule

• Team charters and workplans:

- Workstream activities, schedules, timing, milestones, and deliverables

• Business case:- Tangible- Intangible

• Top-down and bottom-up mobilisation architecture:

- Mobilisation imperatives, strategic populations, and types of intervention

• Client communications, forums and process

• Project control:- Team communications- Project/individual quality

reviews

• Gemini profitability model:

- RPS, pricing, margin

Project Content Project Processes

• Roles and responsibilities for Gemini and client:

- Program management structure

- ESG composition and meeting schedules

- Types of teams

• Resource plan for Gemini and client:

- Numbers, skill, duration and type of involvement

Project Structure

WHAT HOW WHO



Basic Principles of Project Design

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

• IntegratedIntegrated objectives, activities and deliverables

• ClearClear linkagelinkage with benefits

• AchievableAchievable and measurable

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

• InvolvementInvolvement of the client



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

High-level Project DesignPossible Probable:

– Major workstreams– Service offerings– Team structure and skill needs– Primary benefit buckets– Sequencing and phasing

Project Logic developed:Project Logic developed:–– ObjectivesObjectives–– ActivitiesActivities–– DeliverablesDeliverables

Project Approach developed:Project Approach developed:–– InterdependenciesInterdependencies–– SequencingSequencing

Project Workplan developed:Project Workplan developed:–– TimingsTimings–– MilestonesMilestones

ProjectDesign Workshop

Project DesignReview

ProposalLetter

A&D Diagnostics input and refocus:

– Conclusions– Opportunities– Benefits– Key workwith buy-in

Sample strawmodel charters/workplans if

appropriate

A&D Team

RD ProjectRD ProjectManagerManager



Inputs to a World Class Design

Best PracticeModels

Best PracticeModels

Analysis and Design

Findings

Analysis and Design

Findings

ClientInsights

ClientInsights

GeminiExperience

Base

GeminiExperience

Base

BusinessCase

BusinessCase

Balanced ScorecardBalanced Scorecard

TransformationMapping

TransformationMapping

World ClassDesign

World ClassDesign



How to Design a Project? The Output . . .

The Project Logic

The Project/StreamSchedules

The Project/Structure

• Activity duration

• Activity start/end date

• Activity breakdown/milestones/review points

• Business objectives

• Streams– Activities– Benefits– KPI’s– Deliverables

The ProjectApproach

• Project governance and hierarchy

• Work teams needed to accomplish goals– Integration– Communications

• Streams which can be done in parallel

• Streams which follow a natural precedence rule (input/output)

• The critical path



The Project Logic

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

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

Objective:Objective:

Guidelines:Guidelines:



The Project Logic Methodology

CriticalCriticalSuccessSuccessFactorsFactors

ControllableControllableVariablesVariables

AnalysisAnalysisStudiesStudies

AnalysisAnalysisFindingsFindings

KeyKeyDeliverablesDeliverables BenefitsBenefits ResultsResults

CHECK

ObjectivesObjectives



Mission Statement CSFs

Project Objectives

Key Project

ActivitiesControllable

Variables Deliverables

A Results Delivery Project Logic Articulates the Close Ties Between the Organization’S Mission and Deliverables . . .

1.

2.

3.

1A.

1B.

1A(1)

1B(1)

1B(2)

1B(3)

Should comedirectly from

business 1B(2A)

1B(2B)

InitiativeObjectives

What are the keylevers we can

effect to achievethe objectives

Specific thingsto be done -

Can be mapped toProject Approach

TangibleProducts

What need tobe in place for themission statement

to be accomplished

(Lead Indicators)



PerformanceMeasure BaselineDeliverables

ImprovementGoal

BusinessImpact

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

How effectivenessis to be

measured

“As Is”reading of

performance

Change goalfor performancemeasure from the baseline

Expected outcomescan be qualitative

as well as quantitative

… as defined by the Mission Statement on the Project Logic… as defined by the Mission Statement on the Project Logic

(Lag Indicators)



Project Logic Example

Executive support and direction Quick hit identification and implementation Process flow Brown Paper “As Is”“To Be”

Process and procedures development

Cause and effect analysis

Predictor profile development and implementation

Decision tree development

Functional decomposition

Roles and Responsibilities

Training

PIL coaching

Maintenance system development

Interface development

Organization alignment

Internal communication

External communications

Benefit measurement

Key Project ActivitiesKey Project ActivitiesBusiness MissionBusiness Mission Critical Success FactorsCritical Success Factors Project ObjectivesProject Objectives

