visual management in procurement draft : project performance

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Visual Management in Procurement

Project Performance Hub Guidance V3.0

Use for the duration of Project

Project Performance Hub

1. Introduction

1.1 Background/Overview

1.2 Purpose, Objectives and Deliverables

1.3 Stakeholders/users

2. Project Performance Hub Set Up

(if using a “war room”)

2.1 A Standard Information Layout

2.2 A Standard Room Layout

3. Standard Template Guidance: People

3.1 Team Charter

3.2 Team Barometer

3.3 Skills Matrix

3.4 Team Contacts

3.5 Team Meeting Clocks

3.6 Team Meeting Agendas – Daily and Weekly

4. Standard Template Guidance: Processes

4.1 Project Charter

4.2 Stakeholder Map

4.3 Comms Plan (internal)

4.4 Comms Plan (external)

4.5 3C

4.6 Risk Log

4.7 Success Register

4.8 Supplier Relationship Barometer

4.9 Project TIP

4.10 Daily Tasks

4.11 Weekly Planner

5. Standard Template Guidance: Performance

5.1 Supplier Interest Tracker

5.2 Supplier De-selection Register

5.3 KPIs

Content

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1. Introduction

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Visual ManagementVisual Management is used in a Lean environment to make the status and performance of a work area immediately obvious, both to those working in the process, and to those managing the process. The test of good Visual Management is that a visitor to the work area should be able to pick up the progress and issues in the work area, without having to ask.

This is the Visual Management pack for the Project Performance Hub to aid the team in managing the project. It is intended to give you specific guidance and recommendations on how to set up a room or display or a virtual hub and to provide a set of Visual Management templates that can be used to manage the project. When using this pack you should apply your professional judgement to decide which templates can usefully be deployed and/or customised to meet your needs.


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Project Performance HubA performance hub can take a number of forms ranging from:•A dedicated “war room”•A display board or boards•A set of shared documents that are reviewed electronically by a team over split locations

The approach that you select is likely to depend on:•The scale and nature of the project •The size and location of the team

A project performance hub should be established during the mobilisation phase (ref SOP 2.2) and maintained throughout the duration of the project. The hub will consist of a selection of the templates outlined in this pack enabling the team to apply visual control to drive progress and to communicate to key stakeholders what is happening and where in the process the project is.

Related DocumentsValue stream mapStandard template librarySOP 2.2


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• The sourcing team is set up for success and all associated stakeholders are clear about the requirements of the

project.

1.2 Purpose, Objectives and Deliverables

• To effectively and visibly monitor and manage the procurement

• To highlight potential risks, issues and concerns and aid in resolution of these

• To monitor Project KPIs

• To provide information to stakeholders

• A range of documents that set out the` what `why` `when` and `how` of the project along with key performance

measures. These documents are live, displayed on the walls of a room, on display boards or in a shared electronic file

store and are used inform the content of team meetings and communication to key stakeholders.

Purpose

Objectives

Deliverables


1.3 Users

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2. Project Performance Hub A standard room set up

If you are planning to use a dedicated room the following

is a guide as to how the room could be set up and how the

information could be structured. The document structure

may also apply to setting up display boards.

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2.1 A Recommended Standard Information Layout

Inputs OutputsProcesses

Team CharterA4Standard Template #28

Skills MatrixA4Standard Template #20

Team Meeting ClocksA4Standard Template #30

Comms Plan (Internal)A4Standard Template #6

Project CharterA3Standard Template #15

KPI Charts – see KPI Pack & Project Specific

Team BarometerA4Standard Template #27

Team ContactsA4Standard Template #29

Team Meeting AgendasA4Standard Template #9 & 32

Stakeholder MapA3Standard Template #21

Comms Plan (External)A4Standard Template #5

Supplier Interest TrackerA4Standard Template #14

Project TIPA0Standard Template #17

Daily TasksFlip ChartStandard Template #8

3CA4Standard Template #1

Risk LogA4Standard Template #19

Success RegisterA4Standard Template #22

Supplier Relationship BarometerA4Standard Template #25

Weekly PlannerFlip ChartStandard Template #31

Supplier De-selection RegisterStandard Template #23


2.2 A Recommended Standard Room Layout

Wall Space

Telecon Facilities

Tables

Wal

l Spa

ceW

all Space

Chairs

Note: You may also require WIFI, Videoconferencing and IT Functionality

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Standard Template Guidance

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A set of standard templates has been developed to help

establish a performance hub. When using this pack you

should apply your professional judgement to decide which

templates can usefully be deployed and/or customised to

meet your needs. Where you have similar documents e.g.

corporate risk register, you can use these instead of the

templates in this pack.

