business process development

PROPRIETARY AND CONFIDENTIAL, MARITZ COPYRIGHT 2010 1

November 2, 2010

PROJECT MANAGEMENT: Process Development, Management & Control


Questions to be Answered

• Why do we need Processes?

• What is our current state?

• How do we develop good Processes?

• What are the next steps?


WHY DO WE NEED PROCESSES?

Jack of all Trades System

Place Kicker

Running Back

Wide Receiver

Quarter Back

Football Player

Stats Pass Efficiency

Yds. / Recept’n

Yds./ Carry FG Len.

%/Avg. 58% 8.5 3.8 39


BPO – Business Process OptimizationDivision of Labor

Place Kicker

Running Back

Wide Receiver

Quarter Back

QB

Stats Pass Efficiency

Yds. / Recept’n

Yds./ Carry FG Len.

%/Avg. 65% 10.7 5.6 45

RB

WR

Kicker


Five Basic Reasons

• Resource Efficiency & Productivity

– Focus on resource’s strengths

– Allows for resource training and development

– Decreases chances of resource “Burn-Out”

• Optimization of New Resource integration

– Structure is set in place

– Decreases learning curve

– Less time is spent on training


Five Basic Reasons (Cont’d)

• Repeatability of successes

• Emphasizes Team work

– Knowledge is not “siloed” with one resource

– Importance of hand-offs

– Documentation

• Allows for Scalability and Flexibility


WHAT IS THE CURRENT STATE?

Jack of all Trades System

Place Kicker

Running Back

Wide Receiver

Quarter Back

Young Football Player


Current State Summary

• Resources as “Heroes”

• “Fire-Fighting” culture

• “Siloed” Information & Expertise

• Clients as burdens

• Successes cannot be repeated


Steps to Developing Optimal Processes

1. Scope: A map of Processes to be Developed.

2. Objective:

– Why is the Process being developed?

– What is the expected end result of using the process?

3. Description: The different modules of the Process that need to

spelled out.


1. Scope

Processes common across Organizations:

A. Communications Management

B. Change Management

C. Deliverables Management

D. Issues Management

E. Risk Management

F. Financial Management


1A. Communications Management

Determining how information & ideas are communicated.•Internally

– Meetings• Frequency• Setup• Agenda• Driver• Documentation (Minutes)

– Communication Path– Escalation Path

•Externally (Client Interface)


1B. Change Management

Changes to anything within the scope of a contract•Internal Projects

– Changes driven by internal resources– Value-Add services within scope

•External Project– Changes outside contract scope (even if driven by

internal resources)– Changes driven by the client


1C. Deliverables Management

Deliverables to the team or the client•Internal Deliverables

– Status Reports– Meeting Minutes– QA Documentation– Labor/Financial Tracking Document

•External Deliverables– Project Status Report– Invoices– External PCAs


1D. Issues Management

Issues both systemic and ad hoc that arises while the Project is being executed

– Escalation Route– Documentation– Reporting (Who and when)– Frequency of updates– Issues tracking– Closure– Post hoc review


1E. Risk Management

Risks associated with executing the Project– Resource availability & bandwidth– Infrastructure limitations– Potential of future adversity (Data driven analysis usually

produced by BI group)– Financial risk

PS: After risks are identified, an initiator/owner needs to be defined ahead of time and an escalation/communication path established.


1F. Financial Management

Addresses and reviews both the Project and intra-departmental financials

– Forecasting– Analysis– Documentation– Auditing/Review

PS: Usually the PM office only has jurisdiction over the documentation of financials. In most organizations BI or Finance Department does the Forecasting and Analysis, and the Finance Department does the Auditing/Review.


2. Objective

A. Why is the Process being developed?

B. What is expected to be the end result of using the process?


2A. Why?

•Rigid Business Environment•Chaotic Business Environment•Hard working Employees not recognized or not adequately rewarded•Project execution sloppy•Successes cannot be or is not being duplicated•Resources are not working as a team


2B. End Result

•Create a flexible work environment•Locate and reward exceptional resources•Execute projects efficiently•Duplicate successful projects•Create camaraderie among team members•Achieve maximum client satisfaction


3. Description

Modules most common to Processes:A. ControlB. OwnershipC. StorageD. Input and OutputE. Key Contacts


3A. Process Control

Person in charge of managing the Process and the Documentation.•Process management –

– Making sure that the process remains dynamic. – The manager of the process is not necessarily the person

who will update the process.•Process documentation

– Making sure that the process is documented.– Making sure that the document is kept up to date and

relevant.


3A. Process Ownership

Person in charge of updating the Process and the Documentation.•Process Change –

– Solicits and collects process change request from resources.

– Determines the relevance and need for changes.– Makes changes to the process as appropriate. – Could also be the Process Controller.

•Process Documentation– Documents the process(es).– Documents changes to the process(es).


3C. Process Storage

Where the process documentation will be stored•Hard Copy (May not be necessary anymore with Collaboration sites doing version controls)

– Binders/Print outs.– Useful for training new resources.– Helps keep soft copy secure and limits access to it.

•Soft Copy– Designate driver (preferably secure).– Type of access i.e. Read Only or Write.– Versioning for historical records.


3D. Process Input and Output

Raw materials needed for process to function and end product of the process.•Example of Inputs

– Resources.– Approvals.– Documentation.

•Example of Outputs– Meeting minutes.– Resource evaluation.

PS: This is usually documented in the form of a flow chart and details who delivers the raw material and who receives the end product.


3D. Key Contacts

People of interest to the Process.•Who needs to be contacted at different stages of the process?•When do they need to be contacted?•Who is to do the contacting?


Final Synopsis

•Tactical changes vs. Culture shift.•Time factor.•Infinite possibilities.•Bureaucracy & Red-Tape.


QUESTIONS & ANSWERS