To accelerate significantly the improvement in our hygiene, effluent and safety standards toward consent and EPA value through better management of existing people, processes and plant

• Cornerstone of consistent basic safety, housekeeping and working practice disciplines

• Documented processes and procedures that are integrated and complimentary to environmental and production goals

• Roles, responsibilities and a decision process that are are clearly defined, communicated and understood

• Managers, staff and hourly-paid that are trained and competent in the required processes

• Key performance indicators that are predictive, clearly defined, understood and provide a basis for timely environmental and plant process control

• Clear and effective communications involving all levels and stakeholders

• A culture that values and rewards environmental improvement and team building across levels, functions and shifts, and establishes continuous improvement as a way of life

Ensure control by defining and implementing “Best Practices” for basic disciplines, housekeeping and working practices

Develop and implement a cause/effect plant control process that is balanced, cost effective and environmentally compliant

Define and clarify team oriented roles, responsibilities and decision processes that ensure consistent performance, department to department, shift to shift, level to level

Implement an integrated monitoring system to co-ordinate environment and production goals with the business mission

Create and implement an innovative and effective communication plan that is responsive to company and stakeholder needs



The Project Approach

To build a picture of workstreams, major events andtheir interrelationships

• 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





Project Approach Example

Work Processes/Practices

Executive Alignment

StrawmanCharter

Select JointTeam Members

Joint TeamTraining

EIT *Training

EITSelection

StrawmanCharter

Communications andRoll Down Preparation

Roll DownDelivery

StakeholderFeedback

Data GatheringApproach

ProgramImpact

Outputs ResultsBenefits

Current Total Quality EffortDirection and

Purpose

Objectives andMilestones

Resources andSponsors

Ongoing Communication

Basic Systems and Procedures

Roles and Responsibilities Alignment

Maintenance Efficiency

Training Excellence

Hygiene and Safety Excellence

Effluent Process Control Excellence

Lead Emission Control Excellence

Maintenance Effectiveness

Doe Run Technology Application

Action Program

Reinforcementand Control

EnvironmentalBenefits

EconomicBenefits

ContinuousImprovement

Environment Monitoring and Control

Impact AreaMapping

Doe Run Technology Training

Acid Plant

ISFRefinery

Sinter

ExecutiveAlignment

Organization and Culture Alignment

Basic Discipline and “Best” Working Practices

Pollution Abatement Excellence

Meet ExpectationsGet ControlExecutive Action Team Meetings

TQ Initiative Integration

Stakeholder Partnering

ProcessEvaluation

Rapid Action

On Board ExecutiveAction Team

Agree Expectationsand Propose

Identify and AgreeGoals

Define AgreeAssociated Goals

Quality of Data

and Use



The Project Structure

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

• Articulate purpose and responsibilities of each role

• Define decision processes

• Specify level of involvement/time commitment required





Project Structure: What Levels Do We Involve?

Rest of OrganizationRest of Organization

Natural Work Teams, Rapid Action Teams, Natural Work Teams, Rapid Action Teams, Business Analysis TeamsBusiness Analysis Teams

Steering CommitteeSteering Committee

Joint/Core TeamJoint/Core Team



What Does the Executive Steering Group Do?

Steering Committee Charter

• Provide decision making/ leadership

• Provide timely/consistent project communications

• Establish project direction/goals

• Enable/empower organization

• Ensure organizational involvement

• Evaluate progress and take action

• Motivate/recognize contributors

• Role model new behaviors

Top Client

SteeringCommittee

Gemini

Client

Client

Teams Teams Teams

Issue # 2 Issue #3Issue # 1







What Is a Joint Team?

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







Who Are the Joint Team Members?