This guidance has been designed to enable the user to

attain a good understanding of how to use, populate and

display the visual management templates, as well as their

benefits, how frequently they could be reviewed and updated

and who might be responsible for the data.

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3. People related template guidance

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BenefitsHelps the team to “get off on the right foot.”Creates an open and supportive environment.Can be useful in the management of confrontation & conflict should it arise.

How to use•Once populated secure on the wall or board or save in shared file store.•Complete a brainstorming session with the team asking them to identify the actions and behaviours that they will and wont do.•Complete a round robin to attain that all are happy with the actions and behaviours put forward by the team.•Once agreed populate the 4 sections of the charter.

3.1 Team Charter

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1. What we will do2. What we won’t do

3. How we will behave4. How we won’t behave

OwnerHub data manager

Frequency of reviewAs required

UsersProject leadProject team

AudienceProject teamProject SROKey stakeholders

1 2

3 4


3.2 Team Barometer

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BenefitsProvides a way of managing stressful situations.Enables the team to be honest about any negative feelings in a “safe” environment.Prompts discussion on issues that need management.

How to use•Print copy and display or save in shared file store.•Team members to write their initials on 3 sets of post it notes or to tag with their initials if using electronically.

1.Calm: How do I feel about the position we are in as a team?2.Harmony: How do I feel about the dynamics within the team3.Control: Do I feel that as a team we are in control of everything we should and need to be

•Each member of the team selects the ranking that best reflects how they are feeling (by sticking the initialled post it notes) for each of the 3 categories

1 2 3


Frequency of reviewAt a weekly team meeting

UsersProject leadProject teamAudienceProject SROKey stakeholders


3.3 Skills Matrix

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BenefitsEnables the identification of gaps between current and required levels of skills and capability of individuals within the team and the tracking of capability uplift through the project.

How to use•Identify a member of the team that is best placed to populate the generic fields (1&2) then circulate to the whole team for individual completion of field 3.

1.Input team members names2.Identify the skill requirements throughout the life of the project3.All team to plot their planned and actual level for each skill4.Description of skill level in numerical order5.Cells automatically updated based on the planned and actual results6.Chart automatically updates to show % achievement of the plan by level

•Print copy and display or save in shared file store.

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2

3

4

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6


AudienceProject SROKey stakeholders

OwnerProject Lead

Frequency of reviewBeginning, mid-point & end ofproject


3.4 Team Contacts

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BenefitsEasy reference point for phone numbers, mobiles & email addresses.

How to use•Populate each field for each member of the team:

1.Input team members names2.Input individual roles within the project3.Input landline telephone number4.Input mobile number5.Input email address

•Print copy and display or save in shared file store.


Frequency of reviewReview if there are changes to the team throughout the life of the project

UsersProject SROProject leadProject teamKey stakeholders

AudienceKey stakeholdersContract managerReps from the business

1 2 3 4 5


3.5 Team Meeting Clocks

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BenefitsIf using a dedicated room or display boards serves as a visual reminder and can inform stakeholders when the team is likely to be unavailable.

How to use•Print and display

1.Set the time that the daily meeting is held2.Set the time that the weekly team meeting is held and include the day

1 2

1. Daily Meeting2. Weekly Meeting


Frequency of reviewReviewed if changes are made to the meeting time/day

UsersProject SROProject teamKey stakeholders

AudienceKey stakeholdersContract ManagerReps from the business


3.6 Daily Team Meeting Agenda

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BenefitsServes as a reminder of what needs to be covered in daily meetings/catch ups.Enables others to join meetings easily and to understand the format.

How to use•Print copy and display or save in shared file store.

1.Input the location of the daily meetings i.e. Project performance hub/telecon details2.Input the timing of the meeting3.Standard agenda items to be discussed4.Who should attend the meeting5.Identify who will be inputting to the meeting content6.Meeting rules including the behaviours that everyone should adhere to.

