© 2007, Saumya Ganguly. All Rights Reserved.

An approach paper to bring some spice, by way of disagreements & protests, into the otherwise unexciting subject of a structured approach to Life, the Universe and Everything

Controlled copy Version 1.0b

Anatomy of a Methodology:To introduce structure into a structure

2© 2007, Saumya Ganguly.

Table of Contents

Conceptual Foundation » Need for the Methodology

Methodology Content» The Work Breakdown Structure» Guide to the WBS» Deliverable definitions

Implementation Aids» Roles and Responsibility» Technique papers» Templates and Accelerators

Methodology Sustenance» Tools embedding method» Training infrastructure & helpdesk

3© 2007, Saumya Ganguly.

Conceptual Foundation

The rationale behind defining a new methodology needs to be examined» e.g. Do Implementation, Reimplementation and Rollout need

separate methodologies?

There might be a need for a separate methodology or to integrate parts of an existing methodology.» e.g. a stand-alone Change Management methodology may be

incorporated into a Global Consolidation methodology.

An offering needs to be positioned with a separate methodology even if it is also part of another consolidated offering» ERP Benefit Realization would be part of an ERP implementation

offering, but can also be positioned as a value-add / independent offering

4© 2007, Saumya Ganguly.

Work Breakdown StructureProcess A

Phase I Phase II Phase III Phase IV

Process B

Process C

Process D

Process E

Process F

Process G

Process H

Process I

Process J

Process K

• The engagement lifecycle is decomposed into Phase > Process > Activity > Task

• Each Phase will have a checkpoint Process.

• Deliverables would normally be collated in a Phase and work products at Activities (details in slide on Deliverables).

• Cross lifecycle Phases may exist for evolving deliverables or repetitive Activities

• The project plan would be derived from the engagement lifecycle hierarchy of Phase>Process>Activity>Task

• The methodology will be adapted for the engagement during the proposal phase & at fine tuned during engagement start-up

5© 2007, Saumya Ganguly.

Guide to the WBS• A detailed guide will describe the Phase,

Process, Activity & Task in the WBS.

• The Phase network diagram will define the relationship and dependencies between the phases.

• Phases will have a phase objective and phase introduction.

• Process and Activities will have a “purpose statement” and a “overview description”

• Tasks with have a “detailed description”

• Process will have the expected deliverable inventory.

• Process may cross-reference Technique papers and suggested or recommended Tools

1. Task X.1.12. Task X.1.23. Task X.1.3

1. Task X.1.12. Task X.1.23. Task X.1.3

1. Task X.2.12. Task X.2.23. Task X.3.3

1. Task X.2.12. Task X.2.23. Task X.3.3

1. Task X.4.12. Task X.4.23. Task X.4.3

1. Task X.4.12. Task X.4.23. Task X.4.3

1. Task X.5.12. Task X.5.23. Task X.5.3

1. Task X.5.12. Task X.5.23. Task X.5.3

6© 2007, Saumya Ganguly.

Methodology Tracks

Process A

Phase I Phase II Phase III Phase IV

Process B

Process C

Process D

Process E

Process F

Process G

Process H

Process I

Process J

Process K

• There would be logical relation of methodology Process from Phase to Phase as the work products and deliverables contribute to the evolution of the engagement solution or realization of the project goal.

• Logical deliverable chains or “themes” running throughout the lifecycle will be named Tracks.

• Each Track will need a unique combination of skill, competency and objective.

• Milestone driven project plans would be developed by tracks, whereas lifecycle driven project plans would be driven by project Phases.

7© 2007, Saumya Ganguly.

Work Products & Deliverables

Process A

Phase I Phase II Phase III Phase IV

Process B

Process C

Process D

Process E

Process F

Process G

Process H

Process I

Process J

Process K

• A deliverable is an acceptable output marking a milestone achievement or successful completion of a Process or a group of Activities.

• A work product is a document recording execution of a Task or an Activity.

• Examples of work products are memos, minutes, issue log, key decisions; and are relevant for multiple deliverables.

• A deliverable network diagram depicts the relationship of milestones and hence the milestone activities in a project plan.

• A Deliverable definition document would contain details like purpose, rationale, development approach, acceptance, and estimating considerations

8© 2007, Saumya Ganguly.

Technique Papers

• The WBS, WBS Guide and Deliverable definitions would describe “What to” be done.

• Technique papers would be guides on “How to” do the same.

• Examples of the same would be: “Managing the stakeholder for project success”: Change

Management track “Managing profitability in a fixed bid project”: Project

Management track “Defining and Managing Scope by the Seven Levers of Scope”:

Business Process Track “Managing Data Conversion to improve user experience in a

post go-live environment": Data Management Track

9© 2007, Saumya Ganguly.

Templates & Accelerators

• Templates would provide a “boiler-plate” structure to the engagement team that would be supplement the deliverable definition and the technique paper documentation

• The project manager would adapt and align templates to project imperatives

• Accelerators would be templates with content that would be domain and/or product specific

• e.g. The process performance measures for a health check offering may be pre-filled with content syndicated from APQC or the PwC/ Saratoga databases

10© 2007, Saumya Ganguly.

Roles and ResponsibilitiesSteering

Committee

ProjectManagement

ClientTeam

CognizantConsultant

BusinessSME

DeliverableAcceptance Team

Business Analyst

ERP Package SME

There would be roles & responsibilities for the project

Each Track would need skills that would be relevant to the Track

The Tasks & Activities of the methodology for the offering would be best executed by specific roles.

Job description for each role would help in staffing the project. It would also help in training needs identification.

11© 2007, Saumya Ganguly.

Project plan template

This in effect, would be, a template and an accelerator combined together.

This would have WBS items, milestones, dependencies, representative or proportionate durations, roles performing the WBS items, information cross referencing the deliverables, templates, but not technique papers and accelerators.

12© 2007, Saumya Ganguly.

Training & Helpdesk Infrastructure

• For the methodology be a working, repetitive project execution process methodology training material is needed.

• Methodology champions would providetraining to the practicing consultants

inputs to the business advancement team during the bid process & the project manager at the engagement initiation phase

ongoing clarifications, harvest engagement experiences & deliverables to keep the methodology components up to date

13© 2007, Saumya Ganguly.

Tools for Methods

Objective: » Logical, Replicable

processes to produce Predictable, Defendable results

» Individual independent Delivery Excellence

Solution: Tools that embed methods, templates, roles and integrate templates, accelerators and technique papers

14© 2007, Saumya Ganguly.

No Questions?Thank you!