• 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







The Objectives of Task-Based Teams: NWTs, BATs, RATs

• 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







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

• Operational improvement/process orientation

• Mobilize the organization behind solutions / implementation

• Bottom-up business perspective

Natural Work Teams

• Short-term focus on tactical targets

• Implement simple solutions arising from A&D/As-Is analysis

• Lower management / supervisory focus

Rapid Action Teams

• Strategic/analytical orientation

• Set direction and develop management control tools

• Top-down business perspective

Business Analysis Teams

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



Project Structure Also Provides the Means to Effectively Govern Project Execution

ScheduleSchedule

NWT #1NWT #1

NWT #2NWT #2

NWT #3NWT #3

Natural WorkNatural WorkTeam #1Team #1




ExecutionExecutionTeam CharterTeam Charter

• Objectives• Benefits• Resources• Key Activities• Deliverables• Time Frame

Steering TeamSteering Team

Executive Committee

CoreTeam

“Bu

sin

ess

Cas

e” StrategicBenefit

Cost

Business Benefits

Project Logic

Project Approach

Subteams or WorkshopsSubteams or Workshops



Team Charters Provide Focus and Direction

Charter Objectives:

• Communicates the overriding mission for the team

• Outlines team approach

• Aids in selecting participants

• Identifies team members, clarifies roles and responsibilities

• Lists specific deliverables, milestones, and timeframe

The charter is the teams’ blueprint for success.The charter is the teams’ blueprint for success.

Identifies teams and conveys focus of project or work

Overall purpose or problem statement of team

Outlines parameters of the team

Specifies objectives the team is charged to accomplish, should be measurable when possible

Outlines the major steps the team will need to take

Guideline for overall duration of the team and estimates of individual time commitment

Tangible products the team will deliver to accomplish the objectives, should include proposals and plans

Owner of the problem, makes decisions, assigns action plans

Members of the organization who will be needed to support the team

1. Team Name:

2. Mission:

3. Scope:

4. Objectives:

5. Approach:

6. Schedule:

7. Deliverables:

8. Key client:

9. Resources:



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



The Stream/Project Schedule

• A high level plan which indicates project duration, main activity phases, review points and main deliverables

• 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





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

Activity I talyResource

SpainResource

N.A. Resource

3

N.A.Resource

2

N.A.Resource

1

Gemini 1 PraxairLead

Gemini 2 N.A. Resource

4

BrazilResource

1

WORLD WIDE BUSINESS

TEAM

JAN '94 FEB '94 MAR '94

Operations Planning/Energy Procurement Select Team Members for Operations Planning Select Team Members for Energy Procurement Decide on Core Diagnostics Develop Analysis Charters Develop Initial Premises Establish Framework For F inal Learnings Develop Site Specific Probes Train Team Members Develop Communications Plan Select Locations Identify Team Members from Locations Contact Location Team Members

3 10 17 24 31 7 14 21 28 7 14 21 28

R A/R I R R R R A/R R R R R R R R A/R R R R R R R R A/R R R R R R R R A/R R R R R R R R A/R R R R I I I R R A/R R R I R R A/R R R I R R R A/R R I R R R A/R C R I R R R A/R C R



A Milestones Schedule Is Used to Articulate a Stream’s (or Project’s) Critical Path and to Track Progress

- Denotes a Key Milestone

Deliverable: Implement “To Be” Demand Forecasting processDeliverable: Implement “To Be” Demand Forecasting process

1. Kick-off “To Be” implementation with Commercialand Sales management

Milestones Responsible TargetCompletion

Outlook Actual

ABC

XYZ

XYZ

ABC

ABC

ABC

ABC

XYZ

4/24

5/01

5/06

5/18

5/20

5/21

4/24

5/02

5/07

5/11

5/15

5/18

5/20

5/21

4/24

5/02

5/06

Should includePhase Review

Dates



Often A Project Design Center/War Room Is Created to Track Project Activities and Provide Focus

Goal Setting—Defined at Start Goal Attainment—Dynamic

MasterMaster ComponentsComponents InterfacesInterfaces

LogicLogic

ScheduleSchedule

ApproachApproach

BenefitsBenefits

Value ChainValue Chain

LinkageLinkage

MigrationMigration

LogicsLogics

ApproachesApproaches

ScheduleSchedule

BenefitsBenefits



There is Overlap Between Project Design and Results Delivery

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




DesignDesign


DesignDesign

ResultsResultsDeliveryDelivery

Account ManagementAccount ManagementAccount ManagementAccount Management

Project Design

Results Delivery



Results Delivery Has Several Phases:

ProjectStart-Up

“As Is”Modeling

“To Be”Solution

Development

Implemen-tation

Planning

ImplementationManagement

ClientTransfer

ProjectDesign



What a Typical Results Delivery Looks Like:

• Project Design– Review and validate project design

– Develop project approach

– Develop team charters

– Develop work plans

• Project Start-up– Determine joint team members and ESG

– Kick-off work teams

– Conduct joint team training

– Review/validate charters and workplanswith team members

ILLUSTRATIVE

1 2 3 4 5 6

Week

ProjectStart-Up

“As Is”Modeling

“To Be”Solution

Development

Implemen-tation

Planning


ClientTransfer

ProjectDesign

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



Why Is the Start-Up So Important?