•Documents to be reviewed during the meetings:

1 2

3

4

5

6

1. Resources (via the tip)2. Stakeholder meetings –

confirm and add where applicable

3. Daily tasks by exception

4. 3 Cs5. Risks6. Capture success

OwnerTo be agreed on a weekly basis

Frequency of reviewDaily




3.6 Weekly Team Meeting Agenda

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BenefitsServes as a reminder of what needs to be covered in daily meetings/catch ups.Enables others to join meetings easily and to understand the format.


1.Input the location of the weekly meetings i.e. Project performance hub2.Input the timing of the meeting3.Standard agenda items to be discussed4.Who should attend the meeting5.Identify who will be inputting to the meeting content6.Meeting rules including the behaviours that everyone should adhere to.

•Documents be updated prior to the meeting for review:

1 2

3

4

5

61. Team

Barometer2. Skills Matrix3. TIP

4. Comms. plan5. Supplier

Barometer6. 3 Cs

7. Risks8. Supplier

Interest tracker7. KPIs

OwnerTo be agreed on a weekly basisFrequency of reviewWeekly meetings



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4. Process

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To ensure successful delivery of the project the objectives, scope and deliverables have to be expressed succinctly. To deliver these, frequent and regular reviews of progress and potential barriers are required.


4.1 Project Charter

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BenefitsHelps define the purpose of the team, how it will work, and what the expected outcomes are. Helps to make sure that the team are clear about where they are heading and provides a reference point when difficulties arise.

How to use•Populate the following areas of the charter at the beginning of the project to define the project governance:

1.Set out the objectives for the project2.Set out the deliverables and milestones that the project should achieve3.Insert a copy of the project plan4.Outline the scope of the project5.Identify the benefits that you are looking to achieve and how you will measure them6.List all of the projects key stakeholders7.Outline what is out of scope for the project8.Identify what you will need to achieve the success of the project9.Identify who will be working on the project and whether full time or part time

•Obtain approval from SRO and key stakeholders•Print approved charter and display or save in shared file store.

UsersProject SROProject TeamKey stakeholders

AudienceKey stakeholders

1 2 3

4 5 6

7 8 9


Frequency of reviewIf there is a change in scope


4.2 Stakeholder Map

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Sta

keho

lder

Are

a 1

Stakeholder Area 2

Stakeholder A

rea 3

Stakeholder Area 4

Jo B

logg

s I

BenefitsHelps to capture the interests of all stakeholders, who may affect or be affected by the projectCan identify potential issues that could disrupt the projectEnables identification of groups that should be encouraged to participate in different stages of the projectAids communication planning & stakeholder managementHelps identify ways to reduce potential negative impacts & manage negative stakeholders

How to useCreate the stakeholder map at the start of the project, with the project team members.

1.Using post-it notes brainstorm the stakeholders that are likely to be effected by/ interested in the project. 2.Group those stakeholders into the area of the business they represent.3.On a flip chart, place those stakeholders, in terms of seniority or influence over project (whichever is most relevant) with the most senior/ influential towards the centre4.Mark on the Post it, whether they should be consulted before changes are made, or whether they need to be informed of changes – this will inform the comms plan.5.Use the map as a starting point for documenting the necessary communications, on the comms plan.6.Review the map as required, during project progression, in case changing circumstances require other stakeholders to be considered.

UsersProject Team


Frequency of reviewAt project initiation, then as required.

2

334

AudienceProject SROComms team


4.3 Communications Plan - Internal

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BenefitsHelps the team to set priorities & ensure all stakeholders receive key messages.

How to useCreate the communications plan for those people within the project structure. These people are likely to be project team members/ those reviewing project progress.

1.From the stakeholder map, identify the people who you wish to communicate to/ with, through the process of the project. You may be able to group stakeholders or create generic names, where they are a group of people e.g. Project team.2.Complete the What, describing the nature of the content e.g. Status of project against plan.3.Describe the reason for the communication4.Describe who is going to be responsible for the communication5.Describe the method of communication e.g. Face to Face/ Teleconference6.Where the communication is face to face, describe the location.7.In the when column, input both the timing of the communication, and the frequency.