T = I x C

R

Because it builds . . .

• Lasting trust:- Accomplishments and professionalism increase credibility

- Collaboration with executives increases intimacy

- 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



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



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



• Develop a schedule of team milestones and completion times

• Manage team sessions and ensure the overall process is maintained and adhered to

• Work with the teams and Executive Champions to ensure the integrity of the process

• Manage client expectations

• Add content expertise as appropriate

• Challenge the team to “think out of the box”

• Act as an outside, objective source of questions and comments

• Conduct one-on-one coaching and counseling sessions with Executive Champions, Joint Team members, etc.

• Assist the team in making pre-presents and presents to Leadership Committee and Executive Champions

• Role model the process

• Train the team in the necessary tools and techniques

• Help Gemini team members stretch and grow

What Are the Roles and Responsibilities of Gemini Consultants?

Project Management Thought Leadership People Development



What a Typical RD Looks Like:

• “As Is” Modeling– Perform internal assessments

• Process Mapping• Service level analysis• SI/CC

• Initiatives review

• ABM

– Perform external assessments• Benchmarking

• Customer perspective

• Best practices

• Technology assessment

– Validate findings and benefits

– Communicate/mobilize

– Perform “early wins”

ILLUSTRATIVE

7 8 9 10 11 12

Week

ProjectStart-Up

“As Is”Modeling

“To Be”Solution

Development

Implemen-tation

Planning


ClientTransfer

ProjectDesign



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

CurrentCurrentProcessesProcesses

CurrentCurrentOrganization Organization

StructureStructure

Current Systems/Current Systems/TechnologyTechnology

Measures and Measures and BaselinesBaselines

ImprovementImprovement InitiativesInitiatives

Current Current CultureCulture

Key Cost Key Cost DriversDrivers

Early WinEarly WinOpportunitiesOpportunities

““To Be” To Be” CharacteristicsCharacteristics



“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”



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!Early wins are a recognized Gemini strength!



ILLUSTRATIVE


• “To Be” Solution Development

– Develop “To Be” characteristics

– Develop “To Be” picture

– Validate “To Be” with client

– Validate “To Be” against benefits

– Determine key performance indicators

– Develop roles and responsibilities

– Communicate/mobilize

ProjectStart-Up

“As Is”Modeling

“To Be”Solution

Development

Implemen-tation

Planning


ClientTransfer

ProjectDesign

11 12 13 14 15 16 17 18 19 20

Week



Draw on Numerous Sources for Developing the “To-Be” Vision

“To Be”Vision

“To Be”Vision

Remember to challenge paradigms!Remember to challenge paradigms!

“As Is” Opportunities

Current Initiatives

Client Subject Matter Experts

Internal Client Best Practices

Innovation Workshops

Personal Expertise

Blue-Sky Idea Generation

Gemini Expertise

(Knowledge networks)

Faculty

Benchmarking

Professional Organizations

Technology

Activity Costs

Customer Needs

Business Modeling



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

Implementation

Design

Develop

Implement

Process MappingProcess Mapping

Best PracticesBest Practices

Roles & ResponsibilitiesRoles & Responsibilities

Validation & Gap AnalysisValidation & Gap Analysis

Implementation PlanningImplementation Planning

Performance MeasuresPerformance Measures



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 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?



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?




Implementation planning

• Perform gap analysis of “As Is”/“To Be”

• Develop performance tracking system

• Develop implementation plan

• Develop training plan

• Develop training

Implementation

• Pilot implementation

• Incorporate learnings from pilot

• Train employees

• Implement tracking and performance systems

• Develop post-implementation assessment and feedback plan

Client transfer

• Implement continuous learning/feedback plan

• Develop roll-out implementation plan

• Begin roll-out implementation

ILLUSTRATIVE

17 18 19 20 21 22 24 25 2623 27 28

Week

ProjectStart-Up

“As Is”Modeling

“To Be”Solution

Development

Implemen-tation

Planning


ClientTransfer

ProjectDesign



What Implementation Looks Like . . .

Execution framework:

Implementation execution is designed to transfer ownership of the “Best Practice” Model with accountability for results and benefits to the owner.

Implementation execution is designed to transfer ownership of the “Best Practice” Model with accountability for results and benefits to the owner.

Conduct Orientation and Training of all Team Members

Develop Ongoing

Communication Plan

Conduct Gap Analysis

Develop Implementation

Plans

Schedule and Integrate

Workplans with Owner

Execute Implementation

Plans

Install Continuous

Improvement Model

Verify Success with Owner

1 - 3 Weeks1 - 3 Weeks 1 - 2 Weeks1 - 2 Weeks 1 - 3 Weeks1 - 3 Weeks 2 - 4 Weeks2 - 4 Weeks

1 - 3 Weeks1 - 3 Weeks 5 - 26 Weeks5 - 26 Weeks 1 - 2 Weeks1 - 2 Weeks 3 - 5 Weeks3 - 5 Weeks



Implementation of Major Change Causes Emotional Reactions

• Significant emotional shifts occur while creating major change

• These shifts follow a predictable sequence, thus producing an emotional cycle of change



Implementation of Major Change Causes Emotional Reactions Which Typically Show up in Five Stages

Project Life

Cycle

Start-UpDeveloping Recommendations: “As Is” and “To Be”

Implementation

Extension / Expansion or Completion

PESSIMISM

OPTIMISM

CERTAINTY

DOUBT

HOPE

CONFIDENCE

SATISFACTION

TIME



There are Several Key Take-Aways and Suggestions For Managing the Emotional Cycle of Change

• Not everyone will move throught the cycle at the same pace

• Typically, the project team will find themselves at uninformed optimism at the beginning of the project and “in the valley” during “To-Be” design

• It can be very helpful to review the Emotional Cycle of Change at the very beginning of the project

– Letting people know what they will be going through makes it easier to get through, and increase your credibility

• It is also advisable to review the emotional cycle of change throughout the project’s lifecycle

• Creating interventions is critical to moving the people through the cycle

What types of interventions could you imagine using?What types of interventions could you imagine using?



The Final Phase of Results Delivery Is the Ownershipby the Client of Their New Culture

ProjectStart-Up

“As Is”Modeling

“To Be”Solution

Development

Implemen-tation

Planning


ClientTransfer

ProjectDesign

• How does client know when it’s over?

• How do we close out work teams?

• How does client know what to do after we pull out of area?

• How do we obtain a record of what we’ve done for the client?



A Typical Day in the Life of a Gemini Consultant



Ways to Build Successful Client Relationships

• Learn the client’s industry, issues, critical functions, and areas:– Develop a point of view on events that affect the client’s businesses

(e.g., read Wall Street Journal, trade journals, etc.).

– Leverage GMT experience/learnings.

• Leverage your consulting expertise and life experience as much as possible:

– Remember that most clients have not been a “consultant” before.

– Utlize Gemini as well as other work/life experience.

• Be prepared to challenge the CEO and other clients constructively:– Test thinking, reframe mindsets, prompt creativity, confront with data.

– Only way to true partnering and added value.

• Never compromise your integrity or violate ethics:– Know the boundaries of both your role and your clients.



Ways to Build Successful Client Relationships (cont.)

• Develop a clear vision and logical plan:– Always think through contingencies.

• Coach client(s) in the most efficient and effective ways possible:– Always think: problem implications solutions.

– Never hold a formal meeting with your client unless you have a desired outcome in mind.

• Always assume total accountability for the programme results:– Problems or failures are ours, not theirs.

– But clients must assume partial responsibility for delivering.

• Overplan—overcommunicate—over-merchandise:– To help you think everything through, use techniques such as role-playing, meeting planning

(outcomes, decisions, steps), problem solving.

• Set-up time to meet with your client on a regular basis



Signs of a Successful Client Relationship

• You are considered a peer and are regularly consulted as an advisorby your client:

– The phone rings when your client has new problems.

• You and your client partner regularly make time to meet.– You can also easily meet with your client on an as-needed basis

• There is a sense of trust and confidence between you and your client partner.

• You are accepted at every level of the organisation.

• Your clients tell you:– “You sure learn fast.”

– “I know you have it under control.”

– “I need your opinion.”



Signs of a Problematic Client Relationship

• Your clients hold “internal meetings” to discuss issues relatedto your project and you are not invited.

• It is difficult to get quality time with senior executives.

• You hear phrases such as “the consultants,” “you guys,” or “the Gemini project”.

• Clients have not made our agenda their own at Steering Group and other key meetings.

• The phone never rings

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