12 3 4 5 6 7

UsersProject Team


Frequency of reviewAt project initiation, then as required.



4.4 Communications Plan - External

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BenefitsHelps the team to set priorities & ensure all stakeholders receive key messages.

How to useCreate the communications plan for those people, outside of the project structure, you wish to inform of progress, and those you need to consult at key stages.

1.From the stakeholder map, identify the people who you wish to communicate to/ with, through the process of the project. You may be able to group stakeholders who will require similar levels of communication.2.Complete the What, describing the nature of the content e.g. Status of project against plan.3.Describe the reason for the communication4.Describe who is going to be responsible for the communication5.Describe the method of communication e.g. Face to Face/ Teleconference6.Where the communication is face to face, describe the location.7.In the when column, input both the timing of the communication, and the frequency.

12 3 4 5 6 7

UsersProject Team


Frequency of reviewAt project initiation, then as required



4.5 3Cs

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BenefitsEnables the monitoring and control of project issues.



Frequency of reviewDaily at meeting

UsersProject team

AudienceProject lead & Project SRO

1. Insert the date that the concern was raised2. Highlight the concern3. Include the cause for the concern4. Highlight the countermeasure for the concern

5. Who is responsible 6. Date for review7. Status of the concern

1 2 3 4 5 6 7

7


4.6 Risk Log

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BenefitsEnables the monitoring and control of project issues.


1.Record risks in numerical order2.Record who raised the risk3.Record the date the risk was raised4.Record succinct description of the risk5.Record the score of the risk by using the matrix (see appendix)6.Record a succinct description of the impact of the risk7.Record the action required to prevent the risk from becoming an issue8.Identify who is responsible for owning the risk9.Record when the risk needs to be reviewed10.Record the status of the risk i.e. Open or closed

1

2

3

4

5

6

7

8

9

10


Frequency of reviewAt the daily team meeting




4.7 Success Register

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BenefitsDocuments positive feedback & can help to capture best practice and learning.Can be used to record success for team motivation, upwards reporting and communication to stakeholders.

How to useDuring the daily and weekly meeting, record any success that have been achieved, including quotes from stakeholders.

1 2 3 4


Frequency of reviewAs and when successes arise, also during daily/ weekly meetings


1. Record the date that the success was registered

2. Describe the nature of the success

3. The nature of the success may lend itself to best practice, that people, outside of the immediate team may benefit from. If this is the case, record the action required to share this.

4. Where step 3 is applicable, record as open, until the best practice has been shared, then mark as closed. Where 3 is not applicable, marked as closed, when the success is registered

AudienceKey stakeholdersProject SRO


4.8 Supplier Relationship Barometer

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BenefitsWhere involved in dialogue with suppliers/bidders this helps to stimulate discussion on the progress of the dialogue sessions.

How to use•This template is a display template rather than an electronic template.•Print and display for each supplier attending the Dialogue Boot Camp•Display each one in the Project Performance Hub after Dialogue boot camp•Print 3 sets of starbursts with the suppliers name for each of the suppliers participating in dialogue•After each dialogue session has been completed a member of the project team (involved in the dialogue) selects the ranking that best reflects the supplier throughout the session (by placing the starburst)for each of the 3 categories:

1.Openness: Shows trust in sharing information which could be deemed as sensitive. Willing to build on alternative approach/suggestions. Open in their logic about the approach2.Responsiveness: Quick and effectively responds to requests3.Quality of Dialogue: Having an even balance of creating ideas and suggestions, building upon the suggestions, exploring pitfalls of suggestions and facilitation of the conversation

1 2 3


Frequency of reviewOn a weekly basis




BenefitsEnables easy identification on what is on track or off track enabling the team to identify a recovery plan.

How to use•Populate the following areas of the TIP at the beginning of the project, print copy and secure to the wall or save in shared file store.

1.Add names of the team that will be using the TIP2.Identify dates when the team are not available by marking the relevant box red3.Identify each activity required to complete the project4.Include the actions/tasks required for each activity shading in the timeline grid5.Assign who will lead the action, who will be supporting the lead and when it will be reviewed6.Identify the status of the action

•Review progress against actions using a red timeline and identify whether you are on track (vertical line) behind schedule (back spike) ahead of schedule (forward spike)•Discuss reason for back spike, capture countermeasure and assign owner

4.9 Team Implementation Plan - TIP

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1 2

3

4 5 6


Frequency of reviewWeekly at the team meeting

4

6


4.10 Daily tasks

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BenefitsHelps the team to drive the project forward on a daily basis.

How to use•Template to be drawn on flip chart paper at the beginning of every week or created electronically at the beginning of the project and saved in the shared file store.

1.Write succinct description of the task required2.Use initials to identify the team member that will complete the task3.Identify what day the task will be carried out/completed (see 4 for details)4. Use the following symbols to identify when a task should be completed and the progress being made:

Blank circle: Task is dueGreen circle: Task is completed on timeRed circle: Task not completed

When a task has not been completed on time review with the owner and add a blank circle on the day(s) that it will be completed using an arrow to show that the task will be completed later in the week.

Frequency of reviewDaily meeting

1

2 3

4

OwnerDaily meeting chair




4.11 Weekly Planner

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1

BenefitsHelps the team to see which stakeholder meetings are taking place and where.

How to use•Template to be drawn on flip chart paper and fixed to the wall or created electronically at the beginning of the project and saved in the shared file store.

1.As a team, identify on a weekly basis all planned meetings2.Either fill out electronically or using a post it note for each visit/meeting record the follow details and affix the post it note to the relevant day:

• Who • Where• Team reps • Time

A-notherBuilding xTeam reps11:00

A-notherBuilding xTeam reps11:00

A-notherBuilding xTeam reps11:00 2

2

2

A-notherBuilding xTeam reps11:00 2

OwnerDaily meeting chair

Frequency of reviewDaily meeting



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5. Performance

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To achieve the required business impact it is important that we understand our measures of success, know how we are performing against these and can understand the reasons for any variation in performance.


5.1 Overall Supplier Interest Tracker

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3

UsersProject team

AudienceKey stakeholdersProcurement manager

OwnerPerformance manager

Frequency of reviewAt end of each de-selection phase

BenefitsProvides an easy way of tracking the number of suppliers in the process.

How to use•Input details as follows:1.No of Suppliers in Process at Industry Boot Camp2.No of Suppliers that respond to OJEU Notice3.No of Suppliers that are invited to participate in Dialogue or to tender 4.No of Suppliers in Dialogue Boot Camp Week 1 (Competitive Dialogue (CD))5.No of Suppliers in Dialogue Boot Camp Week 2 (CD)6.No of Suppliers in Dialogue Boot Camp Week 3 (CD)7.No of Suppliers in Dialogue Boot Camp Week 4 (CD)8.No of Suppliers in Dialogue Boot Camp Week 5 (CD)9.No of Suppliers in Dialogue Boot Camp Week 6 (CD)10.No of Suppliers that submit BAFO (CD)11.Successful Supplier(s) chosen

•Either save electronically or print at each update and display on hub to track the reduction in number of suppliers in the process.•The bar chart will automatically be populated from the data input into the template.

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34

7

56

819

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10


5.2 Supplier De-Selection Register

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3

UsersProject team

OwnerNominated team member

BenefitsAn easy reference point for Project SRO and other selected stakeholders.Note: Commercially confidential information

How to use• Print a blank version and display the template in the project room or create

electronically & save in the shared file store.• Areas should be populated as follows:

1 2

4

3 4 5 6


1. Supplier name2. Date supplier deselected3. Note whether the supplier self deselected

or were deselected by the evaluation team4. Note the reason the supplier was

deselected

5. Note any follow up action required by the Procurement Team

6. Note whether this follow up action is ongoing (open) or completed (closed).

Frequency of reviewAs and when required


5.3 Key Performance Indicators

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BenefitsA visible way of tracking performance against key indicators identified at the outset of the project.

How to use• Refer to the Lean Procurement Project Key Performance Indicators pack and the KPI calculator.•Use your own KPIs for display if using a dedicated room or display boards.

3

UsersProject team

AudienceKey stakeholdersContract Manager

OwnerPerformance manager

Frequency of reviewAt end of stage of the sourcing process or when a quality assurance review takes place